|
|
|
Command and Control
z Reporting and coordinating functions are shifted as required. The shift may be within main CP
echelons, to the TAC CP, or to an alternate CP.
z CP and HHC elements prepare and execute movement per SOP. The main CP may displace in
one echelon if the TAC CP can provide C2 for the interim. If the TAC CP cannot execute
required C2, the main CP displaces in two echelons. The first echelon displaces with enough
assets and personnel to establish minimum C2. The second echelon remains in place and
provides C2 until the first echelon assumes control, then it displaces.
Planning Considerations
2-89. The HHC commander quickly gains an understanding of the mission requirements, translating these
requirements into a movement order, assembles the convoy, and issues the order. NCOs must be able to
organize and assemble the convoy, conduct precombat checks (PCCs)/precombat inspections (PCIs), and
ensure personnel complete rehearsals. The convoy commander takes the required time to write an order
and create a terrain model and prepares to issue the order.
2-90. During troop leading procedures
(TLP), the HHC commander
(and subordinate leaders, as
necessary) performs standard tasks prior to a tactical road march that include—
z Conducting an analysis of METT-TC factors. This helps to assess the threat situation and
determine probability of air or ground attack.
z Developing a timeline for the preparation and movement of the main CP.
z Designating a marshalling area to organize the march column and conduct final inspections and
briefings.
z Establishing detailed security measures.
z Rehearsing actions on contact drills.
z Conducting convoy rehearsal.
z Designating the movement route, including the start point, required checkpoints, rally points, and
the release point (RP). Additional control measures the team might need to identify include
critical areas, defiles, choke points, rest and maintenance stops, and danger areas.
z Organizing, briefing, and dispatching the quartering party.
z Specifying the march speed, movement formations, vehicle and serial intervals, catch-up speed,
lighting, and times of critical events.
z Establishing the order of march. Key headquarters positions in the order of march must enable
continuous C2 and maximum protection using available combat assets. Based on its size, the
organization divides into multiple serials.
z Planning for indirect FS and contingency actions, and rehearsing actions on contact. Contingency
plans should cover vehicle breakdowns, lost vehicles, and accidents.
z Coordinating for sustainment, including refueling, mess operations, vehicle recovery, military
police assistance, and medical evacuation (MEDEVAC).
z Preparing and issuing an order upon completion of the planning tasks.
Quartering Party
2-91. The quartering party assists the HHC in moving to and occupying a new AA in a new site of
operations. The HHC dispatches a quartering party to the prospective site in advance of the main body to—
z Reconnoiter the site and route used to approach and occupy it.
z Secure the area prior to occupation.
z Organize the area prior to the main body’s arrival.
2-92. Upon receipt of the movement WARNO, a reconnaissance team from the quartering party travels to
the new area. If either the routes or AAs prove unsatisfactory, the quartering party advises the XO/S-3 of
their findings and recommends changes, if possible. The HHC TACSOP should designate members of the
reconnaissance team to assist reconnaissance in special ways, such as—
16 February 2007
FM 3-04.126
2-19
Chapter 2
z Determining if the new area can support HHC operations and C2.
z Determining if the location selected can support the main CP.
z Identifying sites able to support communications and RETRANS.
z Conducting CBRN reconnaissance of the new site as METT-TC dictates.
z Providing additional security, as available.
2-93. Time available for the reconnaissance team to complete its mission varies depending on the situation.
The reconnaissance team reconnoiters routes the main body will use, and identifies built-up areas, grades,
fords, obstacles, and defiles affecting the move. The team also identifies alternate routes to the new site and
rally points. Once the HHC selects a site, it conducts CBRN reconnaissance of the site. The reconnaissance
team leader then compiles graphics for the routes and area, and sends them to the quartering party via
FBCB2, if available. When possible, the team leader directs a security element to observe the new site. The
remainder of the team returns to the main CP as some members of the reconnaissance team may also be
part of the quartering party.
2-94. While the reconnaissance team is at work, the HHC 1SG assembles and conducts PCIs of the
quartering party. The quartering party should be prepared to move two hours prior to actual movement of
the main body. The HHC TACSOP should include quartering party task organization and operation.
Elements in the quartering party should include representatives from each element comprising the main
CP, namely:
z HHC section.
z S-3 representative.
z S-6 representative.
z Signal team.
z Chemical reconnaissance team.
z Security team, if available.
z Additional vehicles as required.
2-95. The HHC commander prepares and issues a movement order. During the move from the start point
through the RP to the site, the quartering party verifies the route selected by the reconnaissance party is still
able to support the unit’s operations. When the quartering party reaches the new site, it verifies the site will
support the main CP, and begins to prepare the site for occupation by the main body. The quartering party
first establishes security and communications. The quartering party identifies and marks vehicle and crew-
served weapons positions, and routes from the RP to the AA and positions. Guides from specific sections
help to position vehicles when they arrive.
Main Body Actions
2-96. Upon arrival of the first main CP convoy serial at the RP, quartering party guides meet the main
body and guide it into position. Once all vehicles are in position, each platoon/section establishes 100
percent local security. Platoon/section sergeants walk the perimeter with a quartering party guide, making
adjustments to crew-served weapons or individual fighting positions, if needed. Platoon/section sergeants
ensure all positions tie into the CP perimeter, and coordinate fires with left and right positions.
2-97. Once the last serial arrives, the HHC commander inspects the main CP perimeter. If satisfied with
the defensive layout, the commander can reduce security to a level appropriate to the threat condition. All
sections then begin the occupation timeline, and each vehicle immediately deploys rolls of concertina wire
on the perimeter.
2-98. The main CP follows an occupation timeline (table 2-3, page 2-21).
2-20
FM 3-04.126
16 February 2007
Command and Control
Table 2-3. Example of main command post occupation timeline
Within 5 minutes
•
Clear RP without stopping and pick up quartering party guides.
•
Move directly to marked positions.
•
Account for personnel, equipment, and sensitive items.
•
Report sent to HHC commander.
Within
30
•
Maintain security and air guard.
minutes
•
Digital and FM communications established.
•
Vehicles in final positions.
•
Main CP vehicles connected.
•
Crew-served weapons in hasty fighting positions.
•
Hasty defensive and survivability positions designated.
•
Entry point gate established with barriers and communications to the main
CP.
•
Sector sketches started.
•
CBRN detection equipment emplaced.
•
Initiate set-up of main CP.
Within
60
•
Platoons/sections establish land line communications to each crew-served
minutes
weapon position.
•
Logistics support areas (LSAs) sites finalized.
•
Complete security plan.
•
Complete set-up of TAC CP.
•
Establish casualty collection points (CCPs).
•
Emplace inner concertina wire.
Within
90
•
Begin emplacement of outer ring of wire or berm.
minutes
•
Land line communications checks completed.
•
LSAs established.
•
Establish security defense level.
•
Vehicle/tent camouflage started.
Within 2 hours
•
Guard and patrol rotation started.
•
Continued improvement of machine gun and individual fighting positions.
•
Helicopter LZ identified and marked.
•
Sector sketches to HHC commander.
Within 4 hours
•
Refuel and resupply basic load.
•
Update maintenance status.
•
Perimeter wire continued until triple strand is emplaced.
•
QRF rehearsal.
•
Camouflage complete.
•
Continue to improve machine gun and individual fighting positions.
•
Implement CP shifts and sleep plan.
•
Check load plans.
BATTALION PLANNING CONSIDERATIONS
2-99. The battalion develops its OPLANs parallel with both higher headquarters and subordinate
companies. Battalions must send a representative to brigade planning and coordination meetings and
demand company input into battalion planning. In addition to planning for the operational mission,
16 February 2007
FM 3-04.126
2-21
Chapter 2
battalion and companies ensure the myriad of details of aviation operations are accomplished. Units plan,
coordinate, and rehearse concurrently while the OPLAN is in development. Examples of ongoing
preparation include—
z
Fighter management cycles.
z
Task organization.
z
Aircraft designation and configuration.
z
Weapons system and ammunition mix.
z
Auxiliary fuel tank distribution and management (if applicable).
z
Communications planning.
z
ASE requirements and settings.
z
Identification, friend or foe (IFF) procedures and Mode 4 settings.
z
Airspace C2 coordination.
z
Review of the current air control order (ACO), ATO, and SPINS.
z
Crew selection.
z
Tasks and responsibilities (company, platoon, team, aircrew).
z
En route formations and security.
z
Formation actions on contact and break-up procedures.
z
Selected rehearsals and training.
z
FARP movement, composition, and emplacement.
z
Maintenance support movement, composition, and emplacement.
z
Plans and procedures for recovery of personnel and equipment, specifically downed aviator
pickup points (DAPPs), in-stride/immediate aircrew recovery, and downed aircraft recovery
teams (DARTs).
z
Weather
(to include inadvertent instrument meteorological conditions
[IIMC] recovery
procedures).
z
Creation of emergency global positioning system (GPS) recovery procedure if required.
z
Passage of lines planning.
z
AD status.
z
AA departure procedures.
z
Bump plan.
2-100. Operations beyond friendly lines feature extended distances and tremendous speeds in execution.
This may involve deep penetrations, wide sweeps, and bypassing enemy forces and terrain obstacles,
almost always at night. To react quickly to intelligence on hostile forces, planning and execution must keep
pace with the accelerated attack tempo, maximizing surprise to ensure effective execution at the decisive
place and time.
MILITARY DECISIONMAKING PROCESS
2-101. To plan and coordinate missions effectively, the commander and staff follow the MDMP (figure 2-
1, page 2-23). Staff planners must focus on the previously listed aviation planning considerations to
formulate a complete plan. Because of the complexity inherent in the process, battalions should practice the
process regularly prior to deployment. FM 5-0 covers the MDMP process in detail.
2-22
FM 3-04.126
16 February 2007
Command and Control
Figure 2-1. Military decisionmaking process
2-102. The dynamic battlefield often does not allow a complete MDMP due to of time constraints. The
commander and staff must know current aircraft and crew availability to immediately assess feasibility of
mission requests.
2-103. The steps of an abbreviated MDMP are the same as those of the full process; however, the
commander performs many of them mentally or with less staff involvement. The commander may direct a
COA based on experience to expedite planning. The products developed during an abbreviated MDMP
may be the same as those developed using the full process; however, they are usually less detailed and
some may be omitted altogether. Unit SOPs should address how to abbreviate the MDMP based on the
commander’s preferences.
DECIDE, DETECT, DELIVER, AND ASSESS METHODOLOGY
2-104. Decide, detect, deliver, and assess (D3A) methodology facilitates attack of the right target or
objective with the right asset at the right time. It was developed principally for targeting. Although D3A
applies to Army aviation, it does so in a slightly different manner. For aviation, D3A is much more than
targeting. D3A is normally conducted at brigade level; however, modularity may require aviation task
forces (ATFs) to perform this function. FM 5-0 provides more information.
2-105. D3A is used in every aspect of mission planning. What must be accomplished may be included in
the orders/directives from higher/supported headquarters or it may fall squarely on the commander. D3A
helps the commander decide what to attack, how to acquire necessary enemy information, when best to
attack, and how to attack in a way that meets the higher commander’s intent. Finally, it enables the
commander to know whether the guidance has been met.
2-106. A high-value target (HVT) is a target the enemy commander requires for successful completion of
the mission. The loss of HVTs seriously degrades important enemy functions throughout the friendly
commander’s area of interest.
2-107. A high-payoff target (HPT) is a target whose loss to the enemy will significantly contribute to
success of the friendly COA. HPTs are those targets, identified through wargaming, which must be
acquired and successfully attacked for the success of the friendly commander’s mission.
16 February 2007
FM 3-04.126
2-23
Chapter 2
Decide
2-108. During the decide function, the staff focuses and sets priorities for intelligence collection and
attack planning. Based on the commander’s intent and concept of the operation, the staff establishes
targeting priorities for each phase of the operation. The high-payoff target list (HPTL) and attack guidance
matrix are developed during this function. The decide function is completed at the command above
company level.
Detect
2-109. The detect process finds the HPTs (critical enemy forces) to attack accomplishing the mission for
each phase of an operation. TA assets and agencies execute the intelligence collection plan and focus on
specific areas of interest. The force must detect and track mobile HPTs maintaining a current target
location. Target tracking is inherent to detection and is executed throughout the collection plan. Tracking
priorities are based on the commander’s concept of the operation and targeting priorities.
2-110. The S-2 is the main figure in directing the effort to detect HPTs identified in the decide function.
He determines accurate, identifiable, and timely requirements for collection systems. The detect function
involves locating HPTs accurately enough to engage them. It primarily entails execution of the intelligence
collection plan.
Deliver
2-111. The deliver function executes attack guidance and supports the commander’s battle plan following
location and identification of HPTs. Both tactical and technical decisions affect selection of the attack
system and the unit to conduct the attack. The decisions are reflected in the staff’s earlier development of
the attack guidance matrix, schemes of maneuver, and FS plans for planned targets. The decision to attack
targets of opportunity follows attack guidance and is based upon factors such as target activity, dwell time,
and payoff compared to other targets currently being processed for engagement.
Attack guidance
2-112. The staff recommends and the commander approves attack guidance, distributing it via the attack
guidance matrix. The guidance should detail when, how, desired effects, SPINS, and required BDA of the
HPTL. The S-3 or FSO recommends the attack system for each target. All attack assets, including ground
forces, should be considered. The attack should optimize the capabilities of—
z Ground and special operations assault forces.
z Helicopters.
z Armed UAS.
z Indirect fire assets—artillery, mortars, naval surface fire support (NSFS).
z Engineers-countermobility, helicopter- and artillery-delivered mines, and external transport of
small earthmovers.
z CAS and air interdiction.
z AD artillery.
z Cruise missiles.
z EW.
z Psychological operations (PSYOPS).
z Civil affairs (CA).
z Deception.
Attack critera
2-113. Effects refer to target or objective attack criteria. The S-3/FSO specifies attack criteria according
to higher headquarters guidance. Target criteria should be given in quantifiable terms. Criteria may be
expressed as a percentage of casualties, destroyed elements, time on target (TOT), duration of fires,
2-24
FM 3-04.126
16 February 2007
Command and Control
number of tubes or launchers, allocation or application of assets. If ground forces are required to achieve
the desired effects, the size of force, time on the ground, extraction, and linkup plans must be determined.
Additionally, the S-3/FSO should identify accuracy or time constraints, required coordination, limitations
on amount or types of ammunition, use of ground forces, and BDA requirements. For units working
alongside attack reconnaissance helicopter elements, table 2-4 outlines preferred weapons for anticipated
targets.
Table 2-4. Munitions selection
Preferred Munition
Types of Targets
Missile, radar frequency (RF) Hellfire
Heavy armor, wheeled vehicles, helicopters, slow-moving
fixed-wing (FW) aircraft, other hard targets. Used when
minimizing exposure is essential for survival.
Missile, semiactive laser Hellfire
Heavy armor, bunkers, cave entrances, helicopters, slow-
moving FW aircraft, other hard targets. Used when a good
line of sight (LOS) to target is available and to conserve
RF missiles.
Missile, Blast Frag Hellfire
Naval craft, buildings, heavy equipment, light armor, and
weapon caches. Warhead has a delay fuse with lethal
fragmentation and incendiary pellets upon detonation.
Missile, Stinger
Helicopters, slow-moving FW aircraft.
Cannon,
30-mm high explosive dual
Lightly armored targets, personnel, materiel and
purpose
helicopters.
Machine Gun .50-caliber ball
Personnel, materiel, and unarmored vehicles.
Machine Gun, .50-caliber tracer
Observation of trajectory, incendiary effect, and signaling.
Machine Gun, .50-caliber, armor piercing
Light armor, shelters, and similar bullet resistant targets.
Machine Gun, .50-caliber, incendiary
Hardened or armored targets to ignite flammable material.
Machine Gun, .50-caliber, armor piercing
Combined effects of armor piercing and incendiary rounds.
incendiary
Rocket, high explosive
Materiel, personnel, light armor, and wheeled vehicles.
Rocket, high explosive multi-purpose
Light armor, wheeled vehicles, materiel, personnel, fighting
submunition
positions, and strong points.
Rocket, flechette
Personnel, unarmored vehicles, and helicopters.
Rocket, illumination
Battlefield illumination, shut-down of enemy night vision
devices (NVDs).
Rocket, white phosphorous (smoke)
Target marking, incendiary.
Assess
2-114. Combat assessment is the determination of overall effectiveness of force employment during
military operations. It is composed of the following three major components:
z BDA.
z Munitions effectiveness assessment.
z Reattack recommendation.
2-115. BDA is the timely and accurate estimate of damage resulting from application of military force
and accomplishes the following:
z Provides commanders with snapshots of their effectiveness on the enemy and an estimate of the
enemy’s remaining combat effectiveness, capabilities, and intentions.
z Provides essential information for determining if reattack is required.
2-116. Munitions effectiveness assessment occurs concurrently with BDA and is the basis of
recommendations for changes to increase effectiveness of—
z Method and timing of attack.
z Tactics.
z Weapons systems.
z Munitions.
z Weapon delivery parameters.
16 February 2007
FM 3-04.126
2-25
Chapter 2
2-117. Reattack and other recommendations should address operational objectives relative to the
following:
z Target.
z Target critical elements.
z Target systems.
z Enemy combat force strengths.
SECTION III - COMPANY COMMAND AND CONTROL
COMPANY COMMAND POST
2-118. The company CP is an austere setup and not specifically designed to be a staff level planning and
tracking environment. The bulk of the company’s mission information comes from the battalion, BCT or
air assault task force (AATF). The company CP is for company specific mission planning, briefings and
rehearsals. Often, the company CP is collocated within the same shelter grouping as the company’s
maintenance and supply personnel offering limited space designated specifically for mission planning. The
company CP operates under the same principles as the main CP.
SPLIT-BASED OPERATIONS
2-119. Operations of platoons/sections independent of the company headquarters is referred to as split-
based operations. Modularity of forces supporting BCTs requires companies to operate while
geographically separated and with a decentralized command. Company headquarters may be collocated
with their platoons or the platoons may be deployed forward in support of a BCT, ATF, or TF. Companies
must be able to deploy, sustain combat operations, and fight wholly or as independent platoons or sections.
The duration depends on mission requirements and will require sufficient logistics support. Additional
augmentation of personnel and/or equipment may be required to fill essential mission support roles.
CAPABILITIES
2-120. Aviation company capabilities are a combat multiplier for the ground tactical commander.
Modularity of companies allow for a “plug and play” capability for BCTs, ATFs, and TFs. Aviation
companies are capable of 24-hour continuous operations for short periods of time. Sustained operations
involving surges, such as in an offensive operation, will require the unit to have a reduced capability,
following the operation, for the period of time required to accomplish maintenance on aircraft and manage
fighter endurance for aircrews. The aviation modular design allows corps and theater assets to reinforce
brigade assets which provide an added capability to reinforce BCTs, ATFs, and TFs during surge
operations. This design also provides aviation support following surge operations, while the BCT’s, ATF’s,
and TF’s organic aviation unit companies are in a reduced capability time frame.
ATTACK RECONNAISSANCE COMPANY ELEMENTS
Commander
2-121. The company commander is a warfighter, responsible for the integration of his company into the
combined arms fight. He leads, mentors, guides, and inspires the Soldiers of the company. He is a highly
proficient aviation leader and is qualified as a PC in accordance with TC 1-210. The commander is
responsible for training platoon leaders and evaluating crews and individuals as well as assessing training.
The company commander is responsible for aircraft maintenance ensuring aircraft are available to meet the
battalion commander’s intent. He also determines crew selections as well as composition of flight teams.
The 1SG, platoon leaders, IPs, TACOPS, and PCs assist the commander in ensuring crews are combat
ready.
2-26
FM 3-04.126
16 February 2007
Command and Control
First Sergeant
2-122. The 1SG is the senior NCO and senior enlisted aviation maintainer at company level. The 1SG is
the commander's primary advisor concerning enlisted Soldiers and performs other duties directed by the
commander. The 1SG focuses attention on functions critical to success of the operation. The 1SG assists
the commander in the following ways:
z Provides recommendations and expedites procurement and preparation of enlisted replacements
for the company.
z Supervises daily maintenance operations.
z Organizes, deploys, and supervises all support elements assigned, attached, or OPCON to the
company. This includes food service, transportation, maintenance, and other support personnel.
z Coordinates medical, mess, supply, administrative, and other logistics support.
z Receives, consolidates, and forwards all administrative, personnel, and casualty reports to
battalion rear CP via radio, hard copy, or digital format.
z Establishes and organizes the company resupply point.
z Leads company ground movements when required and establishes AAs.
z Monitors NCO development, promotions, and assignments. This includes assessment of the
company’s battle focused Soldier and NCO leader training programs.
z Identifies, plans, and assesses Soldier performance on training tasks supporting collective (unit)
tasks on the METL.
Platoon Leader
2-123. The platoon leader leads his platoon in combat and is responsible for crew selection
recommendations and mission accomplishment. Unit IPs assist the platoon leader in ensuring crews are
properly selected and trained. Platoon leaders are expected to develop proficiency in the aircraft and attain
the designation of air mission commander (AMC) and PC, while ensuring crews are proficient in TTP. The
platoon leader is responsible for all maintenance operations of the platoon to include—
z Updating the commander on all aircraft status changes.
z Developing and implementing a tracking system to monitor critical maintenance services, such
as—
Scheduled maintenance.
Unscheduled maintenance.
Deferred maintenance.
Phases/progressive preventive maintenance.
Flow chart.
Status chart.
Parts and work order requests.
z Supervising daily maintenance operations.
Platoon Sergeant
2-124. The platoon sergeant is the key assistant and primary adviser to the platoon leader. He provides
advice concerning enlisted Soldiers, and performs other duties directed by the platoon leader. The platoon
sergeant assesses Soldier training proficiency with input from section leaders identifying Soldier and
collective tasks needing training. The platoon sergeant assists the platoon leader, as the 1SG assists the
commander, by—
z Ensuring platoon has aircraft available to accomplish assigned missions.
z Providing recommendations and requesting, through the platoon leader to the commander,
procurement and preparation of enlisted replacements for the company.
z Coordinating medical, mess, supply, administrative, and other logistics support for the platoon.
16 February 2007
FM 3-04.126
2-27
Chapter 2
z Reviewing maintenance forms ensuring crew chiefs verify deficiencies and completing
additional forms as necessary.
z Ensuring submittal of maintenance forms and appropriate tracking is initiated.
z Monitoring status of replacement parts, including parts on order and valid parts requisition
numbers.
z Ensuring all recoverable parts are turned in.
z Leading platoon ground movements and conducting preexecution checks when required.
z Providing input to platoon leader’s collective task assessment.
z Ensuring Soldiers are prepared for and attend training.
z Monitoring NCO development and promotions.
z Identifying, planning, and assessing Soldier performance on training tasks supporting individual
and collective (unit) tasks on the METL (to include maintenance tasks).
Standardization Instructor Pilot
2-125. SPs assist the commander in developing and implementing the unit aircrew training program
(ATP). He also assists the commander in crew selection, normally performs as a member of the company
operations planning cell, and may serve as an AMC during combat operations. SPs provide quality control
for the ATP via the commander’s standardization program. Along with their primary responsibilities, they
mentor and professionally educate all unit crewmembers. SPs are tasked to provide expertise on unit,
individual, crew, and collective training to the commander and perform the following functions:
z Serves as member of the battalion standardization committee.
z Advises commander on development of commander’s task list (CTL).
z Monitors unit standardization and ATPs.
z Maintains unit individual aircrew training folders (IATFs).
z Monitors unit no-notice programs.
z Assists battalion SP and battalion master gunner in the development and execution of realistic
company gunnery tables. This may include ammunition forecast, helicopter gunnery skills test,
engagement scenarios, situational training exercises (STXs), and computer-based ASE training
(CBAT) requirements.
z Develops company STXs accurately reflecting current combat operations and the full spectrum
of aircraft capabilities.
z Attends training meetings.
Instructor Pilot
2-126. IPs are responsible for assisting the platoon leader in properly training combat ready crews. IPs
provide quality control for the ATP via the commander’s standardization program. Although IPs work
directly for the platoon leader, they receive guidance and delegated tasks from the company SP. This
ensures training is standardized throughout the company, provides for an economy of effort in the
company, and contributes to professional development of the IP. Along with their primary responsibilities
of the standardization program, they mentor and professionally educate all unit crewmembers. IPs are also
responsible for—
Performing as designated (IP and/or instrument examiner).
Conducting no-notice evaluations.
Assisting company standardization officer in maintaining IATFs.
Assisting in development of company STXs.
Assisting in development and execution of company gunnery tables.
Assisting the company SP and TACOPS in development of the CTL.
2-28
FM 3-04.126
16 February 2007
Command and Control
Unit Trainer
2-127. Unit trainers are aviators designated to instruct in areas of specialized training (see TC 1-210).
They assist IPs in unit training programs and the achievement of established training goals. Some areas in
which they instruct are—
z Night vision goggles (NVGs).
z Instrument flight.
z Tactics.
z Border and corridor qualifications.
z Local area qualifications.
Maintenance Test Pilot
2-128. MPs assist the commander as the primary advisor for developing and managing the unit
maintenance program. The MP must be involved in all day-to-day maintenance aspects of the company,
coordinating required resources as necessary ensuring their efficient use. The MP’s ultimate goal is
ensuring maximum availability of aircraft. The MP also—
z Conducts maintenance test flights and maintenance operational checks.
z Advises commander, platoon leader, and platoon sergeant on maintenance operations.
z Serves as an operational mission pilot.
z Conducts pilot training on maintenance related subjects and troubleshooting fundamentals.
Safety Officer
2-129. SOs assist the commander in developing and implementing all unit safety programs. An SO is not
just an observer; he is expected to be tactically and technically proficient, and an active participant in the
ATP. Commanders rely on their SOs to monitor all safety aspects of the unit, and provide feedback and
advice from a different perspective than that of the commander. The SO serves as the commander’s advisor
on risk management during flight mission planning. SOs are the commander’s primary trainer for annual
safety training requirements and composite risk management, including—
z Individual risk assessment.
z Crew risk assessment and mitigation.
z FARP and AA site surveys.
z Convoy risk assessment and safety briefs.
Tactical Operations Officer
2-130. TACOPS officers are the subject matter experts in the field of threat, aviation survivability
measures, and for the organic AMPS and its associated products. Additional responsibilities include—
z Conducting the ASE/EW portion of the risk management process.
z Assisting in development of unit TTP.
z Assisting the battalion TACOPS in managing the organization’s PR program.
z Determining ASE settings and countermeasures.
z Advising the commander and company leaders on appropriate ASE techniques and procedures,
and if necessary, coordination for integration of joint assets for each major mission.
z Integrating FS and CAS into company mission planning.
z Managing/tracking company ASE systems.
z Assisting in development of company STXs and company gunnery tables.
z Advising commander on development of CTL.
16 February 2007
FM 3-04.126
2-29
Chapter 2
Aviation Life Support Officer
2-131. Aviation life support officers (ALSOs) assist, advise, and represent commanders in all matters
pertaining to the aviation life support system (ALSS). ALSOs—
z Review, analyze, and develop procedures ensuring planning, budgeting, and maintenance of
ALSS.
z Ensure training of aircrew personnel in proper operation, use, and operator maintenance of
survival equipment and techniques of survival.
z Supervise the life support section and ensure qualified personnel are available to conduct life
support and survival training and maintenance of organizational level aviation life support
equipment (ALSE).
z Maintain a current file of regulations, procedures, and technical manuals (TMs) pertaining to
inspection, maintenance, and use of assigned life support equipment.
z Ensure units have adequate information and training before using new equipment or system
changes.
z Ensure materiel deficiency reports are submitted on life support equipment failing to operate as
designed.
2-132. Additionally the commander will appoint ALSE technicians and specialists to assist, advise, and
represent the aviation life support officer (ALSO) in all matters pertaining to ALSE. Technicians—
z Establish a library of ALSE publications and ensure the unit’s pinpoint distribution account is
updated to include ALSE publications and necessary forms.
z Ensure all ALSE is maintained in a high state of readiness by inspecting, cleaning, fitting,
testing, adjusting, and repairing equipment.
z Maintain files on inspection, maintenance, expiration dates, and supply pertaining to ALSE.
z Inspect all controlled drugs used in survival kits and vests.
Company Armament Maintenance Officer
2-133. The armament maintenance officer oversees maintenance of the aircraft weapons systems, their
configuration, and loading and unloading of arms.
COMPANY PLANNING CONSIDERATIONS
TROOP LEADING PROCEDURES
2-134. Although the MDMP is essential to accomplish the mission, effective TLP are equally important.
Commanders with a coordinating staff use the MDMP. Company-level and smaller units do not have
formal staffs and use TLP to plan and prepare for operations. Figure 2-2, page 2-31, depicts TLP along
with key planning tasks. The box on the left shows the steps of TLP. The box in the middle (METT-TC)
represents the initial METT-TC analysis that leaders conduct to develop an initial assessment. This occurs
in steps 1 and 2 of TLP and is refined in plan development. The box on the right depicts plan development
tasks. Plan development occurs in steps 3 through 6 of the TLP. These tasks are similar to the steps of the
MDMP (see FM 5-0, chapter 3).
2-30
FM 3-04.126
16 February 2007
Command and Control
Figure 2-2. Troop leading procedures and key planning tasks
2-135. TLP must be a part of SOP and checklists within that SOP. Although quick directives can
accomplish much in certain circumstances, a missed step can easily lead to mission shortfalls or failure.
Written TLP steps provide a guide the leader applies in ways consistent with the situation, leader's
experience, and experience of subordinate leaders.
2-136. Leaders use TLP when working alone to solve tactical problems or with a small group. A
company commander may use his 1SG, platoon leaders, SP and SO to assist during TLP. Additionally,
aviation company commanders utilize planning cells to perform much of the TLP process.
PLANNING CELLS
2-137. Company planning cells are utilized by the commander to plan, organize, and effectively execute
the mission. This section defines a method for planning conducted at company level and the process a
company follows to ensure completion of required tasks for mission planning.
2-138. The company commander or senior officer acts as the mission AMC. He selects crews and assigns
them to planning cells. The AMC assigns suspense for planning cells providing products to the
reproduction/distribution cell.
16 February 2007
FM 3-04.126
2-31
Chapter 2
Process
2-139. The following process establishes information requirements necessary to successfully plan and
execute company missions. Cells conduct planning concurrently. The information required for planning
and execution is the receipt of WARNO. To begin planning, the following information is needed from a
WARNO:
z Threat and friendly situation along routes and AO.*
z Mission, objective or target time, and any alternate missions.
z Weather and light data for time of operation.
z Number of aircraft required.
z Location of specified passage points (PPs) or corridors with occupying unit designation, call-sign
and frequency.*
z Specific tasks for planning cells.
z Time and place of OPORD.
z AMPS integration.
z Cell assignments matrix (table 2-5).
Note: *These items are available on AMPS disk. The battalion may provide companies with
AMPS generated mission data in conjunction with the WARNO/OPORD. The goal is providing
mission graphics such as control measures, friendly situation, enemy situation, etc.
Table 2-5. Example cell assignments matrix
Route Planning Cell
Operate AMPS:
• Select air control points (ACPs), altitudes, airspeeds, and formations using friendly situation
graphics. Coordinate with other units as necessary.
• Calculate/confirm time, distance, and heading (TDH) data. All grid coordinates and TDH data will
be double checked by another member of the cell.
• Identify obstacles and hazards. Coordinate with weather/hazards cell.
• Coordinate with ASE/EW cell to avoid known enemy hazards.
• Coordinate with operations cell concerning mission time-line.
• Produce/update AMPS mission graphics to include flight plan, control measures, battlefield
graphics, and mission essential data.
• Provide reproduction/distribution cell with kneeboard products.
•
Load mission from AMPS to data transfer cartridges (DTCs)and provide to all copilots at briefing.
Communications Cell
Develop communication sets for the mission.
Ensure COMSEC equipment in all mission aircraft (including spares) is keyed and operational. This
includes KY-58, KIT 1C, SINCGARS and Have Quick.
Collect frequency and IFF data from the OPORD, ACO, aviation procedure guide, automated net control
device
(ANCD), SOP and flight information publication covering all aspects of the mission from
communications check to mission completion.
Prepare the unit communications card.
Provide the reproduction/distribution cell with all data in a timely manner.
Performance Planning Cell
Obtain mission load data.
Obtain planning weather data (temperature and pressure altitude).
Prepare a generic performance planning card (PPC).
Calculate fuel-planning data for all phases of the mission. If unit aircraft are equipped with auxiliary tanks,
perform planning for those aircraft allowing for contingencies (such as auxiliary tanks do not transfer fuel).
Calculate a minimum fuel for mission. Minimum fuel required (including VFR reserve) for the aircraft to
return to the FARP or AA (commonly code worded as “bingo”).
2-32
FM 3-04.126
16 February 2007
Command and Control
Table 2-5. Example cell assignments matrix
Place all calculations and data on the unit PPC/fuel planning card and provide the route planning cell and
reproduction/distribution cell with all data in a timely manner.
Operational Planning Cell (usually composed of commander and team leader/leaders)
Produce company mission timeline (includes team and FARP rotation plan).
Selection of target reference points (TRPs).
Selection of attack by fires (ABFs), support by fires (SBFs), and OPs.
Control measures for routes and/or zones.
Team employment procedures.
Integration into ground tactical plan.
Provide the reproduction/distribution cell with all data in a timely manner.
Conduct contingency planning.
Brief actions on the objective at the unit mission briefing.
Weather, Notices to Airmen, Hazards Cell
Compare forecasted weather and mission requirements. Be sure to take into consideration illumination,
sunrise/sunset times.
Review notices to airmen (NOTAMs), air advisories and ACO for any items that may influence the
mission. This includes IIMC recovery airfields.
Update wire hazards map.
Provide the reproduction/distribution cell with all data in timely manner.
Brief weather, NOTAMs, and hazards at the unit mission briefing.
Flight Plan/Mission Brief/Risk Assessment Cell
Complete the mission brief and risk assessment sheets and make them available to mission crews prior
to mission briefing.
Inform the AMC if initial risk assessment warrants any amendments to the mission profile.
Complete the flight plan or collect data for flight operations log.
Obtain squawk codes, PPRs and diplomatic clearances as required by mission.
Provide the reproduction/distribution cell with all data in timely manner.
Inadvertent Instrument Meteorological Conditions Cell
Develop an IIMC recovery plan for the mission. On missions with long en route portions, more than one
recovery airfield may be required.
Select appropriate instrument approach procedures at each recovery airfield.
Create emergency GPS recovery procedure if required.
Prepare an IIMC plan and post on unit IIMC card.
Obtain FARP layout data and post on unit FARP sketch.
Provide the reproduction/distribution cell with all data in timely manner.
Threat Cell/ASE/ EW
Analyze threat composition, disposition, order of battle, array and numbers.
Using AMPS inter-visibility plots, analyze threat weapons systems that may influence the mission.
Coordinate with route planning cell concerning any threats that may influence the unit during the en route
phase.
Coordinate with the operations cell concerning any threats in the vicinity of the objective.
Prepare the threat risk assessment. Much of the data for this form may be obtained from the Air Force
tactics, techniques, and procedures (AFTTP). The AFTTP is a classified document and may be obtained
from the TACOPS/ battalion/squadron EWO/S-2.
Provide the reproduction/distribution cell with all data in timely manner.
Brief the threat risk assessment at the unit mission briefing.
16 February 2007
FM 3-04.126
2-33
Chapter 2
Table 2-5. Example cell assignments matrix
Reproduction/Distribution Cell
Actively collects and safeguards all data provided by planning cells.
If a photocopy machine is available, reproduce packets for all crewmembers. All packet items will be
uniform if possible, arranged in the same order and paper-clipped together.
Post the mission briefing boards as soon as possible. This will allow aircrews to post their own mission
packets if reproduced packets are not available.
Distribute packets prior to start of mission briefing.
Assist AMC with preparation for the mission briefing. This includes posting graphics/overlays to briefing
maps.
Products which are reproduced and distributed:
• Route cards.
• FARP, Objective, and EA sketches.
• Communication card.
• PPC.
• FS card.
• Weather, NOTAMs, and hazards briefs.
• Flight plan/mission brief/risk assessment.
• IIMC recovery plan.
• Threat risk assessment.
• Mission execution matrix (if not provided from battalion).
SECTION IV - MEETINGS AND BRIEFINGS
OPERATIONS ORDER BRIEF
2-140. The OPORD briefing provides information, specific instructions, and a thorough overview of the
mission. The briefing is usually presented by a single briefing officer, who may be the commander, an
assistant, a staff officer, or a special representative depending on the nature of the mission or the level of
the headquarters. See FM 5-0 for more information on orders production and briefings.
2-141. In an operational situation or when the mission is of a critical nature, individuals or smaller units
may need more specific data, which may be provided by a mission briefing. The mission briefing
reinforces orders, provides more detailed requirements and instructions for each individual, and explains
the significance of each individual role.
2-142. The briefing should be organized to follow the written order’s format.
AIR MISSION BRIEF
2-143. The AMB is a focused adjunct to the OPORD where the ARB commander approves the plan. The
term AMB is used to mean both the written product and the briefing itself. The AMB should not be a
working meeting. An OPORD should have already been published. Therefore, the AMB is essentially a
backbrief to the commander. All units involved in the operation should attend and receive a copy of the
order.
2-144. The AMB should focus on attack reconnaissance concepts, sequence of events, and the reasons the
staff developed the sequence for the mission. The slightest change in route selection, ABFs/SBFs, or other
elements of the mission can significantly affect the rest of the plan. The CAB staff will play a pivotal role
in the AMB process.
2-34
FM 3-04.126
16 February 2007
Command and Control
2-145. Changes to the mission after the AMB must be approved by the commander. It is very difficult to
resynchronize the different combat systems in the short time that remains between the AMB and mission
execution. Unit personnel attending should bring—
z Air mission checklist.
z Maps.
z Execution matrix.
z ANCD for receiving frequency set changes/updates.
z AMPS DTC for receiving changes/updates to routes.
2-146. Briefing products produced may include—
z Mission.
z Friendly graphics
z A2C2 procedures.
z Communication card (frequencies/call signs).
z Execution matrix.
z Routes (AMPS cartridge).
z ANCD frequency set load.
z Risk assessment/mission brief/mission schedule.
TEAM BRIEF
2-147. Team briefs can occur at different levels. The team can be briefed by the battalion or company for
specific missions or missions in larger operations. An example of this is teams being briefed by battalion
for missions supporting battalion PR or QRF operations. Information and products reviewed during the
brief include—
z PPC.
z FS card.
z Actions on contact.
z Contingency planning.
z Scheme of maneuver.
z Battle handover (BHO) procedures.
z Weather, NOTAMs, and hazards briefs.
z Flight plan/mission brief/risk assessment.
z IIMC recovery plan.
z Threat risk assessment.
CREW MISSION BRIEF
2-148. The PC briefs the mission and flight requirements demanding effective communication and proper
sequencing and timing of actions according to a unit approved crew mission brief checklist. The
appropriate aircraft type aircrew training manual (ATM) contains an example of a detailed crew mission
briefing checklist and instructions for completing this task. Unit SOPs should address crew briefing
checklists.
SECTION V - REHEARSALS
2-149. A rehearsal is essential for success in operations. FM 6-0 contains a discussion of rehearsal types,
techniques, responsibilities, and conduct. Following is a discussion of items critical to aviation operations.
16 February 2007
FM 3-04.126
2-35
Chapter 2
2-150. Once commanders are satisfied and personnel understand the concept of operation, they must
rehearse the plan. The rehearsal cannot become the brief to commanders. The purpose is to validate
synchronization of subordinate units' tasks to execute the commander's intent.
2-151. Rehearsal types include—
z Confirmation brief.
z Backbrief.
z Combined arms rehearsal.
z Support rehearsal.
z Battle drill or SOP rehearsal.
2-152. Rehearsal techniques include—
z Full dress rehearsal.
z Reduced force rehearsal.
z Terrain model rehearsal.
z Sketch map rehearsal.
z Map rehearsal.
z Network rehearsal.
2-153. Although a full dress rehearsal is preferred, a terrain model rehearsal is the most common
technique. The terrain model must represent the unit’s area of influence and be large enough for
participants to easily traverse. An effective rehearsal is dependant upon an accurate terrain model,
complete with key terrain features, reliefs, obstacles, and unit positions (friendly and enemy) correctly
portrayed. Additionally, an effective technique for utilizing terrain models is to increase the scale of the
objective area for better visualization by rehearsal participants. A standardized terrain model kit is an
effective tool to reduce setup time.
2-154. Rehearsals are accomplished at all levels. They may be conducted separately at each echelon, in
one large rehearsal, or using a combination of the two. An appropriate large rehearsal would be a cross-
forward line of own troops (FLOT) IA. Rehearsals are as detailed as time and resources permit. They may
be a series of full-up, live-fire rehearsals or as simple as a quick review on the map. All rehearsals must
include reviewing or conducting the following:
z Actions on the objective.
z Maneuver, movement, and fires.
z Critical event rehearsals (such as FARP and egress).
z Contact drills en route.
z Contingencies.
REHEARSAL SEQUENCE AND ATTENDANCE
2-155. Rehearsals follow a script and proceed in action, reaction, counteraction sequence. Elements of the
script include—
z Agenda.
z Attendee response sequence to actions.
z Unit actions response checklist (standardized format).
z Sequence of events.
2-156. If time becomes critical during the rehearsal, then the most critical part of the mission must be
given adequate attention. Rehearsals must include a representation of the enemy and should cover—
z Actions on the objective.
z Enemy positions and disposition.
z Friendly scheme of maneuver/ground tactical plan.
z Integration of FIRES/suppression of enemy air defense (SEAD).
2-36
FM 3-04.126
16 February 2007
Command and Control
z Actions on contact.
z Occupation of reconnaissance or security positions, battle positions (BPs), and landing plans.
z Passage of lines.
z Flight plans including primary/alternate routes, ingress/egress procedures at the objective,
maneuver formations, flight techniques, and altitudes.
z Actions in the AA (out-front boresight, communication checks, line up for takeoff, takeoff,
landing upon return).
z Ammunition loads and FARP information.
z CASEVAC procedures.
z IIMC procedures.
z In stride/immediate downed aircrew recovery procedures.
z Contingency plan TTP (such as change of mission and aircraft equipment malfunction).
2-157. All critical members of units should attend the rehearsal. Critical members are those who have key
parts in the operation and whose failure to accomplish a task could cause mission failures.
REHEARSAL QUESTION RESOLUTION
2-158. The battalion commander and staff may conduct the rehearsal or observe it. Regardless, detailed
questions ensure units executing the mission thoroughly understand it, and battalion has accomplished its
planning. The following questions are examples of critical questions that should be answered during the
rehearsal:
z
What are contingencies at the objective for various enemy actions?
z
Who is responsible for calls for fire and who do they call?
z
Who has clearance of fires authority by phase and in which zones?
z
Who provides rear or flank security?
z
Who collects and sends SPOTREPs, whom do they call, and on which net?
z
Who initiates fires for the attack?
z
Where do crews get the time sequencing for Have Quick (unless automatic)?
z
Who is talking to the Air Force for JAAT operations?
z
Who initiates communications checks?
z
Who coordinates with the ground force commander?
z
Who confirms call signs, nets, and authenticators?
z
What radio calls (digital and voice) are required during the conduct of the operation?
z
What are the success criteria, and how do we know if they have been met?
z
What are the mission criteria, and who selects these criteria?
z
What are the divert criteria and who makes that decision?
z
What are the mission abort criteria?
z
What are the in-stride downed aircrew procedures?
z
What are the CASEVAC procedures?
z
What are the ROE?
z
What are the ASE requirements and settings?
z
What are the critical times (PP, TOT, RP)?
z
Who makes BDA reports, to whom, and when?
z
What is the bump and spare aircraft plan?
z
Where are FARPs, and what are the procedures?
16 February 2007
FM 3-04.126
2-37
Chapter 2
CONFLICT RESOLUTION AT THE REHEARSAL
2-159. Conflicts may arise during a rehearsal. The commander must ensure conflicts are resolved, and the
rehearsal does not become a wargame. Wargaming should have been accomplished during the planning
process. The rehearsal ensures all members of the unit understand their roles and how they contribute to
success. It is not the time to develop a new plan, but if required, refinements may be made.
ADDITIONAL REHEARSALS
2-160. The communications exercise (COMMEX) should mirror the signal requirements of the mission.
The COMMEX ensures assignment of nets, equipment capabilities, range, RETRANS requirements, and
COMSEC requirements. All elements participating in the mission participate in the COMMEX. The use of
a common communications card is highly recommended and allows for a quick reference guide to
frequencies and call signs.
2-161. Company rehearsals are required to cover key company events not portrayed at the battalion
rehearsal, such as formation, bump plan, departure sequence, radio calls, and actions on the objective.
Attendees include all aircrews and key leaders.
REHEARSAL COMPLETION
2-162. At the end of any rehearsal the commander should receive correct responses from every member
present concerning—
z The mission/actions at the objective.
z The commander's intent.
z The timetable for mission execution.
2-163. Following rehearsal and prior to executing the mission, commanders conduct PCIs to ensure PCCs
on aircraft and mission equipment are complete.
PRECOMBAT CHECKS
2-164. Aircrews and vehicle operators conduct PCC. Checks include—
z Posting graphics on maps.
z Completing aircraft performance planning.
z Preflight/before operations preventive maintenance checks and services (PMCS).
z Ensuring proper configuration of vehicles, aircraft, and weapons systems.
z Ensuring DTC upload.
z Ensuring IFF is loaded.
z Ensuring COMSEC is loaded.
z Verifying communications checks.
z Test firing of weapons systems, if possible.
SECTION VI - END OF MISSION DEBRIEFING AND AFTER-ACTION REVIEW
DEBRIEFS
MISSION DEBRIEF
2-165. Units should address mission debrief procedures in their SOP. They should conduct mission
debriefs as soon as practical upon completion of the mission. All mission personnel should attend. Mission
debriefs cover mission planning, preparation, and execution phases. The purpose is to capture what
happened during a mission to ensure all requirements were achieved. The intent is to capture better
2-38
FM 3-04.126
16 February 2007
Command and Control
SA/understanding and intelligence of the area. Table 2-6, page 2-39, shows an example mission debrief
format.
Table 2-6. Sample mission debrief
Date:
Time:
Mission:
Location:
AMC:
Aircraft #1: Call sign and crew
Aircraft #2: Call sign and crew
Takeoff time
Route
Actions on objective
Significant events
SPOTREPs
BDA
Priority intelligence report (PIR) answered
FARP/team rotations
BHO/end of mission time
Maintenance: Hours flown and thorough postflight analysis of the
aircraft
SAFIRE Incidents:
A/C location
A/C heading, altitude, and airspeed
Evasive maneuvers performed
Enemy
Weapon system/# of rounds
Enemy location
Number of personnel
Subsequent actions
TEAM
2-166.
Platoons and sections operating independently from company headquarters (in support of BCT for
example) conduct the same debriefs and are responsible for submitting information to the S-2/S-3 and
platoon’s/section’s respective commander.
COMPANY
2-167. Commanders ensure unit personnel conduct mission debriefs as soon as practical upon completion
of the mission, with all mission personnel attending. Mission debriefs cover mission planning, preparation,
and execution phases with a focus on how to improve the operation. Additionally, the commander ensures
the higher headquarters S-2/S-3 receives debrief information and is afforded the opportunity to debrief the
crew if warranted.
BATTALION S-2/S-3
2-168. The front line Soldier is another extremely valuable intelligence source. Commanders instill in
crew members they are reconnaissance Soldiers fighting for and confirming intelligence. Their sightings
and reporting of any activity (or lack thereof) may make the difference between victory and defeat. The S-2
debriefs aircrews as an essential part of gathering information. The crews provide the S-2 with all sketches,
checklist and video imagery collected during the mission.
16 February 2007
FM 3-04.126
2-39
Chapter 2
AFTER-ACTION REVIEW
PURPOSE
2-169. An after-action review (AAR) is a structured review process of an event, focused on performance
standards, enabling Soldiers to discover for themselves what happened, why it happened, and how to
sustain strengths and improve future operations. It is a tool that leaders and units can use to obtain
maximum benefit from every mission or task. The AAR consists of the following four parts:
z Review what was supposed to happen (training plan).
z Establish what happened.
z Determine what was right or wrong with what happened.
z Determine how the task should be done differently next time.
2-170. Unit AARs focus on individual and collective task performance, identifying shortcomings and
training required to correct any deficiencies. AARs with leaders focus on tactical judgment. These AARs
contribute to leader learning and provide opportunities for leader development. AARs with trainers,
evaluators, observer controllers, and opposing forces provide additional opportunities for leader
development. See FM 7-1 for more information.
2-171. If applicable, AARs are forwarded to the next higher headquarters S-3. Commanders should
emphasize what they believe to be key critical elements within the AAR.
Application to Future Missions Training
2-172. Each AAR has a direct impact on the next mission or training event. Commanders review and
annotate recommendations from AARs. The commander can then implement recommendations he feels are
necessary to enhance mission execution and safety. The commander ensures all leaders (officer and NCO)
review the AAR with his comments posted. These include improvements to the SOP, TTPs, battle drills
and, at a minimum, include mission critical elements. This allows officers and NCOs to learn from the
AAR and understand the commander’s guidance on recommendations.
2-173. Following the reviews and commander’s guidance, the recommendations are highlighted in
planning the next mission or training event. Following the mission or training, the debrief covers the results
of an implemented recommendation. The commander reviews the outcome and determines if he wants to
continue as recommended or modify the recommendation for a better outcome.
2-40
FM 3-04.126
16 February 2007
Chapter 3
Employment
This chapter addresses employment of the attack reconnaissance battalion. The ARB
is a versatile organization that can conduct offensive operations and support
defensive, stability, and civil support operations. The ARB conducts offensive
operations through movement to contact and attack, and supports all missions
through tactical enabling operations such as reconnaissance and security. FARP
operations and aviation maintenance are aviation specific tactical enablers that allow
the ARB to sustain mission support.
SECTION I - INTRODUCTION
3-1. Principles for employment of aviation assets
follow these general guidelines―
Contents
z Fight as an integral part of the combined
Section I - Introduction
3-1
arms team.
Section II - Team Employment
3-2
z Exploit capabilities of other branches and
Section III — Reconnaissance
services.
Operations
3-10
z Capitalize
on intelligence-gathering
Section IV - Security Operations
3-30
capabilities.
Section V - Attack Operations
3-58
z Suppress threat weapons and acquisition
Section VI - Movement To Contact
3-87
means.
Section VII - Personnel Recovery
z Exploit firepower, mobility, and surprise.
Operations
3-88
z Mass forces.
Section VIII - Stability and Civil
z Use terrain for survivability and
Support Operations
3-95
concealment.
Section IX - Urban Operations
3-95
z Displace forward elements frequently.
Section X - Quick Reaction Force
Operations
3-114
z Maintain flexibility.
Section XI - Passage of Lines and
3-2. The primary missions of the ARB, ARS, and
Battle Handover
3-116
ACS are reconnaissance, security, movement to
Section XII - Air Combat Operations ... 3-120
contact, and attack to facilitate ground maneuver.
Section XIII - Deception Operations
3-120
Each company must be prepared to fight as a part of
the battalion as a whole, as part of an ATF, or
independently in support of a BCT.
3-3. The battalion is often used as a shaping force. ARBs are maneuver units that can dominate, but not
occupy, terrain for limited periods. The ARC fulfills traditional AH, as well as reconnaissance and security,
responsibilities. Advanced sensors, communications equipment, and weaponry enable both independent
operations and operations in concert with ground or joint forces. The ARC is effective against massed
moving targets, point targets (cave entrances, bunker apertures, windows in buildings), and other hard or
soft targets. The ARC enables the commander to mass combat power rapidly shaping the operational
environment.
16 February 2007
FM 3-04.126
3-1
Chapter 3
SECTION II - TEAM EMPLOYMENT
3-4. ARCs and ARTs normally organize into teams for TACOPs to gain increased flexibility of
employment; team driven operations are the basic building block for many aviation combat operations
conducted by companies. Platoon and company formations are generally comprised of multiple
lead/wingman teams. Each team should be prepared to assume duties of other teams during missions. The
type of flight mode and movement technique is based on METT-TC.
SCOUT WEAPONS TEAM EMPLOYMENT
3-5. Scout weapons teams (SWTs) are normally comprised of a lead and a wingman. Lead is generally
the most proficient PC in the team and is selected based on ability and demonstrated knowledge of
missions, tactics, and local SOPs. This position does not interfere with the normal command and control
the mission. It does allow the most experienced PC to maneuver the team and engage using proper tactics,
formations and weapons delivery techniques as directed by the AMC. The wingman’s primary
responsibility is to cover the lead aircraft. In addition, the wingman is generally the commander, platoon
leader, or senior warrant officer who serves as AMC. The AMC provides critical tactical leadership and
decision making and is overall responsible for the team/flight.
3-6. Table 3-1 defines composition and responsibilities of SWTs. These tasks are not all inclusive and
task assignment may be changed by the AMC due to METT-TC or unit SOP. It is important to note that
team roles and responsibilities (other than AMC) can change numerous times during the mission.
Example: The trail aircraft may assume tactical lead when they are the first aircraft to locate the
enemy and need to execute immediate actions on contact. The length of time and degree to
which aircraft roles and duties are reversed are a factor of METT-TC and unit SOP.
Table 3-1. Team tasks
Team Tasks
Executes forward and left/right sector security as appropriate for team formation.
Clears route using visual/sensors forward, left and right of centerline.
Transmits alerts for obstacle avoidance.
Executes basic combat maneuvers (BCMs) as required to engage or bypass threats (See TC 1-201).
Transmits target reports to wingman/flight.
Designates with laser for other teams, if required.
Conducts attacks or suppression of air defense units (ADUs).
Maintains briefed separation from lead and other teams.
En route Tasks
Lead
Wing
Primary for selecting routes and tactics employed.
Provides cover/security for lead and C2
Provides precise navigation and timing.
Provides backup navigation and timing.
Conducts destruction of ADUs or selection of bypass
Provides destruction of AD for team and flight
route for team and flight.
covers lead.
Coordinates direct fire engagements with the ground
Makes initial contact with ground forces and
forces.
prioritizes engagements.
Updates AMC on status of the mission. (Timeline,
Conducts PP coordination.
estimated time of arrival [ETA])
Objective Area Tasks
Selects appropriate method of attack
Provides calls for fire.
Selects appropriate ordinance for weapon target pairing.
Identifies, prioritizes and distributes target
assignments within the team.
3-2
FM 3-04.126
16 February 2007
Employment
Table 3-1. Team tasks
Selects appropriate attack pattern for target
Conducts BHO with relieved/relieving team.
Acts as primary target designator.
Conducts coordination for CAS, joint surveillance
target attack radar system, and artillery.
Executes as primary shooter for CCA.
Receives targeting data from lead and delivers
ordinance to assigned targets.
Gives attack brief to wingman and flight if required.
Receives targeting data from lead and delivers
ordinance to assigned targets.
Provides fire remote ordinance for other teams, if
required.
Provides updates to commander with current
situation, ammunition status, and EA status.
3-7. SWTs comprised of OH-58Ds and AH-64s perform missions using the same principles as ARC and
ART pure teams with minor changes in TTP and lead/wingman roles (table 3-2). These changes are
necessary to maximize the strengths and reduce the inherent weaknesses of each airframe. The overall
affect of this pairing combines the reconnaissance and air-ground integration capability of the OH-58D
with the superior firepower of the AH-64.
Table 3-2. OH-58D/AH-64 Scout weapons team tasks
Objective Area Tasks
OH-58D
AH-64
Perform AMC duties.
Primary shooter.
Controls movements of the SWT and focuses on
Protect OH aircraft
reconnaissance objective
Provide situation updates to the commander
Maintain continuous observation of OH
Conduct target handover and marks targets for AH
Provide contact guidance to OH if first to locate
aircraft
threat
Coordinate with and maintain SA with ground
Receive target handover, determine and announce
forces
attack method and pattern
Conduct BHO
Provide situation awareness to scout
TEAM MANEUVERING
3-8. When different types of aircraft operate in a formation, the operating procedures, characteristics, and
limitation of each type must be evaluated. Additionally, when aircraft are mixed at night, differences
between NVG, forward-looking infrared (FLIR), and external lighting must be identified and considered in
planning. Inconspicuous use of IR chemical lights or tape, IR strobes, and/or IR position lights allows easy
identification and improved spatial reference.
3-9. Maneuverability is a prime consideration for SWTs when performing TACOPs. The following
formations allow lead to maintain formation integrity, yet maneuver with few restrictions. Wingmen must
maintain a position that will not hamper lead’s ability to maneuver while providing their own horizontal
and vertical clearance. Variations in altitude may be advantageous based on METT-TC. The high-low
concept in conjunction with the movement technique may provide more flexibility to the team, especially
in the urban environment. Wing may increase his altitude commensurate with the threat to utilize the
potential energy of altitude to build airspeed during a diving attack. This provides a more stable gun
platform and greater maneuverability for egress off the target.
3-10. Over open terrain or during high illumination, greater spacing is used to increase survivability and
flexibility. Formation spacing becomes tighter in rough terrain or reduced illumination/visibility. It is
important to avoid flying over the same spot on the ground; variations in flight path between aircraft/teams
should be the norm. The mission dictates aircraft separation and team separation. Aircraft and team
separation may range from 3-5 rotor disks to 1 kilometer or more (figure 3-1, page 3-4). Primary concern
when establishing separation is METT-TC and the ability to provide mutual support. The basic SWT
16 February 2007
FM 3-04.126
3-3
Chapter 3
formations are combat cruise, combat cruise left and right, and combat spread. These formations can be
enlarged and modified as necessary to accommodate platoon and company missions.
Figure 3-1 Formation separation
COMBAT CRUISE
3-11. Combat cruise is used when teams wish to move quickly and maximize use of terrain for masking.
Combat cruise allows the wingman flexibility in maneuvering the aircraft left or right of the lead aircraft’s
centerline. The wingman should never track in straight trail as it limits forward observation and the ability
to provide suppressive fires for lead. It also increases the possibility that the lead’s presence has alerted the
enemy to the wingman’s flight path. Separation should be 150 meters or more depending on terrain and
threat (figure 3-2, page 3-5).
3-12. Combat cruise formation is—
z Preferable at very low altitudes for long flights breaking up the predictability of the formation
and permitting optimal terrain flight using masking terrain.
z Preferable during day and high visibility weather when small arms fire threat is substantial.
z Standard formation for SWT employment.
3-4
FM 3-04.126
16 February 2007
Employment
Figure 3-2. Combat cruise
Combat Cruise Right/Left
3-13. Unlike combat cruise, combat cruise right/left requires the wingman remain in either right or left
cruise and change sides only after coordinating with the lead aircraft. Using combat cruise right/left, the
wingman remains in an arc 0 to 90 degrees aft abeam of lead to the left or right side. Optimum position is
45 degrees. Separation should be 150 meters or more depending on terrain and threat. Observation sectors
are divided between lead and wing providing overlapping observation and fire (figure 3-3).
Figure 3-3. Combat cruise right (depicted)
3-14. Combat cruise right/left formation—
z Is preferable at very low altitudes for long flights breaking up predictability of formation and
permitting optimal terrain flight using masking terrain.
z Is preferable to combat cruise when weather and night vision systems are marginal, but threat is
still high.
z Can be used at night for larger formations as an alternative to echelon when NVG are used.
16 February 2007
FM 3-04.126
3-5
Chapter 3
Combat Spread
3-15. Combat spread promotes security by providing maximum firepower forward and overlapping fields
of view (FOVs). When flight lead announces combat spread, he includes the command left or right.
Wingmen should move toward that abeam position, either lead’s 3 or 9 o’clock position. Flying in combat
spread requires a rapid scan to maintain SA of the other aircraft as well as approaching terrain; this requires
even more vigilance at night. For planning, the wingman should maintain approximately ten rotor disk
separation from the lead aircraft. Team leaders may vary the maximum lateral separation between aircraft
based on visibility, maneuver space available, and expected enemy weapon ranges (figure 3-4).
Figure 3-4. Combat spread
3-16. Combat spread formations―
z Can be used when maximum observation to the front is desirable or when attempting to limit
exposure of the flight when crossing open areas.
z May be used en route to minimize vulnerability of trail aircraft.
z Are not advised for use in the objective area when constant maneuvering is required.
z Increase pilot workload to maintain formation, especially under night vision systems.
PLANNING CONSIDERATIONS
3-17. The factors considered in determining the best formation, or sequence of formations, are—
z Mission of supported and aviation units.
z Current enemy situation, enemy AD capability and placement, and vulnerability to enemy visual
or electronic surveillance.
z Weather and environmental conditions such as ceiling and visibility, wind and turbulence,
ambient light levels, and IR crossover throughout the mission.
z Artillery support available, NSFS, planned types of ordnance, and en route J-SEAD.
z Possible changes in mission or situation and evasive tactics to be used.
z Type of NVDs used.
z Level of crew training and experience.
z Aircraft capabilities.
FLIGHT MODES AND MOVEMENT TECHNIQUES
3-18. Flight modes include low-level, contour, and nap-of-the-earth (NOE). They are often referred to as
terrain flight. Based on METT-TC, all three modes of flight can be combined during the execution of
missions.
3-19. Movement techniques include traveling, traveling overwatch, and bounding overwatch. Movement
techniques are designed to exploit mobility of helicopters while employing fire and maneuver concepts.
3-6
FM 3-04.126
16 February 2007
Employment
3-20. Security is established and maintained by adapting the flight to specific flight modes and movement
techniques according to METT-TC. Flight modes and movement techniques incorporate principles of
overwatch which include—
z Locating the enemy with a minimum of forces.
z Using all available cover and concealment.
z Overwatching lead elements and preparing to fire and maneuver.
z Adjusting movement technique and type of terrain flight to factors of METT-TC.
3-21. Teams choose flight mode and movement technique based on available terrain and probability of
enemy contact. Battalion or TF S-3s recommend terrain flight modes and movement techniques based on
IPB; however, companies refine this information during TLP choosing the appropriate scheme of
maneuver for assigned mission(s).
TERRAIN FLIGHT
Terrain Flight Mission Planning and Preparation
3-22. Using elements of METT-TC is essential to the safe and successful accomplishment of missions at
terrain flight altitudes. Consistent with commander’s intent, flight routes, holding areas
(HAs), and
ABFs/BPs are determined and planned accordingly. Contingency planning is also a critical element during
this stage of the operation, including alternate flight routes, alternate HAs, hazards (both flight and threat)
and suspected enemy positions. The entire planning sequence is a methodical and thorough effort,
eliminating confusion and clarifying each step in the planned execution phase. This intensive level of
preparation also better prepares each aircrew to react to changes, unexpected events, and emergencies. This
planning phase must include appropriate personnel from the next lower level of operation ensuring
adequate dissemination of information and mission accomplishment.
3-23. The rapid dissemination of information allows maximum planning and familiarization time by
aircrews. It also permits maximum time to brief the mission and address the body of questions and
inquiries that inevitably result. There must be a sense of urgency in expediting the flow of information to
aircrews as quickly as possible.
3-24. Essential planning for terrain flight may include—
z Analyzing the mission using the factors of METT-TC.
z Performing a map/photo reconnaissance using the available map media, AMPS video map
terminal, or photos (ensure all known hazards to terrain flight are plotted on the map or into the
AMPS).
z Selecting the appropriate terrain flight modes.
z Selecting appropriate primary and alternate routes and enter them on the map, route sketch, or
into the AMPS.
z Determining distance, ground speed, and estimated time en route (ETE) for each leg of the flight.
z Obtaining and evaluate weather briefing.
3-25. Terrain flight planning and preparation also include aircraft preparation to ensure aircraft are
configured, preflighted and readied for the ensuing mission. This is most effectively accomplished with a
timely and continuous information flow from higher headquarters, such as battalion S-3.
Terrain Flight Limitations
3-26. Terrain flight imposes additional factors on aircrews and units not encountered on missions flown at
higher altitudes. The following are considerations for missions at terrain flight altitudes:
z Mountainous or uneven terrain restricting use of LOS radios, making it difficult or sometimes
impossible to conduct normal communications.
16 February 2007
FM 3-04.126
3-7
Chapter 3
z In terrain flight operations, control may be delegated to a lower level due to inherent problems.
Aircrews and platoon, section, or team leaders must be knowledgeable enough to execute the
mission using sound tactical judgment. This is a result of training and experience.
z IEDs/vehicle-borne improvised explosive devices (VBIEDs), wires, towers, and thrown objects
can have effects on aircraft flying over or too close to roads.
3-27. Such missions should be coordinated with higher headquarters ensuring appropriate airspace
management and acquiring the latest intelligence updates. Even in a training scenario, the plan to conduct
terrain flight operations must be disseminated ensuring safe use of the training area.
3-28. The unit anticipates increased maintenance as a result of increased demands placed on aircraft and
components.
3-29. Demands on aircrews increase dramatically when terrain flight operations increase, especially NVD
terrain flight. Specifically, fighter management becomes a larger issue with an increase in psychological
and physiological stress. The factors increasing stress include—
z Increased workloads (physical dexterity and mental processes).
z Limited FOV when using NVD.
z Reduced visual acuity, viewing distances, and depth perception.
z More complex aircrew coordination.
Modes of Terrain Flight
3-30. Terrain flying includes appropriate tactical application of low-level, contour, and NOE flight
techniques as appropriate, diminishing the enemy’s capability to acquire, track, and engage aircraft. Terrain
flight requires aircrew proficiency in map reading, preparation, and terrain interpretation. It also requires
constant vigilance in identifying terrain features and hazards, and understanding effects of surrounding
terrain, ambient light, and seasonal changes in vegetation. Continuous NOE or contour flight is unusual
because terrain and vegetation vary. Normally, there is a transition from one mode to the other as the
situation dictates. Modes of terrain flight are defined below.
Nap-of-the-earth flight
3-31. NOE flight is conducted at varying airspeeds as close to the earth’s surface as vegetation and
obstacles permit. Aviators should decrease airspeed if weather and ambient light restrict visibility.
Contour flight
3-32. Contour flight is conducted at low altitude conforming to the earth’s contours. It is characterized by
varying airspeeds and altitude, dictated by the terrain and obstacles. Aviators should decrease airspeed if
weather and ambient light restrict visibility.
Low-level flight
3-33. Aviators perform low-level flight at constant altitude and airspeed, dictated by threat avoidance.
Aviators should decrease airspeed if weather and ambient light restrict visibility.
Selection of Terrain Flight Modes
3-34. Companies must determine which terrain flight mode to use in each segment of the planned route
during the mission planning sequence. This determination is based on METT-TC.
Mission
3-35. The mission influences selection of terrain flight techniques. This is especially true if the company
performs the mission at night. Factors such as light levels and moon illumination complicate NVD flight at
terrain flight altitudes. The lack of visual acuity may demand a lower airspeed and higher altitude.
3-8
FM 3-04.126
16 February 2007
Employment
Enemy
3-36. Threat weapons can detect and engage aircraft at low altitudes. To avoid or minimize detection, the
company must select the appropriate terrain flight mode.
Terrain and weather
3-37. Vegetation and terrain features masking an aircraft from visual and electronic detection significantly
degrade the capability of threat weapons to detect an aircraft. The company determines a maximum safe
flight altitude by availability of terrain features and vegetation to mask the aircraft. Companies use the
highest terrain flight altitude for a specific condition. A higher flight altitude reduces difficulty in
navigation, permits a higher airspeed, reduces hazards to terrain flight, and minimizes fatigue.
3-38. Periods of deteriorating weather with low ceilings/restricted visibility may make any of the terrain
flight modes extremely difficult or impossible. These weather conditions also make navigation more
difficult and increase potential for IIMC, especially when flying in formation or operating in an unfamiliar
environment.
Troops
3-39. Personnel factors may affect selection of terrain flight techniques. These may include aircrew
availability, experience level, and effects of the fighter management program.
Time
3-40. Time also influences selection of the terrain flight mode. Whenever possible, the route should be
flown at the highest flight mode to permit the shortest completion time.
Civilian considerations
3-41. The selection of a particular mode must consider the safety of and potential threat from any civilian
sector. Consideration must also be given to the disturbance of civilians. An attack reconnaissance team
conducting security for a civilian event may become detriment to the mission on the ground.
MOVEMENT TECHNIQUES
Traveling
3-42. Company elements employ traveling technique to move rapidly through the operational environment
when enemy contact is unlikely, or the situation requires speed for evading the enemy. All aircraft move at
the same speed. This technique is the fastest method for aircraft formation movement, but provides the
least amount of security. Units often employ low-level and contour flight at high airspeeds using the
traveling movement technique.
Traveling Overwatch
3-43. Company elements employ traveling overwatch when speed is essential and enemy contact is
possible. This technique is normally associated with reconnaissance, security, and attack missions when
threat and/or environmental conditions preclude use of bounding overwatch. Lead aircraft or teams move
constantly and trail aircraft or teams move as necessary maintaining overwatch of lead. Overwatching
aircraft key their movement to terrain and their distance from the main element. It also remains ready to
fire or maneuver, or both, providing support to main elements. Units often employ contour or NOE flight
with the traveling overwatch technique using high and varying airspeeds depending on weather, ambient
light, and threat.
Bounding Overwatch
3-44. Company elements employ bounding overwatch when they expect enemy contact and the greatest
degree of concealment is required. It is the slowest movement technique; too slow for high tempo
16 February 2007
FM 3-04.126
3-9
Chapter 3
operations and vulnerable for nonlinear and/or urban operations. Individual aircraft or aircraft teams
employ alternate or successive bounds.
3-45. One element remains in position to observe, fire, or maneuver before the other element moves.
Overwatching elements cover the progress of bounding elements from a covered and concealed position,
which offers observation and fields of fire against potential enemy positions.
3-46. The length of the bound depends on terrain, visibility, and effective range of the overwatching
weapon system. Units normally employ contour and NOE flight with bounding overwatch technique.
Airspeed during each bound is varied depending on availability of vegetation and terrain for concealment.
MANEUVERING FLIGHT
3-47. In addition to terrain flight, NOE tasks, and hovering engagements, aviators must be well versed in
maneuvering weapons employment techniques such as running fire and diving fire. These TTP require
Army aviators to be intimately familiar with aerodynamics and maneuvers associated with high energy
weapons platform employment. These skills are required to support engagement of a distributed enemy in
complex terrain.
3-48. Combat maneuvers should only be used as required to accomplish the mission. Units should
incorporate training programs to develop combat maneuvering skill sets as well as define the factors of
METT-TC that precipitate the need for transition to high energy tactics. AMCs or flight leads identify and
brief changes in flight profile based on threat and mission changes. See TC 1-201 for more information.
SECTION III — RECONNAISSANCE OPERATIONS
3-49. Reconnaissance is a focused collection effort that produces combat information. Commanders
frequently task the battalion with conducting reconnaissance to obtain, by visual observation or other
detection methods, information about enemy activities and resources or about the meteorological,
hydrographic, or geographic characteristics and the indigenous population of a particular area.
Reconnaissance is performed before, during, and after other combat operations to provide information used
by the battalion or ground force commanders to confirm or modify the plan.
3-50. ARBs gather and report the information on which the ground force commander bases plans,
decisions, and orders. An ARC is ideally suited for reconnaissance operations due to the TA capability of
onboard systems, the aircraft’s armament, and extended range of communications. Reconnaissance
missions are divided into four categories—route, zone, area, and surveillance. Companies may be assigned
any combination of the four categories of reconnaissance missions. In most mission profiles, integration of
ground and attack reconnaissance aircraft provides mutual reinforcement. For example, ground units may
reinforce attack reconnaissance aircraft if the terrain offers concealment from aerial observation. However,
close coordination and continuous communication between forces is critical to reduce the risk of fratricide.
The distance the ARC operates from the supported unit is a function of METT-TC, but generally is forward
enough to provide the ground commander time to maneuver before enemy direct fires can be brought into
effect.
3-51. Reconnaissance missions focus on reconnaissance objectives and set strict criteria for engagement
and developing the situation in conjunction with ground forces and supporting fires. Supporting fires
include indirect fire and joint fires. Nonlethal J-SEAD and EW assets should also be considered and
employed whenever available. These assets support the ARC during reconnaissance operations; their
availability is essential to the success of ARCs.
3-52. Commanders need real-time information during the execution of current operations to be precise in
the maneuver and application of combat power against the enemy. A major source of near real-time
information is the ARC, which is an intelligence source that can fight for information. Attack
reconnaissance aircraft have decisive advantages over other intelligence resources because they―
z Move quickly over inaccessible terrain to elevated positions of advantage.
z Use advanced, eyes-on, long-range sensors.
3-10
FM 3-04.126
16 February 2007
Employment
z Work through and may be able to counter enemy deception efforts better than any sensor system.
z Provide the fastest, most reliable means of assessing terrain the enemy is trying to configure to
its advantage.
z Are not a passive source. Aircraft not only find the enemy but can further develop the situation
and force the enemy to reveal more information.
z Can more effectively disseminate information to commanders with an immediate need.
3-53. Types of useful information the ARC can supply to higher headquarters in near real-time includes―
z Actual size, disposition, and composition of the enemy.
z Areas of strength and weakness.
z Current enemy activity.
z Where and when the precise application of superior combat power could have a decisive effect.
z Best route to an objective.
z Location of friendly forces.
FUNDAMENTALS
3-54. Reconnaissance is the precursor to all operations and may be accomplished through passive
surveillance, technical means, human interaction, or by fighting for information (see FM 3-20.96 for more
information). Successful reconnaissance operations are planned and performed according to the following
seven reconnaissance fundamentals:
z
Gain and maintain enemy contact.
z
Orient on the reconnaissance objective.
z
Report all information rapidly and accurately.
z
Retain freedom to maneuver.
z
Develop the situation rapidly.
z
Ensure maximum reconnaissance force forward.
z
Ensure continuous reconnaissance.
GAIN AND MAINTAIN ENEMY CONTACT
3-55. Contact is any condition ranging from an initial sighting during surveillance to physical contact
while engaging in close combat. Contact reduces the threat's ability to achieve surprise. The degree of
contact desired is determined before the mission begins. Once contact is made, it is not voluntarily broken;
orders must be received to break contact or be defined in the bypass criteria of the OPORD. To do
otherwise could risk the survival of the unit because gaining and regaining contact are inherently risky
endeavors. The threat or location must be continuously monitored until the requirement is met or contact is
handed over from one observer to the next. Attack reconnaissance aircraft report information immediately
and continually update the commander on the tactical situation. ARCs may maintain visual contact from a
distance, or it may engage with company aircraft or supporting fires.
ORIENT ON THE RECONNAISSANCE OBJECTIVE
3-56. Orient on the location or movement of the reconnaissance objective. The objective may be a terrain
feature, control measure, locality, or a threat force. Aerial reconnaissance orients on the objective and
positions itself to retain freedom of maneuver. Units remain focused on reaching the reconnaissance
objective regardless of what is encountered during the mission. When time, unit capabilities and
limitations, or threat action prevents a unit from accomplishing all the critical tasks for a particular form of
reconnaissance, the unit uses the reconnaissance objective to focus the reconnaissance effort. If the threat
force is moving, the unit adjusts the scheme of maneuver to maintain orientation on the threat.
16 February 2007
FM 3-04.126
3-11
Chapter 3
REPORT ALL INFORMATION RAPIDLY AND ACCURATELY
3-57. Attack reconnaissance units work to report all information rapidly and accurately. Delayed,
inaccurate, or misdirected information may lead to missed opportunities or poor decisions. Information that
initially appears unimportant may become valuable when combined in context with other data. ARCs must
acquire and report accurate and timely information on the threat, civil considerations, and terrain and
weather that could impact friendly operations. Knowing a threat force is not in one location can be just as
important as knowing it is in another. Combat information is extremely time sensitive; information loses its
relevance as it ages.
RETAIN FREEDOM TO MANEUVER
3-58. ARCs must retain the ability to maneuver to successfully complete their missions. The ARC obtains
information by stealth when possible, but fights as necessary to accomplish the mission. Overwatch,
suppressive fires, cunning, and constant awareness of the tactical situation help retain freedom to
maneuver. Decisive engagement occurs when the company is fully committed and cannot maneuver or
extricate itself. If the ARC is decisively engaged, reconnaissance stops and a battle for survival begins.
Attack reconnaissance teams must have clear commander’s guidance concerning engagement,
disengagement, and bypass criteria that support the maneuver commander’s intent. To prevent decisive
engagement, teams must employ proper movement and reconnaissance techniques, and use overwatching
fires and SOPs. Initiative and knowledge of both the terrain and threat reduces the likelihood of decisive
engagements and helps maintain freedom of movement. Prior to initial contact, the ARC adopts a combat
formation designed to gain contact with the enemy with the smallest friendly element possible. This
provides the company with the maximum opportunity for maneuver and enables it to avoid having the
entire unit become decisively engaged. The IPB process can identify anticipated areas of likely threat
contact. Using indirect fires to provide suppression and obscuration, as well as to neutralize or destroy
point targets, is a technique ARCs use to retain their freedom of maneuver.
DEVELOP THE SITUATION
3-59. While conducting reconnaissance, ARCs frequently encounter tactical situations requiring immediate
actions on contact and rapid situation development. These tactical dilemmas may concern terrain
obstructions or threat activities. If an obstacle is encountered, the attack reconnaissance unit must
determine the type and extent of the obstacle, and whether it is covered by fire. Obstacles can provide
information concerning the location of threat forces, weapon capabilities, and organization of fires. If a
threat force is encountered, the ARC determines its size, composition, disposition, activities, and
movement. In most cases, the attack reconnaissance team developing the situation immediately employs
actions on contact by deploying to cover, reporting, maintaining observation, and developing the situation.
Reconnaissance techniques, often in the form of battle drills, are used to rapidly develop the situation to
maintain tempo and not relinquish the initiative to the threat. The ARC develops the situation based on the
OPORD, unit SOP, or the commander's intent. There are situations based on attack guidance and terrain
when it may be more appropriate to immediately develop the situation (for example, conduct a direct fire
engagement) rather than deploy to cover.
ENSURE MAXIMUM RECONNAISSANCE FORCE FORWARD
3-60. Attack reconnaissance assets are most valuable when providing essential operational environment
information. The optimal number of intelligence-gathering assets should be employed in the
reconnaissance effort. To do this, the assets must be positioned as far forward as METT-TC, combat
support, and sustainment factors allow with maximum UAS integration. This does not mean company
assets are always arrayed in a linear fashion. Depth is essential, especially in restricted terrain or a
contaminated environment.
3-12
FM 3-04.126
16 February 2007
Employment
ENSURE CONTINUOUS RECONNAISSANCE
3-61. Effective reconnaissance is continuous and conducted before, during, and after all operations.
Moreover, maintaining continuous reconnaissance is critical during transition operations. Before an
operation, reconnaissance focuses on filling gaps in information about the threat and terrain. During an
operation, aerial reconnaissance focuses on providing updated information verifying the enemy’s
composition, dispositions, and intentions as the battle progresses. This allows the ground force commander
to verify which COA is actually being adopted by the threat and determine if his plan is still valid based on
actual events in the AO. After an operation, aerial reconnaissance focuses on maintaining contact with the
threat to determine its next move and collecting information necessary for planning subsequent operations.
As a minimum, reconnaissance is conducted continuously as an integral part of all security missions,
including the conduct of local security for forces not in contact.
3-62. Extended operations, both distance and duration, require ARC commanders to develop crew rest
plans to maintain a continuous reconnaissance effort. All company assets, to include Soldiers and systems,
used in the reconnaissance effort need time for rest, resupply, TLP, and maintenance services and checks.
The commander must determine not only where, but also when, he will need his maximum reconnaissance
effort and adjusts fighter management and maintenance plans to ensure adequate assets are available at
critical times and places. Detailed and disciplined crew rest plans are critical to attack reconnaissance
operations. To be effective, these plans must be nested with the current battle rhythm and enforced by the
personal example and supervision of the company command group.
PLANNING CONSIDERATIONS
3-63. The ARC must receive additional detailed instructions beyond the reconnaissance objective, such as
the specific tasks the higher commander wants accomplished or the priority of tasks. Higher commanders
accomplish this when issuing commander’s guidance and publishing instructions in the OPORD tasks to
subordinate units. This guidance is an extension of the commander’s intent and is designed to focus the
ARC commander’s efforts in relationship to the battalion mission. The higher commander’s essential
reconnaissance guidance should, as a minimum, include—
z Focus.
z Tempo.
z Engagement/bypass criteria.
z Air limits of advance (LOAs).
z Transition operations guidance.
RECONNAISSANCE FOCUS
3-64. The reconnaissance focus enables the company commander to determine the priority of tasks and
specific critical tasks the company needs to accomplish. It allows the commander to narrow the unit’s
scope of operations to get the information most important to battalion or BCT operations. The focus might
be terrain-oriented or threat-oriented. In stability operations or civil support operations the focus may be on
local civilian sentiment or identifying local paramilitary leaders. While all critical tasks have some degree
of applicability in any given operation, certain ones are more important for specific missions. This has to
be clearly articulated. Given a specified amount of time, the company accomplishes its specified critical
tasks, then accomplishes other tasks as directed by the higher commander.
3-65. The focus of the reconnaissance is clearly linked to answer CCIR, support targeting, and provide
other relevant information. To determine the reconnaissance focus, commanders identify specific
information requirements and indicators required to answer the CCIR. Reconnaissance is also focused to
detect events that trigger targeting
(both lethal and nonlethal effects). The focus may require
reconnaissance to pull infantry or armor units to favorable locations for direct fire engagements. The focus
may push reconnaissance to acquire HPTs for indirect fires. The focus may also require obtaining
information to trigger employment of an attached CA team to contain a civil disturbance. Finally, in
addition to links to CCIR and targeting, the reconnaissance focus may require the ARC to provide
additional RI to fill information gaps, support C2, and support the higher headquarters scheme of
16 February 2007
FM 3-04.126
3-13
Chapter 3
maneuver. In summary, the reconnaissance focus provides the purpose of assigned reconnaissance
missions.
3-66. To answer CCIR, support targeting, and provide other RI in the current operational environment,
reconnaissance focuses on more than just the threat and terrain. Regardless of the environment (cities,
jungle, mountains, desert, densely forested hills, or coastal plain) or weather conditions, detailed, current,
and accurate information about the terrain, threat, and increasingly societal and infrastructure factors is a
must. Understanding the multiple dimensions of reconnaissance focus is paramount to the ARC performing
reconnaissance in full spectrum operations. The dimensions of reconnaissance focus are outlined below in
broad categories—terrain, threat, society, and infrastructure.
Terrain
3-67. Detailed and accurate knowledge of the ground, regardless of weather conditions, is a prerequisite to
the operational and tactical success of any operation. To conduct effective offensive and defensive
operations, as well as stability and civil support operations, combined arms commanders of conventional
forces must know the current condition of highways, roads, trails, streets, alleys, buildings, bridges and
underpasses, ford locations, and approaches that will support bridging operations. Commanders must know
the locations and types of physical and manmade obstacles along a chosen path of maneuver, and the
trafficability of the ground for suitability to support cross-country movement of dismounted and/or
mounted forces.
3-68. A focused aerial reconnaissance provides a better terrain analysis than a map analysis normally.
ARCs reconnoiter and analyze terrain as it pertains to both friendly operations and threat military
operations. Terrain-focused reconnaissance evaluates the military aspects of the terrain (observation and
fields of fire, avenues of approach, key terrain, obstacles and movement, and cover and concealment
[OAKOC]) and provides valuable feedback to the commander on the feasibility of his scheme of
maneuver. Reconnaissance also includes the effect of weather on the military aspects of the terrain. The
side best understanding and exploiting effects of terrain has the greatest chance of success.
3-69. In the past, attack reconnaissance units have not focused on urban terrain. In fact, reconnaissance
doctrine has focused on identifying bypasses around urban areas rather than reconnaissance in, over, under,
and through them. Increased urbanization and the nature of asymmetric warfare suggest threat elements
will use urban terrain in an attempt to mitigate the conventional superiority and exploit vulnerabilities of
the United States. Today and in the future, ARCs must reconnoiter and analyze aspects of complex and
urban terrain. They must analyze terrain not only in its traditional role, but also as it might apply in a
stability or civil support environment as key terrain in these operations may be a religious or cultural
monument or a historic geographical boundary or town.
Threat
3-70. Equally critical to the success of offensive and defensive operations, and to a degree, stability
operations, is having detailed knowledge of the threat. Commanders must know the threat’s size, strength,
location, disposition, and supply condition. They must understand what the threat is postured to do and
actually capable of doing relative to the terrain and existing weather conditions. Furthermore, commanders
need to know the state of the threat and Soldiers’ morale, strength of will, and determination to fight. This
knowledge can only be gained by direct, physical contact with the threat and active capture and
interrogation of prisoners. This information enables a commander to discern his opponent’s strengths,
weaknesses, and vulnerabilities. From this determination, he can decide when, where, and how to employ
the power of his combined arms team and supporting joint/combined forces to accomplish his mission.
Force protection is a byproduct of threat analysis.
3-71. The attack reconnaissance unit no longer faces a single, monolithic, or well-defined threat. During
the cold war, planning centered on confronting numerically superior armored threats in Europe, the Far
East, or southwest Asia. Today’s ARC must be able to conduct full spectrum operations against threats
ranging in size from major regional powers to asymmetric threats. The threat may include conventional
forces, insurgents, paramilitary forces, guerrillas, criminal groups, certain civilian groups and individuals,
3-14
FM 3-04.126
16 February 2007
Employment
or a combination of all these forces. The threat no longer conforms to uniformly echeloned operations with
disciplined formations and time-distance relationships. Potential adversaries may use a variety of hybrid
doctrine, tactics, and equipment. It is extremely important to quickly identify the nature of the threat in a
given operational area. Attack reconnaissance units will increasingly focus on determining the nature of the
threat as opposed to just specific dispositions and locations. Threat-focused reconnaissance will have to
also consider the impact of prevalent societal factors and indigenous infrastructures on the nature of the
threat.
Society (Social/Human Demographics)
3-72. The reconnaissance focus, especially in stability and civil support operations may be the societal
factors of the assigned AO. Gaining an awareness of how the society impacts military operations and how
military operations impact the local society are critical to planning, appropriate and timely commander
decisions.
3-73. The center of gravity during operations may be the civilian inhabitants themselves. To gain and/or
retain the support of the population, commanders must first understand the complex nature and character of
the society. Second, they must understand and accept that every military action (or inaction) may influence,
positively or negatively, the relationship among the urban population, the threat and Army forces, and by
extension, mission success. Without the support of the society or the understanding of its needs, the society
may become a threat to United States military operations or may support threat operations. With this
awareness, commanders can plan operations, implement programs, and/or take immediate action to
maintain support of a friendly populace, or neutralize or gain the support of hostile or neutral factions.
3-74. Elements or factions of a society may be a threat to United States forces. A mob demonstrating
against United States military presence could impact military operations and consequently be a specific
focus for reconnaissance. Refugees clogging routes United States forces may want to use for combat
operations can pose a threat. A focus may then be to identify these groups (and the leaders of these groups)
allowing the commander to decide to use lethal or nonlethal effects to deal with the problem.
Infrastructure
3-75. The infrastructure is those systems that support the inhabitants and their economy and government.
Destroying, controlling, or protecting vital parts of the infrastructure can isolate the threat from potential
sources of support. Because these systems are inextricably linked, destroying or disrupting any portion of
the urban infrastructure can have a cascading effect (either intentional or unintentional) on the other
elements of the infrastructure.
3-76. To successfully operate in an area, the attack reconnaissance unit must understand the local
infrastructure. The unit must understand it physically in terms of utilities, transportation, and food
availability as well as the many other products that enable a community to operate. Units must also
understand the local community, political, and governmental structure. This includes religious, military,
and paramilitary, such as local security and police forces that work independently from one another. The
company must develop a general understanding of these organizations—how they fit into the community at
large and how they relate to one another. A reconnaissance mission focused on infrastructure considers
these factors:
z Communications. Wireless, telegraph, radio, and television.
z Transportation and distribution. Highways and railways (to include bridges, tunnels, ferries,
and fords); cableways and tramways; ports, harbors, and inland waterways; airports, seaplane
stations, and heliports; and mass transit.
z Energy. Systems providing power to the urban area and consisting of industries that produce,
store, and distribute electricity, coal, oil, and natural gas. This area also encompasses alternate
energy sources such as nuclear, solar, hydroelectric, and geothermal.
z Commerce. Area includes business and financial centers
(stores, shops, restaurants,
marketplaces, banks, trading centers, and business offices) and outlying industrial/agricultural
16 February 2007
FM 3-04.126
3-15
Chapter 3
features (strip malls, farms, food storage centers, and mills) as well as environmentally sensitive
areas (mineral extraction areas and chemical/biological facilities).
z Human services. Includes hospitals, water supply systems, waste and hazardous material storage
and processing, emergency services (police, fire, rescue, and emergency medical services), and
governmental services (embassies, diplomatic organizations, and management of vital records,
welfare systems, and the judicial system). The loss of any of these often has an immediate,
destabilizing, and life-threatening impact on the inhabitants.
RECONNAISSANCE TEMPO
3-77. The established reconnaissance tempo enables the company to synchronize associated time
requirements with unit battle rhythms, planning time, movement formations, and reconnaissance
techniques. When developing the reconnaissance tempo, the commander should consider the following
questions:
z What specific bypass criteria are acceptable in terms of risk and feasible considering the tempo
of reconnaissance operations?
z Is it deliberate or hasty?
z How much time is allotted in the battlefield geometry to accomplish the reconnaissance mission?
z How will changing the tempo of the reconnaissance affect the information gathered
(for
example, a deliberate reconnaissance may require increased time for the team to gather required
information on the objective while maneuvering for protection)?
z When does the main body initiate movement and how much time separation between them and
reconnaissance forces is desired?
ENGAGEMENT CRITERIA
3-78. When developing engagement criteria, the company commander should consider the following
questions:
z What are the ROE?
z What available lethal and nonlethal means are authorized and when?
z What is a company fight?
z What weapon system is used to engage what target type?
3-79. Engagement criteria establish what the company is expected to engage and what it is expected to
hand over to the follow-on ground maneuver unit. Conversely, by understanding what the BCT
requires/expects the company to engage, coupled with his understanding of the threat’s most likely COA,
the company commander is able to identify the company’s engagement criteria. This enables the company
commander to focus certain weapons systems or to develop EAs and plan for the destruction of specified
threat elements if encountered.
Bypass Criteria
3-80. The higher headquarters commander establishes bypass criteria to control the tempo of operations
and at the same time to mitigate force protection risks. Bypass criteria must be clearly stated and dependent
on the factors of METT-TC. Frequently, the standard bypass criteria are not the same for BCTs and
battalions. If the ARC is required to conduct a deliberate reconnaissance, then the bypass criteria are likely
to be more restrictive. If the ARC is required to conduct a hasty reconnaissance, then the bypass criteria are
likely to be more liberal.
LIMIT OF ADVANCE CRITERIA
3-81. Higher headquarters commanders need to carefully plan LOAs to take advantage of ARC
capabilities and to facilitate transition to future operations. When developing the reconnaissance LOA, the
commander should consider the following questions:
3-16
FM 3-04.126
16 February 2007
Employment
z Where is the BCT’s coordinated fire line (CFL)? If possible, locate the LOAs so ARC can
acquire indirect fire targets beyond the CFL.
z Is the LOA placed on terrain to optimize employment of ARC standoff acquisition and
engagement systems?
z Is the LOA located to best enable transition operations?
z Are LOAs planned to extend TA and early warning?
TRANSITION OPERATIONS GUIDANCE
3-82. Often the endstate described in the higher headquarters commander’s intent is focused on the
endstate for the BCTs conducting decisive operations. Reconnaissance transition guidance is needed to
provide a word picture of the endstate for reconnaissance. To conduct contingency planning, ARCs need to
know what type of reconnaissance and security or other economy of force missions are anticipated to set
conditions for successful transition and future operations. ARCs may continue with some form of
reconnaissance or transition to a form of security—a screen to protect the main body during consolidation
and reorganization. ARCs need to be prepared to assist in exploitation or pursuit operations. Commander’s
transition guidance for reconnaissance will focus future planning, especially concerning sustainment
requirements.
RECONNAISSANCE TECHNIQUES
3-83. When tasked to conduct reconnaissance operations, the ARC can split its area into team zones
depending on METT-TC. Use of waypoints on the aircraft’s situational display to visually define the
reconnaissance zone simplifies the reconnaissance effort. Use of the mast-mounted sight and TA
designator sight to prepoint NAIs at maximum standoff and overwatch team/platoon/company members
adds depth to the zone.
3-84. Because of its ability to conduct long range observation, the ARC is placed forward, and if possible,
to the flanks of ground elements, adding depth to the commander’s zone. To increase operational tempo,
the ARC focuses its reconnaissance effort on areas that impede ground movement.
ACTIONS ON CONTACT
3-85. Actions on contact are a series of steps the company takes when it encounters a threat force or
situation that warrants or demands action. Actions on contact are important because they allow the
company to maintain its tempo of operation by rapidly developing the situation and taking action before
the threat can gain the initiative and force the company to react. At company, platoon, or team level,
actions on enemy contact consist of the following three steps:
z Deploy to cover and report.
z Maintain contact and develop the situation.
z Choose a COA.
z Recommend or execute a COA.
3-86. While the team that makes contact executes actions on contact, the commander must continue to
maneuver the remainder of the unit to ensure a clear picture of the enemy situation across the entire unit
front. The following steps demonstrate the actions taken by the team in contact.
Deploy to Cover and Report
3-87. Scout weapons team action. The team that makes initial contact with the threat immediately
conducts basic combat maneuvering, suppresses as necessary, and deploys to terrain that affords them both
cover and good observation. It may not always be possible to deploy to cover and maintain observation,
especially in complex terrain. Depending on METT-TC, the team may have to continuously maneuver to
maintain contact and develop the situation. Figure
3-5, page
3-18, displays a basic technique for
maintaining contact during various reconnaissance or area security operations. The tactical lead orients on
the objective and develops the situation while the wingman provides cover. Teams vary their pattern,
16 February 2007
FM 3-04.126
3-17
Chapter 3
speed, and altitude as necessary depending on obstacles and threat. As soon as possible, the
commander/team leader should send a SITREP to higher headquarters.
Figure 3-5. Inner/Outer Drill
Maintain Contact and Develop the Situation
3-88. Team action. The team in contact further identifies the threat. The team maneuvers to determine the
threat’s size, composition, orientation, and exact location of weapon systems. The team may also use the
reconnaissance-by-fire method to determine the threat’s tactical intentions. However, this method should
be conducted with indirect-fire assets when possible to avoid revealing the aircrew’s position. The team
leader and/or commander needs to establish indirect and/or direct fire control measures to control fires. To
determine if the threat can be supported by any other forces, the team should search for threat flanks and all
adjacent terrain. The team identifies good counterattack routes into the flanks or rear of the threat. Once the
team leader determines the extent of the situation, he forwards a follow-up SPOTREP.
3-18
FM 3-04.126
16 February 2007
|
|