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Seating Chart – COA1

Seating Chart – COA1. PODIUM. CoS. BTL CPT. BTL CPT. BDE CDR. S1. ChOps. S3. S2. S6. S4. DL LNO. FSO. Legal. ENG. ALO. NCOIC. S9. VIP. VIP. VIP. Seating Chart-COA2. LTC Bali. PODIUM. BDE BTL CPT. BDE BTL CPT. CJTF CoS. DIV G3. COL Sirel. BDE CDR. BDE S3.

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Seating Chart – COA1

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  1. Seating Chart – COA1 PODIUM CoS BTL CPT BTL CPT BDE CDR S1 ChOps S3 S2 S6 S4 DL LNO FSO Legal ENG ALO NCOIC S9 VIP VIP VIP

  2. Seating Chart-COA2 LTC Bali PODIUM BDE BTL CPT BDE BTL CPT CJTF CoS DIV G3 COL Sirel BDE CDR BDE S3 CJTF CG DIV CoS BDE ChOps BDE S2 BDE CoS DIV CG BDE S4 SFC Gunn BDE Legal BDE NCOIC EXCON OIC OPFOR CDR DIV XO BDE S9 DL LNO BDE S1 BDE S6 BDE ENG BDE FSO ALO 1st MECH CDR 3/2 CR CDR VIR FA CDR ADA BN CDR Supply CDR CSS BN CDR AT CO CDR EN BN CDR RECCE CDR 34th FA CDR 2nd IN CDR 8th IN CDR

  3. Command Post Exercise After Action Review 22 JUN 2012

  4. Agenda • O • S • N • o

  5. AAR Purpose • 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

  6. 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!!

  7. Division Mission

  8. Brigade Mission

  9. Task Organization CJTF US (-) (+) CS (VIR) 56 SBCT MNB/ V LVA LVA LTU VIR US L L 34th ARTY 8th IN 2nd IN 1st MECH 3/2 CR CSS L L L L L L DIV & Coordinating Services (US) TACON from RDC-W (VIR) BSB CG-61 RQ-7 2xShadow (-) DEGENSE LEAGUE L 6xM270 24xUH60 6xAH-64 2xA10 2xF16

  10. Enemy Mission & Intent UPDATE

  11. Enemy Scheme of Maneuver UPDATE

  12. RSCC SAP Enemy Task Organization 3 33 1 2 3 4 5 6 6 A A A A A B A A C C C B B B C B C D E E B D D D B E D MI E C C F F F 7 G G 33d DIV Assets Available C F A C 11 B 33AF A 8 2 B/33 1 A/33 E D E W 2xSu-27 2xSS-21 6xMi-24

  13. X1 – 17 0800 – 2000 JUN 2012 x Tokyo PL Red Lama Lion II Dingo II PL Red II I PL White PL White II II PL Blue MNB-V II II X 56 I PL Blue PL Green I PL Green 3 3

  14. X2 – 18 0800 – 2000 JUN 2012 Tokyo PL Red Lama Lion II Dingo II PL Red II (-) PL White PL White II II PL Blue MNB-V X 56 PL Blue PL Green PL Green

  15. X3 – 19 0800 – 2000 JUN 2012 PL Red Lion II II PL Red II PL White PL White II II D Update D PL Blue MNB-V X 56 PL Blue PL Green PL Green 3 3

  16. X4 – 20 0800 – 2000 JUN 2012 PL Red Lion II II PL Red II PL White PL White II II D Update PL Blue MNB-V X 56 PL Blue PL Green PL Green

  17. X5 – 21 0800 – 1200 JUN 2012 PL Red Lion II II PL Red II PL White PL White D Update PL Blue MNB-V X 56 PL Blue PL Green PL Green

  18. Key Events Focus Command Post Operations Section divider- delete post draft

  19. Commander’s Role Lead • Principles of war • Operational themes • Experiences PMESII-PT METT-TC • Visualize • Nature and Design of the Operation • Offense • Defense • Stability • Civil Support • Understand • Framing / Reframing the problem • End state • Conditions • Objectives • Describe • Time, Space, Resources, Purpose, and Action • Decisive Operations • Shaping Operations • Sustaining Operations • Direct • Warfighting Functions • Intelligence • Fires • Sustainment • Command and control • Movement and maneuver • Protection Running estimates Preparation • Plans and orders • Branches and sequels • Preparation • Execution • Initial commander’s intent • Planning guidance • Commander’s critical information • requirements • Essential elements of friendly • information Elements of operational design Assess METT-TCmission, enemy, terrain and weather, troops and support available, time available, civil considerations PMESII-PT political, military, economic, social, information, infrastructure, physical environment, time FM 3-0

  20. 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 anticipating battlefield 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.

  21. 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

  22. EFST • CCIR • IO • COA • DSM • R & S • War Fighting Functions • Priorities of Plans • Priority of Effort • Priorities of Work • Time Management Command Post Functions EMAIL FM PHONE RECEIVE INFORMATION ANALYZE INFORMATION • SOURCES • 1st MECH BN • 2nd IN BN • 8th IN BN • 3/2 CR • 34th FA BN • EST FA BN • EN BN • SOURCES • DIV HQ • UAS • CAS/CCA • Defense League SUBMIT RECOMMENDATIONS • MDMP • IPB • TOC CURRENT OPS • BATTLE TRACKING • TASK ORGANIZATION • LOGISTICS STATUS • STAFF RUNNING • ESTIMATES DISTRIBUTE INFORMATION INTEGRATE RESOURCES • REPORTS • BRIEFS • OPORDS • FRAGOS SYNCHRONIZE RESOURCES • Defense League • ENGRS • UAS • CAS/CCA • DECISIVE OPS • SHAPING OPS • SUSTAINING OPS

  23. COMMAND POST FUNCTIONS HIGHER HQ KEYS TO SUCCESS RECEIVE INFORMATION TOC SETUP AND EQUIPMENT ADJACENT AND SUPPORTED UNITS ANALYZE INFORMATION TASK FORCE STAFF OFFICERS TOC SOP DISTRIBUTE INFORMATION BATTLE CAPTAIN BATTLE RHYTHM DIVISION OF DUTIES MAKE RECOMMENDATIONS TO THE CDR TOC BATTLE DRILLS INTEGRATE SYNCHRONIZE RESOURCES CCIR SUBORDINATE UNITS Current Operations DP/TRIGGERS Who needs to know and why?

  24. Six TOC FunctionsHow are we doing? EFFECTIVE IMPROVING NEED WORK SIX TOC FUNCTIONS • 1. RECEIVE INFORMATION • 2. ANALYZE INFORMATION • 3. SUBMIT RECOMMENDATIONS • 4. DISTRIBUTE INFORMATION • 5. INTEGRATE RESOURCES • 6. SYNCHRONIZE RESOURCES

  25. Key Events Focus Situational Awareness & the Common Operating Picture Section divider- delete post draft

  26. Situational Awareness SEE OURSELVES SEE ENEMY SEE TERRAIN PIR NAIs IPB Pattern Analysis EVENTEMP SITEMP Patrol Debriefs Bi-lat Debriefs INTSUMs TSM PMESII-PT SWEAT-MSO NGOs UNHCR HTT MCOO ASCOPE Imagery and Maps Leaders’ Recon FFIR Effective CPs Tracking Charts Timelines War-gaming Rehearsals Communications Battle Updates FRAGOs Unit Capabilities LOGSTATs Staff Estimates

  27. Cognitive Hierarchy CDR Understanding Judgment Knowledge Knowledge Management Focus Create Organize Apply Transfer Analysis Information Information Management Focus Collect Process Store Display Disseminate Protect Processing Data FM6-0

  28. Reporting

  29. Battle Rhythm

  30. Information Management

  31. Common Operating Picture Are all tracking tools present? Update – Rework Pictures Can the CDR understand 90% of the fight?

  32. Common Operating Picture BN operational graphics 4km difference from BDE graphics PL BLUE PL Blue restrictive control measure 9 FKIA from SIMM mortar attack 1st MECH BN How do we ensure all graphic control measures are synched with BDE? What controls are in place to ensure a COP at all levels?

  33. Summary Update

  34. This concludes your After Action Review Multi National Brigade- Vironia CPX AAR 22 JUN 2012 Facilitator: LTC Bali Exercise SABER STRIKE 12

  35. Below The Line

  36. MCP Layout Add Picture of TOC TRUCKS

  37. TOC Battle Tracking D-22. Once the BSTB has deployed into an area and is conducting missions, the BSTB TOC maintains a current status, including of all of its subordinate and attached units. This includes personnel, location, and logistics. The ability to track the availability of resources also enhances its ability to provide the necessary security for the BCT main CP, the BSTB TOC, and to provide assets to the BCT for successful accomplishment of operations elsewhere in the BCT AO. Change FM 3-90.61

  38. War Gaming vs CAR Combined Arms Rehearsal 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. • -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.

  39. Latvia Lithuania Estonia MULTINATIONAL BRIGADE VIRONIASaber Strike 12 “Strength Through Partnership” TOC OPERATIONS United States Canada Finland France U.K. CPT Sergei Guselnikov, +372 5245690

  40. COORDINATING INSTRUCTIONS • MANAGEMENT OF RFIs: mnb_toc@mil.ee • SWITCH OF C2 FUNCTIONS BETWEEN TOC and TAC • BPT SEND QUICKSITREPs WITHIN 3 MINs AFTER REQUIRED FROM MNB TOC • TOC INTERNAL BRIEF (UPON COMPLETION OF THE CURRENT BRIEF)

  41. Latvia Lithuania Estonia MULTINATIONAL BRIGADE VIRONIASaber Strike 12 “Strength Through Partnership” TOC OPERATIONS INTERNAL BRIEF United States Canada Finland France U.K. CPT Sergei Guselnikov, +372 5245690

  42. JOINT TOC ROSTER • Chief of Operations: CPT SERGEI GUSELNIKOV • Battle Captains: • #1 CAPT SHAUN DWYER (UK) • #2 MJR ILMARS DZENEVS (LAT) • Functional cells: • Intel (filled by S2 roster) • Movement and Maneuver (ENGO in MCP) • Fires (FSO, ALO) • Protection (ADO) • Sustainment (S4 section) • Mission Command (S9)

  43. LAYOUT and ORGANISATION of TOC Rotation of Battle Captains in Current Ops (Shop #1): • 15 and 17 June - #1 • 18 June - #2 • 19 June - #1 • 20 June - #2 • 21 June - #1 S2 BC 1 RTO BC 2 ALO 1 2 CHOP ADA FSO S4 S4 S4 3

  44. Information Management (Tactical) CDR When and how do I interface with my commander? What needs to go to higher? What decisions must I make? What needs to go back down? What info do I need to make decisions? XO/S3Staff What reports do I need? Where do I give guidance? What working groups do I need? What’s our battle rhythm? S6 What IM / KM tools do we have/need? What Info Assurance (IA) policies must we follow?

  45. Running Estimate DECIDING, DECIDING, DECIDING, CONCEPT OF CONCEPT OF CONCEPT OF OPERATIONS OPERATIONS OPERATIONS SEE SEE SEE SEE SEE SEE ENEMY ENEMY TERRAIN TERRAIN ENEMY TERRAIN TIME SPACE TIME TIME SPACE SPACE BATTLE BATTLE BATTLE COMMAND COMMAND COMMAND PURPOSE LEADING, MOTIVATING LEADING, MOTIVATING LEADING, MOTIVATING PURPOSE PURPOSE SEE SEE SEE MORAL & PHYSICAL MORAL & PHYSICAL MORALE & PHYSICAL YOURSELF YOURSELF YOURSELF PRESENCE PRESENCE PRESENCE EMBEDDED EMBEDDED - - INTENT, INTENT, EMBEDDED- INTENT, VISUALIZATION VISUALIZATION VISUALIZATION CURRENT & END STATE CURRENT & END STATE CURRENT & END STATE

  46. 6 Basic Functions of a CP 1. Receive information 2. Distribute information 3. Analyze information 4. Submit recommendations to the commander 5. Integrate resources 6. Synchronize resources CP Functions in a Coin Environment – What’s Different? HIC Operations COIN Operations 1. Information collection/management focused by targeting requirements 2. 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 resources BOTTOM LINE: Same functions, different focus!

  47. TOC Operations 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

  48. Common Operating Picture 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. FM 6-0

  49. ALOC

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