UNCLASSIFIED 1 19 JUN 2012 UNCLASSIFIED Seating Chart BDE CDR BDE S3 BDE CoS BDE S9 PODIUM BDE S6 BDE S4 BDE S1 BDE FSO BDE BTL CPT BDE ENG BDE BTL CPT ALO BDE S2 BDE ChOps BDE NCOIC BDE Lega l DL LNO 3/2 CR CDR 1 st MECH CDR 8 th IN CDR 2 nd IN CDR VIR FA CDR 34 th FA CDR ADA BN CDR CSS BN CDR EN BN CDR AT CO CDR Suppl y CDR RECCE CDR DIV CG DIV XO DIV CoS CJTF CG COL Sire l DIV G3 CJTF CoS SFC Gunn EXCON OIC LTC Bali OPFOR CDR
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• Open and professional discussion- what happened? What worked, what did not?
• System and technique focus- what to sustain and what to improve
• Not a critique- no one has all the answers
• Not an evaluation- does not grade success or failure
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House Rules
• Participate - It’s your AAR - Get involved!
• Open and professional discussion
• Always ask yourself, “How can I do this better?”
• Learn something and get better every day
• Turn-off cell phones
Be a Learning Organization!!
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Bde Training Objectives- Conduct the Military Decision Making Process (MDMP) in order to plan and execute
comprehensive and decisive operations in support of the Brigade Commander’s intent.
- Conduct command post operations in order to maintain command and control at all echelons.
- Conduct a BDE defense in order to secure key terrain, population, and resources against a Hybrid Threat in order to set conditions for the transition to offensive operations.
- Integrate synchronizing ISR- Integrate BDE level fires and attack / assault aviation to defend in depth - Employ deep strike capabilities/assets to disrupt the enemy in depth along their avenues of
approach before reaching the BDE’s main defensive belt
- Conduct a BDE attack, integrating and synchronizing ISR, BDE level fires, attack and assault aviation, combined with mechanized forces against a Hybrid Threat in order to seize and retain key terrain, population, and/or infrastructure.
- Conduct an Air Assault centered around one Infantry Battalion Task Force in order to seize and retain key terrain and/or resources until proper battle hand over to follow-on forces.
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Training Objective Key Tasks• Conduct MDMP
• Conduct Command Post Operations / Operations Process
SMF will conduct an assault operations through our AOR IOT secure the area SOUTH from PL IVARS to create favorable conditions for SIMM to declare the area as independent state and block MND-Sentinel CATKs into the area.
ENY will attack in 4 axises.15 km in front of each there is COY-size recce unit with task to confirm suitable advancing corridors and identify possible bypass opportunities. Main units are trying to avoid decisive contact IOT maintain their speed of movement. In case of contact a COY-size unit is maximum that is left to deal with it and main body attempts to bypass.On closed terrain INF is used in first echelon; on open terrain units are swapped if available.
SAP coy is allocated to WEST flank CA BN and to INF BN moving EAST as a ME. In addition to their organic, both movement directions are supported by additional IDF assets.
CAS is used when main body of attacking units are blocked by BN or higher and bypassing is not possible.
• Intelligence• Fires• Sustainment• Command and control• Movement and maneuver• Protection
PMESII-PT
• Principles of war• Operational themes• Experiences METT-TC
Running estimates
Elements of operational design
Preparation
• Initial commander’s intent• Planning guidance• Commander’s critical information requirements• Essential elements of friendly information
• Plans and orders• Branches and sequels• Preparation• Execution
METT-TC mission, enemy, terrain and weather, troops and support available, time available, civil considerationsPMESII-PT political, military, economic, social, information, infrastructure, physical environment, time
Assess
FM 3-0
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The Staff
Staffs exist to help the commander make and implement decisions.
Staff organizations and procedures are structured to meet the Commander’s Critical Information Requirements (CCIR).
The CDR and his staff focus on recognizing and anticipatingbattlefield activities in order to decide and act faster than the enemy / situation.
All staff organizations and procedures exist to make the organization, analysis, and presentation of vast amounts of information manageable for the commander.
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What is the Function of our TOC
• A command post is a unit headquarters where the commander and staff perform their activities. It is often divided into echelons.
• CPs are the principal facilities commanders use to control operations.
• Effective CPs enable commanders to make decisions faster than the enemy.
FM6-0
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SYNCHRONIZE RESOURCES
RECEIVE INFORMATION
SUBMIT RECOMMENDATIONS
SOURCES• 1st MECH BN• 2nd IN BN• 8th IN BN• 3/2 CR• 34th FA BN• EST FA BN• EN BN
Information Management FocusCollectProcessStoreDisplayDisseminateProtect
Information
Analysis
Knowledge
Judgment
Processing
Data
Understanding
CDR
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Reporting
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Battle Rhythm
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Common Operating Picture
Can the CDR understand 90% of the fight?
DAY 2 DAY 4
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Common Operating Picture
BN operational graphics 4km difference from BDE graphics
9 FKIA from SIMM mortar attack
PL Blue restrictive control measure
How do we ensure all graphic control measures are synched with BDE?
What controls are in place to ensure a COP at all levels?
PL BLUE
1st MECH BN
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Any uncovered topics?
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Bde Training Objectives- Conduct the Military Decision Making Process (MDMP) in order to plan and execute
comprehensive and decisive operations in support of the Brigade Commander’s intent.
- Conduct command post operations in order to maintain command and control at all echelons.
- Conduct a BDE defense in order to secure key terrain, population, and resources against a Hybrid Threat in order to set conditions for the transition to offensive operations.
- Integrate synchronizing ISR- Integrate BDE level fires and attack / assault aviation to defend in depth - Employ deep strike capabilities/assets to disrupt the enemy in depth along their avenues of
approach before reaching the BDE’s main defensive belt
- Conduct a BDE attack, integrating and synchronizing ISR, BDE level fires, attack and assault aviation, combined with mechanized forces against a Hybrid Threat in order to seize and retain key terrain, population, and/or infrastructure.
- Conduct an Air Assault centered around one Infantry Battalion Task Force in order to seize and retain key terrain and/or resources until proper battle hand over to follow-on forces.
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Training Objective Key Tasks• Conduct MDMP
• Conduct Command Post Operations / Operations Process
“This exercise does not validate that we can do this, it
shows that we are capable of doing this”…
- COL Sirel
Confirm paraphrase is correct- ask for other thought if
appropriate
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39
Leader Comments
• MNB-V Commander
• MND-S Commander
• Exercise Director
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This concludes your After Action Review
Multi National Brigade- Vironia
CPX AAR22 JUN 2012
Facilitator: LTC Sal BaliExercise SABER STRIKE 12
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Below The Line
41
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Observations-Movement & Maneuver
Strengths
• Detailed planning throughout the MDMP process provided the CDR accurate COAs
for his operations
• Effectively transitioned between phases by utilizing defined decision points
executed by effective triggers
Challenges
• Integration of primary and special staff
• Frequently planned with minimal staff which created gaps in information flow
• Improve on tactical planning for the deep fight and integration of multinational
platform
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Observations-Intelligence
Strengths
• Adequate and correct assessments of enemy SITEMP, capabilities, and BDA
• Thorough and accurate IPB provided the CDR a clear and concise picture of
the enemy allowing him to emplace and wargame his units
Challenges
• Intelligence Personnel Configuration
• Disconnected set-up resulted in limited direct contact and diminished
information flow
• Management and integration of specific personnel
• Ensure all personnel are provided specific task and purpose during all
stages of operations to better support mission command
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Observations-Fires
Strengths
• Individual Artillery Task and Firing Procedures from BDE to Company
• Accurate Target Location / Target’s of Opportunity
• Quick and Reactive Gunnery
• Fire Planning (FSOs)
• Pre-planning your targets ISO operations
• Offense, Defense (FPF), Shaping Ops
• Synchronization of Assets
• Great job using all assets and de-conflicting when necessary
• Fire Support Coordination Measures
• Complete understanding of what they are, and why they are put into effect
Challenges
• Amount of FS personnel in FECC
• At a minimum 4 personnel need to be dedicated to the role of fire support from the company level to BN and BDE
• Targeting Process
• Begin targeting process very early through the MDMP in order to allow the subordinate FS cells to begin fires
planning
• Operational Overview
• The S3, S2, FSO, and other WFF need to operate together and share information more frequently, provided the CDR
of more clear COP
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Observations-Mission Command
Strengths
• Actively and correctly understood and visualized the threat and enemy template
• Commander provided staff with clear and concise guidance of his objectives
• Integrated and developed effective teams with multinational and joint partners
Challenges
• Decentralized TOC set-up
• Separation of staff sections during operations created an unclear COP
• Difficulty in maintain Common Operating Picture at all echelons
• Inconsistent reporting requirements, and lack of enforcement in receiving
reports
• Mission Command Systems
• Staff did not provide frequent and accurate running estimate to continually
allow the CDR to visualize his combat power throughout the fight
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Observations-Sustainment
Strengths
• Thorough BDE level CSS planning despite limited planning resources and a lack of
good data
• Precisely forecasted logistical requirements during MDMP to support all phases of
the operation
Challenges
• Lack of Combat Service Support overlays for all operations
• Creating CSS overlays creates a clearer COP for the TOC without
communicating with the S4
• Poor subordinate unit reporting
• BNs did not accurately report their combat effectiveness to BDE resulting in
incorrect Combat Power/Effectiveness reports to the CDR
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Observations-Protection
Strengths
• 1
• 2
• 3
• 4
Challenges
• 1
• 2
• 3
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MCP Layout
Add Picture of TOC TRUCKS
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War Gaming vs CAR
-Attempts to visualize the flow of the operation given:• FF strengths and dispositions• ENY capabilities and possible COAs• impact and requirements of civilians in the AO
-Simplest form of war gaming is the manual method, often utilizing a tabletop approach with blowups of matrices and templates.
War Gaming• The subordinate units plans are synchronized with the other
units in the organization
• The plans of all subordinate commander’s will properly achieve the intent of the higher commander.
• Key CS/CSS plans must be included: casualty evacuation routes, AXPs, refuel points, Class IV/V resupply points, logistics release points, displacement times/locations/triggers for the BSA, EPW collection points.
Combined Arms Rehearsal
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COORDINATING INSTRUCTIONS
• MANAGEMENT OF RFIs: [email protected]• SWITCH OF C2 FUNCTIONS BETWEEN TOC
and TAC • BPT SEND QUICKSITREPs WITHIN 3 MINs
AFTER REQUIRED FROM MNB TOC• TOC INTERNAL BRIEF (UPON COMPLETION
HIC Operations COIN Operations1. Information collection/management
focused by targeting requirements2. Information distribution may involve
NGO’s, international forces, and other members outside TF & CO/TM
3. Analysis is a product of collective TF effort involving more than the S-2
4. Submit recommendations to the commander
5. Integration involves NGO’s, contractors, interpreters, etc.
6. Synchronize resources
1. Information collection focused primarily on enemy operations
2. Information distribution revolves primarily to HHQ and subordinate units
3. Analysis techniques covered by BOS elements
4. Submit recommendations to the commander
5. Integration involves primarily U.S. (organic to DIV) forces
6. Synchronize resourcesBOTTOM LINE: Same functions, different focus!
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To ensure that information is provided to the commander in an efficient and timely manner, periodic update briefs or shift change briefs are conducted. Conducting command shift change or update briefings accomplishes more than just providing the commander a snapshot of current battalion status.
Briefings provide a point in time and place for all staff sections to assemble and ensure that everyone is informed with the same situational understanding. FM 3-90.61
TOC Operations
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Whatever the age or technology, the key to effective C2 is people using information to decide and to act wisely.
Whatever the age or technology, the ultimate criterion of C2 success is always the same: acting faster and more effectively than the enemy to accomplish the mission at the least cost to the friendly force before the enemy can effectively act.
Common Operating Picture
FM 6-0
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8 Staff Competencies
ID / Anticipate Requirements Monitor Operations Manage Information Make Recommendations Direct Actions Conduct Coordination Synchronize Operations Maintain Continuity
A Highly Effective Unit Needs A Highly Effective Staff...
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NAI Numbers & Description
• NAI 1: IBL V-SL (P1)• NAI 2: Tihemetsa (P2,5)• NAI 3: Karski-Nuia (P3,5)• NAI 4: Pikasilla (P7)• NAI 5: Mereküla (P2, 4,
6)• NAI 6: Viljandi (P2, 4, 6)• NAI 7: Londoni (P7)• NAI 8: Parnü (P6)• NAI 9: Võhma (P7)
• P1 When SL forces cross IBL w / Bn or higher and which MC will they use?
• P2 Which obj is priority?• P3 ID of AR Bn (Res)?• P4 Initial en atk
defeated?• P5 Loc of en Bde Hq• P6 Groups capable of
hindering MND FOM in Ph III and IV.
• P7 En destruction of Critical Infrastructrure
LEGEND IBL / MSR River / water NAI Hwy # En Axis of Advance En Objectives Anticipated En LOA
MND Sentinal ISR Plan
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NLT 140600BJUN12
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US Nat'l LevlHNBPShadow UAVHUMINT (Nat'l)
MNB-V56 SBCT 4, 7
5, 6, 8, 9
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2, 3 2, 3 2, 3
5, 6, 8, 9
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Parallel planning is two or more echelons planning for the same operation nearly simultaneously. It is facilitated by continuous information sharing by the higher headquarters with subordinate units concerning future operations.
Parallel planning requires significant interaction between echelons. With parallel planning, subordinate units do not wait for their higher headquarters to publish an operations order to begin their own planning and orders development process.