HANDBOOKHANDBOOK No. 08-15 MarMar 08 08
Tactics, Techniques, and Procedures
Center for Army Lessons Learned (CALL) http://call.army.mil Combined Arms Center (CAC)l Ft. Leavenworth, KS U.S.U.S. UNCLASSIFIED UNCLASSIFIED RELREL NATO, NATO, GCTF, GCTF, ISAF, ISAF, MCFI, MCFI, ABCA ABCA ForFor Official Official Use Use Only Only Handling Instructions for CALL Electronic Media and Paper Products Center for Army Lessons Learned (CALL) authorizes official use of this CALL product for operational and institutional purposes that contribute to the overall success of U.S., coalition, and allied efforts.
The information contained in this product reflects the actions of units in the field and may not necessarily be approved U.S. Army policy or doctrine.
This product is designed for official use by U.S., coalition, and allied personnel and cannot be released to the public without the expressed written consent of CALL. This product has been furnished with the expressed understanding that it will be used for official defense-related purposes only and that it will be afforded the same degree of protection that the U.S. affords information marked “U.S. UNCLASSIFIED, For Official Use Only [FOUO]” in accordance with U.S. Army Regulation (AR) 380-5, section 5-2. Official military and civil service/government personnel, to include all coalition and allied partners may paraphrase; quote; or use sentences, phrases, and paragraphs for integration into official products or research. However, integration of CALL “U.S. UNCLASSIFIED, For Official Use Only [FOUO]” information into official products or research renders them FOUO, and they must be maintained and controlled within official channels and cannot be released to the public without the expressed written consent of CALL. This product may be placed on protected UNCLASSIFIED intranets within military organizations or units, provided that access is restricted through user ID and password or other authentication means to ensure that only properly accredited military and government officials have access to these products. Regulations strictly forbid posting CALL “U.S. UNCLASSIFIED, For Official Use Only [FOUO]” documents to Department of Defense (DOD) Websites that do not restrict access to authorized personnel. AR-25-1, 15 Jul 2005, Army Knowledge Management and Information Technology, paragraph 6-4 n (2) (b) and DOD Web Site Administration Policy and Procedures (11 Jan 2002), Part II, paragraph 3.6.1 require appropriate mechanisms to protect sensitive information. When no longer needed, all CALL “U.S. UNCLASSIFIED, For Official Use Only [FOUO]” paper products and electronic media will be shredded or destroyed using approved paper shredders or CDROM destroyers.
To allied and coalition personnel:
This information is furnished with the understanding that it is to be used for defense purposes only, that it is to be afforded essentially the same degree of security protection as such information is afforded by the United States, and that it is not to be revealed to another country or international organization without the written consent of CALL.
U.S. UNCLASSIFIED REL NATO, GCTF, ISAF, MCFI, ABCA For Official Use Only BATTLE STAFF NCO HANDBOOK
Foreword Demands to produce timely and instructive staff products continue to increase exponentially. Full-spectrum warfare presents many challenges for the brigade combat team (BCT) and battalion-level staffs. Battle staffs must plan for and conduct multiple military operations simultaneously in their respective areas of operation. On any given day, units may be conducting stability operations in one sector, while engaging in small-unit fights in another. Key imperatives addressed in this handbook complement those outlined in Field Manual 3-24, Counterinsurgency:
• Manage information and expectations (battle tracking).
• Learn and adapt (flexibility).
• Empower the lowest levels (centralized planning/decentralized execution). The role of the battle staff is a critical component to achieve mission success in a counterinsurgency environment. Battle staff noncommissioned officers (NCOs) perform a multitude of vitally important roles and functions in the tactical operations centers and command posts. They are the principal managers of battle tracking, which supports the timely analysis and processing of plans and orders, and they continually adapt these plans and orders to counter the threat. This handbook highlights the important roles that battle staff NCOs fulfill in BCT and battalion- level staffs and defines their key roles and responsibilities. The purpose of this handbook is to offer rehearsal techniques and troop-leading procedures as well as useful tactics, techniques, and procedures to maintain and improve battle staff efficiency.
DAVID M. BRUNER CSM, USA Army Training and Doctrine Command
U.S. UNCLASSIFIED REL NATO, GCTF, ISAF, MCFI, ABCA i For Official Use Only
BATTLE STAFF NCO HANDBOOK
Battle Staff NCO Handbook Table of Contents
Introduction 1
Chapter 1. Battle Staff Noncommissioned Officers in the Tactical Operations Center/Command Post 5
Chapter 2. Roles and Functions of Battle Staff Noncommissioned Officers 21
Chapter 3. Battle Staff Rehearsals 41
Chapter 4. Troop-Leading Procedures for Battle Staff Noncommissioned Officers 55
Chapter 5. After-Action Review 59
Appendix A. Battle Tracking Enablers 63
Appendix B. References 71
Center for Army Lessons Learned Director Colonel Steven Mains Managing Editor George J. Mordica II Project Analyst Ralph Nichols CTC Analyst Gordie Davidson Contributing Authors CSM of the U.S. Army (USA, Ret) Jack Hardwick CSM Jeff Horne SGM (USA, Ret) Patrick Castin SGM Douglas Droesch MSG Steven Vigil MSG (USA, Ret) Robert Shoemaker David Nelson Publication Production Coordinator Valerie Tystad Editor Jenny Solon Graphic Artist Dan Neal Printing Support Liaison Carrie Harrod
U.S. UNCLASSIFIED REL NATO, GCTF, ISAF, MCFI, ABCA iii For Official Use Only CENTER FOR ARMY LESSONS LEARNED
The Secretary of the Army has determined that the publication of this periodical is necessary in the transaction of the public business as required by law of the Department.
Unless otherwise stated, whenever the masculine or feminine gender is used, both are intended.
Note: Any publications (other than CALL publications) referenced in this product, such as ARs, FMs, and TMs, must be obtained through your pinpoint distribution system.
U.S. UNCLASSIFIED iv REL NATO, GCTF, ISAF, MCFI, ABCA For Official Use Only BATTLE STAFF NCO HANDBOOK
Introduction
"Command post (CP) personnel must be able to visualize from radio traffic what is going on, what is likely to occur, what is needed, what must be done, and then have the intelligence, imagination, and initiative to do what is necessary...Personnel assigned to the CP must be selected with care. Competent, experienced, mature, intelligent captains and sergeants should comprise the bulk of the CP."
–Commander, 1st Brigade, 1st Infantry Division, South Vietnam
The advice from this battle-experienced commander is no less relevant today in Iraq and Afghanistan. Battle staffs working in CPs must remain adaptive and proactive in the operational environment (OE) to effectively predict events, engage the threat, and protect friendly forces. Battle staffs predict events to defeat the enemies’ systems and networks. The battle staff noncommissioned officer (NCO) plays an important role in this process. An effective battle staff must integrate information from one staff section to another and strive to avoid a stovepipe view of the ongoing fight. There must be a mindset of finding and killing both lethal and nonlethal targets. The battle staff must act immediately on information received from the field as actionable intelligence. The S3 staff leverages assets to execute the fight in accordance with the commander’s intent. Battle staff-related trends from the combat training centers (CTCs) indicate the following:
• Lack of qualified battle staff NCOs.
• Improper use of NCOs in a tactical operations center (TOC)/CP at brigade/battalion levels.
• Ineffective battle tracking and critical information processing (weakening the ability of friendly forces to achieve and maintain information superiority).
• Poor execution instructions (i.e., lack of clear guidance in plans and orders, which reduces the effectiveness of tactical-level application and execution of the commander’s intent).
• Weak application of intelligence preparation of the battlefield (IPB). Definitions Battle tracking
Battle tracking includes monitoring the current location, activity, and combat power of task force elements; monitoring the progress of adjacent and supporting units; and updating templates. The battle staff processes all reports and information entering the CP and maintains and monitors:
U.S. UNCLASSIFIED REL NATO, GCTF, ISAF, MCFI, ABCA 1 For Official Use Only CENTER FOR ARMY LESSONS LEARNED
• Situation maps.
• Adjacent unit and joint, interagency, intergovernmental, and multinational activities.
• Status charts.
• Emerging enemy tactics, techniques, and procedures.
The battle staff captain coordinates battle-tracking activities for all CP sections.
Information management
Information management includes defining the tactical problem; understanding requirements, capabilities, and shortfalls, both current and future; providing feasible options; and recognizing the time for decision(s). The eight steps to managing information are as follows: 1. Receive information. 2. Record and post information. 3. Understand the information. 4. Process information. 5. Analyze information. 6. Disseminate information. 7. Safeguard information. 8. Follow up.
Information superiority
The doctrinal (Field Manual 3-0, Operations) keys to achieving information superiority are the following:
• Develop and maintain a comprehensive picture of enemies and adversaries; forecast their likely actions.
• Deny enemies and adversaries information about friendly forces and operations.
• Influence enemy and adversary leader perceptions, plans, actions, and will to oppose friendly forces.
• Influence noncombatants and neutrals to support friendly missions or not to resist friendly activities (through an effective information operations campaign plan and execution down to the tactical level).
U.S. UNCLASSIFIED 2 REL NATO, GCTF, ISAF, MCFI, ABCA For Official Use Only BATTLE STAFF NCO HANDBOOK
• Inform noncombatant and neutral organizations so they can better support friendly policies, activities, and intentions.
• Protect friendly decision-making processes, information, and information systems.
• Continually provide relevant information (including intelligence) to the commander and staff in a useable form.
• Destroy, degrade, disrupt, deny, deceive, and exploit enemy decision-making processes, information, and information systems and influence those of adversaries and others.
Execution instructions
Execution instructions articulate the commander’s decisions to subordinates, allocate resources to subordinates, and develop technical and tactical instructions to implement the commander’s vision. Intelligence preparation of the battlefield (IPB) The main elements of IPB include:
• Define the OE.
• Describe the environmental effects.
• Evaluate the threat.
• Determine threat courses of action (COAs). Battle Staff Training and Effectiveness To enhance battle staff training and effectiveness and improve performance at the combat training centers, units should conduct predeployment training that encompasses the following:
• Doctrinally precise tasks and conditions.
• Doctrine-based scope and task organization.
• Centralized planning and control in response to enemy actions.
• Doctrine-based opposing forces.
• Top-down intelligence direction and products.
• Detailed planning and preparation for a discrete, short duration.
• Standardized performance of the battle staff process, procedures, and products as measures of effectiveness.
U.S. UNCLASSIFIED REL NATO, GCTF, ISAF, MCFI, ABCA 3 For Official Use Only CENTER FOR ARMY LESSONS LEARNED
Battle staffs must continually adapt against the challenges of a clever, innovative enemy. They must leverage and manage information and expectations via a continuous, effective planning and targeting cycle to attain information superiority. If these staff challenges are successfully achieved, then battalion- and brigade-level staffs can help bring all available combat assets to bear more effectively in the current counterinsurgency fight and in other types of military operations in the full range of conflict. An effective functioning battle staff, supported by NCOs who “make it happen,” greatly enhances mission success on the battlefield.
This handbook offers a prescriptive method to assist battle staff NCOs in understanding their roles and functions as members of battalion and brigade staffs.
U.S. UNCLASSIFIED 4 REL NATO, GCTF, ISAF, MCFI, ABCA For Official Use Only BATTLE STAFF NCO HANDBOOK
Chapter 1 Battle Staff Noncommissioned Officers in the Tactical Operations Center/Command Post The tactical operations center (TOC)/command post (CP) cannot run effectively without technically and tactically proficient battle staff noncommissioned officers (NCOs). NCOs working in the TOC/CP should have a firm grasp on what their particular roles and responsibilities are within their assigned warfighting functional (WFF) areas, and understand how these roles relate to others in the TOC/CP (i.e., how they fit into the big picture).
Battle staff NCOs must take an active part in the planning and execution of all types of military operations. Senior NCOs on the battle staff are required to mentor, develop, and train young Soldiers and new NCOs in the individual and collective tasks associated with TOC/CP operations. If possible, personnel filling critical, higher-level (E-7 and above) NCO positions should be graduates of the Battle Staff NCO Course taught at the United States Army Sergeants Major Academy. Below is a general overview of the key roles and responsibilities of some of the principal members of a battle staff. The key NCO duties and responsibilities are examples of what are typically required for brigade combat team (BCT) and battalion-level staffs. Chapter 2 examines specific duties of battle staff NCOs. Officers While the focus of this handbook is centered on battle staff NCOs, the role of commissioned officers must be briefly mentioned. The officer’s role within the CP is primarily one of “seeing the battlefield.” Battle staff officers assess the tactical situation, anticipate the enemy’s intent, and determine the long- and short-term impact of friendly actions. Battle captains and other commissioned officers on the staff issue instructions in accordance with the commander’s guidance and develop estimates and plans using the military decision-making process (MDMP). Officers should maintain a wide view of operations. They should not routinely post the operations map, work digital command and control (C2) systems, or answer telephones. These roles should be fulfilled by battle staff NCOs. Command Sergeant Major (CSM)
"CSMs need to understand the concept of battle circulation and its overall impact on the command. He is the commander's additional set of eyes and ears. He must understand not only the plan but also the commander's intent. That is the only way he can translate both into troubleshooting events or systems."
–CSM Angel Febles, Joint Readiness Training Center Operations Group
The unit CSM actively participates in the selection and retention of qualified NCOs for TOC/CP operations. The CSM must rigorously enforce the use of available TOC/CP training courses by ensuring allocations are available and the right personnel attend. He participates in developing and implementing enlisted training
U.S. UNCLASSIFIED REL NATO, GCTF, ISAF, MCFI, ABCA 5 For Official Use Only CENTER FOR ARMY LESSONS LEARNED and enlisted Soldiers’ tasks based on the unit mission essential task list (METL) and battle focus. The CSM monitors TOC/CP operations and NCO participation to ensure that everyone properly accomplishes their specific duties. He must actively mentor NCOs about their TOC/CP responsibilities and training. Operations Sergeant Major (SGM) The operations SGM supervises the staff on the control of the tactical command post (TAC CP) and the TOC. During tactical operations, the SGM remains with the TAC CP until the TOC jumps to a new location. SGM duties and responsibilities include, but are not limited to, the following:
• Ensure proper accountability and maintenance of equipment and vehicles.
• Supervise precombat inspections (PCI) and precombat checks (PCC).
• Deploy with the assault element during tactical jumps.
• Monitor and supervise the distribution of messages and operational overlays (analog/digital) one organizational level up and two levels down.
• Coordinate and brief displacement (jump TOC) procedures including tear down, setup, and quartering party activities, and be responsible for the physical setup, arrangement, and breakdown of the main CP.
• Ensure accurate setup of TAC CP and all supporting vehicles to approved configuration.
• Supervise control over both the exterior and interior organization of the TOC to include personnel, vehicles, and tents.
• Leverage biometric capabilities to validate identity of authorized visitors to the TOC/CP.
• Supervise the TOC security plan and develop specific security programs such as threat awareness and operational security (OPSEC).
• Responsible for staff training:
º Ensures qualified Soldiers/NCOs attend the Battle Staff NCO Course or schools that benefit Soldiers and their WFF groups.
º Ensures a training and validation training program is developed to keep NCOs proficient and current on staff operations and procedures.
º Ensures Soldiers receive digital systems training and digital gunnery training.
º Ensures Soldiers are cross-trained.
• Assist the battle captain with rehearsals and executing battle drills.
U.S. UNCLASSIFIED 6 REL NATO, GCTF, ISAF, MCFI, ABCA For Official Use Only BATTLE STAFF NCO HANDBOOK
• Give guidance and supervise the construction of the terrain board model during planning phases.
• Ensure all information within the TOC (coming and going) is disseminated, updated, collaborated, and managed properly.
• Monitor situations and ensure TOC maintains communications with attached, subordinate, adjacent units, and higher headquarters.
• Manage reports/battle tracking.
• Oversee the timely and accurate posting of graphics and overlays.
• Supervise fragmentary order (FRAGO) control (accountability) and distribution.
• Ensure TOC personnel annotate logistics reports in appropriate journal files.
• Ensure TOC personnel act on all requests for information (RFIs).
• Ensure TOC personnel continually update significant activities (SIGACTS).
• Maintain status boards/charts.
• Ensure TOC maintains battle rhythm by the following actions:
º Supervises and ensures the TOC rehearses commander’s update briefings (battlefield update brief) and allocates time for staff and the WFF chiefs to prepare and brief the commander and staff.
º Monitors and ensures all staff sections/WFF follow the time schedule for rehearsals.
º Monitors and checks to see if all WFF chiefs/noncommissioned officers in charge (NCOICs) turn in their briefing slides at the appropriate time.
º Monitors staff rehearsals, mainly ensuring everyone is present.
• Coordinate, synchronize, and integrate internal CP and separate cell activities.
• Serve as chief advisor to the executive officer (XO) and S3 concerning main CP operations during planning, preparation, and execution.
• Participate in CP site selection, reconnaissance, and movement and cell coordination.
• Know all electronic/computer tracking systems and communication systems in use and ensure operators are fully trained.
U.S. UNCLASSIFIED REL NATO, GCTF, ISAF, MCFI, ABCA 7 For Official Use Only CENTER FOR ARMY LESSONS LEARNED
• Ensure system of resupply for expendable items.
• Coordinate repair or replacement of computer hardware/software.
• Responsible for TOC/CP life support (food, water, rest periods, duty rosters). S3 NCOIC The S3 NCOIC works directly for the operations SGM and assumes his duties in his absence. His duties encompass a wide range of responsibilities and activities within the CP. He oversees the following TOC functions: receives, distributes, and analyzes information; makes recommendations; and integrates and synchronizes resources. The duties and responsibilities of the S3 NCOIC include the following:
• Supervise the daily operations and enforce standing operating procedures (SOPs).
• Train enlisted personnel.
• Monitor and train NCOs prior to their attendance at the Battle Staff NCO Course (set them up for success).
• Ensure proper distribution of reports and messages throughout the CP.
• Supervise maintenance and administration of the TOC/CP in conjunction with the OIC/SGM.
• Coordinate with the first sergeant and company XO for maintenance and logistics package support.
• Ensure personnel properly service and maintain all equipment systems (vehicles, radios, generators, etc.).
• Supervise TOC/CP personnel in setup/teardown and displacement.
• Supervise physical layout of main CP vehicles, extensions, briefing tents, sleep tents, and antennas.
• Recommend selection of alternate CP locations/configurations.
• Enforce security plan.
• Inspect section fighting positions/range cards. If there are attachments (e.g., infantry section or Bradley fighting vehicle support), coordinate local security and ensure inspection is being accomplished. Coordinate guard/entry control point personnel with each staff section.
• Conduct OPSEC vulnerability assessment.
• Collect and consolidate schedules for current operations personnel.
• Collect and battle track unit status report information.
U.S. UNCLASSIFIED 8 REL NATO, GCTF, ISAF, MCFI, ABCA For Official Use Only BATTLE STAFF NCO HANDBOOK
• Monitor situations and ensure personnel maintain communications with attached personnel.
• Map all graphics and overlays; ensure operations section maintains situational awareness of unit locations one level up and two levels down.
• Control and distribute FRAGOs.
• Log information in journal files.
• Assist in answering RFIs.
• Update SIGACTS.
• Assist in the MDMP.
• Prepare main CP for orders, drills, briefs, and rehearsals.
• Assist in coordinating and preparing rehearsals.
• Account for terrain board and equipment, and supervise setting up terrain board.
• Ensure all communications are operational (know all communications systems used by the operations section and ensure all are functional).
• Establish and maintain an effective battle rhythm to ensure the higher headquarters receives the required reports.
• Know all software and programs in use by the operations section.
• Ensure section sleep plans and shift schedules are posted and working properly. Battle Staff NCO The battle staff NCO and battle captain must work together and understand each other’s roles and responsibilities. To successfully conduct his duties and responsibilities, the battle staff NCO must have access to and an understanding of the current operations plan (OPLAN), operations order (OPORD), and FRAGOs issued by his unit and his higher headquarters. He must maintain current battle execution synchronization matrices, execution checklists, execution matrices, operation schedules, and the overall common operational picture (COP) to effectively battle track current operations. He is the first-line information manager. The battle staff NCO must understand everything about the commander’s critical information requirements (CCIR). He should have a good working knowledge of the current situation. He must keep the battle captain out of trouble. An overview of the duties and responsibilities of the battle staff NCO include the following:
• Supervise TOC information flow.
• Collect, process, and disseminate information.
U.S. UNCLASSIFIED REL NATO, GCTF, ISAF, MCFI, ABCA 9 For Official Use Only CENTER FOR ARMY LESSONS LEARNED
• Oversee quality control of battle tracking.
• Ensure the TOC can operate continuously while static or mobile.
• Monitor current operations.
• Ensure TOC personnel distribute reports and messages properly.
• Update unit status reports.
• Manage shift schedules to ensure sleep plans and meals are properly scheduled.
• Maintain staff journals and filing records (analog or digital) of all staff decisions and critical information coming into and leaving the CP.
• Maintain and update graphic control measures.
• Support the commander’s update brief. TOC/CP Operational Tactics, Techniques, and Procedures (TTP) An effective TOC/CP demands special TTP to function effectively in the field. The TOC/CP has two primary functions:
• To track Soldiers and equipment during the battle to assist the leader in the command and control of the unit.
• To serve as a data center that processes enemy and friendly information. The basic building blocks for any TOC/CP are:
• Internal work area
• Physical setup
• Personnel who make the TOC/CP function The responsibility of the BCT/battalion operations officer is to assemble these building blocks and make them operate as one.
Ultimately, the success of a TOC/CP depends on its ability to battle track information in any situation, ranging from combat to peacekeeping. Battle tracking is not an easy task. The daily information flow must be carefully managed or it can rapidly overload any headquarters. Knowing what is important, displaying that data, and analyzing the information are equally crucial tasks. Personnel guided by experience can use these simple tracking tools to get the job done. Regardless of its physical size, the TOC/CP must have a system in place to record and display basic message traffic. An effective TOC/CP provides vital battle-tracking information using a centralized COP. The concept of a COP is simple: provide a situational update at a glance. Anyone should be able to look at the COP and understand what the unit is doing or what it
U.S. UNCLASSIFIED 10 REL NATO, GCTF, ISAF, MCFI, ABCA For Official Use Only BATTLE STAFF NCO HANDBOOK plans to do without asking a lot of questions. More is not necessarily better for a COP. The charts should not be so busy that they are not functional. Too much information may confuse the viewer. The art is to determine what information is required regularly to determine how data from various sources can be combined effectively into one chart. Predeployment Tips Replicate the OIF environment during predeployment training:
• Configure garrison operations to mirror field CPs in form and function; for example, position the S3 battle captain’s desk next to the S2 operations officer rather than separating him in a different office or cubicle.
• Recommend NCOs convert a conference room into a facsimile of their CP using the tactical standing operating procedures (TACSOP), faces, places, systems, and displays to include Secure Internet Protocol Router Network (SIPRNET) connectivity.
• Ensure NCOs participate in the predeployment site survey.
Design realistic and rigorous training:
• If possible, connect via SIPRNET to the unit’s deployment area of operations (AO). This practice enables units to coordinate, fuse intelligence, and conduct rehearsals in their future AOs.
• Recommend battle staffs focus on specific counterinsurgency (COIN) tasks that apply to their operational environment/AO.
• Recommend every Soldier receive culture and language training tailored to his future operational area.
• Battalion and BCT battle staffs should plan and coordinate simultaneous training events and predeployment activities to ensure successful predeployment operations. Major training events include:
º Organizing for combat.
º Fielding required equipment.
º Filling personnel shortages.
º Developing and submitting an operational needs statement.
º Conducting equipment maintenance and preparing for deployment.
º Conducting multi-echelon training.
º Validating all units for deployment in accordance with Forces Command and Combined Forces Land Component Command predeployment training program/standards.
U.S. UNCLASSIFIED REL NATO, GCTF, ISAF, MCFI, ABCA 11 For Official Use Only CENTER FOR ARMY LESSONS LEARNED
º Developing the deployment order/OPLAN.
º Developing training timelines.
º Conducting battle staff training.
º Ensuring compliance with the Soldier Readiness Program (SRP).
º Refining battle staff structure and responsibilities.
º Cross training. TOC/CP Operations TOC/CP operations tips
Units and battle staff NCOs can use the following tips to enhance mission accomplishment:
• Keep map boards up to date; do not rely exclusively on digital systems such as Force XXI Battle Command Brigade and Below and Blue Force Tracker.
• Use standard 1:50,000 scale military maps.
• Use smaller or larger maps as additions, not substitutes.
• Place the operations map in the center flanked by the intelligence and fire support maps.
• Create overlays to one standard size.
• Consider combining status charts with situation maps to give commanders friendly and enemy situation snapshots for the planning process.
• Standardize map boards to the same size, scale, and overlay mounting holes. This practice facilitates easy transfer of overlays from one board to another.
• Depict all unit boundaries and current locations of friendly units within the AO.
• Template known and suspected enemy locations.
• Display locations of essential sustainment modes.
• Depict main supply routes.
• To enhance effective battle tracking, recommend battle staffs build the COP as the action occurs to provide the commander relevant information.
U.S. UNCLASSIFIED 12 REL NATO, GCTF, ISAF, MCFI, ABCA For Official Use Only BATTLE STAFF NCO HANDBOOK
• The S2 supervises intelligence preparation of the battlefield (IPB), but the entire staff develops the IPB. The battle staff should continuously review and update its respective “running” estimates.
• Keep tactical orders simple and concise. Maximize the use of matrix OPORDs with graphics.
• Adhere to the 1/3 (plan) – 2/3 (execute) rule.
• Factor in mission, enemy, terrain and weather, troops and support available, time available, and civil considerations (METT-TC).
• When occupying a fixed site or conducting a transfer of authority with another unit, conduct a detailed site survey to ensure systems and communications compatibility.
• Ensure the battle captains, battle staff NCOs, radio telephone operators (RTOs), and primary staff officers (at least the S2) can see the same COP from their working stations.
• Recommend battle captains monitor radio traffic from their working stations.
• Ensure communications are compatible with subordinate elements, the supported unit, and higher headquarters.
• Publish primary, alternate, contingency, and emergency communication procedures.
• Provide a mechanism for capturing and sharing SIGACTS.
"A good battle staff NCO needs to be technically and tactically proficient... [He] must also have the desire and drive to learn, as the work environment is fast-paced and demanding. A battle staff position is not for someone with a timid or casual mentality."
–SSG Michael Milihram
TOC/CP operations checklist
Below is an example of a TOC/CP checklist units and battle staff NCOs can use to enhance mission accomplishment. The following list provides only “A Way” and is not all-inclusive: Maintain unit battle tracking.