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*FM 3-04.113
Field Manual
Headquarters
Department of the Army
No. 3-04.113 (1-113)
Washington, DC, 7 December 2007
Utility and Cargo Helicopter Operations
Contents
Page
PREFACE
viii
Chapter 1
MISSIONS AND ORGANIZATION
1-1
Section I - Overview
1-1
Combined Arms
1-1
Fundamentals
1-2
Section II - Missions
1-3
Assault Helicopter Battalion
1-3
General Support Aviation Battalion
1-4
Section III - Organization
1-4
Battalion Staff Organization
1-4
Assault Helicopter Battalion
1-6
General Support Aviation Battalion
1-9
Chapter 2
COMMAND AND CONTROL
2-1
Section I - Command and Control
2-1
Command
2-1
Control
2-1
Command and Control Systems
2-2
Communications
2-2
Battalion Communication Nets
2-3
Section II - Battalion Command and Control
2-5
Battalion Command Group
2-5
Tactical Command Post
2-14
Main Command Post
2-14
Battalion Planning Considerations
2-21
Section III - Company Command and Control
2-23
Company Command Post
2-23
Company Planning Considerations
2-28
Distribution Restriction: Approved for public release; distribution is unlimited.
*This publication supersedes FM 1-113, 12 September 1997.
7 December 2007
FM 3-04.113
i
Contents
Section IV - Meetings and Briefings
2-31
Initial Planning Conference
2-31
Air Mission Coordination Meeting
2-32
Operation Order Brief
2-32
Air Mission Brief
2-32
Team Brief
2-33
Crew Mission Brief
2-33
Section V - Rehearsals
2-33
Rehearsal Sequence and Attendance
2-34
Rehearsal Question Resolution
2-35
Conflict Resolution at the Rehearsal
2-35
Additional Rehearsals
2-35
Rehearsal Completion
2-36
Section VI - End of Mission Debriefing and After Action Review
2-36
Debriefs
2-36
After Action Review
2-38
Chapter 3
EMPLOYMENT
3-1
Section I - Fundamentals
3-1
Maneuvering Formations
3-1
Flight Modes and Movement Techniques
3-5
Landing Zones and Pickup Zones
3-8
Section II - Air Assault
3-8
Fundamentals
3-9
Air Assault Elements Roles and Responsibilities
3-9
Air Assault Planning
3-13
Insertion And Extraction Operations
3-27
Section III - Air Movement
3-29
Fundamentals
3-29
Planning Considerations
3-31
Section IV - Command and Control Support
3-32
Fundamentals
3-32
Planning Considerations
3-32
Command and Control Aircraft Configurations
3-34
Army Airborne Command and Control System Configuration
3-37
Section V - Aeromedical Evacuation
3-38
Medical Evacuation
3-38
Fundamentals
3-39
Planning Considerations
3-41
Medical Evacuation Aircraft Capabilities
3-45
Section VI - Casualty Evacuation
3-45
Casualty Evacuation Classifications
3-46
Casualty Evacuation Aircraft Capabilities
3-46
Section VII - Air Traffic Services
3-47
Mission and Support Capabilities
3-47
Section VIII - Personnel Recovery
3-48
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FM 3-04.113
7 December 2007
Contents
Section IX - Other Operations
3-56
Stability and Civil Support Operations
3-56
Quick Reaction Force Operations
3-59
Aerial Mine Delivery Operations
3-61
Chapter 4
SUSTAINMENT OPERATIONS
4-1
Section I - Fundamentals
4-1
Logistics Characteristics
4-1
Methods of Distribution
4-2
Supply Operations
4-2
Sustainment During Combat Operations
4-5
Section II - Maintenance
4-6
Principles
4-6
Aviation Maintenance Operations
4-7
Vehicle and Ground Equipment Maintenance and Recovery Operations
4-11
Section III - Battalion Sustainment Units
4-11
Flight Company
4-11
Aviation Maintenance Company
4-12
Forward Support Company
4-13
Headquarters and Headquarters Company
4-15
Aviation Support Battalion
4-16
Section IV - Standard Army Management Information Systems
4-19
Standard Army Maintenance System
4-19
Standard Army Retail Supply System
4-22
Integrated Logistics Analysis Program
4-23
Defense Automatic Addressing System
4-23
Aviation Life Support System
4-23
Appendix A
AIRCRAFT SURVIVABILITY
A-1
Appendix B
ARMY AVIATION AIR-GROUND INTEGRATION
B-1
Appendix C
AIRCRAFT CHARACTERISTICS
C-1
Appendix D
CHECKLISTS, BRIEFINGS, REPORTS, AND FORMATS
D-1
GLOSSARY
Glossary-1
REFERENCES
References-1
INDEX
Index-1
7 December 2007
FM 3-04.113
iii
Contents
Figures
Figure 1-1. Battalion staff organization
1-5
Figure 1-2. Assault helicopter battalion organization
1-6
Figure 1-3. Assault helicopter battalion headquarters and headquarters company
organization
1-7
Figure 1-4. Assault helicopter battalion forward support company organization
1-7
Figure 1-5. Assault helicopter company organization
1-8
Figure 1-6. Assault helicopter battalion aviation maintenance company organization
1-9
Figure 1-7. Pathfinder Company
1-9
Figure 1-8. General support aviation battalion organization
1-10
Figure 1-9. General support aviation battalion headquarters and headquarters
company organization
1-10
Figure 1-10. General support aviation battalion forward support company
organization
1-11
Figure 1-11. Command aviation company organization
1-11
Figure 1-12. Heavy helicopter company organization
1-12
Figure 1-13. Air ambulance company organization
1-13
Figure 1-14. Air traffic services company organization
1-13
Figure 1-15. General support aviation battalion aviation maintenance company
organization
1-14
Figure 2-1. Military decisionmaking process
2-23
Figure 2-2. Troop leading procedures and key planning tasks
2-28
Figure 3-1. Formation separation
3-2
Figure 3-2. Combat cruise formation
3-2
Figure 3-3. Combat cruise right
3-3
Figure 3-4. Combat trail
3-4
Figure 3-5. Combat spread
3-4
Figure 3-6. Deliberate air assault planning timeline
3-14
Figure 3-7. Air assault planning process
3-15
Figure 3-8. Air assault planning process (time constrained)
3-16
Figure 3-9. Air assault planning stages
3-22
Figure 3-10. Aircraft command and control console configuration
3-35
Figure 3-11. Ground based command and control console
3-36
Figure 3-12. Example medical evacuation mission cycle
3-39
Figure 3-13. Army medical evacuation mission spectrum
3-40
Figure 3-14. Medical evacuation mission communications
3-43
Figure 3-15. Disrupt and fix minefields
3-65
Figure 3-16. Turn and block minefield
3-65
Figure 4-1. Two-level aviation maintenance and sustainment
4-7
Figure 4-2. Aviation support battalion
4-16
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FM 3-04.113
7 December 2007
Contents
Figure 4-3. Standard Army Management Information System architecture
4-20
Figure A-1. Roles and functions
A-3
Figure A-2. Sample aircraft survivability equipment risk assessment worksheet
A-4
Figure A-3. Sample aircraft survivability equipment/electronic warfare mission brief
format
A-6
Figure B-1. Mission planning through execution cycle
B-10
Figure B-2. Fratricide risk factors
B-13
Figure B-3. Risk reduction and/or fratricide prevention assessment
B-15
Figure B-4. Maneuver brigade combat teams
B-16
7 December 2007
FM 3-04.113
v
Contents
Tables
Table 1-1. Assault helicopter battalion and general support aviation battalion roles in
Army warfighting functions
1-2
Table 2-1. Battalion internal radio networks
2-3
Table 2-2. Battalion external radio networks
2-5
Table 2-3. Example of main command post occupation timeline
2-21
Table 2-4. Sample cell assignments matrix
2-29
Table 2-5. Sample mission debrief
2-37
Table 3-1. Mission, enemy, terrain and weather, troops and support available, time
available, and civil considerations and terrain flight modes
3-7
Table
3-2. Lift scenarios with two assault companies
3-17
Table
3-3. Air mission coordination meeting agenda
3-18
Table
3-4. Air mission brief agenda
3-18
Table
3-5. Computing en route time
3-24
Table
3-6. Marking techniques for day and night pickup zones
3-26
Table
3-7. Medical evacuation categories of precedence
3-44
Table
3-8. Personnel recovery terms
3-50
Table
3-9. Types of escort
3-53
Table
3-10. Volcano planning factors
3-64
Table
3-11. Minefield emplacement times
3-64
Table
4-1. Classes of supply
4-2
Table A-1. Training assets
A-7
Table B-1. Key terms and meaning
B-1
Table B-2. Ground element responsibilities for flight check-in
B-3
Table B-3. Methods of marking friendly and enemy positions
B-5
Table B-4. Brevity list
B-7
Table B-5. Sample close combat attack kneeboard briefing card
B-8
Table C-1. UH-60A/L aircraft characteristics
C-1
Table C-2. HH-60L specifications
C-5
Table C-3. CH-47D characteristics
C-6
Table C-4. Typical helicopter fuel expenditure rates and capacities
C-9
Table C-5. Typical planning weights for combat equipment and vehicle
C-9
Table C-6. Typical helicopter load capacities
C-10
Table D-1. Sample predeployment and pretemporary duty checklist
D-1
Table D-2. Sample convoy checklist
D-3
Table D-3. Sample precombat checklist
D-5
Table D-4. Sample air mission coordination meeting checklist
D-7
Table D-5. Sample air mission brief
D-9
Table D-6. Sample pickup zone/landing zone kneeboard diagram
D-15
Table D-7. Sample personnel recovery planning checklist
D-16
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FM 3-04.113
7 December 2007
Contents
Table D-8. Sample search and rescue situation summary report
D-19
Table D-9. Sample rescue mission brief
D-20
Table D-10. Sample landing zone survey checklist
D-21
Table D-11. Sample helicopter flight status report
D-22
Table D-12. Sample weather advisory/watch report
D-22
Table D-13. Sample convoy status report
D-23
Table D-14. Sample unexploded ordinance report
D-24
Table D-15. Sample medical evacuation nine-line report
D-24
Table D-16. Sample warning order
D-25
Table D-17. Sample operation order
D-26
Table D-18. Sample company warning order
D-27
Table D-19. Sample company operation order
D-28
Table D-20. Sample flounder report
D-35
7 December 2007
FM 3-04.113
vii
Preface
Field manual (FM) 3-04.113 is intended for use by commanders, staffs, and United States (U.S.) military
personnel expecting to operate and employ Army aviation assault and/or general support (GS) helicopter units.
This FM is the Army’s doctrine for how to fight and sustain assault helicopter battalions (AHBs) and general
support aviation battalions (GSABs). The operational concepts described in this manual are based on Army
doctrine as established in FM 1, FM 3-0, and FM 3-04.111. Emphasis is placed on modular force structure and
the enhanced operational capability provided by Army aviation transformation.
FM 3-04.113 applies to regular Army and reserve component units. It builds on collective knowledge and
experience gained through recent operations, numerous exercises, and the deliberate process of informed
reasoning. This publication is rooted in time-tested principles and fundamentals, while accommodating new
technologies, and evolving responses to the diverse threats to our national security. This manual also assists
Army proponent schools in teaching utility and cargo helicopter operations.
FM 3-04.113 lays out the “how-to” of assault and GS helicopter organizations, missions, command and control
(C2), tactical employment, and sustainment. It describes the responsibilities and duties of key personnel during
training, operations, and combat. This manual is authoritative but not considered inflexible. Each situation in
combat must be resolved by an intelligent interpretation and application of the doctrine set forth herein.
Standardized battalion and company operations are necessary for effective employment of aviation battalion
task forces
(ABTFs). To this end, like companies should follow similar operational and employment
procedures.
Finally, FM 3-04.113 furnishes a foundation for assault and GS helicopter doctrine, force design, materiel
acquisition, professional education, and individual and unit training.
This publication applies to the Active Army, the Army National Guard/Army National Guard of the United
States, and the United States Army Reserve, unless otherwise stated.
The proponent of this publication is Headquarters, 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) to Commander, United States Army Aviation
Warfighting Center, ATTN: ATZQ-TDD-D, Fort Rucker, Alabama 36362-5263 or complete the Directorate of
Training and Doctrine (DOTD) electronic change request form at https://www.us.army.mil/suite/doc/7288766.
Comments may be e-mailed to the DOTD at av.doctrine@us.army.mil. Other doctrinal information can be
found on the Internet at the Aviation Doctrine Branch homepage (https://www.us.army.mil/suite/page/394729 ),
Army Knowledge Online (AKO).
This publication has been reviewed for operations security (OPSEC) considerations.
viii
FM 3-04.113
7 December 2007
Chapter 1
Missions and Organization
AHBs and GSABs are organized and equipped to support Army and joint,
interagency, and multinational
(JIM) operations. These units conduct continuous
maneuver, support, and maneuver sustainment missions across the depth and breadth
of the operational environment. Each unit focuses on time-tested fundamentals to
achieve success. This chapter discusses these fundamentals in relation to the type of
battalion and outlines the basic organization, principal mission focus, and capabilities
of the AHB and GSAB. The organization description for each unit is based on the
official table of organization and equipment
(TOE). Operationally, all units are
resourced according to a modified table of organization and equipment (MTOE), so
organizations may be different than described in the TOEs in this FM.
SECTION I - OVERVIEW
COMBINED ARMS
1-1. Combined arms is the synchronized and
Contents
simultaneous application of warfighting functions
(WFF) to achieve an effect that is greater than if
Section I - Overview
1-1
each arm were used in sequence. It is the full
Section II - Missions
1-3
integration of a unit’s differing capabilities in such a
Section III - Organization
1-4
way that, to counteract one, the enemy must become
more vulnerable to another. Combined arms employs all the WFF and their supporting systems. Combined
arms multiply the effectiveness of Army forces in all operations.
1-2. Employing combined arms is simple in concept; however, it requires highly trained Soldiers, skilled
leadership, effective staff work, and integrated information systems. Combined arms operations must be
synchronized so the effects of combat power occur simultaneously. Synchronization is defined as arranging
activities in time, space, and purpose to mass maximum relative combat power at a decisive place and time
(joint publication [JP] 1-02). Through synchronization, commanders arrange WFF to mass the effects of
combat power at the chosen place and time to overwhelm an enemy or dominate the situation.
1-3. Combined arms is achieved through organizational design (standing organizations) and temporary
reorganization (tailored and task-organized units). For example, units organic to brigade combat teams
(BCTs) perform all WFF; however, the BCT does not organically include Army aviation. When required,
capabilities are added through the temporary tailoring and task-organizing of subordinating elements of
different units under one commander.
1-4. Aviation battalions plan, coordinate, and execute operations thereby creating opportunities for
commanders to disrupt the enemy's decisionmaking process. This process forces the enemy to make
decisions that disrupt its initial plans. The battalion—through coordination, liaison, C2, situational
awareness (SA), and situational understanding (SU)—assists in setting conditions for the force's success.
7 December 2007
FM 3-04.113
1-1
Chapter 1
FUNDAMENTALS
ARMY WARFIGHTING FUNCTIONS
1-5. Battalion commanders and staffs must be fully aware of the six Army WFF (see field manual interim
[FMI] 5-0.1). Table 1-1 provides examples of tasks the AHB and GSAB may perform in support of each
warfighting function.
Table 1-1. Assault helicopter battalion and general support aviation battalion roles in
Army warfighting functions
Army WFF
AHB and GSAB Role
Movement and
Insert and augment ground forces to find, fix, and/or destroy the enemy.
Maneuver
Transport personnel, equipment, and supplies.
Insert engineers and survivability materiel.
Emplace Volcano minefields.
Intelligence
Assist commander and staff in conducting intelligence preparation of the
battlefield (IPB).
Provide higher headquarters (HQ) SA.
Confirm/deny elements of the intelligence, surveillance, and
reconnaissance (ISR) plan and priority intelligence requirements (PIR).
Fires
Transport indirect fire systems, forward observers, and ground designation
teams.
Assist in planning joint suppression of enemy air defenses (J-SEAD) fires
and electronic warfare (EW).
Sustainment
Conduct air movement operations of personnel, supplies, and equipment.
Perform aircraft recovery.
Support forward arming and refueling point (FARP) emplacement or
resupply.
Perform aeromedical evacuation or casualty evacuation (CASEVAC).
Command and
Provide air and ground commanders the ability to rapidly traverse and see
Control
the battlefield.
Provide battle command on the move (BCOTM), Army Airborne Command
and Control System (A2C2S), and retransmission.
Provide air traffic services (ATS).
Protection
Transport air defense artillery (ADA) systems.
Transport fortification supplies, support deception by false insertions.
Support chemical, biological, radiological, and nuclear (CBRN) surveys.
TYPES OF OPERATIONS
Decisive Operations
1-6. Decisive operations directly accomplish the mission assigned by higher HQ. Decisive operations do
not require the presence of overwhelming forces; they simply require the massing of overwhelming
firepower and other effects against the enemy. The AHB and GSAB enhance and extend the capabilities of
commanders to initiate, conduct, and sustain combat operations. These units provide tactical air movement
of troops, as well as internal and external lift of weapon systems, supplies, and equipment at corps and
lower echelons to negate the effects of complex terrain. AHBs and GSABs support decisive operations
through—
1-2
FM 3-04.113
7 December 2007
Missions and Organization
Air assaults.
Inserting/extracting engineer, Pathfinder, and infantry elements to increase the tempo of
reconnaissance and security.
Minefield emplacement at chokepoints along primary enemy avenues of counterattack or along
enemy avenues of withdrawal to cut-off the enemy's retreat.
C2 support.
Air movement to reinforce success.
Aerial emplacement and sustainment of FARPs.
Shaping Operations
1-7. Shaping operations establish and preserve conditions for success of the decisive operation by
manipulating the battlefield. Shaping includes lethal and nonlethal operations that—
Make the enemy vulnerable to attack.
Impede or divert the enemy’s attempts to maneuver.
Provide combat support to facilitate the maneuver of friendly forces.
Enhance deception or otherwise dictate the time and place for decisive battle.
1-8. Through shaping, commanders gain the initiative, preserve momentum, and control the tempo of
combat. Shaping operations may occur with, before, or after initiation of decisive operations and involve
any combination of forces. AHBs and GSABs support shaping operations through—
Air assault and air movement to seize terrain or attack enemy units, facilities, or equipment.
Insertion and extraction operations in support of special operating forces and conventional units
to conduct raids, long-range surveillance (LRS), or reconnaissance.
Volcano operations to turn, block, and otherwise delay the enemy.
C2 support.
Aerial emplacement and sustainment of FARPs and forward operating bases (FOBs).
Psychological operations (PSYOP) with leaflet drops or loudspeaker missions.
Sustaining Operations
1-9. Sustaining operations generate and maintain combat power. Sustaining operations at any echelon are
defined as those assisting the decisive and shaping operations by ensuring freedom of action and continuity
of operations. Sustaining operations include base security, maintenance, movement control, terrain
management, and protection of lines of communications (LOC) and HQ. AHBs and GSABs support
sustaining operations through—
Air movement.
Aeromedical evacuation.
CASEVAC.
Downed aircraft recovery.
Personnel recovery (PR) operations.
SECTION II - MISSIONS
1-10. The missions of utility and cargo helicopter units are air assault, air movement, C2 support (GSAB),
aeromedical evacuation (GSAB), CASEVAC, ATS (GSAB), and PR.
ASSAULT HELICOPTER BATTALION
1-11. The AHB’s primary missions are to conduct air assault and air movement operations to extend the
tactical reach of the maneuver commander, negate effects of terrain, seize key nodes, achieve surprise, and
isolate or dislocate enemy forces. These missions encompass numerous other functions including:
7 December 2007
FM 3-04.113
1-3
Chapter 1
Insertion/extraction operations.
Pathfinder operations (medium divisions only).
Artillery raids.
Aerial mine delivery operations (Volcano).
CBRN surveys.
PSYOP missions (leaflet drop and speaker missions).
Wet Hawk and Fat Hawk refueling operations.
GENERAL SUPPORT AVIATION BATTALION
1-12. The GSAB’s primary missions include air assault, air movement, aeromedical evacuation, C2
support, and ATS. Specific functions of the GSAB are the same as an AHB with the addition of CH-47 and
HH-60 capabilities. Some of these functions include—
BCOTM.
Air movement of supplies, equipment, and personnel including logistics-over-the-shore when
applicable.
Wet Hawk, Fat Hawk, and Fat Cow refueling operations.
Air crash rescue support.
1-13. Due to the CH-47’s capabilities, heavy helicopter units enhance mission success with—
High-altitude operations.
Oversized, heavy, and special equipment movement.
SECTION III - ORGANIZATION
BATTALION STAFF ORGANIZATION
1-14. The battalion staff
(figure
1-1, page
1-5) is organized into personal staff, special staff, and
coordinating staff (refer to FM 6-0). The battalion staff consists of officers and enlisted personnel who
plan, supervise, and synchronize operations according to the battalion commander's concept and intent.
Except in scope, duties, and responsibilities, the battalion staff is similar to those of higher echelon staff.
Key personnel must be positioned on the battlefield where they can effectively carry out their duties. Refer
to chapter 2 for more information on staff duties and responsibilities.
1-4
FM 3-04.113
7 December 2007
Missions and Organization
Figure 1-1. Battalion staff organization
PERSONAL STAFF
1-15. The personal staff works under the commander’s immediate control but may work through the
executive officer (XO) or a specific coordinating staff officer for coordination and control purposes.
Members of the personal staff normally have a direct line of communication to the commander due to the
confidential nature and broad scope of their assigned duties.
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FM 3-04.113
1-5
Chapter 1
SPECIAL STAFF
1-16. Special staff officers help the battalion commander and other staff members perform their functional
responsibilities.
COORDINATING STAFF
1-17. The coordinating staff is composed of the commander’s principal assistants responsible for one or a
combination of broad fields of interest
(personnel, intelligence, operations, logistics, planning, and
communications). Coordinating staff members help the commander coordinate and supervise execution of
plans, operations, and activities. Collectively through the XO, they are accountable for the commander’s
entire field of responsibility.
Note. The GSAB also has a medical operations cell (MOC) that provides assistance with
communication between higher echelons of medical C2.
ASSAULT HELICOPTER BATTALION
1-18. Division aviation brigades have one AHB, while theater assault aviation brigades have three AHBs.
The air assault division is unique in that it has two aviation brigades, each with its own AHB. The AHB
(figure 1-2) at all echelons consists of a headquarters and headquarters company (HHC), a forward support
company (FSC), three assault helicopter companies (AHCs), and an aviation maintenance company. Each
medium division AHB also has a Pathfinder company.
1-19. The AHB is dependent on the combat aviation brigade (CAB) or division for additional maintenance
support, Airspace command and control (AC2), weather, legal, finance, and specific personnel and
administrative services. Unlike attack/reconnaissance helicopter battalions, the AHB does not have an
organic FS element and is reliant on the CAB for this support when formed as an ABTF HQ.
Figure 1-2. Assault helicopter battalion organization
HEADQUARTERS AND HEADQUARTERS COMPANY
1-20. The AHB HHC (figure 1-3, page 1-7) consists of the command group, staff, company HQ section,
supply section, communications/automation section, medical treatment squad, and unit ministry team
(UMT). The HHC provides personnel and equipment for the C2 functions of the battalion, and security and
defense of the command post (CP). The HHC also provides the following types of support: unit-level
personnel service, UMT, logistics, medical, and CBRN. Refer to chapter 4 for additional information.
1-6
FM 3-04.113
7 December 2007
Missions and Organization
Figure 1-3. Assault helicopter battalion headquarters and headquarters company organization
FORWARD SUPPORT COMPANY
1-21. The AHB FSC (figure 1-4) has a company HQ, field feeding section, distribution platoon, and
ground maintenance platoon. The FSC provides field feeding, transportation, refueling, ground
maintenance support, and coordinates with the aviation support battalion (ASB) for additional support as
required. Refer to chapter 4 for additional information.
Figure 1-4. Assault helicopter battalion forward support company organization
ASSAULT HELICOPTER COMPANY
1-22. The AHC (figure 1-5, page 1-8) consists of a company HQ and two assault helicopter platoons with
five UH-60 aircraft each.
7 December 2007
FM 3-04.113
1-7
Chapter 1
Figure 1-5. Assault helicopter company organization
Headquarters Section
1-23. The company’s HQ section embodies the senior leadership of the company and is responsible for
leading, training, and caring for all Soldiers assigned to the company. The commander, standardization
instructor pilot (SP), safety officer (SO), and tactical operations (TACOPS) officer assigned to the HQ
section are part of the company’s aircrew structure.
Assault Helicopter Platoon
1-24. The AHC has two assault helicopter platoons, each with five UH-60 helicopters. One platoon has an
aircraft survivability equipment/electronic warfare officer (ASE/EWO), while the other platoon has a non-
additional skill identifier (ASI) pilot.
AVIATION MAINTENANCE COMPANY
1-25. The aviation maintenance company (figure 1-6) consists of a company HQ; production control and
quality assurance (QA) sections; aircraft maintenance platoon with UH-60 repair sections; and an aircraft
component repair platoon
(CRP) with powerplant, powertrain, structural, pneudraulics, and
avionic/electrical sections providing necessary aviation field maintenance and battle damage assessment
and repair (BDAR). The aviation maintenance company provides necessary maneuver sustainment to
operate autonomously throughout division battlespace. Chapter 4 has additional information.
1-8
FM 3-04.113
7 December 2007
Missions and Organization
Figure 1-6. Assault helicopter battalion aviation maintenance company organization
PATHFINDER COMPANY
1-26. The pathfinder company (figure 1-7) is organic to the AHB within the medium divisions. It has a
company HQ, GS platoon, and direct support (DS) platoon. The HQ section consists of a medical section
and communications section. The GS platoon consists of a platoon HQ and two GS pathfinder teams. The
DS platoon consists of a platoon HQ and two DS pathfinder teams. The pathfinder company provides the
AHB commander with a highly trained, specialized infantry element that conducts landing zone (LZ)/drop
zone reconnaissance operations inside enemy held terrain and emplaces navigational aids (NAVAIDs) to
assist aircrews on approach into LZ/DZs. The pathfinder company also performs PR team security,
downed/isolated personnel extraction and sniper operations.
Figure 1-7. Pathfinder Company
GENERAL SUPPORT AVIATION BATTALION
1-27. Division aviation brigades have one GSAB, while theater GS aviation brigades have three GSABs.
The air assault division, however, has two aviation brigades, each with its own GSAB. The GSAB (figure
7 December 2007
FM 3-04.113
1-9
Chapter 1
1-8) at all echelons consists of an HHC, FSC, command aviation company (CAC), heavy helicopter
company (HvyHC), air ambulance company, ATS company, and aviation maintenance company.
Figure 1-8. General support aviation battalion organization
HEADQUARTERS AND HEADQUARTERS COMPANY
1-28. The GSAB HHC (figure 1-9) consists of the command group, staff, company HQ section, supply
section, communications/automation section, medical treatment squad, and UMT. The HHC provides
personnel and equipment for C2 functions of the battalion, and security and defense of the CP. The HHC
also provides the following types of support: unit-level personnel service, UMT, logistics, medical, and
CBRN. Refer to chapter 4 for additional information.
Figure 1-9. General support aviation battalion headquarters and headquarters company
organization
FORWARD SUPPORT COMPANY
1-29. The GSAB FSC (figure 1-10) has a company HQ, field feeding section, distribution platoon, and
ground maintenance platoon. The FSC provides field feeding, transportation, refueling, ground
maintenance support, and coordinates with the ASB for additional support as required. Refer to chapter 4
for additional information.
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FM 3-04.113
7 December 2007
Missions and Organization
Figure 1-10. General support aviation battalion forward support company organization
COMMAND AVIATION COMPANY
1-30. The CAC (figure 1-11) consists of a HQ section, command, control, and communications (C3)
platoon with four EUH-60 aircraft, and GS aviation platoon with four UH-60 aircraft.
Figure 1-11. Command aviation company organization
Headquarters Section
1-31. The company’s HQ section embodies the senior leadership of the company and is responsible for
leading, training, and caring for all Soldiers assigned to the company. The commander, SP, SO, and
TACOPS officer assigned to the HQ section are part of the company’s aircrew structure.
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1-11
Chapter 1
Command, Control, and Communications Platoon
1-32. The C3 platoon’s EUH-60s are equipped with A2C2S. A2C2S is the centerpiece of the maneuver
commander’s ability to maintain airborne BCOTM. A2C2S allows a commander access to the Army battle
command system (ABCS) that provides the common operational picture (COP) and means to command
maneuver forces. When utilizing A2C2S aircraft, the commander achieves maximum mobility while
maintaining access to information and continuity of operations. Refer to chapter
3 for additional
information on A2C2S.
General Support Aviation Platoon
1-33. The GS aviation platoon contains four UH-60 aircraft. One UH-60 is modified with a wiring
modification work order (MWO) “A Kit” for an A2C2S mission equipment package. These aircraft
perform the same mission tasks as the AHC with the exception of Volcano mine dispensing operations.
HEAVY HELICOPTER COMPANY
1-34. The HvyHC (figure 1-12, page 1-12) consists of a company HQ and three flight platoons with four
CH-47 aircraft each.
Figure 1-12. Heavy helicopter company organization
AIR AMBULANCE COMPANY
1-35. The air ambulance company (figure 1-13) consists of a company HQ and four forward support
medical evacuation (MEDEVAC) teams (FSMTs). Each FSMT consists of three HH-60 aircraft. Each
FSMT has its own team leader, instructor pilot (IP), and TACOPS officer to facilitate split based
operations.
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FM 3-04.113
7 December 2007
Missions and Organization
Figure 1-13. Air ambulance company organization
AIR TRAFFIC SERVICES COMPANY
1-36. The ATS company (figure 1-14, page 1-13) consists of a HQ platoon with a communication and
navigation maintenance section, terminal control platoon with a tactical tower section and ground
controlled approach (GCA) radar section, and an airspace information services platoon with two tactical
tower teams and an airspace information center (AIC). ATS companies are not organic to theater aviation
brigade GSABs within the theater aviation commands (TACs) .
Figure 1-14. Air traffic services company organization
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FM 3-04.113
1-13
Chapter 1
AVIATION MAINTENANCE COMPANY
1-37. The aviation maintenance company (figure 1-15) consists of a company HQ; production control and
QA sections; aircraft maintenance platoon with UH-60 and CH-47 repair sections; and an aircraft CRP
with powerplant, powertrain, structural, pneudraulics, and avionic/electrical sections providing necessary
aviation unit-level field maintenance and BDAR. The aviation maintenance company provides necessary
maneuver sustainment to operate autonomously throughout division AO Refer to chapter 4 for additional
information.
Figure 1-15. General support aviation battalion aviation maintenance company organization
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7 December 2007
Chapter 2
Command and Control
C2 is the exercise of authority and direction by a properly designated commander of
assigned and attached forces. Command includes both the authority and
responsibility for effectively using available resources to accomplish missions.
Control regulates forces and functions that are necessary when executing the
commander's intent. Refer to FM 6-0 and FM I 5-0.1 for additional information on
Command and Control.
SECTION I - COMMAND AND CONTROL
Contents
COMMAND
Section I - Command and Control
2-1
2-1. Command at all levels is the art of motivating
Section II - Battalion Command and
and directing people and organizations to
Control
2-5
accomplish missions. Command requires visualizing
Section III - Company Command and
the current and future states of friendly and enemy
Control
2-23
forces, and formulating concepts of operations to
Section IV - Meetings and Briefings
2-31
achieve mission success. Prior to execution, the
Section V - Rehearsals
2-33
commander influences the outcome of operations
Section VI - End of Mission Debriefing
by—
and After Action Review
2-36
Defining his intent.
Assigning missions.
Designating priority efforts.
Prioritizing and allocating support and sustainment.
Deciding the acceptable risk level.
Placing reserves.
Assessing needs of subordinates and seniors.
Changing task organization.
Changing allocation of support.
Changing priority of sustainment.
Changing boundaries.
Allocating time.
Guiding and motivating the organization toward the desired outcome.
CONTROL
2-2. Control of forces and functions aids commanders and staffs in computing requirements, allocating
means, and integrating efforts. Control is necessary to determine the status of organizational effectiveness,
and identify variance and correct deviations from set standards. Control permits commanders to acquire
and apply the means to accomplish intent and develop specific instructions from general guidance.
Ultimately, it provides commanders a means to measure, report, and correct performance. Control allows
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2-1
Chapter 2
commanders freedom to operate, delegate authority, place themselves in the best position to lead, and
synchronize actions throughout the operational area.
2-3. While C2 may be discussed separately for understanding, in practice it is an entity. The commander
cannot command effectively without control and cannot exercise control without command. The
commander uses C2 to make effective decisions, manage uncertainty of combat, employ forces efficiently,
and direct successful execution of military operations. The goal of C2 is mission accomplishment, while
the object of C2 is force effectiveness. The staff is the commander's most important resource to exercise C2
when he is unable to exercise it himself. Commanders exercise authority and direction through and with
assistance of a C2 system.
COMMAND AND CONTROL SYSTEMS
2-4. The C2 system is defined as the facilities, equipment, communications, procedures, and personnel
essential to a commander for planning, directing, and controlling operations of assigned forces.
2-5. ABCS provides unit commanders with the electronic architecture to build SA. Signal planning
increases the commander's options by providing the requisite signal support systems for varying
operational tempos (OPTEMPOs). These systems pass critical information at decisive times; thus, they
leverage and exploit tactical success and make future operations easier. FM 3-04.111 provides additional
information on ABCS. The three levels of ABCS are—
Global Command and Control System-Army.
Army Tactical Command and Control System (ATCCS).
Force XXI Battle Command Brigade and Below (FBCB2).
COMMUNICATIONS
2-6. Fundamental to combat operations is accurate and rapid information reporting and the exploitation of
that information. This information and the opportunities it presents are of interest to other maneuver units
and higher HQ’ staffs. Combat information reporting requires wide and rapid dissemination. Battalion
elements frequently operate over extended distances from their controlling HQ. Communications must be
redundant as well as capable to meet internal and external requirements. Long-range communications can
be augmented through signal support. The key is to establish the systems before they are needed.
2-7. Operations at extended distances beyond friendly lines may require cellular, high frequency (HF),
tactical satellite
(TACSAT), or retransmission to maintain communications. The Aviation Mission
Planning System (AMPS) provides a means of transferring information between echelons within the
battalion and with the CAB.
COMMUNICATION RESPONSIBILITIES
2-8. All levels of command gain and maintain communications with necessary HQ and personnel.
Communications methods and procedures should be established in unit standing operating procedures
(SOPs) and practiced during battle drills and flight operations. Regardless of establishment responsibility,
all units must take prompt action to restore lost communications. Methods of restoring communications
should be established in the unit SOP and practiced during battle drills and daily flight operations.
COMMUNICATIONS DISRUPTION
2-9. Communications, particularly electromagnetic exchanges, are subject to disruption in even the best
conditions. Disruption may result from unintentional friendly interference, intentional enemy action,
equipment failure, atmospheric conditions, electromagnetic pulse, or terrain interference. To compensate
for intermittent communications, the commander should—
Provide for redundancy in means of communication.
Ensure subordinates understand the commander's intent so they know what to do during
communications interruptions.
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7 December 2007
Command and Control
Avoid overloading communications systems.
Ensure personnel follow signal security and communications security (COMSEC) practices.
OPERATIONS SECURITY
2-10. OPSEC includes measures taken to deny the enemy information about friendly forces and
operations. OPSEC consists of physical security, information security, signal security, deception, and
countersurveillance. Because these categories are interrelated, the commander normally chooses to employ
multiple techniques to counter a threat. Commanders analyze hostile intelligence efforts and vulnerabilities,
execute OPSEC countermeasures, and survey the effectiveness of countermeasures. With this information,
commanders can then counter specific hostile intelligence efforts.
BATTALION COMMUNICATION NETS
BATTALION INTERNAL RADIO NETS
2-11. The battalion establishes the following internal radio nets
(table
2-1) to organize and control
information passed via each net:
Command net. A frequency modulated (FM)-secure command net, controlled by the operations
staff officer
(S-3), is used for battalion C2. As a rule, only commanders, XOs, or S-3s
communicate on the net. The command net is used by commanders for sending and receiving
critical information on current operations.
Operations and intelligence (O&I) net. The intelligence staff officer (S-2) controls the O&I
net. Routine O&I reports are sent using this net; it functions as a surveillance net when required.
Brigade or subordinate commanders do not normally monitor the O&I net. This net is used for
details and discussion leading to analysis. That analysis, when completed, is relayed to the
appropriate commander. The unit XO ensures the analysis is completed and relayed in a timely
manner by appropriate means. Subordinate elements may monitor the O&I net to develop SA of
critical support requirements and problems.
Administrative and logistics (A&L) net. This net is controlled by the personnel staff officer
(S-1) and logistics staff officer (S-4) and is used for A&L traffic. Battalion or subordinate
commanders do not normally monitor the A&L net.
Table 2-1. Battalion internal radio networks
Network
Battalion
Artiller
Compan
y
y
Station
CMD
CMD HF
O&I
A&L
AVN
FS
FS (DIV)
UHF/VHF/
FM
(AM)
FM
FM
UHF
FM
FM
Command Group
X
A
A
X
X
TAC CP
N
X
X
Battalion
X
X
X
X
X
Detachments
Co CPs
N
X
O/A
O/A
N
Platoons
A
A
1SG
X
A
FARP
X
X
N—Network control station
O—Monitor
FS—fire support
X—Enter network
1SG—first sergeant
UHF—ultra high frequency
A—Enter network as required
AM—amplitude modulated
VHF—very high frequency
TAC CP—tactical command post
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2-3
Chapter 2
2-12. The battalion commander communicates with his company commanders on the battalion command
net, typically FM secure; however, VHF and UHF secure radios may be used. The main CP may use the
FM-secure radio to communicate with battalion trains and FARP elements through the battalion A&L net.
Battalion elements may also communicate with the FARP on the command net; at a minimum, FARPs
should monitor the command net. If the A&L net is not active, the O&I net is an alternative to
communicate A&L requirements.
BATTALION EXTERNAL RADIO NETS
2-13. The battalion maintains command and O&I networks with the higher HQ main CP. Another net
established for mission specific use is the combat aviation net (CAN). The CAN is used when an air assault
task force (AATF) is formed. A unique CAN is created allowing commanders from different units to
communicate on a common network.
2-14. Ground forces involved in air assault operations use two primary nets to include—
Combat aviation net. Two CAN nets are assigned. The primary CAN is CAN1, the alternate is
CAN2. CAN2 is reserved as an air assault operation antijamming net. The primary purpose for
the CAN net is providing a common net for communications among the air assault task force
commander (AATFC), ground tactical commander (GTC), air mission commander (AMC), and
pickup zone control (PZCO). Additionally, terminal guidance may be transmitted from pickup
zone (PZ) and LZ control to individual flight leads, when required.
PZ control net. The primary purpose of a PZ control net is to facilitate ground element
communications in staging the PZ, executing "bump" or straggler control plan, and
disseminating mission-critical changes related to the air assault operation. The battalion A&L
will be used for PZ control. On brigade-level operations using a single PZ for multiple
battalions, the last lifted infantry battalion’s A&L will be used for PZ control. All lifted units
must enter the PZ control net 30 minutes prior to the unit’s PZ time. Additionally, depending on
PZ formation, certain chalks must monitor the PZ control net. For operations with planned radio
listening silence, face-to-face coordination between the lifted unit and PZCO is mandatory. Prior
to exiting the PZ control net and boarding the aircraft, lifted units will report “PZ clean" to PZ
control. PZ control responds with "permission to exit the net."
2-15. The battalion main CP is responsible for maintaining communications with higher, adjacent, and
subordinate units. When deployed, the battalion TAC CP may communicate directly with these units. If the
situation or terrain prohibits direct contact by the TAC CP, the main CP may act as a communications
relay. When airborne, the battalion commander may communicate directly with higher HQ, adjacent units,
and subordinate elements via FM-secure radio. The main CP and TAC CP, if deployed, operate the
battalion command and O&I nets. These elements also maintain communication with higher HQ on their
command O&I and A&L nets.
2-16. Due to distance factors involved, HF radios or satellite communications (SATCOM) are often used
to maintain contact with higher HQ. Other external radio nets may be established through supporting
elements such as the field artillery (FA) Tactical Fire Direction System (TACFIRE), AC2, and forces
participating in air assault operations. Table 2-2, page 2-5, illustrates typical external radio networks for the
battalion.
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7 December 2007
Command and Control
Table 2-2. Battalion external radio networks
Division Control
Station/Network
DIV CM
DIV AO
DIV CMD
DIV O&I
DIV Area
DIV A2C2
FM
CMD FM
AM
FM
Common User
FM
Command Group*
X
X1
X
X3
TAC CP*
X2
X2
X
X2
X3
X3
Brigade (BDE) Control
Station/Network
BDE
BDE O&I
BDE A&L
DIV Area Common
AVN BDE UHF
CMD
FM
FM
User
Command Group*
X
O/A
A
X
X
TAC CP*
X2
X
X—Enter network
1—When performing rear operations
A—Enter network as required
2—When deployed; otherwise, main CP
O—Monitor
3—Always active
*—Enter A2C2 network as required
SECTION II - BATTALION COMMAND AND CONTROL
2-17. CPs serve the C2 needs of the commander and staff. The dynamics of the operational environment
require the highest level of organizational and operational efficiency within every CP. Battalion C2
elements and facilities are positioned according to the situation and include—
Command group.
Main CP.
TAC CP.
BATTALION COMMAND GROUP
2-18. The battalion command group consists of the battalion commander and representatives from
battalion staff and supporting units the commander chooses. At a minimum, this includes the S-3, S-2
representative, and air liaison officer (ALO), if available. The command group may operate from ground
vehicles or an aircraft. It is not a command facility per se, but a grouping of critical decision makers that
may operate separately from the main CP or TAC CP periodically. The command group may deploy when
personal observation or presence is necessary to accomplish the mission.
COMMANDER
2-19. The commander’s main concerns are accomplishing the mission and taking care of Soldiers. The
commander delegates authority and fosters an organizational climate of mutual trust, cooperation, and
teamwork. The commander leads the battalion and mentors, guides, trains, and inspires leaders and
Soldiers. A commander must also have an in-depth knowledge of enemy forces and how they fight and
possess the ability to use terrain to the unit’s advantage.
2-20. The battalion commander must understand the impact of the unit's actions and actions of the Soldiers
within the operational environment. The battalion commander relies on staff and subordinate commanders
to advise and assist in planning and supervising operations. The commander must understand the staff's
capabilities and limitations and train them to execute operational concepts during his absence. The
commander focuses on key aspects of employing the battalion to include—
Commanding the organization through the tenants of mission command.
Positioning to best view and influence the operational environment and gain SA.
Providing planning guidance and commander’s intent in accordance with his operational
environment visualization.
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FM 3-04.113
2-5
Chapter 2
Making recommendations to the supported commander on best employment of the battalion.
Determining acceptable risk for mission accomplishment and delegating appropriate risk levels
to subordinates through the composite risk management (CRM) process.
Instituting necessary training for Soldiers in media operations; rules of engagement (ROE); rules
of interaction (ROI); PR; and survival, evasion, resistance, and escape (SERE).
Commander's Location
2-21. When not in battle, the battalion commander normally operates from the vicinity of the main CP.
During battle, the commander operates from a position to best make decisions that are necessary to
influence the successful outcome of the mission. The commander must be in a position to affect operations
while maintaining communications with higher, lower, and adjacent units. The best location for the
commander may be the main CP or TAC CP, or forward with the battle. This decision is based on mission,
enemy, terrain and weather, troops and support available, time available, and civil considerations (METT
TC) as well as the commander’s assessment of personal presence essential to mission accomplishment.
Even as digital linkages improve the ability to see the battle, at times there may be no better option than
personal presence.
EXECUTIVE OFFICER
2-22. The XO is second in command and principal assistant to the commander. The scope of XO duties are
often tailored by requirements of the commander; however, as a general rule, the XO directs, supervises,
and ensures coordination of staff work and logistics except in those specific areas reserved by the battalion
commander. During combat operations, the XO is generally positioned in the main CP directing and
coordinating the staff. As staff coordinator and supervisor, the XO—
Is responsible for execution of staff tasks and coordinates staff efforts for the orders process.
Monitors unit status and mission execution to ensure conformity to commander’s intent and
scheme of maneuver.
Assesses/understands timely information updates and disseminates decisions.
Transmits the commander's decisions to the staff and subordinate commanders, when applicable.
Staff members can deal directly with the commander; however, they are obligated to inform the
XO of the commander's instructions or requirements.
Establishes and monitors liaison and liaison activities.
Directs main CP operations.
Is responsible for planning and integrating logistics into the operational plan. The XO normally
delegates responsibility for planning to the battalion S-4.
Supervises logistics operations.
Serves as the materiel readiness officer.
COMMAND SERGEANT MAJOR
2-23. The command sergeant major (CSM) is the commander's primary advisor concerning enlisted
Soldiers and acts in the name of the commander in other duties as directed. The CSM focuses attention on
functions critical to success of the operation. The CSM assists the commander in the following ways:
Provides advice to the commander and staff on matters pertaining to enlisted Soldiers.
Monitors food service and other logistics operations.
Conducts informal investigations.
Assists in controlling battalion movements.
May lead the battalion advance or quartering party during a major movement in coordination
with the HHC commander.
Establishes guidelines and oversees base force protection operations.
Monitors subordinate unit morale.
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FM 3-04.113
7 December 2007
Command and Control
Provides recommendations and expedites procurement and preparation of enlisted replacements
for subordinate units.
Oversees protection measures in fixed-base operations.
STAFF RESPONSIBILITIES
Reduction of Demands on the Commander's Time
2-24. The staff reduces demands on the commander's time by—
Obtaining, analyzing, and providing information.
Anticipating the situation.
Making recommendations. The staff does not ask the commander for solutions; it presents
issues, offers courses of action (COAs), and recommends one of those COAs.
Preparing plans and orders.
Supervising the execution of orders.
Coordinating the operation.
Maintains the Common Operational Picture
2-25. The staff provides the commander with an accurate picture of the area of operations (AO). Delays in
receiving or disseminating critical information adversely affects the entire operation. The staff must
identify key indicators and push for quick and accurate reports from both subordinate and higher HQ.
Information flow—both horizontally and vertically—must be on a priority basis. Operational conditions
dictate priorities.
Running Estimates
2-26. Running estimates may be informal at battalion level and below; however, they must address
operational environment activity, project COAs, and predict results. Careful IPB, important enemy
indicator selection, and contingency plan development facilitate estimates and allow for timely response.
The XO, who ensures the staff maintains a proper perspective, is the key person in this process.
2-27. A running estimate based on new information is continuously updated as the operation proceeds (see
FM 6-0). This staff technique supports the commander’s vision and decisionmaking. Staffs continuously
update their conclusions and recommendations based on the impact of new facts. Staff sections provide
these updated conclusions and recommendations to the commander as required (see FM 5-0). Normally,
the coordinating staff provides running estimates during the conduct of operations using personnel,
intelligence, operations, and logistics estimates.
Staff Communications with the Commander
2-28. Information flow is critical. For some information, the commander must be informed immediately. It
is essential the commander provide the staff with guidance on the types of information he considers
critical, typically through the commander’s critical intelligence requirements (CCIR). Many commanders
emphasize the CCIR by posting them in the main CP and disseminating to all Soldiers.
2-29. Staff members must provide the commander with critical, concise, accurate information and
coordinate with higher and lateral units to provide the commander with their running estimates. The XO is
key in establishing guidance that ensures briefs do just that and not burden the commander with time-
consuming, lengthy, or meandering discussions. Critical information is communicated to the commander
on a priority basis set by command guidance. Established briefings to the commander are open and frank
but follow a set agenda.
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2-7
Chapter 2
BATTALION SECTIONS
Human Resource Section
Personnel Staff Officer
2-30. The S-1 has coordinating responsibility for finance, religious activities, public affairs, and legal
services support for the unit. The S-1 is normally collocated with the S-4 in the main CP. The S-1 and S-4
must cross train enabling them to conduct continuous operations. The S-1 is responsible for all matters
concerning human resources including personnel readiness and services. The S-1 also—
Manages personnel strength and replacement.
Works with the flight surgeon to plan health services.
Coordinates morale support activities and legal, financial, and postal services.
Maintains the awards program.
Oversees the administration of discipline, law, and order with the provost marshal (if present)
and brigade judge advocate.
Provides casualty operations management.
Personnel Estimate
2-31. The personnel estimate is prepared by the S-1 and focuses on critical personnel aspects including:
Personnel readiness.
Leave, school, and temporary duty (TDY) status.
Casualty status.
Medical estimate in conjunction with the medical operations officer (including Level I, II, and
III locations).
Personnel replacement status.
Chaplain
2-32. The chaplain provides religious support to all personnel assigned or attached to the battalion. The
chaplain advises the commander on religious, morale, and Soldier welfare issues, and establishes liaison
with UMTs of higher and adjacent units. The chaplain and chaplain's assistant compose the UMT, which
usually operates from the same location as the S-1.
Flight Surgeon
2-33. The flight surgeon advises and assists commanders on matters concerning the medical condition of
the command to include preventive, curative, and restorative care. The flight surgeon periodically flies with
aircrews to monitor medical and environmental factors affecting crew readiness. The flight surgeon is
responsible for conducting flight physicals for unit personnel. The flight surgeon determines requirements
for requisition, procurement, storage, maintenance, distribution, management, and documentation of
medical equipment and supplies, and operates the battalion aid station (BAS), usually in the assembly area
(AA).
Intelligence Section
2-34. The S-2 section provides combat intelligence, which includes collecting and processing information.
The S-2 section prepares intelligence collection plans, receives and analyzes operational environment
information, disseminates intelligence products, and provides up-to-date intelligence information that
assists in planning for and coordinating close and rear battle operations.
2-35. The S-2 staff section also performs the following functions:
Facilitates the IPB process.
Participates in development of the decision support template.
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FM 3-04.113
7 December 2007
Command and Control
Coordinates intelligence collection activities.
Maintains classified messages.
Updates the commander and staff frequently on enemy situation and trends.
Maintains isolated personnel reports (ISOPREPs).
Works closely with the commander and S-3 ensuring updated intelligence information is used to
plan battalion operations.
Develops the ISR plan with the S-3.
Performs terrain analysis.
Intelligence Staff Officer
2-36. The S-2 assists the S-3 in matters concerning ISR. The S-2 provides current information and
analyzed intelligence of tactical value concerning terrain, weather, and the enemy. This intelligence helps
to facilitate planning and execution of combat operations.
Intelligence Estimate
2-37. The intelligence estimate is prepared by the S-2 and may focus on critical elements including:
Terrain analysis/hazards map/digital photographs.
Composition and disposition of enemy forces.
Enemy capabilities and limitations.
Incident overlays, significant activities, and/or spot reports (SPOTREPs).
Pattern analysis of enemy activity to include direct fire engagements, indirect fire engagements,
or improvised explosive devices (IEDs).
Event templates based on enemy patterns.
Populace and town assessments.
Key dates and holidays impacting or influencing operations.
Intelligence requirements.
Status of collection assets.
Battle damage assessment (BDA).
Operations Section
2-38. The S-3 section maintains routine reporting, coordinates activities of liaison personnel, and is always
planning ahead. The S-3 ensures procedures are in place to resolve complexities posed by different
communications systems, ATCCS, and connectivity with aircraft. The S-3 maintains close coordination
with the S-4 and S-1 for logistics and personnel statuses.
Operations Staff Officer
2-39. The S-3 is responsible for matters pertaining to operational employment, training, and mission
execution of battalion and supporting elements. The S-3 section produces orders for battalion operations
including recovery of personnel. The S-3 monitors the battle, ensures necessary assets are in place when
and where required, develops the ISR plan, and anticipates developing situations.
Operations Estimate
2-40. The operations estimate focuses on key aspects affecting current or future operations. It is prepared
by the S-3 and may include—
Task organization of internal and supported units.
Graphic control measures.
Locations and graphic control measures of supported units.
Combat power/projections.
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Chapter 2
Supported unit’s significant activities.
Future operations of supported units.
ISR plan.
Mission statement and commander’s intent (two levels up and lateral supported units).
Battle rhythm/fighter management cycles.
Synchronization matrix.
Liaison officer (LNO) status/reports.
Flight Operations Officer
2-41. Although not a TOE position, the commander may designate a battalion flight operations officer.
Noncommissioned officers (NCOs) and flight operations specialists assist the flight operations officer.
Flight operations officer responsibilities include—
Monitoring and briefing applicable portions of special instructions (SPINS) and the air tasking
order (ATO) relevant to operations.
Providing relevant AC2 control measures to mission aircrews.
Maintaining AC2 overlay.
Establishing and maintaining the flight following net (air traffic control [ATC] network) for unit
aircraft, when required.
Coordinating ATS requirements.
Maintaining the aircrew information reading file.
Maintaining the flying hour program and individual flight record folders.
Tactical Operations Officer
2-42. The TACOPS officer is the primary advisor to the commander and staff on the tactical employment
of aircraft. He should be included in all aviation mission planning. The TACOPS officer can serve as the
other crewmember for the battalion commander or S-3. Other responsibilities include, but are not limited
to—
Conducting the ASE/EW portion of the risk management process.
Integrating the unit's operational plan into the theater airspace structure.
Assisting with development of unit tactics, techniques, and procedures (TTP).
Managing the organization's PR program.
Assisting in the military decisionmaking process (MDMP), close air support (CAS), and FS
planning.
Aviation Liaison Team
2-43. Liaison teams from the S-3’s liaison element represent the battalion at the HQ of another unit to
facilitate coordination and communication between the two units. Much of the air-ground coordination at
BCT level is handled by the brigrade aviation element (BAE) at the respective BCT HQ. The liaison team
and BAE are not synonymous and perform two unique and different functions. For more information on
operations, refer to training circular (TC) 1-400.
2-44. Teams are headed by an experienced LNO who must be well versed in all aspects of aviation
operations. The team is expected to act as a cell in planning and battle tracking, so operations can continue
in the absence of the LNO. Liaison teams should be certified by the battalion through a standard process
before deploying to a supported unit.
2-45. LNOs participate in the supported unit’s MDMP to ensure aviation is effectively integrated into
planning. LNOs ensure supportability of the COA and relay a clear task and purpose to the parent unit.
Battalion commanders must empower LNOs to act on their behalf and ensure liaison teams are fully
supported. In return, commanders expect LNOs to maintain positive two-way communication and not
commit assets or approve changes to a plan without coordinating with the battalion S-3 or commander.
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2-46. LNOs provide the supported unit with the following:
Capabilities, limitations, and tactical employment of aviation and ATS assets.
Assistance in preparing aviation estimates, plans, orders, and reports.
Assistance in planning aviation missions.
Coordination with airspace users and the higher AC2 element for airspace management.
Operational status of aviation assets and its effects on the supported unit’s mission.
Informing appropriate aviation units of current and possible future operations.
Continuous communications with aviation units supporting the ground unit.
2-47. Liaison teams must have access to current battalion status information to provide the most accurate
picture of aviation capabilities. Constant communication with the parent unit is essential for updates on
aircraft maintenance, aircrew, and FARP status.
2-48. Liaison teams must be properly equipped and manned to support 24-hour operations. Minimum
equipment includes—
Compatible automation equipment to provide connectivity between supported unit and battalion
HQ.
Necessary vehicles and equipment required to operate on the move.
Two Single Channel Ground and Airborne Radio System (SINCGARS) radios and supporting
antennas/equipment to monitor command nets and communicate with aviation units.
Map of the AO with supporting battle-tracking tools and equipment.
Aviation FMs, SOPs, charts (equipment weights), and checklists (movement tables) to assist in
aviation planning and integration.
Safety Officer
2-49. The SO is the commander's principal assistant during the risk management process and monitors all
battalion operations to identify and address potential hazards. Because of the nature of his duties, the SO
has a direct line of communication with the commander. The SO recommends actions that permit mission
accomplishment in the safest manner possible. The SO is responsible to the flight operations officer for
safety contents of the reading files.
Standardization Instructor Pilot
2-50. The SP is a primary advisor to the commander for the standardization program. The SP develops,
integrates, implements, monitors, and manages the aircrew training and standardization programs. He also
advises, as required, on the crew selection process and employment of aircraft systems, sensors, and
weapons. The SP acts as coordinating staff officer for standardization of reading files. He is also a
principal trainer and peer leader for subordinate unit IPs.
Chemical Officer
2-51. The chemical officer advises the commander on CBRN operations, decontamination, smoke,
obscurants, and flame. The chemical officer works directly for the S-3 and is responsible for integrating
CBRN into all aspects of operations. The chemical officer may have other S-3 section responsibilities and
can act as an assistant S-3 or battle captain when directed.
Logistics Section
2-52. The S-4 section provides supervision and coordination of food service, supply, transportation, and
maintenance support for the battalion. The battalion S-4 is responsible for the logistics estimate. The FSC
and aviation maintenance company commander assist the S-4 in development of key information to
include—
Maintenance status (aircraft, vehicles, unmanned aircraft systems [UAS], and equipment).
Classes of supply status and forecasts.
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Logistics synchronization matrix.
Resupply schedule.
FARP status and locations.
Logistics Staff Officer
2-53. The battalion S-4, as the battalion's logistics planner, coordinates with companies concerning the
status of maintenance, equipment, and supplies. The S-4 coordinates with supporting units and higher HQ
staffs ensuring logistics support is continuous.
Aviation Materiel Officer
2-54. The aviation materiel officer
(AMO) works with the S-4 and is an advisor to the battalion
commander and staff for aviation materiel issues. The AMO reviews reports and makes recommendations
on aviation logistics and maintenance issues. The AMO ensures close coordination with the aviation
maintenance company and supporting ASB commanders and is responsible to the flight operations officer
for aviation maintenance contents of the reading files.
Command, Control, Communications, and Computer Operations Staff Officer
2-55. The command, control, communications, and computer operations (C4OPS) staff officer (S-6)
advises the commander on signal matters, CP location, signal facilities, and best use of signal assets. The
S-6 section plans for, coordinates, and oversees employment of communications systems and performs
unit-level maintenance on ground radio and field wire communications equipment. This section installs,
operates, and maintains the battalion's radio retransmission site. The S-6 monitors the maintenance status of
battalion signal equipment, coordinates preparation and distribution of the signal operating instructions
(SOI), and supervises COMSEC accounting activities. Included in the above signal responsibilities are
supervision of electronic mail on both classified and unclassified nets and the unit local area network
(LAN).
HEADQUARTERS AND HEADQUARTERS COMPANY HEADQUARTERS ELEMENT
2-56. The company command section consists of the commander and first sergeant (1SG). They are
responsible for providing control and supervision of operations within the support area, and support for
battalion staff and organic operational elements.
Commander
2-57. The commander’s responsibilities include leadership, discipline, tactical employment training,
administration, personnel management, supply, and communications activities. These responsibilities
require the commander to understand the capabilities of the unit’s Soldiers and equipment and know how
to employ them to the best tactical advantage. At the same time, the commander must be well versed in
threat organizations and doctrine.
2-58. The commander’s mission involves more than company support; he is instrumental in providing
support for the entire organization. Ultimately, he must know how to exercise the art and science of battle
command effectively and decisively. The commander must be flexible, using sound judgment to make
correct decisions quickly and timely based on the higher commander’s intent and tactical situation. He
must be able to visualize the operational environment, describe situations and operations, and direct
subordinate leaders by using clear and complete combat orders.
First Sergeant
2-59. The
1SG is the company senior NCO and usually its most experienced Soldier. He is the
commander’s primary tactical advisor and an expert in individual and NCO skills. The 1SG enforces unit
discipline and is the company’s primary sustainment operator. He helps the commander plan, coordinate,
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and supervise logistics activities supporting the tactical mission. The 1SG operates where the commander
directs him or his duties require him. The 1SG also assists the commander in the following ways:
Executes and supervises routine operations that may include—
Enforcing tactical standing operating procedures (TACSOPs).
Coordinating and reporting personnel and administrative actions.
Supervising supply, maintenance, communications, and field hygiene operations.
Implements the local security plan.
Supervises, inspects, and/or observes all matters designated by the commander.
Plans, rehearses, and supervises key logistics actions supporting the tactical mission. These
activities include—
Resupplying classes I, III, and V products and materiels.
Maintenance and recovery.
Medical treatment and evacuation.
Processing replacement/return to duty.
Provides recommendations and expedites procurement and preparation of enlisted replacements
for the company.
Serves as quartering party noncommissioned officer in charge (NCOIC) when necessary.
Monitors NCO development, promotions, and assignments. This includes assessment of the
company’s battle focused Soldier and NCO leader training programs.
Identifies, plans, and assesses Soldier performance on training tasks that support collective
(unit) tasks on the mission essential task list (METL).
Supply Sergeant
2-60. The supply sergeant coordinates all supply requirements and actions with the 1SG and S-4. He
requests, receives, issues, stores, maintains, and turns in supplies and equipment for the company. Usually,
the supply sergeant is located with the HHC CP or near the ASB support area. The supply sergeant
communicates with the HHC using the task force (TF) A&L radio net or FBCB2. The supply sergeant’s
specific responsibilities include—
Managing the HHC cargo truck(s) and water trailer, and supervising the supply clerk/armorer.
Monitoring unit activities and/or the tactical situation.
Anticipating and reporting logistics requirements.
Coordinating unit logistics requests and monitoring their status.
Coordinating and supervising organization of the HHC logistics package (LOGPAC).
Human Resources Specialist
2-61. The human resources specialist performs personnel and administrative functions in support of the
company. He advises the commander and members of the unit on personnel matters. He also prepares
military and nonmilitary correspondence, messages, recurring and special reports, requisition forms,
regulations, directives, SOPs, and similar material.
Chemical, Biological, Radiological, and Nuclear Noncommissioned Officer
2-62. The CBRN NCO assists and advises the HHC commander in planning for and conducting operations
in a CBRN environment. He is usually located with the HHC CP. The CBRN NCO plans, conducts, and/or
supervises CBRN defense training, covering such areas as decontamination procedures and use and
maintenance of CBRN-related equipment. The CBRN NCO’s specific duties include—
Assisting the commander in developing HHC operational exposure guidance in accordance with
higher HQ guidance.
Making recommendations to the commander on CBRN surveys and/or monitoring,
decontamination, and smoke support requirements.
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Requisitioning CBRN-specific equipment and supply items.
Assisting the commander in developing and implementing the unit CBRN training program.
Inspecting HHC elements to ensure CBRN preparedness.
Processing and disseminating information on threat and friendly CBRN capabilities and
activities including attacks.
Advising the commander on contamination avoidance measures.
Coordinating, monitoring, and supervising decontamination operations.
Providing recommendations to the commander on mission-oriented protective posture (MOPP)
levels.
Armorer
2-63. The armorer performs organizational maintenance on HHC small arms. He is also responsible for
evacuating weapons to the DS maintenance unit as needed. In addition, he usually assists the supply
sergeant.
TACTICAL COMMAND POST
2-64. The TAC CP is established as a temporary C2 organization that directly assists the commander in
controlling current operations. This CP must be able to communicate with higher HQ, adjacent units,
employed subordinate units, and the main CP. The TAC CP is equipped with communications equipment
and ABCS that support the WFF, including intelligence, movement and maneuver, and FS. It monitors the
battalion command and its O&I nets as well as higher HQ command and its O&I nets. FM 3-04.111 and
FMI 5-0.1 provide additional information on CPs. The TAC CP assists the commander in controlling
current operations by—
Maintaining the COP and assisting in developing SU.
Developing combat intelligence of immediate interest to the commander.
Maneuvering forces.
Controlling and coordinating FS.
Coordinating with adjacent units and forward air defense (AD) elements.
Serving as the main CP in the event the main CP is destroyed or unable to function.
Monitoring and communicating sustainment requirements, primarily Classes III and V, to the
main CP.
2-65. The TAC CP is small in size and electronic signature to facilitate security and rapid, frequent
displacement. Its organization layout, personnel, and equipment must be described in the unit SOP. The
TAC CP section must be augmented to operate on a continuous basis.
2-66. The TAC CP is composed of designated personnel from the appropriate staff sections and the
responsibility of the S-3 section. TAC CP personnel may also include—
SP, TACOPS officer, and SO.
S-2, fire support officer (FSO), ALO, engineer, and civil affairs staff officer (S-9), if available.
Representatives from the logistics cell.
2-67. METT-TC may dictate an effective TAC CP operate from a C2-equipped UH-60. In this situation,
the number of personnel must be reduced.
MAIN COMMAND POST
2-68. The main CP is a C2 facility that contains the portion of the battalion HQ in which the majority of
planning, analysis, and coordination occurs (FMI 5-0.1). It serves as the synchronization point for the
entire operation. The main CP has a broader and more future-oriented focus than the TAC CP. Led by the
XO, the main CP focuses on controlling and synchronizing ongoing shaping operations, assisting the
commander and TAC CP in execution of the decisive operation, and planning future operations. The main
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CP maintains the COP by receiving information from the TAC CP and higher, lower, and adjacent units.
The main CP controls current operations when the TAC CP is not employed. FM 3-04.111 and FMI 5-0.1
provide additional information on CPs.
2-69. Main CP personnel consist of personal, coordinating, and special staff. This workforce may include
the S-2, S-3, S-4, and S-6. It may also include the UMT, flight surgeon with medical treatment teams,
battalion SO, battalion standardization officer, and HHC HQ elements. Additionally, FSC personnel locate
in the main CP as required to facilitate FARP and other logistic requirements.
2-70. The commander operates from the main CP when not operating from the TAC CP, command
vehicle, or an aircraft. The main CP is usually organized into the operations cell and plans cell. The
operations cell usually functions in shifts ensuring 24-hour ability; the plans cell may or may not operate
on a 24-hour cycle.
OPERATIONS CELL
2-71. The operations cell includes the following functional positions.
Battle Captain
2-72. The battle captain is usually the most experienced operations officer other than the S-3. He
continuously monitors operations ensuring proper personnel are available for the mission at hand. He does
not command the battle but performs battle tracking and makes operational decisions within assigned
responsibilities. Each operations cell must have two to three battle captains to maintain 24-hour operations.
Medical Operations Cell
2-73. The MOC provides assistance in planning and coordination for air ambulance employment and
utilization. The MOC consists of a medical service corps officer and NCO who provide assistance with
synchronization of the air and ground evacuation plan. The medical service corps officer and NCO also
manage and distribute information from medical units and surgeon cells of higher echelons regarding
medical treatment facility (MTF) locations and status, evacuation routes, casualty collection points (CCPs),
and ambulance exchange points. This information assists in developing a medical COP and medical SA.
The MOC also performs the following functions:
Establishes flight procedures specific to MEDEVAC missions including special routes or
corridors as well as procedures for escort aircraft link-up.
Facilitates MEDEVAC briefing and launch procedures ensuring 24-hour access to approval
authorities is available for high and extremely high risk missions.
Provides planning, integration, operational support, communication, and reporting of
MEDEVAC assets in the movement of casualties, blood, biologicals, and health care providers
in theater.
Assists in the synchronization of medical logistic support requirements to increase efficiency
and effectiveness of the evacuation system.
Assists with MEDEVAC-related MDMP/IPB and map overlay requirements supporting the
aviation brigade/battalion CP operations.
Coordinates 24-hour MEDEVAC operations support within the main CP.
Noncommissioned Officer In Charge
2-74. The operations NCO is normally the NCOIC and responsible for—
Moving, setting up, and maintaining the physical functioning of the main CP.
Shift schedules and organization within the main CP.
Other functions as assigned.
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Operations Noncommissioned Officer
2-75. S-3 NCOs and other assigned personnel assist the NCOIC in support of main CP functions. Other
areas of responsibility may include—
Maintaining unit status.
Receiving and processing reports.
Keeping the unit's journal.
Intelligence Personnel
2-76. The S-2, S-2 NCO, and intelligence analysts are responsible for all intelligence functions to
include—
Alerting the commander, XO, or S-3 to situations meeting established CCIR.
Receiving incoming tactical reports.
Processing intelligence information.
Assisting in moving, setting up, and maintaining the physical functioning of the main CP.
Logistics Personnel
2-77. The logistics cell is composed mostly of the S-1 and S-4 sections and representatives from attached
sustainment elements. The logistics cell—
Monitors and assists in C2 of sustainment assets by maintaining contact and coordination with
higher and adjacent units, while continuously updating the personnel and logistics situation.
Maintains SA and SU ensuring sustainment elements are not adversely affected by enemy
actions, friendly movements, or ongoing operations.
Analyzes and disseminates sustainment information, maintains the sustainment situation map,
and requests and synchronizes sustainment as required.
Ensures reports are submitted and received on time.
Plans for future operations in synchronization with the plans cell to ensure sustainment is
integrated into the mission effort.
Radio Telephone Operators
2-78. Radio telephone operators (RTOs) are critical links in the C2 structure. They often use radio
headsets, answer telephones, and operate computer consoles. As such, they may be the only people who
hear transmissions or see a critical piece of information. They must be well aware of the operation so they
can alert the leadership of any situation that might require their attention. RTOs cannot assume all calls,
information, and reports they monitor are also monitored or seen by the main CP at large.
PLANS CELL
2-79. The plans cell, due to its personnel-intensive nature, is activated as required. Normally, the plans cell
chief is the senior S-3 representative. It consists of the following personnel:
Primary staff.
TACOPS officer.
Attached unit representatives.
MAIN COMMAND POST FUNCTIONS
2-80. The main CP coordinates, directs, and controls operations and accomplishes planning for future
operations. The main CP—
Maintains communications with subordinate, higher, and adjacent units.
Provides information and assistance to the commander and subordinate commanders.
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Operates on a 24-hour basis.
Continuously conducts future planning.
Maintains a continuous estimate of the situation.
Maintains SA across Army WFF.
Maintains status of the reserve.
Receives, evaluates, and processes tactical information from subordinate units and higher HQ.
Maintains maps graphically depicting friendly, enemy, and noncombatant situations.
Maintains journals.
Validates and evaluates intelligence of interest to the commander.
Coordinates airspace C2 and AD operations.
Relays instructions to subordinate units.
Coordinates maneuver, combat support, and sustainment requirements.
Coordinates terrain management for C2 facilities.
Maintains aircraft, support, and sustainment capabilities and status.
Tracks and logs combat losses.
Submits reports to higher HQ.
Makes recommendations to the commander.
Prepares and issues fragmentary orders (FRAGOs), operation orders (OPORDs), operation plans
(OPLANs), intelligence summaries, intelligence reports
(INTREPs), and situation reports
(SITREPs).
MAIN COMMAND POST SITE SELECTION
2-81. The most important considerations for selecting any CP site are security and communications with
higher, subordinate, and adjacent HQ. Range of enemy weapon systems, accessibility to adequate entry and
departure routes, cover, concealment, drainage, and space for dispersing are other considerations. An
adequate LZ should be nearby. The S-3 selects the general location of the CP, while the HHC commander
and S-6 normally select the exact location. When selecting the general location of the CP, the S-3 should
also select at least one alternate site in the event the primary site proves inadequate.
2-82. The HHC commander, along with his organic assets, must integrate various weapons systems into
the security plan based on the task organization. Given the number of personnel and vehicles in an area, the
HHC commander must understand command relationships and plan accordingly for their support. It is
important for attached elements to understand their relationship to the HHC. The element or staff section
may work for the battalion commander or S-3 when DS or attached; however, they also assist the HHC
commander in support and defense of the area. Generally, these elements coordinate with the commander
for integration into the security plan and positioning and sustainment of the CP. They must keep the HHC
1SG informed of their administrative/personnel status at all times.
2-83. Other important considerations for main CP selection include—
During offensive operations, the main CP should be well forward. In fast-moving operations,
the main CP may have to operate on the move. Staff coordination and communications are
usually degraded when CPs are moving; thus, CPs must train to operate while moving.
During defensive operations, the main CP normally locates farther to the rear minimizing its
vulnerability. The exact location depends on the enemy, terrain, road network, and ability to
communicate.
During urban operations, the main CP may set up in built-up areas. Barns, garages, and
warehouses minimize the need for detailed camouflage. Basements offer protection from enemy
fires. Built-up areas also reduce infrared (IR) and electromagnetic signatures.
Reverse slopes cover and conceal CPs from direct observation and fires. Reverse slopes can
degrade the enemy's ability to collect, monitor, and jam electronic transmissions. Electronic
profiles reviewed by the S-6 provide information for determining the ability to transmit and
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receive. Analysis of those profiles by the S-2 provides information for determining the enemy's
ability to degrade CP capabilities or intercept traffic.
Avoid establishing CPs on prominent terrain or major road junctions. Such features are often
enemy preplanned artillery and air targets.
MAIN COMMAND POST MOVEMENT
Displacing the Command Post
2-84. The main CP displaces in either a single or phased move. The method selected depends on METT
TC, distance to be moved, and communications requirements. Movement degrades communication on all
nets; however, the higher HQ, battalion, and subordinate command nets must be maintained. Maintaining
contact with higher HQ may require alternate communications means, such as aircraft or vehicle mounted
systems. When operations are ongoing, moving the main CP is accomplished in a phased move requiring
displacement of the TAC CP. Critical aspects of C2, such as contact with higher HQ and subordinate units,
must be maintained during displacement. Displacements are planned to ensure the main CP is stationary
during critical phases of the battle.
2-85. Usually, the main CP hands the battle over to the TAC CP and displaces by echelon using the
following technique:
The main CP conducts a battle update briefing for the TAC CP and transfers the battle.
The first echelon eavesdrops while moving to the new location.
The second echelon continues to execute CP responsibilities.
The first echelon establishes itself at the new location and updates its SU with information
received from the second echelon.
The first echelon assumes responsibility for CP operations and the second echelon displaces.
During movement, the number of messages to the CP should be minimal. This may require
reconfiguration of auto-send and auto-forward functions to route traffic to the TAC CP during
main CP displacement.
Once the second echelon is established, the TAC CP conducts the battle update briefing for the
main CP.
Displacement Steps
2-86. The battalion XO/S-3 issues a warning order (WARNO) for movement of the main CP. Leaders
usually identify more than one site and route for the new main CP location. The site is not finalized until it
has been reconnoitered.
2-87. The S-3 establishes the general area for the new CP. The HHC commander, signal officer, CSM (or
senior NCO), and a CBRN team conduct detailed reconnaissance. The following are steps for
displacement:
The reconnaissance party identifies possible routes and sites. Locations must provide effective
communications and accommodate all required aircraft, vehicles, and equipment. Several
possible site locations must be identified, reconnoitered, and planned to provide flexibility and
alternate sites.
The reconnaissance party makes route and site sketch maps showing the exact element locations
within the new CP location.
The SO surveys the site for aircraft parking suitability.
The S-3 or commander approves the primary and alternate sites.
A ground/air movement order is published with decision points (DPs) and a security plan.
Security personnel and guides are dispatched. The security force ensures the area is clear of
enemy and contamination, and the guides prevent wrong turns and assist elements in occupation.
Signals are especially important for low visibility and night displacements.
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