rotc operations smart book

ROTC Operations Smart Book

Squad / Patrol Operations

Chicago Army ROTC

ROTC Operations Smart Book 03 MAY 2023

Introduction – How Leaders in the Army Speak An Officer’s Role

The role of officers in the Army is to provide leadership and resources to their subordinates. According to FM 6-22, Army Leadership, the word “leadership” is defined as “the process of influencing people by providing PURPOSE, DIRECTION (TASKS), and motivation while operating to accomplish the mission and improving the organization.”

PURPOSE gives subordinates the reason to act in order to achieve a desired outcome. Officers should provide clear PURPOSE for their followers. Officers use direct means of conveying PURPOSE through requests or orders for what to do.

Providing clear DIRECTION (TASKS) involves communicating how to accomplish a mission: PRIORITIZING TASKS, assigning responsibility for completion, and ensuring subordinates understand the standard.

Although subordinates want and need direction, they expect challenging TASKS, quality training, and adequate resources. They should be given appropriate freedom of action. Providing clear direction allows followers the freedom to modify plans and orders to adapt to changing circumstances. Directing while adapting to change is a continuous process.

Conveying TASK, PURPOSE, AND FOCUSWe assign missions, either to units or individuals, in terms of TASK and PURPOSE. We provide focus by assigning PRIORITIES. We tell people the BOTTOM LINE UP FRONT (BLUF), and then explain the details. All of these allow for clear and concise communication and a common understanding of expectations up and down the ranks.

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March 2011, Zormat District, Paktia Province, Afghanistan1st PLT was assigned the task on two separate missions to maneuver to and command

the heights of two mountains, Wach Shakh Ghar and Tir Gol Ghar (Major). These operations

involved climbing to heights well over 8,000 feet in order to provide observation. The Platoon

Leader issued his platoon their task and purpose and assigned them priorities of work for their

occupation of the observation posts.

The actual purpose of these two missions was to identify routes into the northern and

southern Shah-I Kowt, a valley known historically as a safe-haven for insurgents. In the years

since the last operation in the Shah-I Kowt, vehicles had changed from the sm aller M1151 up-

armored HMMWV to various larger MRAP designs. At this point it was unknown whether the

routes into the valley would be able to support MRAPs with their larger wheelbase and axle

track, as well as the heavier weight. The PLT was responsible for identifying mapped and

unmapped routes, and assess MRAP feasibility of access.

When the platoon reached their planned observation posts, the leadership quickly

determined that they did not have an adequate view of the valley entrances. From their initial

vantage points they could only see two major routes (one North and one South) into the valley.

Understanding the purpose of his mission, the Platoon Leader had his squads occupy 3

additional observation posts in order to gain a complete view of the valley’s entrances.

The result of the two missions was that ten routes into the Shah-I Kowt were identified,

with only one route navigable with MRAPs- but only during certain weather conditions. This

information was critical for a planned mission into the Shah-I Kowt; the mission was adapted to

include an air assault in an area previously believed to have been traversable by vehicle.


ContentsSection 1 Purpose and Scope................................................................................................1

1.1 Purpose.................................................................................................................................11.2 Scope....................................................................................................................................1

Section 2 Operational Terms.................................................................................................22.1 Mission Statement................................................................................................................22.2 Tactical Mission TASK..........................................................................................................2

2.3 Purpose.................................................................................................................................32.4 Commander’s Intent..............................................................................................................3

2.5 Objective Rally Point (ORP)..................................................................................................32.6 En Route Rally Point (ERP)..................................................................................................4

2.7 Linear Danger Area (LDA)....................................................................................................42.8 Limit of Advance (LOA).........................................................................................................4

2.9 Priorities of Work...................................................................................................................42.10 Pre-Combat Checks (PCC)...................................................................................................4

2.11 Pre-Combat Inspections (PCI)..............................................................................................42.12 Short Halt Posture (SHP)......................................................................................................4

2.13 Long Halt Posture (LHP).......................................................................................................42.14 Stop, Look, Listen, Smell (SLLS)..........................................................................................4

2.15 5-Point Contingency Plan.....................................................................................................42.16 Friction..................................................................................................................................4

Section 3 Operational Graphics.............................................................................................63.1 Units (Friendly/Enemy).........................................................................................................63.2 Locations...............................................................................................................................7

3.3 Mission Graphics..................................................................................................................73.4 Personnel..............................................................................................................................7

Section 4 Planning..................................................................................................................84.1 Troop Leading Procedures...................................................................................................84.2 METT-TC............................................................................................................................10

4.3 Military Aspects of the Terrain (OCOKA)............................................................................114.4 Orders.................................................................................................................................12

4.5 Rehearsals..........................................................................................................................164.6 ROTC Timelines and Recommended Priorities of Work....................................................19

Section 5 Assembly Area Operations and Movement.......................................................225.1 Assembly Area Operations (All operations)........................................................................225.2 Movement to the Objective (All operations)........................................................................24

Section 6 Actions on the Objective (Squad).......................................................................286.1 Actions on the Objective (Squad) Overview.......................................................................286.2 Squad Attack.......................................................................................................................28

6.3 Squad Ambush...................................................................................................................326.4 Squad Reconnaissance......................................................................................................35

Section 7 Actions on the Objective (Patrol)........................................................................387.1 Overview.............................................................................................................................387.2 Patrol Raid..........................................................................................................................46

7.3 Ambush...............................................................................................................................497.4 Reconnaissance.................................................................................................................55

7.5 Cordon and Search.............................................................................................................58

Section 8 Consolidation and Reorganization on the Objective........................................62ii


8.1 Consolidation and Reorganization Overview......................................................................628.2 Security...............................................................................................................................62

8.3 LACE...................................................................................................................................628.4 SITREP...............................................................................................................................62

8.5 Special Teams....................................................................................................................628.6 Tactical Site Exploitation.....................................................................................................63

8.7 Movement Off of the Objective...........................................................................................638.8 Exfiltration...........................................................................................................................63

Appendix A Cart oon Order Example..............................................................................64Appendix B MEDEVAC Request (9-Line MEDEVEC)......................................................65Appendix C 9 Line IED/UXO Report.................................................................................66Appendix D WF 12 Rules of Engagement........................................................................67

FiguresFigure 3-1 - Unit Symbols..............................................................................................................6

Figure 3-2 - Unspecified Friendly Squad......................................................................................6Figure 3-3 - Unit Echelons.............................................................................................................6

Figure 3-4 – Friendly Infantry Squad.............................................................................................6Figure 3-5 - Basic Unit Types........................................................................................................6

Figure 4-1 - Standard 5-Paragraph OPORD...............................................................................13Figure 4-2 - FOOM / Cartoon OPORD Page 1............................................................................14

Figure 4-3 - FOOM / Cartoon OPORD Page 2............................................................................15Figure 4-4 - Squad Lanes Timeline and Key Leader Distribution of Work..................................19

Figure 4-5 - Patrol Lanes Timeline..............................................................................................20Figure 4-6 - Patrol Lanes Key Leader Distribution of Work.........................................................21

Figure 5-1 - Cartoon Order (Example Phase 1)...........................................................................22Figure 5-2 - Squad Security at the Halt.......................................................................................23

Figure 5-3 - Patrol Security at the Halt........................................................................................23Figure 5-4 - Cartoon Order (Example Phase 2)...........................................................................24

Figure 5-5 – Movement, Recon, and Occupation of the ORP.....................................................26Figure 6-1 - Cartoon Order (Example Phase 3 - Ambush)..........................................................28

Figure 6-2 Squad Attack..............................................................................................................31Figure 6-3 Squad Area Reconnaissance.....................................................................................37

Figure 7-1 Raid Formation...........................................................................................................48Figure 7-2 Ambush Formations...................................................................................................50

Figure 7-3 Actions on the Objective -- Hasty Ambush.................................................................52Figure 7-4 Actions on the Objective -- Deliberate Ambush..........................................................54

Figure 7-5 Urban Cordon.............................................................................................................59Figure 7-6 Cordon and Search Building Cluster..........................................................................59

Figure 8-1 – Cartoon Order (Example Phase 4)..........................................................................62

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Section 1 Purpose and Scope1.1 Purpose

The PURPOSE of this document is to provide Cadets with a basic understanding of squad and patrol operations conducted at the Leadership Development and Assessment Camp (LDAC). It is intended as a reference document to supplement classroom and hands-on training in the current SROTC curriculum.

1.2 ScopeThe scope of this document covers the squad and patrol operations Cadets will encounter at LDAC. The tactics, techniques, and procedures (TTP) used throughout this smart book are hard and fast rules only for ROTC. As Cadets enter the operational Army, they may find and use TTPs that deviate from the TTPs presented here. This smart book shows “a way” that is doctrinally sound that Fire Battalion Cadets will use throughout their Cadet careers.

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Section 2 Operational Terms2.1 Mission Statement

A short paragraph or sentence describing the TASK and PURPOSE that clearly indicates the action to be taken and the reason thereof (TASK and PURPOSE). It usually contains the elements of who, what, when, and where, and the reason thereof (5 Ws), but never specifies how. A mission statement should be developed by determining the PURPOSE, then determining the TASK.

2.2 Tactical Mission TASKThe specific activity performed by a unit while executing a form of tactical operation or form of maneuver. It may be expressed in terms of either actions by a friendly force or effects on an enemy force.

2.2.1 Overview

The following tasks are either ones that will be issued to you in your operations order, or that you as a leader would identify to one of your subordinate units as a Cadet. This is a limited list and is focused on the types of missions you will experience at LDAC. The operations orders (OPORDs) you will receive your TASK and PURPOSE will be identified in the Task to Subordinate Units.

Task: Destroy enemy dismounted patrols; Purpose: Facilitate friendly freedom of movement

2.2.2 Actions by a Friendly Force

2.2.2.1 Clear

Clear is a tactical mission task that requires the commander to remove all enemy forces and eliminate organized resistance within an assigned area. This task is specific to terrain. The force does this by destroying, capturing, or forcing the withdrawal of enemy forces so they cannot interfere with the friendly unit's mission. In all cases, this task requires a thorough reconnaissance to discover the enemy's locations. After discovering the location, the clearing force maneuvers against the enemy force.

2.2.2.2 Breach

Breach is a tactical mission task in which the unit employs all available means to break through or secure a passage through an enemy defense, obstacle, minefield, or fortification. A commander attempts to bypass and avoid obstacles and enemy defensive positions to the maximum extent possible to maintain tempo and momentum. Breaching enemy defenses and obstacle systems is normally his last choice. When they occur, they are a synchronized combined arms operation under the control of the maneuver commander. Regardless of where the attack falls along the continuum, the breaching tenets-intelligence, breaching fundamentals, breaching organization, mass, and synchronization-apply when conducting breaching operations in support of an attack. Cadets are most likely to use this TASK as part of an attack during your patrolling lanes.

2.2.2.3 Seize

Seize is a tactical mission task that involves taking possession of a designated area by using overwhelming force. An enemy force can no longer place direct fire on an objective that has been seized. This task differs from secure because it requires offensive action to obtain control of the designated area or objective. It differs from the task of occupy because it involves overcoming anticipated enemy opposition. Once a force seizes a physical objective, it clears the terrain within that objective by killing, capturing, or forcing the withdrawal of all enemy forces.

2.2.2.4 Support-by-fire

Support-by-fire is a tactical mission task in which a maneuver force moves to a position where it can engage the enemy by direct fire in support of another maneuvering force. The primary objective of the support force is normally to fix and suppress the enemy so he cannot effectively fire on the maneuvering force. The secondary objective is to destroy the enemy if he tries to reposition. The commander must specify the desired effect on the enemy when assigning this task to a subordinate.

A unit conducting the task of support by fire does not maneuver to capture enemy forces or terrain. The commander gives this task to another unit as part of a larger maneuver. When assigning a support-by-fire mission, the commander designates the enemy, when to attack, the general location from which to operate, the friendly force to support, and the purpose of the task, such as fix or suppress.

Once the commander gives an element the task of support by fire, it should occupy support by fire positions that have cover and concealment, good observation, and clear fields of fire. Elements occupying support-by-fire positions should—

Check the security of the position.

Search for targets.

Orient weapons on likely or suspected enemy positions.

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Assume fighting positions that provide some degree of protection. Heavy forces occupy hull-down firing positions, while light forces use trees, natural berms, buildings, and similar existing terrain features.

Assign observation sectors to each soldier or weapon system in the support-by-fire element.

Use its available thermal sights to locate heat sources not visible to the naked eye, such as vehicles concealed in tree lines or other wooded areas or personnel serving at OPs.

Support by fire closely resembles the task of attack by fire. The difference is that support by fire supports another force so it can maneuver against the enemy, while an attack by fire does not support the maneuver of another friendly force.

2.2.3 Effects on Enemy Force

2.2.3.1 Destroy

Destroy is a tactical mission task that physically renders an enemy force combat-ineffective until it is reconstituted. Alternatively, to destroy a combat system is to damage it so badly that it cannot perform any function or be restored to a usable condition without being entirely rebuilt. The amount of damage needed to render a unit combat-ineffective depends on the unit's type, discipline, and morale.

2.2.3.2 Fix

Fix is a tactical mission task where a commander prevents the enemy from moving any part of his force from a specific location for a specific period. This may occur by engaging him to prevent his withdrawal for use elsewhere, or by using deception, such as transmitting false orders. The commander uses fix in offensive and defensive actions; it is always a shaping operation.

Fixing an enemy force does not mean destroying it. The friendly force has to prevent the enemy from moving in any direction. The tactical mission task of fix differs from that of block in that a fixed enemy force cannot move from a given location, but a blocked enemy force can move in any direction other than the one obstructed.

2.3 PurposeThe specific reason for the tactical operation a unit is performing. This is the driving factor in determining the TASK needed to accomplish the mission.

Example Mission Statement: Alpha Company destroys enemy forces along MSR WOLVERINE NLT 121800JUL in order to deny enemy freedom of movement and re-supply

In this example the leader has determined that the tactical TASK destroy fulfills the PURPOSE to deny enemy freedom of movement and resupply.

2.4 Commander’s IntentA clear, concise statement of what the force must do and the conditions the force must meet to succeed with respect to the enemy, terrain, and desired end state.

2.4.1 Expanded PURPOSE – Elaborates on the PURPOSE given in the mission statement in order to provide clarity.

2.4.2 Key TASKs – TASKs the unit must accomplish. If the unit does not accomplish these TASKs, it will fail at its assigned mission.

2.4.3 End State – The conditions that, when achieved, accomplish the mission. Generally expressed in terms of Friendly, Enemy, Environmental, and Civilian.

2.5 Objective Rally Point (ORP)The objective rally point (ORP) is a point out of sight, sound, and small-arms range of the objective area. It is normally located in the direction that the platoon plans to move after completing its actions on the objective. The ORP is tentative until the objective is pinpointed. Actions at or from the ORP include—

Issuing a final FRAGO. Disseminating information from reconnaissance if contact was not made. Making final preparations before continuing operations. Accounting for Soldiers and equipment after actions on the objective are complete. Reestablishing the chain of command after actions on the objective are complete.

The following are the five characteristics of a good ORP:

Easy to recognize on the ground Away from natural lines of drift Away from high-speed avenues of approach Provide good cover and concealment Provide little to no value to the enemy Defendable for short periods

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2.6 En Route Rally Point (ERP)A En Route Rally Point is a place designated by the leader where the unit moves to reassemble and reorganize if it becomes dispersed.

2.7 Linear Danger Area (LDA)A danger area is any area on a route where the terrain would expose the unit to enemy observation, fire, or both. A Linear Danger Area refers to areas such as roads, firebreaks, power line clearings, etc. If possible, units will avoid these areas. When impractical or impossible, the unit will maximize caution and speed when crossing all danger areas.

2.8 Limit of Advance (LOA)A phase line used to control forward progress of the attack. The attacking unit does not advance any of its elements or assets beyond the limit of advance, but the attacking unit can push its security forces to that limit.

2.9 Priorities of Work A list of TASKs, established by a leader, in order of precedence for completion. Priorities of Work provide subordinates direction and focus for performing mission critical TASKs.

2.10 Pre-Combat Checks (PCC)Detailed final checks Soldiers conduct immediately before the execution of training or operations.

2.11 Pre-Combat Inspections (PCI)Quality control inspections, by leaders, to ensure PCCs are complete and thorough.

2.12 Short Halt Posture (SHP)Anytime a tactical movement formation stops, individual Soldiers immediately assume the Short Halt Posture. Soldiers take a knee behind the best cover and concealment immediately available, maintain their rucksacks on their backs, weapon at the ready, and scan their assigned sectors of fire.

2.13 Long Halt Posture (LHP)Position individual Soldiers assume if they know they will be in a location for longer than five minutes. Soldiers take their rucksacks off placing them frame down, assume a prone position behind cover and concealment, and scan their assigned sectors of fire.

2.14 Stop, Look, Listen, Smell (SLLS)SLLS stands for Stop, Look, Listen, and Smell. This is a technique used when either acclimating your element to your surroundings or trying to detect signs of the enemy.

STOP: You will stop all movement LOOK: You will look for signs of the enemy, things like trash, old fighting positions, or the enemy

themselves. LISTEN: You will listen for signs of the enemy, things like engines running, the enemy talking, or the

enemy moving. SMELL: You will smell for signs of the enemy, things like food, smoke from fires, or POL products

(fuels).

2.15 5-Point Contingency PlanG Going Where is the leader going?

O Others Who is going with the leader?

T Time (duration) How long will the leader be gone? & What time will the leader return?

W What What does the subordinate element do if the leader fails to return?

A Actions What actions does the departing element and main body plan to take on contact?

2.16 FrictionFriction is the resistance that comes from the environment that leaders and their units experience during the course of an operation. It is comprised of all the elements in the operational environment that come together to reduce the unit’s ability to accomplish its mission. Some (but not all) factors that contribute to these incidents are—

Danger Unclear information or orders; misinterpreted orders Rapidly-changing situations and continuous demands Environmental factors such as noise, dirt, weather, and complex terrain Physical factors such as hunger, fatigue, and lack of sleep Fear

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As expressed by Carl von Clausewitz in On War, “Everything in war is very simple, but the simplest thing is difficult. The difficulties accumulate and end by producing a kind of friction that is inconceivable unless one has experienced war…. This tremendous friction, which cannot, as in mechanics, be reduced to a few points, is everywhere in contact with chance, and brings about effects that cannot be measured, just because they are largely due to chance.”

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Section 3 Operational Graphics3.1 Units (Friendly/Enemy)

3.1.1 Friendly units are depicted as rectangles, Enemy units are depicted as equilateral diamonds.

Figure 3-1 - Unit Symbols

3.1.2 Unit Size

Figure 3-3 - Unit Echelons

3.1.3 Unit Type

Figure 3-5 - Basic Unit Types

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Purpose and Scope

Co/Battery/TroopBN/Squadron

Brigade

SquadSectionPlatoon or Detachment

Team / Crew

Regiment/Group

Figure 3-2 - Unspecified Friendly

Squad

Figure 3-4 – Friendly Infantry Squad


3.2 Locations3.2.1 Assembly Area

3.2.2 Check Point

3.2.3 Release Point

3.2.4 Observation Post (OP)

3.3 Mission Graphics3.3.1 Ambush

3.3.2 Attack by Fire (ABF)

3.3.3 Axis of Attack / Advance

3.3.4 Support by Fire (SBF)

3.4 Personnel3.4.1 Fire Team Leader

3.4.2 Squad Leader

3.4.3 Assistant Patrol Leader

3.4.4 Patrol Leader

3.4.5 Grenadier

3.4.6 Rifleman

3.4.7 Automatic Rifleman (M249 – SAW)

3.4.8 Machine Gunner (M60 / M240B)

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AA


Section 4 Planning4.1 Troop Leading Procedures

4.1.1 Concept

TLP provide small unit leaders a framework for planning and preparing for operations. This section discusses each step of the TLP.

Army leaders begin TLP when they receive the initial WARNO or perceive a new mission. As each subsequent order arrives, leaders modify their assessments, update tentative plans, and continue to supervise and assess preparations. In some situations, the higher headquarters may not issue the full sequence of WARNOs; security considerations or tempo may make it impractical. In other cases, Army leaders may initiate TLP before receiving a WARNO based on existing plans and orders (contingency plans or be-prepared missions), and an understanding of the situation.

4.1.2 Structure

4.1.2.1 Receive the Mission

4.1.2.1.1 Perform an Initial Assessment

The initial assessment addresses the factors of mission, enemy, terrain and weather, troops and support available, time available and civil considerations (METT-TC). The order and detail in which Army leaders analyze the factors of METT-TC is flexible. It depends on the amount of information available and the relative importance of each factor. For example, they may concentrate on the mission, enemy, and terrain, leaving weather and civil considerations until they receive more detailed information. Often, Army leaders will not receive their final unit mission until the WARNO is disseminated after COA approval or after the OPORD. Effective leaders do not wait until their higher headquarters completes planning to begin their planning. Using all information available, Army leaders develop their unit mission as completely as they can. They focus on the mission, commander’s intent, and concept of operations of their higher and next higher headquarters. They pick out the major TASKs their unit will probably be assigned and develop a mission statement based on information they have received. At this stage, the mission may be incomplete. For example, an initial mission statement could be, “First platoon conducts an ambush in the next 24 hours.” While not complete, this information allows subordinates to start preparations. Leaders complete a formal mission statement during TLP step 3 (make a tentative plan) and step 6 (complete the plan).

4.1.2.1.2 Allocate the Available Time

Based on what they know, Army leaders estimate the time available to plan and prepare for the mission. They begin by identifying the times at which major planning and preparation events, including rehearsals, must be complete. Reverse planning helps them do this. Army leaders identify the critical times specified by higher headquarters and work back from them, estimating how much time each event will consume. Leaders ensure that all subordinate echelons have sufficient time for their own planning and preparation needs. A general rule of thumb for leaders at all levels is to use no more than one-third of the available time for planning and issuance of the OPORD. Leaders allocate the remaining two-thirds of it to subordinates.

4.1.2.2 Issue a Warning Order (WARNO)

As soon as Army leaders finish their initial assessment of the situation and available time, they issue a WARNO. Leaders do not wait for more information. They issue the best WARNO possible with the information at hand and update it as needed with additional WARNOs.

The WARNO contains as much detail as possible. It informs subordinates of the unit mission and gives them the leader’s time line. Army leaders may also pass on any other instructions or information they think will help subordinates prepare for the new mission. This includes information on the enemy, the nature of the higher headquarters plan, and any specific instructions for preparing their units. The most important thing is that leaders not delay in issuing the initial WARNO. As more information becomes available, leaders can -- and should -- issue additional WARNOs.

4.1.2.3 Make a Tentative Plan

4.1.2.3.1 Analyze the Mission

To frame the tentative plan, Army leaders perform mission analysis. This mission analysis follows the METT-TC format, continuing the initial assessment performed in TLP step 1. FM 6-0 discusses the factors of METT-TC.

The product of this part of the mission analysis is the restated mission. The restated mission is a simple, concise expression of the essential TASKs the unit must accomplish and the PURPOSE to be achieved. The mission statement states who (the unit), what (the TASK), when (either the critical time or on order), where (location), and why (the PURPOSE of the operation).

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4.1.2.3.2 Develop a Course of Action

Mission analysis provides information needed to develop COAs. The PURPOSE of COA development is simple: to determine one or more ways to accomplish the mission. At lower echelons, the mission may be a single TASK. Most missions and TASKs can be accomplished in more than one way. However, in a time-constrained environment, Army leaders may develop only one COA. Normally, they develop two or more. Army leaders do not wait for a complete order before beginning COA development. They develop COAs as soon as they have enough information to do so. Usable COAs are suitable, feasible, acceptable, distinguishable, and complete. To develop them, leaders focus on the actions the unit takes at the objective and conducts a reverse plan to the starting point.

4.1.2.4 Initiate Movement

Army leaders initiate any movement necessary to continue mission preparation or position the unit for execution, sometimes before making a tentative plan. They do this as soon as they have enough information to do so, or when the unit is required to move to position itself for a TASK. This is also essential when time is short. Movements may be to an assembly area, a battle position, a new AO, or an attack position. They may include movement of reconnaissance elements, guides, or quartering parties. Army leaders often initiate movement based on their tentative plan and issue the order to subordinates in the new location.

4.1.2.5 Conduct Reconnaissance

Whenever time and circumstances allow, Army leaders personally observe the AO for the mission. No amount of intelligence preparation of the battlefield (IPB) can substitute for firsthand assessment of METT-TC from within the AO. Unfortunately, many factors can keep leaders from performing a personal reconnaissance. The minimum action necessary is a thorough map reconnaissance, supplemented by imagery and intelligence products. In some cases, subordinates or other elements (such as scouts) may perform the reconnaissance for the leader while the leader completes other TLP steps.

Army leaders use the results of the wargame to identify information requirements. Reconnaissance operations seek to confirm or deny information that supports the tentative plan. They focus first on information gaps identified during mission analysis. Army leaders ensure their leader’s reconnaissance complements the higher headquarters reconnaissance plan. The unit may conduct additional reconnaissance operations as the situation allows. This step may also precede making a tentative plan if there is not enough information available to begin planning. Reconnaissance may be the only way to develop the information required for planning.

4.1.2.6 Complete the Plan

During this step, Army leaders incorporate the result of reconnaissance into their selected COA to complete the plan or order. This includes preparing overlays, refining the indirect fire target list, coordinating combat service support and command and control requirements, and updating the tentative plan as a result of the reconnaissance. At lower levels, this step may entail only confirming or updating information contained in the tentative plan. If time allows, Army leaders make final coordination with adjacent units and higher headquarters before issuing the order.

4.1.2.7 Issue the Operations Order (OPORD)

Small unit orders are normally issued verbally and supplemented by graphics and other control measures. The order follows the standard five-paragraph format OPORD format. Typically, Army leaders below company level do not issue a commander’s intent. They reiterate the intent of their higher and next higher commander.

The ideal location for issuing the order is a point in the AO with a view of the objective and other aspects of the terrain. The leader may perform a leader’s reconnaissance, complete the order, and then summon subordinates to a specified location to receive it. Sometimes security or other constraints make it infeasible to issue the order on the terrain; then Army leaders use a sand table, detailed sketch, maps, and other products to depict the AO and situation.

4.1.2.8 Supervise and Refine

Throughout TLP, Army leaders monitor mission preparations, refine the plan, perform coordination with adjacent units, and supervise and assess preparations. Normally unit SOPs state individual responsibilities and the sequence of preparation activities. Army leaders supervise subordinates and inspect their personnel and equipment to ensure the unit is ready for the mission.

Army leaders refine their plan based on continuing analysis of their mission and updated intelligence. Most important, Army leaders know that they create plans to ensure all their subordinates focus on accomplishing the same mission within the commander’s intent. If required, they can deviate from the plan and execute changes based on battlefield conditions and the enemy. Army leaders oversee preparations for operations. These include inspections, coordination, reorganization, fire support and engineer activities, maintenance, resupply, and movement. The requirement to supervise is continuous; it is as important as issuing orders. Supervision allows Army leaders to assess their

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subordinates’ understanding of their orders and determine where additional guidance is needed. It is crucial to effective preparation.

A crucial component of preparation is the rehearsal. Rehearsals allow Army leaders to assess their subordinates’ preparations. They may identify areas that require more supervision. Army leaders conduct rehearsals to:

• Practice essential TASKs • Identify weaknesses or problems in the plan • Coordinate subordinate element actions • Improve soldier understanding of the concept of operations • Foster confidence among soldiers

4.2 METT-TC4.2.1 Concept – METT-TC is an acronym used to establish a framework for analyzing individual

missions based on critical aspects, regardless of the mission type or level of unit executing the mission.

4.2.2 Structure

4.2.2.1 Mission - leaders analyze the higher headquarters WARNO or OPORD to determine how their unit contributes to the higher headquarters mission:

Higher Headquarters Mission and Commander’s Intent Higher Headquarters Concept of Operations Specified, Implied, and Essential TASKs Constraints

The product of this part of the mission analysis is the restated mission. The restated mission is a simple, concise expression of the essential TASKs the unit must accomplish and the PURPOSE to be achieved. The mission statement states who (the unit), what (the TASK), when (either the critical time or on order), where (location), and why (the PURPOSE of the operation).

4.2.2.2 Enemy – with the restated mission as the focus, Army leaders continue the analysis with the enemy. For small unit operations, Army leaders need to know about the enemy’s composition, disposition, strength, recent activities, ability to reinforce, and possible COAs.

4.2.2.3 Terrain and Weather

Analyzing the mission through the military aspects of terrain (OKOCA):

Observation and Fields of Fire Key Terrain Obstacles Cover and Concealment Avenues of Approach

There are five military aspects of weather (see FM 34-130):

Visibility Winds Precipitation Cloud Cover Temperature/Humidity

4.2.2.4 Troops and Support Available – Perhaps the most important aspect of a mission is determining the combat potential of one’s own force. Army leaders know the status of their Soldiers’ morale, their experience and training, and their strengths and weaknesses. This analysis also include equipment available:

Machine gun (M60/M240) Claymore Binoculars AT-4 Litters/SKEDCOs Grenades EPW Handling Kit

4.2.2.5 Time Available – Army leaders not only appreciate how much time is available, they understand the time-space aspects of preparing, moving, fighting, and sustaining. They view their own TASKs and enemy actions in relation to time. They know how long it takes under such conditions to prepare for certain TASKs (prepare orders, rehearsals, etc.). The leader’s objective is always to provide his subordinates 2/3 of the planning/preparation time (1/3-2/3 rule).

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4.2.2.6 Civil Considerations – how the man-made infrastructure, civilian institutions, and attitudes and activities of the civilian leaders, populations, and organizations within an area of operations influence the conduct of military operations (FM 6-0). Civil considerations are analyzed in terms of six factors (ASCOPE).

Areas Structures Capabilities Organizations People Events

4.3 Military Aspects of the Terrain (OCOKA)4.3.1 Concept

Terrain analysis consists of an evaluation of the military aspects of the battlefield’s terrain to determine its effects on military operations. The military aspects of terrain are often described using the acronym OCOKA.

4.3.2 Structure

4.3.2.1 Observation and Fields of Fire

4.3.2.1.1 Observation

Observation is the ability to see the threat either visually or through the use of surveillance devices. Factors that limit or deny observation include concealment and cover.

4.3.2.1.2 Fields of Fire

A field of fire is the area that a weapon or group of weapons may effectively cover with fire from a given position. Terrain that offers cover limits fields of fire. Terrain that offers both good observation and fields of fire generally favors defensive COAs.

The evaluation of observation and fields of fire allows you to:

• Identify potential engagement areas, or “fire sacks” and “kill zones” • Identify defensible terrain and specific system or equipment positions • Identify where maneuvering forces are most vulnerable to observation and fire

Evaluate observation from the perspective of electronic and optical line-of sight (LOS) systems as well as unaided visual observation. Consider systems such as weapon sights, laser range finders, radars, radios, and jammers. While ground based systems usually require horizontal LOS, airborne systems use oblique and vertical LOS. The same is true of air defense systems. If time and resources permit, prepare terrain factor overlays to aid in evaluating observation and fields of fire. Consider the following:

• Vegetation or building height and density • Canopy or roof closure • Relief features, including micro-relief features such as defiles (elevation tinting techniques are

helpful). • Friendly and threat target acquisition and sensor capabilities • Specific LOSs

4.3.2.2 Cover and Concealment

4.3.2.2.1 Cover

Cover is protection from the effects of direct and indirect fires. Ditches, caves, river banks, folds in the ground, shell craters, buildings, walls, and embankments provide cover.

4.3.2.2.2 Concealment

Concealment is protection from observation. Woods, underbrush, snowdrifts, tall grass, and cultivated vegetation provide concealment.

The evaluation of cover and concealment aids in identifying defensible terrain, possible approach routes, assembly areas, and deployment and dispersal areas. Use the results of the evaluation to:

• Identify and evaluate AAs • Identify defensible terrain and potential battle positions • Identify potential assembly and dispersal areas

4.3.2.3 Obstacles

Obstacles are any natural or man-made terrain features that stop, impede, or divert military movement. An evaluation of obstacles leads to the identification of mobility corridors. This in turn helps identify defensible terrain and AAs. To evaluate obstacles:

• Identify pertinent obstacles in the Area of Interest • Determine the effect of each obstacle on the mobility of the evaluated force • Combine the effects of individual obstacles into an integrated product

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4.3.2.4 Key Terrain

Key terrain is any locality or area the seizure, retention, or control of which affords a marked advantage to either combatant. Key terrain is often selected for use as battle positions or objectives. Evaluate key terrain by assessing the impact of its seizure, by either force, upon the results of battle.

A common technique is to depict key terrain on overlays and sketches with a large “K” within a circle or curve that encloses and follows the contours of the designated terrain. On transparent overlays use a color, such as purple, that stands out.

In the offense, key terrain features are usually forward of friendly dispositions and are often assigned as objectives. Terrain features in adjacent sectors may be key terrain if their control is necessary for the continuation of the attack or the accomplishment of the mission. If the mission is to destroy threat forces, key terrain may include areas whose seizure helps ensure the required destruction. Terrain that gives the threat effective observation along an axis of friendly advance may be key terrain if it is necessary to deny its possession or control by the threat.

In the defense, key terrain is usually within the AO and within or behind the selected defensive area.

4.3.2.5 Avenues of Approach

An Avenue of Approach (AA) is an air or ground route that leads an attacking force of a given size to its objective or to key terrain in its path.

During offensive operations, the evaluation of AAs leads to a recommendation on the best AAs to the command’s objective and identification of avenues available to the threat for withdrawal or the movement of reserves.

During the defense, identify AAs that support the threat’s offensive capabilities and avenues that support the movement and commitment of friendly reserves.

4.4 Orders4.4.1 WARNO

The WARNO serves as a notice of an upcoming mission and OPORD. It’s also important because it allows troops to prepare mentally and physically. Experienced troops and leaders know from the mission statement what TASKs will likely be required. They begin to ready any special equipment as well as their standard equipment. The troops also prepare themselves mentally, going over the TASKs or lessons learned from previous experience and conducting battle drills or TASK rehearsals. Finally, the troops can pace themselves to some extent, getting sleep and food prior to the mission.

The warning order is a preliminary notice of an order or action which is to follow. It helps subordinate units and staffs prepare for new missions. WARNOs increase subordinates’ planning time, provide details of the impending operations, and detail events that accompany preparation and execution.

At a minimum, the WARNO provides answers to the following questions:

• Who is involved in the mission? How will the element be task organized?• What is the TASK to be accomplished? • Why are we performing this mission? • When is the start time and location of the OPORD?

4.4.2 OPORD

4.4.2.1 An operation order is a directive issued by a commander to subordinate commanders for the PURPOSE of effecting the coordinated execution of an operation (JP 1-02). It is the detailed plan of the mission, including the scheme of fire and maneuver, and the commander’s intent. All Soldiers need to understand what is expected of them, what their specific role is in the mission, and how each fits into the “bigger picture.” Rehearsals of actions on the objective allow each troop to see that big picture and where everyone will be physically located.

4.4.2.2 Traditionally called the five paragraph field order, an OPORD contains, as a minimum, descriptions of the following:

• TASK organization • Situation • Mission • Execution • Administrative and logistic support • Command and signal for the specified operation • OPORDs always specify an execution date and time

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4.4.3 5-Paragraph OPORD Format

1. Situation:

A. Enemy Identify enemy forces and assess their general capabilities. Describe the enemy’s disposition, location, strength, and probable courses of action. Identify known or potential threats and adversaries within the AO.

B. Friendly Forces(1) Higher Msn (2 UP) Identify the higher headquarters two levels up, with their mission and purpose(2) Higher Msn (1 UP) Identify the higher headquarters one levels up, with their mission and purpose

(3) Adjacent Units(a) Adj Unit Identify and state the missions of adjacent units and other units whose actions have a significant impact on the overall operation

C. Civil Considerations Describe the critical aspects of the civil situation that impact operations. Refer to Intelligence as needed.D. Attach & Detach List units attached to or detached from the issuing headquarters.

2. Mission State the unit’s mission—a short description of TASK and PURPOSE for the unit. Should cover who, what, when, where, and why3. Execution

Commander’s IntentPurpose: Clearly and concisely state the reason for conducting the operation *Key Tasks: State the actions to be performed by designated sub-elementsEnd State: Describe what constitutes the success of an operation and provide the purpose and conditions that define that desired state

A. Concept(1) Scheme of

Maneuver

Describe the employment of units within the context of the operation. Provide the primary tasks of maneuver units conducting the decisive operation and the purpose of each. Next, state the primary tasks of maneuver units conducting shaping operations, including security operations, and the purpose of each. For offensive operations, identify the form of maneuver. For defensive operations, identify the type of defense. For stability operations, describe the role of maneuver units by primary stability tasks. If the operation is phased, identify the main effort by phase. Identify and include priorities for the reserve.

(2) Scheme of Fires Describe the use of fires to support the concept of operations with emphasis on the scheme of maneuver. State the fire support tasks and the purpose of each task. State the priorities for, allocation of, and restrictions on fires.

B. Tasks to Man UnitsState the task assigned to each unit that reports directly to the headquarters issuing the order. Each task must include who (the subordinate unit assigned the task), what (the task itself), when, where, and why (purpose). Use a separate subparagraph for each unit. List units in task organization sequence. Place tasks that affect two or more units in paragraph 3.j (Coordinating Instructions)

C. Coord Inst. List only instructions and tasks applicable to two or more units not covered in unit SOPs. List rules of engagement, essential elements of friendly information (EEFIs), and commander’s critical information requirements (CCIRs) here.

Timeline State the time or condition when the OPORD becomes effective and list the overall timeline of the operation.4. Sustainment

A. Logistics Identify ration cycle (M=MRE, A=Hot Prepared Meal)B. Personnel Identify enemy prisoner of war (EPW) collection point locations (your unit and 1 level up)C. Health Sys Support Identify casualty collection point (CCP) locations (your unit and 1 level up)

5. Command & ControlA. Command Identify the commander’s location (your unit and 1 level up) and the succession of command (your unit)B. Control Identify Command Post location (your unit and 1 level up)C. Signal Identify call signs, challenge and password, number combination, and running password

Figure 4-6 - Standard 5-Paragraph OPORD13

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4.4.4 FOOM / Cartoon Format

Figure 4-7 - FOOM / Cartoon OPORD Page 1

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Figure 4-8 - FOOM / Cartoon OPORD Page 2

4.4.5 FRAGO

The FRAGO is an adjustment to an existing OPORD. There are many reasons an order might need adjusting. Most commonly, a FRAGO is issued due to a significant change in the situation on the ground or for clarifying instructions. It is issued after an OPORD to change or modify that order or to execute a branch or a sequel to that order.

FRAGOs differ from OPORDs only in the degree of detail provided. They address only those parts of the original OPORD that have changed. FRAGOs refer to previous orders and provide brief and specific instructions.

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FRAGOs include all five OPORD paragraph headings. After each heading, state either new information or “no change.” As such, this information depends on the specifics of the tactical situation. FRAGO may include:

• Updates to the enemy or friendly situation • Changes to the scheme of maneuver • Coordinating and clarifying instructions • Expanding the mission TASKs (branches and sequels)

4.5 Rehearsals4.5.1 Overview

The key to rehearsals is that they are 1) interactive and 2) focused. When rehearsing a play, the director of said play does not describe what should happen and recite all of the lines. During a theatrical rehearsal all of the actors recite their own lines to ensure everyone knows the script. The same is true in Army rehearsals. It is important that the exercise remains centered on the subordinate leaders “acting out” their parts and does not devolve into the person running the rehearsal regurgitating the OPORD. Additionally, there is never enough time to rehearse everything. Leaders must prioritize rehearsals to ensure sufficient time is dedicated to the most important TASKs. Squad and Patrol rehearsals should always start with actions on the objective, then move to other friction points the leader identifies.

The format of any of the following rehearsals is as follows:

• The leader “sets the stage” by identifying the start point (i.e. for a rehearsal of actions on the objective for an ambush, “Alpha Team has reached the release point en route to their ambush positions. Alpha Team Leader, at this time what is your TASK and PURPOSE, and what are your actions and orders”)

• Subordinate leaders then describe, for this part of the operation, the following

Description Example

TASK TASK given to them for this portion of the operation

“Alpha Team’s TASK for this part of the operation is to establish left and right security”

PURPOSE PURPOSE the given TASK is intended to meet “In order to prevent enemy counter-attack against the assault element (Bravo Team)”

Actions What the leader will personally do “I will signal my team to move from a wedge formation into the left and right security teams”

Orders What the leader will direct his unit to do

“Left security will move to the location to the left of the assault element identified in the leader’s recon of the objective. Right security will move to the location to the right of the assault element identified in the leader’s recon of the objective.”

• This format continues until the leader is satisfied that his subordinates fully understand their role for this part of the operation and how they fit into the overall scheme of maneuver.

4.5.2 Full-Dress Rehearsal

A full-dress rehearsal produces the most detailed understanding of the operation. It involves every participating soldier and system. If possible, organizations execute full-dress rehearsals under the same conditions-weather, time of day, terrain, and use of live ammunition-that the force expects to encounter during the actual operation.

• Time. Full-dress rehearsals are the most time consuming of all rehearsal types. For companies and smaller units, the full-dress rehearsal is the most effective technique for ensuring all involved in the operation understand their parts. However, brigade and TASK force commanders consider the time their subordinates need to plan and prepare when deciding whether to conduct a full-dress rehearsal.

• Echelons involved. A subordinate unit can perform a full-dress rehearsal as part of a larger organization’s reduced-force rehearsal.

• OPSEC. Moving a large part of the force may attract enemy attention. Commanders develop a plan to protect the rehearsal from enemy surveillance and reconnaissance. One method is to develop a plan, including graphics and radio frequencies, that rehearses selected actions but does not compromise the actual OPORD. Commanders take care to not confuse subordinates when doing this.

• Terrain. Terrain management for a full-dress rehearsal can be difficult if it is not considered during the initial array of forces. The rehearsal area must be identified, secured, cleared, and maintained throughout the rehearsal.

4.5.3 Key Leader Rehearsal

A Key Leader rehearsal involves only key leaders of the organization and its subordinate units. It normally takes fewer resources than a full-dress rehearsal. The commander first decides the level of leader involvement. The selected leaders then rehearse the plan while traversing the actual or similar terrain. A reduced-force rehearsal may be used to prepare key leaders for a full-dress rehearsal.

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• Time. A reduced-force rehearsal normally requires less time than a full-dress rehearsal. Commanders consider the time their subordinates need to plan and prepare when deciding whether to conduct a reduced-force rehearsal.

• Echelons involved. A small unit can perform a full-dress rehearsal as part of a larger organization’s reduced-force rehearsal.

• OPSEC. A reduced-force rehearsal is less likely to present an OPSEC vulnerability than a full-dress rehearsal because the number of participants is smaller. However, the number of radio transmissions required is the same as for a full-dress rehearsal and remains a consideration.

• Terrain. Terrain management for the reduced-force rehearsal can be just as difficult as for the full-dress rehearsal. The rehearsal area must be identified, secured, cleared, and maintained throughout the rehearsal.

• Terrain Model Rehearsal. The terrain-model rehearsal takes less time and fewer resources than a full-dress or reduced-force rehearsal. It is the most popular rehearsal technique. An accurately constructed terrain model helps subordinate leaders visualize the commander’s intent and concept of operations. Time. Often, the most time-consuming part of this technique is constructing the terrain

model. This will be delegated to another member of the squad/patrol (not the PL/SL). Terrain. Terrain management is less difficult than with the previous techniques. An

optimal location overlooks the terrain where the operation will be executed. Other Visual. If other higher level resources are available (i.e. imagery of the objective

area), the can be used in lieu of or in conjunction with a terrain model.

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4.5.4 Terrain Model

4.5.4.1 Terrain Model Overview. The terrain model is an outstanding visual means used during the planning process to communicate the patrol routes and also detailed actions on the objective. At a minimum, the first terrain model is required during planning to display routes to the objective and to highlight prominent terrain features the patrol will encounter during movement. A second terrain model is usually constructed of the objective area, enlarged to a sufficient size and detail to brief the patrol’s actions on the objective.

4.5.4.1.1 Checklist.

(1) Identify a location for your terrain model. The area should be relatively clear and free of objects that may be confused with parts of your terrain model. The area must have enough room for both terrain models (broad view and objective)

(2) North-seeking arrow. Identify magnetic north and place your north-seeking arrow accordingly.

(3) Grid lines. Identify grid lines that bisect your locations and place them to scale in your terrain model area.

(4) Objective location. Identify the objective location on the primary terrain model. Significant detail of the objective area is not required for the broad view terrain model. The majority of the detail for the objective will be on the objective terrain model.

(5) Exaggerated terrain relief, water obstacles. Start detailed replication of the terrain with the terrain that impacts the mission or aids movement to the objective area. (i.e. streams you will cross, roads you will handrail, etc.)

(6) Identify friendly boundaries.

(7) Friendly patrol locations. Pull these from paragraph 1 of the OPORD.

(8) Known or suspected enemy locations. Pull these from paragraph 1 of the OPORD.

(9) Targets (indirect fires, including grid and type of round).

(10) Routes, primary and alternate.

(11) Planned RPs (ORP, L/URP, Planned ERP).

(12) Danger areas (roads, trails, open areas).

(13) Legend.

(14) Blowup of objective area.

4.5.4.1.2 Materials. The following are some field-expedient techniques to aid in terrain model construction:

(1) Use a 3 x 5 card, MRE box, or piece of paper to label the objective or key sites.

(2) Grid lines can be made using string from the guts of 550 cord or colored tape. (Grid lines are identified by writing numbers on small pieces of paper.)

(3) Trees and vegetation are replicated by using moss, green or brown spray paint, pine needles, crushed leaves, or cut up grass.

(4) Water is designated by blue chalk, blue spray paint, blue yarn, tin foil, or MRE creamer.

(5) North seeking arrows are made from sharpened twigs, pencils, or colored yarn.

(6) Enemy positions are designated using red yarn, M-16 rounds, toy Soldiers, or poker chips.

(7) Friendly positions such as security elements, support by fire, and assault elements are made using M-16 rounds, toy Soldiers, poker chips, small MRE packets of sugar and coffee, or pre-printed acetate cards.

(8) Small pieces of cardboard or paper can identify target reference points and indirect fire targets. Ensure grids are shown for each point.

(9) Breach, support by fire, and assault positions are made using colored yarn or string so that these positions can be easily identified.

(10) Bunkers and buildings are constructed using MRE boxes or tongue depressors/sticks.

(11) Perimeter wire is constructed from a spiral notebook.

(12) Key phase lines are constructed with colored string or yarn.

(13) Trench lines are replicated by colored tape or yarn, by digging a furrow and coloring it with colored chalk or spray paint.

Note: All symbols used on the terrain model must be clearly identified in the legend.

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4.6 ROTC Timelines and Recommended Priorities of Work4.6.1 Squad Lanes

Figure 4-9 - Squad Lanes Timeline and Key Leader Distribution of Work

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ROTC Timelines and Recommended Priorities of Work


4.6.2 Patrol Lanes

Figure 4-10 - Patrol Lanes Timeline20



Figure 4-11 - Patrol Lanes Key Leader Distribution of Work21



Section 5 Assembly Area Operations and Movement5.1 Assembly Area Operations (All operations)

5.1.1 Overview.

The primary purpose for assembly area operations is planning, preparation, and rehearsal of future operations. This is where the leaders conduct the majority of their Troop Leading Procedures (see paragraph 4.1). The leaders’ key tasks in the assembly area are:

Establish Security Establish TASK, PURPOSE, and Priorities of Work for subordinates Conduct necessary mission planning Supervise mission preparation (Pre Combat Checks and Inspections) Conduct Rehearsals

Figure 5-12 - Cartoon Order (Example Phase 1)

5.1.2 Security

Throughout ROTC Fire Battalion Cadets will use strongpoint security while in an assembly area, during security halts, and in ORPs. Cadets from other programs may use different methods to establish security, but strongpoint security is recommended due to its simplicity of execution and standardization.

Strongpoint security consists of establishing “buddy team” positions throughout the perimeter rather than individual positions. This allows leaders to remove individual Soldiers from the perimeter without having to adjust personnel in order to maintain 360 degree security.

5.1.2.1 Squad Security

With the direction of travel being the 12 o’clock position, the squad establishes “buddy team” positions at 10 o’clock, 2 o’clock, 4 o’clock, and 8 o’clock positions. Under a standard dismounted infantry squad. The A Team Leader and A Team Automatic Rifleman occupy the 10 o’clock position, the A Team Grenadier and the A Team Rifleman occupy the 2 o’clock position, the B Team Leader and the B Team Automatic Rifleman occupy the 4 o’clock position, the B Team Grenadier and the B Team Rifleman occupy the 8 o’clock position, and the squad leader occupies the center of the formation. If the squad has an attached machine gun team, the squad leader would position the team nearest the greatest threat to the squad (i.e. a high-speed avenue of approach to the squad’s 9 o’clock would warrant collocating the machine gun team with the 10 o’clock position, the 8 o’clock position, or creating its own position at the 9 o’clock – whichever provides the best over watch of the high-speed avenue of approach.)

During many Army ROTC field exercises there are typically more than four individuals per team. Under situations like that, then the team leader is able to stay off the perimeter and focus on preparing their soldiers.

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Consolidation and Reorganization Overview


Figure 5-13 - Squad Security at the Halt

5.1.2.2 Patrol Security

Patrol security is established in the same manner as squad security with 4-man teams at each position rather than 2-man teams. Fire Team integrity is not maintained in order to facilitate removing Soldiers for planning, rehearsals, recons, etc.

Figure 5-14 - Patrol Security at the Halt

5.1.3 TASK, PURPOSE, and Priorities of Work

Providing PURPOSE and direction for subordinates is one of the fundamental duties of leaders in the Army. Leaders do this by establishing TASK, PURPOSE, and priorities of work for their subordinates at all times.

A TASK is a clearly defined and articulated assignment. These range from universally defined Tactical Mission TASKS (i.e. secure, control, etc. See FM 3-90 Tactics) to mundane chores that must be accomplished (i.e. sweep the motor pool bay floor). The important point is that the TASK is presented to the subordinate by the leader in a way that is clear and concise.

The PURPOSE is the reason the leader is assigning the TASK to the subordinate. This should describe for the subordinate how their task fits into the larger scheme of maneuver.

Priorities of work are generally used when a unit is at the halt (i.e. assembly area, security halt, ORP, etc.) Priorities of work provide a common understanding, between leader and subordinate, of the relative importance of TASKS the subordinate is to accomplish (the assumption is that the more important TASKS will be higher in priority).

5.1.4 Mission Planning.

The assembly area is the primary location for mission planning. The leader will conduct his Troop Leading Procedures (see paragraph 4.1) culminating in an OPORD and rehearsal of the mission.

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5.1.5 Mission Preparation.

This consists of preparing men (gender neutral sense), weapons, and equipment (MWE) for the upcoming operation. The process we have for this is Pre-Combat Checks (PCC) and Pre-Combat Inspections (PCI). Pre-Combat Checks are conducted by individuals at the lowest levels. Soldiers will make sure they have replenished their first aid kits or topped off their canteens with fresh water before a mission. These are examples of PCCs. Leaders going through and “spot-checking” their Soldiers attention to detail while conducting PCCs is known as a PCI, not micromanagement.

5.1.6 Rehearsals.

Rehearsals in the Assembly Area consist of special team rehearsals and unit rehearsals. Unit rehearsals are discussed in paragraph 4.5 of this document. Special team rehearsals are generally at the fire team level and below. Examples of special teams rehearsals include, but are not limited to:

Enemy Prisoner of War (EPW) Search Aid and Litter (A&L) Teams Demolition (Demo) Teams Civilians on the Battlefield (COB) Teams

5.2 Movement to the Objective (All operations)5.2.1 Overview

Movement to the objective is generally the same process no matter the operation. The only exceptions you will encounter in ROTC will be the Reconnaissance mission and the Movement to Contact (MTC) mission. The general process is as follows:

Cross the Line of Departure Conduct SLLS Establish Short Halt Posture / Long Halt Posture Conduct a Leader’s Recon of the Objective Rally Point (ORP) (Not used in MTC) Secure the ORP (Not used in MTC) Occupy the ORP (Not used in MTC) Prepare for the Leader’s Recon of the OBJ (Not used in Recon or MTC) Conduct Leader’s Recon of the OBJ (Not used in Recon or MTC)

Figure 5-15 - Cartoon Order (Example Phase 2)

5.2.2 Cross the Line of Departure (LD)

“1. In land warfare, a line designated to coordinate the departure of attack elements. 2. In amphibious warfare, a suitably marked offshore coordinating line to assist assault craft to land on designated beaches at scheduled times. (Army) A phase line crossed at a prescribed time by troops initiating an offensive operation. Also called LD.” (See FM 1-02)

LD, for a situational training exercise (STX), is the moment you depart the AA heading towards your objective. When you cross the LD, all prior mission preparation should be complete as stated above in Assembly Area Operations.

5.2.3 Conduct SLLS

Leaders base their selection of crossing LDAs, location of ORPs, location of security halts, and particular movement techniques (traveling, traveling over watch, or bounding over watch) on the likelihood of enemy contact and the requirement for speed. However, a unit’s ability to move depends

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on its movement skill. Stopping to acclimate to your surroundings is one way to help identify the presence of enemy. SLLS (stop, look, listen, and smell) is the preferred method of becoming acclimated to your surroundings.

Stop the formation in the short halt, everyone is on a knee pulling security. The signal is given by the element’s leader signifying the start of SLLS. Once SLLS has begun everyone stays still and follows the following guidelines.

Look for signs of the enemy. Avoid cleared, open areas and tops of hills and ridges. Listen when birds or animals are alarmed (the enemy may be nearby). Listen for vehicles, people

talking, or anything that suggests that the enemy is near. Smell for odors such as petroleum, smoke, and food; they are additional signs of the enemy’s

presence. (See FM 3-21.75)

SLLS is a technique, that when used properly can help units identify proper avenues of approach and locate the enemy before they locate you. Although used inappropriately, or too often, it can unnecessarily slow a unit’s movement.

5.2.4 Establish Short Halt Posture (SHP) / Long Halt Posture (LHP)

During movement elements need to stop for varying amounts of time. Depending on the amount of time halted determines the posture the element takes.

Short Halt Posture (SHP)

Anytime a tactical movement formation stops, individual Soldiers immediately assume the Short Halt Posture. Soldiers take a knee behind the best cover and concealment immediately available, maintain their rucksacks on their backs, weapon at the ready, and scan their assigned sectors of fire.

Long Halt Posture (LHP)

If the leader knows they will be in a location for longer than five minutes they should have their Soldiers assume the long halt posture. Soldiers take their rucksacks off placing them frame down, assume a prone position behind cover and concealment, and scan their assigned sectors of fire.

5.2.5 Conduct the Leader’s Recon of the Objective Rally Point (ORP) (Issue 5-Point Contingency Plan)

If time allows, prior to establishing an ORP, the leadership will conduct a reconnaissance of the ORP. The unit’s leader will establish a security halt prior to the ORP. The leader will take at least three subordinates with on the reconnaissance of the ORP, two to remain at the ORP and the third to return to the security halt with the leader. The ORP is typically 200 to 400m from the objective, or at a minimum, one major terrain feature away.

Leader’s reconnaissance will conduct the following--

Conduct SLLS and pinpoint location.

Ensure that it meets the characteristics of an ORP.

Easily to identify from the ground Away from natural lines of drift Away from high speed avenues of approach Provides good cover and concealment Provides little to no tactical value for the enemy Defendable for a short period of time.

5.2.6 Secure the ORP (Issue 5-Point Contingency Plan)

After the leader is satisfied with the ORP selection, the leader gives a 5-point contingency plan to the two Soldiers who will remain at the ORP. The two who remain at the ORP should be placed to the six o’clock position, one facing towards the direction the squad will enter from and the other facing the opposite direction. Their feet should be touching, and will utilize a tap code. The tap code allows for the two to have basic communication as they wait for the squad to occupy the ORP.

The tap code should be established prior. A recommended tap code is as follows. One tap, (Check to make sure everything is okay), two taps (I hear something), three taps (I detect enemy).

5.2.7 Occupy the ORP

When the squad arrives at the ORP for the first time, they will enter from the six o’clock. Team leaders are responsible for emplacing their team members into properly covered and concealed positions and allow for interlocking sectors of fire. Securing the ORP is accomplished by establishing strong point security around your perimeter. The strong points should have interlocking sectors of fire. If the ORP is near a high speed avenue of approach, or a natural line of drift, there should be sufficient security oriented in that direction.

If you are under time constraints, you will have to occupy the ORP by force. This simply means that the leader’s reconnaissance of the ORP is not conducted. The squad will walk your directly to where the best ORP location is. When occupying by force you must still consider the characteristics of an ORP.

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Figure 5-16 – Movement, Recon, and Occupation of the ORP

5.2.8 Prepare for the Leader’s Recon of the Objective

As in any reconnaissance, certain preparation of men, weapons, and equipment must be accomplished to ensure the success of the reconnaissance. While at the ORP, those Soldiers going on the reconnaissance must ensure their equipment makes no noise, is not reflective, radios work properly and are set to a low volume, binoculars function properly, and camouflage is properly applied. Once these tasks are complete, Soldiers will position themselves in the ORP.

5.2.9 Conduct the Leader’s Recon of the Objective (Issue 5-Point Contingency Plan)

When Soldiers are prepared to depart the ORP, the leader will give the 5-Point Contingency Plan to the senior subordinate who will be remaining at the ORP and make sure it is disseminated to the entire element to include the leader’s reconnaissance element and the element remaining at the ORP. The Soldiers going on the leader’s reconnaissance of the objective should include the unit’s leader, their RTO, surveillance and overwatch team, and any other personnel the leader deems necessary. The leader’s reconnaissance will be counted when leaving the ORP and will conduct the reconnaissance of the ORP. The leader will first identify a release point when close to the objective. He will leave the majority of the leader’s reconnaissance group there and will take one additional Soldier forward to identify the location of the objective. Once the objective has been located he will emplace the surveillance and overwatch team (S&O team). He will then provide a 5-point contingency plan to the two Soldier team. That plan will identify that the two man team will continue conducting surveillance on the OBJ and will provide supporting fire if the recon team gets engaged, this will allow them to break contact. The S&O team remains in position, the recon team may return to the S&O team requesting a confirmation of status of the OBJ. The S&O team will signify a confirmation of no change, that there has been a change, or that they may want to abort. (An abort would be given if an overwhelmingly large enemy force has arrived on the OBJ). After the leader’s reconnaissance has completed their plan, they will give the S&O team their final 5-point contingency plan (This may be given prior but the time is subject to change at this point). The recon team minus the S&O team will return to the ORP and will be counted back into the perimeter.

5.2.9.1 Movement to Contact

A leader’s reconnaissance is not used for Movements to Contact.

5.2.9.2 Ambush

In an ambush, the leader first identifies the kill zone, followed by the assault location, then the support by fire line, and lastly the security locations. During the reconnaissance the leader may first identify a perfect support by fire line first, if that is the case, he must then also confirm it will work for the other positions.

5.2.9.3 Attack/Raid

In an attack, the leader first identifies the objective, followed by the assault location, looking for any possible enemy obstacles, then the support by fire line, and lastly the security locations.

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5.2.9.4 Reconnaissance

Since the mission is a reconnaissance, a leader’s reconnaissance takes a slightly different approach. The team will typically be comprised of two reconnaissance team, each consisting of two Soldiers, and an S&O team. The leader will identify a rally point and then the objective. Once the OBJ has been identified the leader will identify and communicate a limit of advance (LOA) for each recon team, this LOA will prevent each team from running into the other while conducting their recon. See Reconnaissance.

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Section 6 Actions on the Objective (Squad)6.1 Actions on the Objective (Squad) OverviewCadets in Army ROTC are expected to know the following types of missions at the squad level: movement to contact, ambush, attack, and reconnaissance. During these missions you may encounter additional challenges. See each mission below to learn about the potential branch plans you should have for each of the missions. A branch plan is a contingency plan or course of action (an option built into the basic plan or course of action) for changing the mission to aid success of the current operation, based on anticipated events, opportunities, or disruptions caused by enemy actions.

During an ambush a variable you may face could be unarmed civilians walking into your kill zone. If this happens you should have a branch plan. That branch would be to not fire on the unarmed civilians.

Figure 6-17 - Cartoon Order (Example Phase 3 - Ambush)

6.2 Squad Attack6.2.1 Overview

An attack destroys or defeats enemy forces, seizes and secures terrain, or both. Attacks require maneuver supported by direct and indirect fires. They may be either decisive or shaping operations. Attacks may be hasty or deliberate, depending on the time available for planning and preparation and the type of specified mission. Commanders execute hasty attacks when the situation calls for immediate action with available forces and minimal preparation. They conduct deliberate attacks when there is more time to plan and prepare. Success depends on skillfully massing the effects of all the elements of combat power. Attacks seen at the squad level, for Cadet Command, can be broken up into movement to contact and deliberate attack. A deliberate attack hinges on a leader’s reconnaissance, and initiating contact with the enemy.

During an attack mission, prior to committing any forces the leader MUST assess the enemy situation. During a leader’s reconnaissance or after direct fire contact with the enemy, the leader must make a decision: to attack, withdraw, maintain eyes on the enemy, or establish a support by fire position to allow another friendly element to maneuver on the enemy. If the ratio between the squad and the enemy is 3:1 (Friendly:Enemy) or more the squad leader will communicate to his/her PL and request to conduct a squad attack. If the ratio between the squad and the enemy is less than 3:1 then the squad will establish a squad support by fire, this will allow the platoon to maneuver other squads to conduct a platoon attack.

6.2.2 Branches

1) The objective is larger than a squad can handle. This can be mitigated by utilizing indirect fire assets, or calling the platoon leader and requesting additional forces.

2) The objective does not match mission statement. Instead of the objective having SAPA forces, it may have US Forces or Atropians on the objective. If it does, call higher and inform them of the situation requesting to confirm the presence of friendly forces in the area. If Atropian, confirm that they are not SAPA or aiding SAPA.

3) You receive a casualty during your mission, properly assess a friendly casualty and call up a 9-line MEDEVAC request.

4) Your squad may receive indirect fire (IDF), and must properly react to IDF.

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6.2.3 Squad Attack – Hasty / Movement to Contact

A movement to contact develops the situation and establishes or regains contact. It also creates favorable conditions for subsequent tactical actions. Forces executing this TASK seek to make contact with the smallest friendly force feasible. On contact, the commander has five options: attack, defend, bypass, delay, or withdraw. Movements to contact include search and attack and cordon and search operations (cordon and search operations are not squad missions).

Squad attack is a battle drill. A battle drill is defined as, “A collective action rapidly executed without applying a deliberate decision-making process”. Squad attack is a technique a squad uses to quickly establish fire superiority on an enemy and to maneuver to kill or capture the enemy. This could be used following a react to contact during a movement to contact, or could be the basis of a squad deliberate attack. The basic tenants are the same, locate the enemy, suppress the enemy with a fire team, and use the other fire team to maneuver against the enemy.

6.2.3.1 TASK and PURPOSETypical task organization for a squad is for Team A (lead fire team) to be the Support Team and Team B (trail fire team) to be the Assault Team. The first action is for Team A to establish the Support by Fire (SBF) position, generally to the enemy’s front. The squad leader then maneuvers Team B to the enemy’s flank to establish the Assault Position.

When issuing your operations order, make sure to specify their task and purpose. Alpha Team’s TASK is to FIX the enemy, with the PURPOSE to ALLOW Bravo team freedom of maneuver to DESTROY the enemy. Bravo team’s TASK is to DESTROY the enemy, their PURPOSE will be identical to the squad’s stated purpose in the higher level OPORD.

NOTE: The following squad attack is written for a movement to contact.

6.2.3.2 Locate the Enemy

a. The fire team in contact acquires known and suspected enemy position(s).

b. The fire team leader in contact begins to facilitate C2 by directing giving fire commands.

c. The squad leader moves into a position where he can observe the enemy and can assess the situation.

d. The squad leader requests, through the platoon leader, immediate suppression indirect fires.

e. The squad leader reports the size and location, and any other information to the platoon leader.

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What numbers can’t describe.There are many things that the science of numbers does not take into account. The science has a tough

time accounting for other contributing factors, such as surprise, morale, training, experience etc. Numbers

warfare doesn't do well calculating well-organized raids and ambushes. The science of relative combat

power also excludes the principles of war: objective, offensive, mass, economy of force, maneuver, unity of

command, security, surprise, simplicity. (See FM 3-0)

There are countless examples of Army officers surprising the enemy with fantastic results. Joshua

Chamberlain's counterattack at the battle of Little Big Top was one of the greatest tactical decisions of all

time. He didn't have a three to one advantage. The Great Raid at Cabanatuan used speed, surprise and

organization to overwhelm a Japanese garrison and rescue over 500 POWs. They didn't have a three to one

advantage; in fact, they were at a 127-700 disadvantage (not including the 8,000 Japanese soldiers

patrolling the countryside).

It is a good guideline: try to have three times as many Soldiers as your enemy. This will not always be the

case. We invaded Iraq without obeying this law. Guidelines are good in their place; rules hamstring our

Officers. Remember the rule isn't a law. At LDAC, attacks of any kind will result in a squad attack. The ratio

you will see will be at or close to 3:1.


6.2.3.3 Suppress the Enemy (Point 1 on Figure 6-18 Squad Attack)

a. The squad leader determines if the fire team in contact can gain suppressive fire based on the volume and accuracy of enemy fire. If the answer is yes, the fire team continues to suppress the enemy.

(1) The fire team leader identifies enemy positions and controls his fire team. The fire team destroys or suppresses enemy crew-served weapons first.

(2) Buddy teams fire in sequence so that they are not reloading at the same time.

b. The squad is outmatched and requires help from the rest of the platoon to conduct a platoon attack. The squad leader then deploys the fire team not in contact with the enemy to establish a support by fire position. He reports to the platoon leader. Normally, the squad will become the base of fire element for the platoon. The squad continues to shoot well-aimed fires at the enemy and responds to orders from the platoon leader. (The platoon leader, his RTO, the platoon FO, one machine gun team, the squad leader of the next squad, as well as the weapons squad leader and the other machine gun team, are already moving to begin a platoon attack).

6.2.3.4 Assault (Point 2 on Figure 6-18 Squad Attack)

The determination to assault is dependent on two things: first, can the fire team in contact suppress the enemy? Second, can the fire team not in contact maneuver to the enemy’s flank? If the squad leader identifies that the support can effectively suppress the enemy and that the team not in contact can flank the enemy he will give the order to assault.

a. Location of enemy positions and obstacles.

b. Size of enemy force engaging the squad. (The number of automatic weapons, presence of enemy vehicles, and the employment of indirect fires are indicators of enemy strength.)

c. Vulnerable flank. (The flank that offers the least enemy resistance.)

d. Covered and concealed flanking route to the enemy position.

e. If the answer is yes, the squad leader maneuvers the fire team in the assault.

The squad leader identifies the side he will flank to his support team leader. The squad leader maneuvers back to his team not in contact and issues them quick instructions and leads them on a bold flanking maneuver to the specified flank.

(1) The squad leader directs the fire team in contact to support the movement of the other fire team.

(2) The squad leader controls the maneuver of the squad. He directs the assault team to the following.

(a) Enemy positions and obstacles.

(b) A covered and concealed route to the flank.

(c) Identifies the assault lanes for the team.

(3) The fire team in contact:

(a) Continues to suppress the enemy.

(b) The team leader continues to identify high pay off targets and directs his subordinates with fire commands to destroy those targets.

(4) The squad leader provides command and control (C2) by directing the fire team in contact to support the movement of the other team. He uses any signaling techniques available to identify the status of the maneuver element.

(5) The squad leader requests indirect fires to destroy and isolate enemy positions.

(6) The squad leader leads the assaulting team along the covered and concealed route to the flank of the enemy position.

(7) Upon reaching the last covered and concealed position:

(a) The squad leader positions himself where he can best control his teams.

(b) The squad leader provides C2 signal to the fire team in support to shift fires away from the assaulting team.

(c) The assaulting fire team assaults the enemy position from the blind side and does not mask the fire of the team in support. Assaulting across the objective can be done in many ways and are dependent on the nature of the terrain and the number of enemy positions, as well as the amount of enemy fire being received. Under heavy enemy fire this could be done by bounding one individual at a time along the assault line, while the remainder of the squad provides suppressive fire, under less fire it could be done by bounding a buddy team at a time, or if there is no fire it could be done online.

(d) Soldiers constantly watch for enemy positions and other enemy positions that could be in support of those positions.

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(8) The squad leader ensures that security has been established at the limit of advance for the assault element, and signals for the support to assault across the objective. Once the support has reached their LOA, the squad begins consolidation and reorganization.

Figure 6-18 Squad Attack

6.2.4 Squad Attack - Deliberate

A deliberate operation is conducted with detailed planning. A deliberate squad attack is conducted after having made several considerations.

1. Reconnoiter, pinpoint objective/enemy positions/obstacles.

2. Determine weak points; designate supporting positions.

3. Assign platoon/squad objectives—identify the decisive point.

4. Determine main attack, supporting attack, reserve.

5. Assign breach, support, assault missions.

6. Designate fire control measures.

7. Coordinate indirect/direct fires and CAS to time of attack.

8. Control measures during attack.

9. Secure (ground and air).

10. Consolidate and reorganize.

6.2.4.1 Organization

Typical task organization for a squad is for Team A (lead fire team) to be the Support Team and Team B (trail fire team) to be the Assault Team. The first action is for Team A to establish the Support by Fire (SBF) position, generally to the enemy’s front. The squad leader then maneuvers Team B to the enemy’s flank to establish the Assault Position.

NOTE: The following squad attack is written for a squad deliberate attack.

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6.2.5 Fundamentals

During a deliberate attack you will be expected to establish an ORP for final preparation prior to reaching your objective, conducting a leader’s reconnaissance to determine the exact location of your objective, plan your support by fire location, assault lane, and security positions. See leader’s reconnaissance (Section 5.2.9) for more information.

Note: Since you will be splitting your force, a technique that is often used is making sure to keep your teams organic (those in alpha team remain together as those in bravo team remain together). Your support by fire should have good overwatch over as much of the objective as possible. Since this is the case, your S&O during your leader’s reconnaissance also needs to be in a good overwatch position. It is suggested that your S&O be from your support by fire element. This will allow them to easily rejoin their element as you are emplacing your forces.

6.2.5.1 Departing the ORP to the OBJ

a. Your first goal is to make it to the release point. The lead should be taken by an individual who went on the leader’s reconnaissance and knows exactly where the release point is. The order of march out of the ORP is not critical but should be well distributed for fire power, and could go support, assault. This will make it easier at the release point for splitting your forces.

b. Upon reaching the release point the squad leader will drop off the squad and take one person with him for security. The squad leader will then move to check with the S&O team, who kept eyes on the OBJ while the squad leader was bringing the rest of the squad forward, to confirm, change, or abort the mission. (Confirm nothing has changed, identify that there has been a change on the objective that affects the plan, or abort that something serious has changed and it may no longer be wise to attack.)

c. If there are any changes, the squad leader will brief them to his squad at the release point.

d. If there is a reason to abort (at LDAC there will not be a reason to abort, all objectives only have 2-3 OPFOR), the squad leader will assess the situation and call higher with a SITREP.

6.2.5.2 Positioning the Squad

a. Assuming that there were no major changes, the squad leader will move back to emplace the support by fire in their position and have the S&O rejoin their element.

Technique - A quick technique for this is to have brought your support team leader with you on the leader’s reconnaissance, you would have explained to him how you want the support position to be established, along with the left and right limits. You could have him take his element to their positions while you move into position with your assault.

b. If time allows the squad leader can place his team and orient them on the objective, identifying key targets to the support team leader, along with his left and right limits, and confirming the side he will assault from.

c. The support team leader will ensure his entire team has their sectors of fire, and know their left and right limits.

d. The squad leader moves back to the release point and takes his assault element on a bold flanking maneuver to the enemy’s flank. Once there he assigns assault lanes to each Soldier.

Technique – If terrain does not allow for a stealth approach for the assault team, the support by fire can begin suppressing the enemy to allow the assault team to maneuver into position free from enemy fire.

6.2.5.3 Assault

The fire team initiates fire based of the predetermined signal or time. The support by fire team will engage the objective with a high volume of fire for a predetermined amount of time (depending on the amount of ammo and strength of the enemy.

a. The support team leader continues to identify high pay off targets and directs his subordinates with fire commands to destroy those targets.

b. The squad leader provides C2 by directing the support fire team to support the movement of the other team. He uses any signaling techniques available to identify the status of the maneuver element.

c. Upon reaching the last covered and concealed position:



(c) The assaulting fire team assaults the enemy position from the blind side and does not mask the fire of the team in support. Assaulting across the objective can be done in many ways and are dependent on the nature of the terrain and the number of enemy positions, as well as the amount of enemy fire being received. Under heavy enemy fire this could be done by bounding one individual at

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a time along the assault line, while the remainder of the squad provides suppressive fire, under less fire it could be done by bounding a buddy team at a time, or if there is no fire it could be done online.



6.3 Squad Ambush6.3.1 Overview

An ambush is a form of attack by fire or other destructive means from concealed positions on a moving or temporarily halted enemy. It may include an assault to close with and destroy the engaged enemy force. In an ambush, ground objectives do not have to be seized and held, and will have a planned withdrawal.

6.3.2 Branches

1) Higher may call accelerating the time of the ambush. This will force you to conduct a hasty ambush.

2) Armed or Unarmed Civilians move into kill zone, you will have to ensure that no one shoots until they have positive identification of enemy in the kill zone.

3) Enemy does not die in ambush, they throw weapons down and surrender or are wounded. As the squad moves across the OBJ the squad member who has the surrendering enemy in their lane will secure that EPW with the support of a buddy.

6.3.3 Organization.

A typical ambush organizes into a Security Element, Support Element, and Assault Element. Squad ambushes task organize into a Security Element and a Support/Assault Element. For the Squad, Support and Assault are combined because a Squad is not large enough to organize into three distinct elements.

6.3.4 Security

TASK – The Security Element’s primary TASK during actions on the objective is to secure the Support/Assault Element. The tactical mission task secure means preventing a unit from being damaged or destroyed as a result of enemy action (FM 1-02). This means the primary focus of the Security Element is to prevent enemy reinforcements from affecting the Support/Assault’s mission of destroy.

6.3.5 Fundamentals

During a deliberate attack you will be expected to establish an ORP for final preparation prior to reaching your objective, conducting a leader’s reconnaissance to determine the exact location of your objective, plan your support by fire location, assault lane, and security positions. See leader’s reconnaissance (Section 5.2.9) for more information.

Note: Since you will be splitting your force, a technique that is often used is making sure to keep your teams organic (those in alpha team remain together as those in bravo team remain together). Your support by fire should have good overwatch over as much of the objective as possible. Since this is the case, your S&O during your leader’s reconnaissance also needs to be in a good overwatch position. It is suggested that your S&O be from your support by fire element. This will allow them to easily rejoin their element as you are emplacing your forces.






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6.3.5.2 Positioning the Squad

a. Assuming that there were no major changes the squad leader will move back to emplace the support by fire in their position and have the S&O rejoin their element.

Technique - A quick technique for this is to have brought your support team leader with you on the leader’s reconnaissance, you would have explained to him how you want the support position to be, along with the left and right limits. You could have him take his element to their positions while you move into position with your assault.

b. If time allows the squad leader can place his team and orient them to the objective, identifying key targets to the support team leader, along with his left and right limits, and confirming the side he will assault from.

c. The support team leader will ensure his entire team has their sectors of fire, and know their left and right limits.

d. The squad leader moves back to the release point and takes his assault element in a bold flanking maneuver to the enemy’s flank. Once there he assigns assault lanes to each Soldier.

Technique – If terrain does not allow for a stealth approach for the assault team, the support by fire can begin suppressing the enemy to allow the assault team to maneuver into position free from enemy fire.

6.3.5.3 Assault

The fire team initiates fire based of the predetermined signal or time. The support by fire team will engage the objective with a high volume of fire for a predetermined amount of time (depending on the amount of ammo and strength of the enemy.

a. The support team leader continues to identify high pay off targets and directs his subordinates with fire commands to destroy those targets.

b. The squad leader provides C2 by directing the support fire team to support the movement of the other team. He uses any signaling techniques available to identify the status of the maneuver element.

c. Upon reaching the last covered and concealed position:



(c) The assaulting fire team assaults the enemy position from the blind side and does not mask the fire of the team in support. Assaulting across the objective can be done in many ways and are dependent on the nature of the terrain and the number of enemy positions, as well as the amount of enemy fire being received. Under heavy enemy fire this could be done by bounding one individual at a time along the assault line, while the remainder of the squad provides suppressive fire, under less fire it could be done by bounding a buddy team at a time, or if there is no fire it could be done online.



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6.4 Squad Reconnaissance6.4.1 Overview

Reconnaissance operations are those operations undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy or potential enemy, or to secure data concerning the meteorological, hydrographical or geographical characteristics and the indigenous population of a particular area. Reconnaissance primarily relies on the human dynamic rather than technical means. Reconnaissance is performed before, during, and after other operations to provide information used in the intelligence preparation of the battlefield (IPB) process, as well as by the commander in order to formulate, confirm, or modify his course of action (COA). As a Cadet in Army ROTC, you will be expected to conduct reconnaissance of enemy positions, to include, communication’s nodes and cache sites.

Recon patrols provide timely and accurate information on the enemy and terrain. They confirm the leader’s plan before it is executed. Units on reconnaissance operations collect specific information (priority intelligence requirements [PIR]) or general information (information requirements [IR]) based on the instructions from their higher commander.

6.4.2 Branches

Part of the recon element is compromised, if so the squad breaks contact. The recon element is engaged by direct fire - the squad engages in order to break contact.SAPA maneuvers on S/O or R/S teams - Does the squad initiate fire in order to disengage and break contact? Meet Atropian soldier enroute – He provides INTEL, do they trust him?

6.4.3 Fundamentals

In order to have a successful area reconnaissance, the leader must apply the fundamentals of the reconnaissance to his plan during the conduct of the operation.

1) Ensure continuous reconnaissance2) Do not keep reconnaissance assets in reserve3) Orient on the reconnaissance objective

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4) Report information rapidly and accurately5) Retain freedom of maneuver6) Gain and maintain enemy contact7) Develop the situation rapidly

6.4.3.1 Gain all required information.

In coordinating instructions of your higher operations order is Commander’s Critical Intelligence Requirements (CCIR). CCIRs comprise information requirements identified by the commander as being critical in facilitating timely information management and the decision-making process that affect successful mission accomplishment. The two subcomponents are friendly force information requirements (FFIR) and priority intelligence requirements (PIR).

Priority intelligence requirements are things that the commander has identified as being critical information about the terrain or the enemy that will affect future operations. During the entire patrol, members must continuously gain and exchange all PIR gathered, but cannot consider the mission accomplished unless all PIR has been confirmed or denied, or the allowed time has expired.

6.4.3.2 Avoid detection by the enemy.

A patrol must not let the enemy know that it is in the objective area. If the enemy knows he is being observed, he may move, change his plans, or increase his security measures. Methods of avoiding detection are--

(a) Minimize movement in the objective area (area reconnaissance).

(b) Move no closer to the enemy than necessary.

(c) If possible, use long-range surveillance or night vision devices.

(d) Camouflage, stealth, noise, and light discipline.

(e) Minimize radio traffic.

6.4.3.3 Employ security measures in the form of a Surveillance and Overwatch Team

A patrol must be able to break contact and return to the friendly unit with what information is gathered. If necessary, break contact and continue the mission. Security elements are emplaced so that they can overwatch the reconnaissance elements and suppress the enemy so the reconnaissance element can break contact.

6.4.3.4 Task organization.

When the leader receives the order, he analyzes his mission to ensure he understands what must be done. Then he task organizes his patrol to best accomplish the mission IAW METT-TC. Recons are typically squad-sized missions.

6.4.3.5 Task Standards.

The area recon patrol collects all available information on PIR and other intelligence not specified in the order for the area. The patrol completes the recon and reports all information by the time specified in the order. The patrol is not compromised.

6.4.4 Actions on the Objective, Area Reconnaissance (Figure 5-1).

(1) The element occupies the ORP as discussed in the section on occupation of the ORP. The RTO calls in spare for occupation of ORP. The leader confirms his location on map while subordinate leaders make necessary perimeter adjustments.

(2) The leader organizes the patrol in one of two ways: separate recon and security elements, or combined recon and security elements.

(3) The leader takes subordinates leaders and key personnel on a leader’s recon to confirm the objective and plan.

(a) Issues a 5-point contingency plan before departure.

(b) Establishes a suitable release point that is beyond sight and sound of the objective if possible, but that is definitely out of sight. The RP should also have good rally point characteristics.

(c) Allow all personnel to become familiar with the release point and surrounding area.

(d) Identifies the objective and emplaces surveillance. Designates a surveillance team to keep the objective under surveillance. Issues a contingency plan to the senior man remaining with the surveillance team. The surveillance team is positioned with one Soldier facing the objective, and one facing back in the direction of the release point.

(e) Takes subordinate leaders forward to pinpoint the objective, emplace surveillance, establish a limit of advance, and choose vantage points.

(f) Maintains commo with the platoon throughout the leader’s recon.

(4) The leader at the ORP maintains security and supervises priorities of work.

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(a) Reestablishes security at the ORP.

(b) Disseminates the leader’s contingency plan.

(c) Oversees preparation of recon personnel (personnel re-camouflaged, NVDs and binos prepared, weapons on safe with a round in the chamber).

(5) The leader and his recon party return to the ORP.

(a) Confirms the plan or issues a FRAGO.

(b) Allows subordinate leaders time to disseminate the plan.

(6) The patrol conducts the recon by long-range observation and surveillance if possible.

(a) R&S elements move to observation points that offer cover and concealment and that are outside of small-arms range.

(b) Establishes a series of observation posts (OP) if information cannot be gathered from one location.

(c) Gathers all PIR using the SALUTE format.

(7) If necessary, the patrol conducts its recon by short-range observation and surveillance.

(a) Moves to an OP near the objective.

(b) Passes close enough to the objective to gain information.


(8) R&S teams move using a technique such as the cloverleaf method to move to successive OP’s. In this method, R&S teams avoid paralleling the objective site, maintain extreme stealth, do not cross the limit of advance, and maximize the use of available cover and concealment.

(9) During the conduct of the recon, each R&S team will return to the release point when any of the following occurs:

• They have gathered all their PIR.

• They have reached the limit of advance.

• The allocated time to conduct the recon has elapsed.

• Contact has been made.

(10) At the release point, the leader will analyze what information has been gathered and determine if he has met the PIR requirements.

(11) If the leader determines that he has not gathered sufficient information to meet the PIR requirements, or if the information he and the subordinate leader gathered differs drastically, he may have to send R&S teams back to the objective site. In this case, R&S teams will alternate areas of responsibilities. For example, if one team reconnoitered from the 6 – 3 – 12, then that team will now recon from the 6 – 9 – 12.

(12) The R&S element returns undetected to the ORP by the specified time.

(a) Disseminates information to all patrol members through key leaders at the ORP, or moves to a position at least one terrain feature or one kilometer away to disseminate. To disseminate, the leader has the RTO prepare three sketches of the objective site based on the leader's sketch and provides the copies to the subordinate leaders to assist in dissemination.

(b) Reports any information requirements and/or any information requiring immediate attention to higher headquarters, and departs for the designated area.

(13) If contact is made, move to the release point. The recon element tries to break contact and return to the ORP, secure rucksacks, and quickly move out of the area. Once they have moved a safe distance away, the leader will inform higher HQ of the situation and take further instructions from them.

(a) While emplacing surveillance, the recon element withdraws through the release point to the ORP, and follows the same procedures as above.

(b) While conducting the reconnaissance, the compromised element returns a sufficient volume of fire to allow them to break contact. Surveillance can fire an AT-4 at the largest weapon on the objective. All elements will pull off the objective and move to the release point. The senior man will quickly account for all personnel and return to the ORP. Once in the ORP, follow the procedures previously described.

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Figure 6-19 Squad Area Reconnaissance


Section 7 Actions on the Objective (Patrol)7.1 Overview

Cadets in Army ROTC are expected to know the following types of missions at the section level: raid, ambush, area

reconnaissance, and cordon and search. During these missions you may encounter additional challenges. A branch plan is a contingency plan or course of action (an option built into the basic plan or course of action) for changing the mission to aid success of the current operation, based on anticipated events, opportunities, or disruptions caused by enemy actions. All patrols are subject to a wider range of changes in the situation.

7.1.1 Patrolling Branches7.1.1.1 React to IED

Overview

During military operations, you may encounter a possible improvised explosive device (IED.) IEDs come in many different types and variations, as well as being detonated in a plethora of different ways by the enemy. Anything that can explode can be used as an IED, and they can vary from the size of a ballpoint pen to a large dump truck. IEDs can be detonated in numerous ways, from command detonated (command wire, radio controlled) to victim operated (pressure plate, infrared, trip wire, magnetic).

Fundamentals

Proper reaction to a possible improvised explosive device requires the execution of four fundamental steps:

(1) Ensuring the safety of soldiers and civilians;(2) Securing the IED site and area around it;(3) Continuously scanning for any additional threats;(4) Properly reporting the device to higher HQ.(5) Upon contact with a possible IED, immediately move away from the suspect device to a

minimum safe distance, then implement the 5 C’s (Confirm, Clear, Call, Cordon, and Control.)

(a) Confirm- Using any method of observation from a distance (binoculars, thermal imaging, NVGs, etc.) or as little personnel as possible, look for telltale signs of an IED to confirm the device. Do not, under any circumstance, move up to the suspect device itself- IEDs can have motion sensitive or magnetic triggers. Items like wire, lamp cord, protruding ordinance, reference points/stakes, or signs of recent burial of an object may all be possible indicators of an IED.

(b) Clear- Upon confirmation, clear away all personnel, to include civilians, from the immediate area to a safe distance away from the device. A safe distance is determined by several factors: The tactical situation, avoidance of predictability, and movement several hundred meters away. Mark the area around the device, at a distance, to warn others of the hazard.

(c) Call- While the threat area is being cleared of all personnel, including civilians, send up a nine line IED/UXO report. See Appendix C for a complete IED/UXO Report.

(d) Cordon- Once the danger area has been cleared, establish soldiers in covered fighting positions to seal off the area from vehicle and foot traffic. Soldiers should be mindful of possible secondary IEDs and identify potential enemy force observation and vantage points. Quite often, IEDs are used in concert with a complex attack- ensure that soldiers are scanning the areas

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near and far away from the device for enemy forces, to include a triggerman or possible cameraman.

(e) Control- Soldiers should control the site to prevent people from getting too close to the device until the site has been cleared. While waiting for an Explosive Ordnance Disposal (EOD) team to arrive, make sure soldiers are prepared for a possible attack by the enemy, and know the contingency plan in case the unit comes under attack.

(f) Once the IED has been safely detonated, continue mission IAW higher HQ guidance.

7.1.1.2 React to Media

Overview

Many military leaders have become aware that news media coverage of their operations can be a force multiplier. Impressed by Gen. Walt Boomer’s example of encouraging favorable news media coverage of the US Marines in the Gulf War - to the point where most observers agree that the Marines received more credit than they deserved, mostly at the expense of the US Army - many military leaders have come to the conclusion that media coverage not only develops public awareness and the support of military units, it has the side benefit of enhancing their morale by informing their families and friends of the activities of the troops. If used prudently, media is indeed a Force Multiplier as it builds public opinion. In the words of Abraham Lincoln:

“Public opinion is everything. With it nothing can fail, Without it nothing can succeed.”

Extract from Field Manual 46-1, Public Affairs Operations

Standards for a Successful Encounter

1) Interviews are not conducted with non-accredited media representatives.2) Media team, also known as a Unit Public Affairs Representative (UPAR), provides guidance to

both interviewer and Soldier to be interviewed.3) Soldier interviewed does not speculate, nor does he express opinions beyond the scope of his

experience or duties.4) Operational information is not discussed.5) Unit adheres to the rules of engagement.

7.1.1.2.1 Actions to be taken

1) Soldier asks to see accreditation certification.2) Soldier asks where the escort is if the reporter appears to be unescorted.3) If all details are in accordance with instructions received from briefings, Soldier participates in the

interview. (See subtask 6 below if reporter is not escorted.)4) UPAR remains nearby during the interview.5) Soldier responds to interviewer’s questions.

(a) Soldier listens to the question, asks for clarification if needed.(b) Soldier thinks about answer before responding.(c) Soldier is honest in his answers. Says “I don’t know” if answer is beyond scope.(d) Soldier explains if he cannot answer a question due to operations security.(e) Soldier does not respond to hypothetical situations used by correspondent to elicit a

response.(f) Soldier terminates interview if he becomes uncomfortable with the questions being asked, or

if questioning becomes provocative.(g) Soldier does not allow himself to be “baited” into a response by a controversial or so-called

“investigative reporter.”(h) Soldier avoids saying “No comment.”

6) If press representative is unescorted, Soldier:(a) Determines if escort is in the area. Asks for a specific name and unit rather than accepting a

general wave “over there.”(b) Requests person or team to accompany the reporter to headquarters element location or

calls for superiors to come to the location.(c) Uses tact in dealing with media team.

7) Leader attempts to verify identity of media team.(a) Notifies higher headquarters UPAR or public affairs officer (PAO).(b) Advises media team to depart area of operations to make contact with higher headquarters

UPAR or PAO. Provides location and recommends route.8) Guidelines for media team operations in a controlled area. If media team is in an area under

direct U.S. force control (e.g., secure compound, protected area, buffer zone), Soldier detains the media team to maintain positive control.(a) Soldier informs media team that they are in a controlled area.(b) Soldier informs media team that detention is for security reasons and will continue until

released by higher headquarters.39



(c) Soldier uses restraint consistent with authorized methods.(d) Soldier/Leader considers that a ploy may be engineered to portray U.S. force unfavorably.(e) Soldier/Leader keeps higher headquarters informed of all actions taken.

7.1.1.3 React to Civilians

Your higher element will be responsible for developing a complete list for the Rules of Engagement. Commanders at all levels may provide further guidance regarding civilians occupying the area of operations (AO). Leaders must daily reiterate the ROE to subordinates, and immediately inform them of any changes to the ROE. Soldiers must have the discipline to identify the enemy from noncombatants and ensure civilians understand and follow all directed commands.

Civilians may not speak English, may be hiding (especially small children), or dazed from a breach. Civilians must not be given the means to resist. Rehearse how clearing/search teams will react to these variables. Never compromise the safety of your fellow Soldiers.

There are two types of situations you may interact with civilians during. You may be conducting a type of mission where your presence must not be known to the enemy. During this type of situation, you may need to detain a civilian, or send them out of the area depending on the situation. Or you may be conducting an operation where your presence may need to be known by the local populace.

Sometimes you may have civilians who may become unruly. Often times during training situations, civilians my grab your gear, or weapon forcibly, under these situations you should follow your escalation of force (see below). Make sure to maintain security at all times.

Escalation of Force:

(1) SHOUT - verbal warning to halt.(2) SHOVE - nonlethal physical force.(3) SHOW - intent to use weapon.(4) SHOOT - deliberately aimed shots until threat no longer exists. If ROE allows utilize warning shots

are not permitted.

7.1.1.4 Assess a Casualty

Tactical combat casualty care (TCCC) can be divided into three phases. The first is care under fire; the second is tactical field care; the third is combat casualty evacuation care. In the first, you are under hostile fire and are very limited as to the care you can provide. In the second, you and the casualty are relatively safe and no longer under effective hostile fire, and you are free to provide casualty care to the best of your ability. In the third, the care is rendered during casualty evacuation (CASEVAC).

Assessing an enemy casualty will utilize the same procedures as below, except you will neutralize any possible threat by searching the casualty and having a Soldier pull security on the prisoner. Your security member may be required to hold the casualty down or bound him.

Warning: If a broken neck or back is suspected, do not move the casualty unless to save his/her life.

1. Perform care under fire.

a. Return fire as directed or required before providing medical treatment.

b. Determine if the casualty is alive or dead.

Note: In combat, the most likely threat to the casualty's life is from bleeding. Attempts to check for airway and breathing will expose the rescuer to enemy fire. Do not attempt to provide first aid if your own life is in imminent danger.

Note: In a combat situation, if you find a casualty with no signs of life-no pulse, no breathing-do NOT attempt to restore the airway. Do NOT continue first aid measures.

c. Provide tactical care to the live casualty.

Note: Reducing or eliminating enemy fire may be more important to the casualty's survival than the treatment you can provide.

(1) Suppress enemy fire.

(2) Use cover or concealment (smoke).

(3) Direct the casualty to return fire, move to cover, and administer self-aid (stop bleeding), if possible. If the casualty is unable to move and you are unable to move the casualty to cover and the casualty is still under direct enemy fire, have the casualty "play dead."

(4) If the casualty is unresponsive, move the casualty, his/her weapon, and mission-essential equipment to cover, as the tactical situation permits.

(5) Keep the casualty from sustaining additional wounds.

(6) Reassure the casualty.

d. Administer life-saving hemorrhage control.

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(1) Determine the relative threat of the tactical situation versus the risk of the casualty's bleeding to death.

(2) If the casualty has severe bleeding from a limb or has suffered amputation of a limb, administer life-saving hemorrhage control by applying a tourniquet before moving the casualty. (See task 081 -831-1032.)

e. Transport the casualty, his/her weapon, and mission-essential equipment when the tactical situation permits.

f. Recheck bleeding control measures as the tactical situation permits.

2. Perform tactical field care when no longer under direct enemy fire.

Note: Tactical field care is rendered by the individual when no longer under hostile fire. Tactical field care also applies to situations in which an injury has occurred during the mission but there has been no hostile fire. Available medical equipment is limited to that carried into the field by the individual Soldier.

Warning: If there are any signs of nerve agent poisoning, stop the evaluation, take the necessary NBC protective measures, and begin first aid. (See task 081-831-1 044. )

Note: In the following situations communicate the medical situation to the unit leader and ensure that the tactical situation allows for time to perform these steps before initiating any medical procedure.

Note: When evaluating and/or treating a casualty, seek medical aid as soon as possible. Do NOT stop treatment; but, if the situation allows, send another person to find medical aid.

a. Form a general impression of the casualty as you approach (extent of injuries, chance of survival).

Note: If a casualty is being burned, take steps to remove the casualty from the source of the burns before continuing evaluation and treatment. (See task 081-831-1007.)

b. Check for responsiveness.

(1) Ask in a loud, but calm, voice: "Are you okay?" Gently shake or tap the casualty on the shoulder.

(2) Determine level of consciousness by using AVPU: A = Alert; V = responds to Voice; P = responds to Pain; U = Unresponsive.

Note: To check a casualty's response to pain, rub the breastbone briskly with a knuckle or squeeze the first or second toe over the toenail.

(3) If the casualty is conscious, ask where his/her body feels different than usual, or where it hurts. Go to step 2e. If the casualty is conscious but is choking and cannot talk, stop the evaluation and begin treatment. (See task 081-831-1003.)

(4) If the casualty is unconscious, continue with step 2c.

c. Position the casualty and open the airway. (See task 081-831 - 1023.)

d. Assess for breathing and chest injuries.

(1) Look, listen, and feel for respiration. (See task 081-831-1023.)

Note: If the casualty is breathing, insert a nasopharyngeal airway (see task 081 -831-1023) and place the casualty in the recovery position.

Note: On the battlefield the cost of attempting cardiopulmonary resuscitation (CPR) on casualties with what are inevitably fatal injuries may result in additional lives lost as care is diverted from casualties with less severe injuries. Only in the case of nontraumatic disorders such as hypothermia, near drowning, or electrocution should CPR be considered prior to the CASEVAC phase.

(2) Expose the chest and check for equal rise and fall and for any wounds. (See task 081-831-1026.)

(a) If the casualty has a penetrating chest wound, and is breathing or making an effort to breathe, stop the evaluation to apply an occlusive dressing.

(b) Monitor for increasing respiratory distress. If this occurs, decompress the chest on the same side as the injury. (See task 081 -831-1026.)

(c) Position or transport with the affected side down, if possible.

e. Identify and control bleeding.

(1) Check for bleeding.

(a) Remove minimum of clothing required to expose and treat injuries. Protect casualty from the environment (heat and cold).

(b) Look for blood-soaked clothes.

(c) Look for entry and exit wounds.

(d) Place your hands behind the casualty's neck and pass them upward toward the top of the head. Note whether there is blood or brain tissue on your hands from the casualty's wounds.

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(e) Place your hands behind the casualty's shoulders and pass them downward behind the back, the thighs, and the legs. Note whether there is blood on your hands from the casualty's wounds.

(2) If life-threatening bleeding is present, stop the evaluation and control the bleeding. Apply a tourniquet, field dressing, or an emergency trauma dressing, as appropriate. (See tasks 081-831-1025, 081-831-1026, 081-831-1032, and 081-831-1033.) Treat for shock, as appropriate. (See task 081-831-1005.)

Note: If a tourniquet was previously applied, consider converting it to a pressure dressing. (See task 081-831-1032.) By converting the tourniquet to a pressure dressing, it may be possible to save the casualty's limb if the tourniquet has not been in place for 6 hours.

(3) Dress all wounds, including exit wounds.

f. Check for fractures.

(1) Check for open fractures by looking for bleeding or bone sticking through the skin.

(2) Check for closed fractures by looking for swelling, discoloration, deformity, or unusual body position.

(3) If a suspected fracture is present, stop the evaluation and apply a splint. (See task 081-831 -1 034.)

g. Check for burns.

(1) Look carefully for reddened, blistered, or charred skin. Also check for singed clothes.

(2) If burns are found, stop the evaluation and begin treatment. (See task 081-831-1007.)

h. Administer pain medications and antibiotics (the casualty's combat pill pack) to any Soldier wounded in combat.

Note: Each Soldier will be issued a combat pill pack prior to deployment on tactical missions.

i. Transport the casualty to the site where evacuation is anticipated. (See task 081-831-1046.)

3. Monitor an unconscious casualty during casualty evacuation (CASEVAC).

Note: CASEVAC refers to the movement of casualties aboard nonmedical vehicles or aircraft. Combat casualty evacuation care is rendered while the casualty is awaiting pickup or is being transported. A Soldier accompanying an unconscious casualty should monitor the casualty's airway, breathing, and bleeding.

7.1.1.5 Presence Patrols

Conducted a presence patrol so that the military presence of US troops is projected, and all appropriate human intelligence (HUMINT) information is gathered and the commander's intent is met. Interaction with local or foreign civilians, law enforcement, governmental officials or military is conducted in a manner that did not incite aggression against US forces or our allies. Such patrols will maintain force protection, as appropriate, for the threat situation and will maintained situational awareness by monitoring FM communications.

The patrol interacts with the local civilians as the OPORD or situation dictates. This includes local or foreign civilians, law enforcement and governmental officials, and other forces located in the area. Act in a manner that will not incite aggression against U.S. forces or our allies.

(1) Utilize any designated human intelligence (HUMINT) collector or civilians on the battlefield team (COB)

(2) Maintains situational awareness of local activities, civilians, military forces, and other potential threats to the patrol.

(3) Due to the interaction the patrol may have with the local civilians, and other personnel in the area along the route, progressive levels of force protection may be necessary.

(4) Conducts continuous reconnaissance during and after the patrol. Make note of suspicious activity, persons, vehicles, etc.

(5) Reports all suspicious activities to higher headquarters.

7.1.1.6 Culturally Sensitive Sites

Partly due to our homogenized culture, dealing with culturally sensitive sites may be challenging to many Americans. Our culture does not place a reverence on many locations. Early during in the Iraq war, cultural sensitivity was not high on the priority list for the coalition. Often times, Americans working to stop the insurgency and protect the local populace would enter sites revered by locals, only leading to more violence. Certain locations should only be entered if it is a requirement for safety and depending on the situation should only be entered if it is the last possible alternative. Depending on the culture it is important to identify sites that are culturally sensitive prior to arriving. Some may include but are not limited to: Mosques or any place of worship, cemeteries, archeological sites, museums, schools (religious or otherwise).

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7.1.1.7 FRAGOs from Higher

The FRAGO is an adjustment to an existing OPORD. During small unit STX training there are many reasons why the evaluator might adjust the situation through the use of a FRAGO.

(1) The lane may specify a mission change.(2) The unit being trained may be running behind schedule.(3) The unit may be doing very well, and the evaluator may want to apply more stress to the

element.(4) The evaluator has not seen a specific task go successfully and may want to make sure the

element has the opportunity to demonstrate it.

Depending on the mission there are many potential FRAGOs that may be issued. It could be based on one of the identified branches, the time required to conduct the execution could be moved to a sooner time, or there could be a mission change.

7.1.1.8 React to Indirect Fire

At any time during movement you may receive indirect contact. Indirect fire means aiming and firing a projectile in a high trajectory without relying on a direct line of sight between the gun and its target, as in the case of direct fire. Aiming is performed by calculating azimuth and elevation angles, and may include correcting the fall of shot by observing it and calculating new angles, typically mortars, rockets, or artillery.

7.1.1.8.1 Actions to be taken

(1) You hear the sound of incoming indirect fire, typically a high pitched whistle sounds.(2) Shout "incoming" in a loud, easily recognizable voice, this can be done by anyone in the patrol.(3) When you hear incoming, every member of the patrol will immediately get as low to the ground as

possible, preferably near cover. Remain in your defensive position, making no unnecessary movements that could alert the enemy to your location.

(4) After the explosion of the round, the leader will call out a direction and distance. “3 O’Clock, 200 meters”.

(5) Move quickly, while attempting to maintain a loose formation. Make sure to maintain security during movement.

(6) Once at the specified destination “3 O’Clock, 200 meters”. The senior Soldier will immediately take charge until the patrol leader arrives. He/She will gain accountability and begin forming a security perimeter.

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U.S. raid on Iraq mosque sparks Sunni Arab angerThe U.S. military said they conducted the raid in response to a tip-off of "substantial terrorist activity" in the

mosque.By Reuters | Jan.09, 2006 | 12:00 AM

Sunni Arab political parties in Iraq condemned the weekend U.S. raid on the Baghdad offices of an influential Islamic organization, accusing the U.S. military of targeting Muslim clergy and violating a place of worship. Sunday's raid on the offices of the Muslim Clerics' Association appears likely to worsen the relationship between the U.S. military and the Sunni Arab community in Iraq at a time when Washington is trying to encourage Sunnis to abandon support for the insurgency and embrace the political process.

The U.S. military said they conducted the raid in response to a tip-off of "substantial terrorist activity" in the mosque and says its soldiers behaved respectfully during their search of the premises and their arrest of six people. Late on Sunday, the Front issued a statement demanding the release of the six men detained in Sunday's operation and called on them "to respect the worship places and religious clergy, and never to repeat this in the future."

While the raid appears likely to fuel grievances among the once-dominant Sunni Arab community who feel marginalized under the Shi'ite and Kurdish-led government, it was not immediately clear if it would complicate efforts to form a new government.


7.1.1.9 React to Direct Contact

When you make direct contact with the enemy, you will be expected to immediately react to contact. Depending on METT-TC you will either break contact or attack. See 6.2.3 for an explanation for react to contact.

React to Sniper

Snipers are a very deadly problem for conventional military forces in any environment, urban or otherwise. A trained sniper or a decent marksman is a formidable foe who can create confusion, cause casualties, harass or even disrupt the flow of operations. Their precision shooting capability and knowledge of field craft make them hard to detect and difficult to counter. This is another form of direct contact, you will react in a very similar way to direct contact against a conventional force.

Fundamentals

1) Immediately get to cover;2) Return fire (if position known);3) Locate the sniper;4) Isolate the sniper from egress routes;5) Maneuver to eliminate the sniper.

The initial reaction to sniper fire in any situation is to immediately find cover, return fire, and break contact out of the kill zone, if possible. Use the maximum amount of force possible in accordance with current ROE to accomplish this task. A good sniper has a kill zone that is well developed to his/her advantage, making it critical to minimize exposure in this environment. Consider the use of all weapons systems available, including indirect fire (if possible) and any additional units not in contact as maneuver elements to suppress the sniper or facilitate movement out of the kill zone. Use any possible means to obscure the sniper’s ability to target soldiers; methods like smoke or the use of vehicles as moving cover are two examples.

Be mindful about casualties. Snipers often use casualties as “bait” to lure other soldiers into the kill zone and create further casualties. Casualties within the kill zone must administer “self-aid” until the sniper can be effectively suppressed or destroyed.

Soldiers not directly in the kill zone should attempt to locate the sniper’s position and suppress it. Snipers are hard to detect, but many times they can be found by their mistakes: muzzle flashes, reflection of light from optics, and dust clouds are examples of this.

Once the sniper’s location has been detected, the maneuver element conducts a flanking maneuver using covered and concealed routes to cut off the sniper from any potential egress routes and establishes a solid cordon of the immediate area. With the sniper’s ability to escape defeated, units can methodically maneuver to the sniper’s location and eliminate the threat.

7.1.1.10 Conduct a Key Leader Engagement

Key Leader Engagements (KLEs) are planned to convey selected information and indicators to foreign audiences to influence their emotions, motives, objective reasoning, and ultimately the behavior of foreign governments, organizations, groups and individuals. This is in order to collect intelligence, develop relationships in support of commander’s intent, and obtain mutually satisfying outcomes within constraints existing in partnered nation’s cultural belief system. In other words, we seek to maintain the support of those who are sympathetic or neutral to our cause, persuade those who are not to adopt a more favorable view or position, and isolate those who are irreconcilably or actively hostile.

7.1.1.12.2 Fundamentals

A successful KLE, within the scope of Information Operations (IO), is all about relationship building. A KLE is not about engaging key leaders when a crisis arises, it is about building relationships over time with enough strength and depth, so that they can then support our interests during times of crisis.

KLEs are complex tasks that require focused preparation, execution, and post-KLE assessment in order to build the overall desired outcomes. Because of this, a KLE is an amorphous process, in that it has no absolute structure that must be followed to the letter. The KLE process requires a leader to have good communication skills, the ability to create and strengthen personal relationships, establishing trust and rapport, skillful negotiation, and cultural awareness. A good process to follow is detailed below:

(1) Identify Key Leader;(2) Intelligence Preparation of the Environment;(3) Identify Desired Effects;(4) Prepare for KLE;(5) Execute;(6) Debrief/Report;(7) Reengage.

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As with many processes in the military, these steps can be viewed in three phases: Preparation, Execution, and Follow-through.

7.1.1.12.3 Preparation(1) Identify who it is you will be speaking with. Who exactly is this person, and why will you be speaking

to this person in particular? What is their agenda? Determine the key leader’s network, his/her source of authority, and potential for long term influence.

(2) View the Key Leader and the KLE in general terms of the environment. In many cases, this can be seen as a cultural assessment. Cultural awareness is a key factor in KLEs; it provides proper context for the engagement. Identify what cultural components of the environment (religion, ethnicity, language, social norms, political affiliation, customs/courtesies, etc.) will have an effect on the KLE, and what can be done to develop these to the advantage of the engagement.

(3) Identify what the desired end state is for the KLE. Remember that a desired outcome is not always the actual outcome. Identify what conditions must be met in order to achieve these outcomes, and predetermine what you are willing to give in order to facilitate the desired end state. If a desired outcome is not possible, plan for the best alternative.

(4) Discuss desired effects with personnel attending the KLE. Identify personnel with key roles, such as the recorder. Remember to always include the interpreter. Your interpreter, in almost all cases, is your only communication link to the key leader and his sphere of influence. As such, he/she is the most critical asset to a KLE. Additionally, it is important to distinguish the difference between interpretation and translation. While both methods take information in one language and transfer it into a different language, simply translating word-for-word can have the effect of losing the meaning of the discussion. A good interpreter can paraphrase what is being said, interpret the meaning of what is being said, and translate both the words and meaning into a different cultural context. This is why it is important to include the interpreter in preparation for the KLE; it gives the leader an opportunity to brief the interpreter on key discussion points, desired outcomes, and the general meaning behind the KLE to come.

7.1.1.12.4 Execution

(1) Begin introductions in accordance with custom. Be courteous, and engender a sense of mutual respect. Do not attempt to rush the discussion; many cultures do not immediately sit down and begin negotiations. Be patient- know when it is time to listen, and when it is time to speak. Do not make promises you cannot uphold. Be specific and on task. Above all, use your common sense.

All KLEs are not the same. But while the subject matter may be different, all KLEs require a leader with good communication and negotiation skills. It is important to have the proper assumptions when conducting negotiations, in order to direct the KLE toward a mutually beneficial outcome. Examples of incorrect versus correct assumptions can be seen on the next page.

7.1.1.12.5 Follow-through

(6) Conduct a post-KLE debrief with the personnel involved. Was the desired end state achieved? If not, what has been achieved? Remember that the measure of success for a KLE is not always the meeting of the desired end state. Identify the key points of discussion and any commitments/promises made to the key leader. Ensure a good record of the KLE has been made; this will allow for continuity and uniformity in the future.

(7) A KLE is never a singular event. A KLE is about building a relationship, something that requires time and dedication. Always prepare for the next KLE in the future with the same leader to sustain the relationship and follow-up on issues discussed and commitments made from the previous KLE. Ensure, if possible, that the leader has the ability- or at least the information necessary- to contact you in the future.

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7.2 Patrol Raid7.2.1 Overview

A raid is a form of attack, usually small scale, involving a swift entry into hostile territory to secure information, confuse the enemy, or destroy installations. It ends with a planned withdrawal from the objective area on mission completion. A raid can also be used to support operations designed to rescue and recover individuals and equipment in danger of capture. In short, a raid is an attack with a detailed infiltration and withdrawal plan.

The patrol initiates the raid NLT the time specified in the order, surprises the enemy, assaults the objective, and accomplishes its assigned mission within the commander’s intent. The patrol does not become decisively engaged en route to the objective. The patrol obtains all available PIR from the raid objective and continues follow-on operations.

7.2.2 Fundamentals

(1) Planning Considerations.

The sequence of platoon actions for a raid is similar to those for an ambush. Additionally, the assault element of the platoon may have to conduct a breach of an obstacle. It may have additional tasks to perform on the objective such as demolition of fixed facilities.

Fundamentals of the raid include--

• Surprise and speed. Infiltrate and surprise the enemy without being detected.

• Coordinated fires. Seal off the objective with well-synchronized direct and indirect fires.

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Poor Assumptions

VERSUS

Successful Assumptions

The keys to a successful negotiation are compromise and concession.

The key to a successful negotiation is creativity.

My best tools are statements of “Yes or No,” “I’ll give X if you give

Y,” and “Or Else.”

My best tools are the questions, “What’s driving that?” “Would we

defend that and based on what standard?” and “Are there some ways

you think we might solve this?”

My main job is to get our message across.

My main job is to fully understand their perceptions and interests and engage

them in problem-solving.

I am most persuasive when I know and show that I am right.

I am most persuasive when I think and show that I am open to persuasion, and when I truly believe I have at least a 1%

chance of being “wrong” or can learn something from them.

Power comes from using force or financial and material leverage.

Power comes from driving understanding, creativity, and a fair

process.

The only way to get something is to give them what they want.

If we can understand “why” they want something, we can discover more and

likely better possible solutions.

If we give now, we can get later.

Creating fair, equal agreements that manage both parties’ abilities for

follow-through is more effective in the long run.

Failure is their problem. Failure is a joint problem.

There are only two choices in negotiation: Be a hard (anchor

positions and make threats) or a soft (Give in to build the relationship) negotiator.

The most effective negotiator knows his/her walk-away criteria, builds the

relationship (develops trust on actions, not concessions) and negotiates

substance on the merits (making use of interests and legitimacy).

If they behave badly, I should too. I should behave in a way that will move us toward where we want to go.

This negotiation is an isolated, transactional event.

The purpose and desired outcome for this event builds upon and sequences

with past and future engagements. Negotiation Assumptions


• Violence of action. Overwhelm the enemy with fire and maneuver.

• Planned withdrawal. Withdraw from the objective in an organized manner, maintaining security.

(2) Actions on the Objective (Raid). (a) The patrol moves to and occupies the ORP. The patrol prepares for the leader’s recon.

(b) The PL, squad leaders, and selected personnel conduct a leader’s recon.

• PL leaves a five point contingency plan with the APL. The APL preps men, weapons, and equipment.

• PL establishes the RP, pinpoints the objective, and emplaces the surveillance team to observe the objective.

• Leader’s recon verifies location of routes to and from the objective and the security, support, and assault positions.

• Leaders conduct the recon without compromising the patrol.

• Leaders normally recon support by fire position first, then the assault position.

(c) The PL confirms, denies, or modifies his plan and issues instructions to his squad leaders.

• Assigns positions and withdrawal routes to all elements.

• Designates control measures on the objective (element objectives, lanes, limits of advance, target reference points, and assault line).

• Allows SLs time to disseminate information, and confirm that their elements are ready.

(d) Security elements occupy designated positions, moving undetected into positions that provide early warning and can seal off the objective from outside support or reinforcement.

(e) The support element leader moves the support element to designated positions. The support element leader ensures his element can place well-aimed fire on the objective.

(f) The PL moves with the assault element into the assault position. The assault position is normally the last covered and concealed position before reaching the objective. As it passes through the assault position the platoon deploys into its assault formation; that is, its squads and fire teams deploy to place the bulk of their firepower to the front as they assault the objective.

• Makes contact with the surveillance team to confirm any enemy activity on the objective.

• Ensures that the assault position is close enough for immediate assault if the assault element is detected early.

• Moves into position undetected, and establish local security and fire control measures.

(g) Element leaders inform the PL when their elements are in position and ready.

(h) The PL directs the support element to fire.

(i) Upon gaining fire superiority, the PL directs the assault element to move towards the objective.

• Assault element holds fire until engaged, or until ready to penetrate the objective.

• PL signals the support element to lift or shift fires. The support element lifts or shifts fires as directed, shifting fire to the flanks of targets or areas as directed in the FRAGO.

(j) The assault element attacks and secures the objective. The assault element may be required to breech a wire obstacle. As the platoon, or its assault element, moves onto the objective, it must increase the volume and accuracy of fires. Squad leaders assign specific targets or objectives for their fire teams. Only when these direct fires keep the enemy suppressed can the rest of the unit maneuver. As the assault element gets closer to the enemy, there is more emphasis on suppression and less on maneuver. Ultimately, all but one fire team may be suppressing to allow that one fire team to break into the enemy position.

Throughout the assault, Soldiers use proper individual movement techniques, and fire teams retain their basic shallow wedge formation. The platoon does not get "on-line" to sweep across the objective.

• Assault element assaults through the objective to the designated LOA.

• Assault element leaders establish local security along the LOA, and consolidate and reorganize as necessary.

They provide ACE reports to the PL and APL. The platoon establishes security, operates key weapons, provides first aid, and prepares wounded Soldiers for MEDEVAC. They redistribute ammunition and supplies, and they relocate selected weapons to alternate positions if leaders believe that the enemy may have pinpointed them during the attack. They adjust other positions for mutual support. The squad and team leader provide ammunition, casualty, and equipment (ACE) reports to the platoon leader. The PL/APL reorganizes the patrol based on the contact.

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-- On order, special teams accomplish all assigned tasks under the supervision of the PL, who positions himself where he can control the patrol.

-- Special team leaders report to PL when assigned tasks are complete.

(k) On order or signal of the PL, the assault element withdraws from the objective. Using prearranged signals, the assault line begins an organized withdrawal from the objective site, maintaining control and security throughout the withdrawal.

The assault element bounds back near the original assault line, and begins a single file withdrawal through the APL's choke point.

All Soldiers must move through the choke point for an accurate count. Once the assault element is a safe distance from the objective and the headcount is confirmed, the platoon can withdraw the support element. If the support elements were a part of the assault line, they withdraw together, and security is signaled to withdraw. Once the support is a safe distance off the objective, they notify the platoon leader, who contacts the security element and signals them to withdraw. All security teams link up at the release point and notify the platoon leader before moving to the ORP. Personnel returning to the ORP immediately secure their equipment and establish all-round security. Once the security element returns, the platoon moves out of the objective area as soon as possible, normally in two to three minutes.

• Before withdrawing, the demo team activates demo devices and charges.

• Support element or designated personnel in the assault element maintain local security during the withdrawal.

• Leaders report updated accountability and status (ACE report) to the PL and APL.

(l) Squads withdraw from the objective in the order designated in the FRAGO to the ORP.

• Account for personnel and equipment.

• Disseminate information.

• Redistribute ammunition and equipment as required.

(m) The PL reports mission accomplishment to higher and continues the mission.

• Reports raid assessment to higher.

• Informs higher of any IR/PIR gathered.

Figure 7-20 Raid Formation

7.3 Ambush7.3.1 Overview

An ambush is a surprise attack from a concealed position on a moving or temporarily halted target. Ambushes are classified by category--hasty or deliberate; type--point or area; and formation--linear or

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L-shaped. The leader uses a combination of category, type, and formation in developing his ambush plan. The key planning considerations include--

(a) Coverage of entire kill zone by fire.

(b) METT-TC.

(c) Use of existing or reinforcing obstacles, including Claymores, to keep the enemy in the kill zone.

(d) Security teams (typically equipped with hand-held antitank weapons such as AT-4 or LAW; Claymores; and various means of communication.

(e) Protect the assault and support elements with claymores or explosives.

(f) Use security elements or teams to isolate the kill zone.

(g) Assault through the kill zone to the limit of advance (LOA). (The assault element must be able to move quickly through its own protective obstacles.)

(h) Time the actions of all elements of the platoon to preclude loss of surprise. In the event any member of the ambush is compromised, he may immediately initiate the ambush.

(i) When the ambush must be manned for a long time, use only one squad to conduct the entire ambush and determining movement time of rotating squads from the ORP to the ambush site.

7.3.2 Categories

(a) Hasty Ambush. A unit conducts a hasty ambush when it makes visual contact with an enemy force and has time to establish an ambush without being detected. The actions for a hasty ambush must be well rehearsed so that Soldiers know what to do on the leader's signal. They must also know what action to take if the unit is detected before it is ready to initiate the ambush.

(b) Deliberate Ambush. A deliberate ambush is conducted at a predetermined location against any enemy element that meets the commander’s engagement criteria. The leader requires the following detailed information in planning a deliberate ambush: size and composition of the targeted enemy, and weapons and equipment available to the enemy.

7.3.3 Types

(a) Point ambush. In a point ambush, Soldiers deploy to attack an enemy in a single kill zone.

(b) Area ambush. In an area, Soldiers deploy in two or more related point ambushes.

7.3.4 Formations

(a) Linear Ambush. In an ambush using a linear formation, the assault and support elements deploy parallel to the enemy's route. This positions both elements on the long axis of the kill zone and subjects the enemy to flanking fire. This formation can be used in close terrain that restricts the enemy's ability to maneuver against the platoon, or in open terrain provided a means of keeping the enemy in the kill zone can be effected.

(b) L-Shaped Ambush. In an L-shaped ambush, the assault element forms the long leg parallel to the enemy's direction of movement along the kill zone. The support element forms the short leg at one end of and at right angles to the assault element. This provides both flanking (long leg) and enfilading fires (short leg) against the enemy. The L-shaped ambush can be used at a sharp bend in a trail, road, or stream. It should not be used where the short leg would have to cross a straight road or trail.

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ROTC Operations Smart Book 03 MAY 2023Figure 7-21 Ambush Formations

7.3.5 Organization.

A typical ambush organizes into a Security Element, Support Element, and Assault Element. Section sized ambushes task organize into a Security Element, a Support Element, and an Assault Element.

7.3.6 Security

TASK – The Security Element’s primary TASK during actions on the objective is to secure the Support and Assault Elements. The tactical mission task secure means preventing a unit from being damaged or destroyed as a result of enemy action (FM 1-02). This means the primary focus of the Security Element is to prevent enemy reinforcements from affecting the Support/Assault’s mission of destroy.

7.3.7 Fundamentals

During a deliberate attack, you will expect to establish an ORP for final preparation prior to reaching your objective, conducting a leader’s reconnaissance to determine the exact location of your objective, plan your support by fire location, assault lane, and security positions. See leader’s reconnaissance (Section 5.2.9) for more information.

Note: Since you will be splitting your force, a technique that is often used is making sure to keep your teams organic. Your support by fire should have good overwatch over as much of the objective as possible. Since this is the case, your S&O during your leader’s reconnaissance also needs to be in a good overwatch position. It is suggested that your S&O be from your support element. This will allow them to easily rejoin their element as you are emplacing your forces.






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7.3.8 Hasty Ambush

(1) Task Standards. The patrol moves quickly to concealed positions. The ambush is not initiated until the majority of the enemy is in the kill zone. The unit does not become decisively engaged. The patrol surprises the enemy. The patrol captures, kills, or forces the withdrawal of all of the enemy within the kill zone. On order, the patrol withdraws all personnel and equipment in the kill zone from observation and direct fire. The unit does not become decisively engaged by follow-on elements. The patrol continues follow-on operations.

(2) Actions on the Objective (Hasty Ambush). (a) Using visual signals, any Soldier alerts the unit that an enemy force is in sight. The Soldier continues to monitor the location and activities of the enemy force until his team or squad leader relieves him, and gives the enemy location and direction of movement.

(b) The patrol and remains motionless.

• The PL gives the signal to conduct a hasty ambush, taking care not to alert the enemy of the patrol’s presence.

• The leader determines the best nearby location for a hasty ambush. He uses arm-and-hand signals to direct the unit members to covered and concealed positions.

(c) The leader designates the location and extent of the kill zone.

d) Teams and squads move silently to covered and concealed positions, ensuring positions are undetected and have good observation and fields of fire into the kill zone.

(e) Security elements move out to cover each flank and the rear of the unit. The leader directs the security elements to move a given distance, set up, and then rejoin the unit on order or, after the ambush (the sound of firing ceases). At squad level, the two outside buddy teams normally provide flank security as well as fires into the kill zone. At platoon level, fire teams make up the security elements.

(f) The PL assigns sectors of fire and issues any other commands necessary such as control measures.

(g) The PL initiates the ambush, using the greatest casualty-producing weapon available, when the largest percentage of enemy is in the kill zone. The PL--

• Controls the rate and distribution of fire.

• Employs indirect fire to support the ambush.

• Orders cease fire.

• (If the situation dictates) Orders the patrol to assault through the kill zone.

(h) The PL designates personnel to conduct a hasty search of enemy personnel and process enemy prisoners

and equipment.

(i) The PL orders the platoon to withdraw from the ambush site along a covered and concealed route.

(j) The PL gains accountability, reorganizes as necessary, disseminates information, reports the situation, and continues the mission as directed.

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ROTC Operations Smart Book 03 MAY 2023Figure 7-22 Actions on the Objective -- Hasty Ambush

7.3.9 Deliberate (Point/Area) Ambush.

(1) Task Standards. The ambush is emplaced NLT the time specified in the order. The patrol surprises the enemy and engages the enemy main body. The patrol kills or captures all enemy in the kill zone and destroys equipment based on the commander’s intent. The patrol withdraws all personnel and equipment from the objective, on order, within the time specified in the order. The patrol obtains all available PIR from the ambush and continues follow-on operations.

(2) Actions on the Objective (Deliberate Ambush). (a) The PL prepares the patrol for the ambush in the ORP.

(b) The PL prepares to conduct a leader’s reconnaissance. He--

• Designates the members of the leader’s recon party (typically includes squad leaders, surveillance team, FO, and possibly the security element.

• Issues a contingency plan to the PSG.

(c) The PL conducts his leader’s reconnaissance. He--

• Ensures the leader’s recon party moves undetected.

• Confirms the objective location and suitability for the ambush.

• Selects a kill zone.

• Posts the surveillance team at the site and issues a contingency plan.

• Confirms suitability of assault and support positions, and routes from them to the ORP.

• Selects the position of each weapon system in the support-by-fire position, and then designates sectors of fire.

• Identifies all offensive control measures to be used. Identifies the PLD, the assault position, LOA, any boundaries or other control measures. If available, the PL can use infrared aiming devices to identify these positions on the ground.

(d) The PL adjusts his plan based on info from the reconnaissance. He--

• Assigns positions.

• Designates withdrawal routes.

(e) The PL confirms the ambush formation.

(f) The security team(s) occupy first, securing the flanks of the ambush site, and providing early warning. The security element must be in position before the support and assault elements move forward of the release point. A security team remains in the ORP if the patrol plans to return to the ORP after actions on the objective. If the ORP is abandoned, a rear security team should be emplaced.

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(g) Support element leader assigns sectors of fire. He--

• Emplaces claymores and obstacles as designated.

• Identifies sectors of fire and emplaces limiting stakes to prevent friendly fires from hitting other elements.

• Overwatches the movement of the assault element into position.

(h) Once the support element is in position, or on the PLs order, the assault element--

• Departs the ORP and moves into position.

• Upon reaching the PLD, the assault element transitions from the movement formation to the battle formation.

• Identifies individual sectors of fire as assigned by the PL. Emplaces aiming stakes or uses metal-to-metal contact with the machine gun tripods to prevent fratricide on the objective.

• Emplaces claymores to help destroy the enemy in the kill zone.

• Camouflages positions.

(i) The security element spots the enemy and notifies the PL, and reports the direction of movement, size of the target, and any special weapons or equipment carried. The security element also keeps the platoon leader informed if any enemy forces are following the lead force.

(j) The PL alerts other elements, and determines if the enemy force is too large, or if the ambush can engage the enemy successfully.

(k) The PL initiates the ambush using the highest casualty-producing device. He may use a command-detonated claymore. He must also plan a backup method for initiating the ambush, in case his primary means fails. This should also be a casualty-producing device such as his individual weapon. He passes this information to all Cadets, and practices it during rehearsals.

(l) The PL ensures that the assault and support elements deliver fire with the heaviest, most accurate volume possible on the enemy in the kill zone. In limited visibility, the PL may use infrared lasers to further define specific targets in the kill zone.

(m) Before assaulting the target, the PL gives the signal to lift or shift fires.

(n) The assault element--

• Assaults before the remaining enemy can react.

• Kills or captures enemy in the kill zone.

• Uses individual movement techniques or bounds by fire teams to move.

• Upon reaching the limit of advance, halts and establishes security. If needed, it reestablishes the chain of command and remains key weapon systems. All Soldiers will load a fresh magazine or drum of ammunition using the buddy system. ACE reports will be submitted through the chain of command. The PL will submit an initial contact report to higher.

(o) The PL directs special teams (EPW search, aid and litter, demo) to accomplish their assigned task once the assault element has established its LOA.

• Once the kill zone had been cleared, collect and secure all EPWs and move them out of the kill zone before searching bodies. Coordinate for an EPW exchange point to link up with higher to extract all EPWs and treat them IAW the five S's.

• Search from one side to the other and mark bodies that have been searched to ensure the area is thoroughly covered. Units should use the “clear out, search in” technique, clear from the center of the objective out ensuring the area is clear of all enemy combatants; then search all enemy personnel towards the center of the objective. Search all dead enemy personnel using two-man search techniques.

-- As the search team approaches a dead enemy Soldier, one-man guards while the other man searches.

First, he kicks the enemy weapon away.

-- Second, he rolls the body over (if on the stomach) by lying on top and when given the go ahead by the guard (who is positioned at the enemy's head), the searcher rolls the body over on him. This is done for protection in case the enemy Soldier has a grenade with the pin pulled underneath him.

-- The searchers then conduct a systematic search of the dead Soldier from head to toe removing all papers and anything new (different type rank, shoulder boards, different unit patch, pistol, weapon, or NVD). They note if the enemy has a fresh or shabby haircut and the condition of his uniform and boots. They note the radio frequency, and then they secure the SOI, maps, documents, and overlays.

-- Once the body has been thoroughly searched, the search team will continue in this manner until all enemy personnel in and near the kill zone have been searched.

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• Identify, collect, and prepare all equipment to be carried back or destroyed.

• Evacuate and treat friendly wounded first, then enemy wounded, time permitting.

• The demolition team prepares dual-primed explosives or incendiary grenades and awaits the signal to initiate.

This is normally the last action performed before the unit departs the objective and may signal the security elements to return to the ORP.

• Actions on the objective with stationary assault line; all actions are the same with the exception of the search teams. To provide security within the teams to the far side of the kill zone during the search, they work in three-Cadet teams. Before the search begins, the Cadet move all KIAs to the near side of the kill zone.

(p) If enemy reinforcements try to penetrate the kill zone, the flank security will engage to prevent the assault element from being compromised.

(q) The platoon leader directs the unit’s withdrawal from the ambush site:

• Elements normally withdraw in the reverse order that they established their positions.

• The elements may return to the RP or directly to the ORP, depending on the distance between elements.

• The security element of the ORP must be alert to assist the platoon’s return to the ORP. It maintains security for the ORP while the rest of the platoon prepares to leave.

• If possible, all elements should return to the location at which they separated from the main body. This location should usually be the RP.

(r) The PL and PSG direct actions at the ORP, to include accountability of personnel and equipment and recovery of rucksacks and other equipment left at the ORP during the ambush.

(s) The platoon leader disseminates information, or moves the platoon to a safe location (no less than one kilometer or one terrain feature away from the objective) and disseminates information.

(t) As required, the PL and FO execute indirect fires to cover the platoon’s withdrawal.

Figure 7-23 Actions on the Objective -- Deliberate Ambush

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7.4 Reconnaissance7.4.1 Overview

Reconnaissance operations are those operations undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy or potential enemy, or to secure data concerning the meteorological, hydrographical or geographical characteristics and the indigenous population of a particular area. Reconnaissance primarily relies on the human dynamic rather than technical means. Reconnaissance is performed before, during, and after other operations to provide information used in the intelligence preparation of the battlefield (IPB) process, as well as by the commander in order to formulate, confirm, or modify his course of action (COA). As a Cadet in Army ROTC, you will be expected to conduct reconnaissance of enemy positions, to include, communication’s nodes and cache sites.

Recon patrols provide timely and accurate information on the enemy and terrain. They confirm the leader’s plan before it is executed. Units on reconnaissance operations collect specific information (priority intelligence requirements [PIR]) or general information (information requirements [IR]) based on the instructions from their higher commander.

7.4.2 Fundamentals

In order to have a successful area reconnaissance, the leader must apply the fundamentals of the reconnaissance to his plan during the conduct of the operation.

1) Ensure continuous reconnaissance2) Do not keep reconnaissance assets in reserve3) Orient on the reconnaissance objective4) Report information rapidly and accurately5) Retain freedom of maneuver6) Gain and maintain enemy contact7) Develop the situation rapidly

7.4.2.1 Gain all required information.

In coordinating instructions of your higher operations order is Commander’s Critical Intelligence Requirements (CCIR). CCIRs comprise information requirements identified by the commander as being critical in facilitating timely information management and the decision-making process that affect successful mission accomplishment. The two subcomponents are friendly force information requirements (FFIR) and priority intelligence requirements (PIR).

Priority intelligence requirements are things that the commander has identified as being critical information about the terrain or the enemy that will affect future operations. During the entire patrol, members must continuously gain and exchange all PIR gathered, but cannot consider the mission accomplished unless all PIR has been confirmed or denied, or the allowed time has expired.

7.4.2.2 Avoid detection by the enemy.

A patrol must not let the enemy know that it is in the objective area. If the enemy knows he is being observed, he may move, change his plans, or increase his security measures. Methods of avoiding detection are--

(a) Minimize movement in the objective area (area reconnaissance).

(b) Move no closer to the enemy than necessary.

(c) If possible, use long-range surveillance or night vision devices.

(d) Camouflage, stealth, noise, and light discipline.

(e) Minimize radio traffic.

7.4.2.3 Employ security measures in the form of a Surveillance and Overwatch Team

A patrol must be able to break contact and return to the friendly unit with what information is gathered. If necessary, break contact and continue the mission. Security elements are emplaced so that they can overwatch the reconnaissance elements and suppress the enemy so the reconnaissance element can break contact.

7.4.2.4 Task organization.

When the leader receives the order, he analyzes his mission to ensure he understands what must be done. Then he task organizes his patrol to best accomplish the mission IAW METT-TC. Recons are typically squad-sized missions.

7.4.2.5 Task Standards.

The recon patrol collects all available information on PIR and other intelligence not specified in the order for the area. The patrol completes the recon and reports all information by the time specified in the order. The patrol is not compromised.

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7.4.3 Actions on the Objective, Area Reconnaissance (Figure 5-1).

(1) The element occupies the ORP as discussed in the section on occupation of the ORP. The RTO calls in spare for occupation of ORP. The leader confirms his location on map while subordinate leaders make necessary perimeter adjustments.

(2) The leader organizes the patrol in one of two ways: separate recon and security elements, or combined recon and security elements.

(3) The leader takes subordinates leaders and key personnel on a leader’s recon to confirm the objective and plan.

(a) Issues a 5-point contingency plan before departure.

(b) Establishes a suitable release point that is beyond sight and sound of the objective if possible, but that is definitely out of sight. The RP should also have good rally point characteristics.

(c) Allow all personnel to become familiar with the release point and surrounding area.

(d) Identifies the objective and emplaces surveillance. Designates a surveillance team to keep the objective under surveillance. Issues a contingency plan to the senior man remaining with the surveillance team. The surveillance team is positioned with one Soldier facing the objective, and one facing back in the direction of the release point.

(e) Takes subordinate leaders forward to pinpoint the objective, emplace surveillance, establish a limit of advance, and choose vantage points.

(f) Maintains commo with the platoon throughout the leader’s recon.

(4) The leader at the ORP maintains security and supervises priorities of work.

(a) Reestablishes security at the ORP.

(b) Disseminates the leader’s contingency plan.

(c) Oversees preparation of recon personnel (personnel re-camouflaged, NVDs and binos prepared, weapons on safe with a round in the chamber).

(5) The leader and his recon party return to the ORP.

(a) Confirms the plan or issues a FRAGO.

(b) Allows subordinate leaders time to disseminate the plan.

(6) The patrol conducts the recon by long-range observation and surveillance if possible.

(a) R&S elements move to observation points that offer cover and concealment and that are outside of small-arms range.

(b) Establishes a series of observation posts (OP) if information cannot be gathered from one location.


(7) If necessary, the patrol conducts its recon by short-range observation and surveillance.

(a) Moves to an OP near the objective.

(b) Passes close enough to the objective to gain information.


(8) R&S teams move using a technique such as the cloverleaf method to move to successive OP’s. In this method, R&S teams avoid paralleling the objective site, maintain extreme stealth, do not cross the limit of advance, and maximize the use of available cover and concealment.

(9) During the conduct of the recon, each R&S team will return to the release point when any of the following occurs:

• They have gathered all their PIR.

• They have reached the limit of advance.

• The allocated time to conduct the recon has elapsed.

• Contact has been made.

(10) At the release point, the leader will analyze what information has been gathered and determine if he has met the PIR requirements.

(11) If the leader determines that he has not gathered sufficient information to meet the PIR requirements, or if the information he and the subordinate leader gathered differs drastically, he may have to send R&S teams back to the objective site. In this case, R&S teams will alternate areas of responsibilities. For example, if one team reconnoitered from the 6 – 3 – 12, then that team will now recon from the 6 – 9 – 12.

(12) The R&S element returns undetected to the ORP by the specified time.

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(a) Disseminates information to all patrol members through key leaders at the ORP, or moves to a position at least one terrain feature or one kilometer away to disseminate. To disseminate, the leader has the RTO prepare three sketches of the objective site based on the leader's sketch and provides the copies to the subordinate leaders to assist in dissemination.

(b) Reports any information requirements and/or any information requiring immediate attention to higher headquarters, and departs for the designated area.

(13) If contact is made, move to the release point. The recon element tries to break contact and return to the ORP, secure rucksacks, and quickly move out of the area. Once they have moved a safe distance away, the leader will inform higher HQ of the situation and take further instructions from them.

(a) While emplacing surveillance, the recon element withdraws through the release point to the ORP, and follows the same procedures as above.

(b) While conducting the reconnaissance, the compromised element returns a sufficient volume of fire to allow them to break contact. Surveillance can fire an AT-4 at the largest weapon on the objective. All elements will pull off the objective and move to the release point. The senior man will quickly account for all personnel and return to the ORP. Once in the ORP, follow the procedures previously described.

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7.5 Cordon and SearchSearches are an important aspect of population and resource control. The need to conduct search operations or to employ search procedures may become an ongoing requirement in certain stability situations. A search can orient on people, materiel, buildings, or terrain. A company team may be required to perform a search as part of a battalion task force operation or independently.

7.5.1 Planning

Prior to conducting the search, patrol leaders must understand the limits of their search authority and the ROE, which can be found in Appendix C. Misuse of search authority can adversely affect the outcome of the command's mission. Therefore, the seizure of contraband, evidence, intelligence material, supplies, or other items during searches must be conducted and recorded lawfully to be of future value. Proper use of authority during searches gains the respect and support of the people.

(1) Authority. Authority for search operations should be carefully reviewed. Military personnel must know that they may perform searches only in areas within military jurisdiction or where otherwise lawful. Searches may be conducted only to apprehend suspects or to secure evidence proving an offense has been committed.

(2) Instructions. Search teams should be given lists of prohibited or controlled-distribution items should be widely disseminated and on hand during searches. The military or civil police who work with the populace and the resource control program are contacted before the search operations, or periodically if search operations are a continuing activity. This is normally coordinated by the battalion task force staff. Units must consider the effect of early warning on the effectiveness of their operation.

(3) Interpreters. Language difficulties can interfere when US forces interface with the local populace. Therefore, units given a search mission should be provided with interpreters as required.

(4) Tempo. Search operations are conducted slowly enough to allow for an effective search but rapidly enough to prevent the threat from reacting to the search.

(5) Use of Force. Under normal search conditions, minimum essential force is used to eliminate any active resistance encountered. Some situations may require the full shock effect of speed and surprise and limited violence of action. Patrols should be prepared to clear rooms under precision or high intensity conditions.

(6) Surprise. Searches may be conducted during limited visibility, early morning hours or multiple times to achieve surprise. Searchers should return to a searched area after the initial search to surprise and eliminate targeted individuals, groups, or their leaders who might have either returned or remained undetected during the search.

(7) Establishing a Cordon. Plans should be developed for securing the search area (establishing a cordon) and for handling detained personnel. Checkpoints can be employed to canalize traffic.

7.5.2 Procedures.

The procedures for conducting a cordon and search are:

(1) Search of Individuals. The fact that anyone in an area to be searched could be an enemy or a sympathizer is stressed in all search operations. However, to avoid making an enemy out of a suspect, searchers must be tactful. The greatest caution is required during the initial handling of a person about to be searched. One member of the search team provides security while another member makes the actual search. Where appropriate, checkpoints are placed which allow controlling individuals with minimum force with maximum security.

(2) Search of Females. The threat may use females for all types of tasks when they think searches might be a threat. To counter this, female searchers should be used. (This should be coordinated by the battalion staff.) If male soldiers must search females, all possible measures must be taken to prevent any inference of sexual molestation or assault. Cultural differences may make this a particular problem, especially in Muslim communities.

(3) Search of Vehicles. Searching of vehicles may require that equipment such as detection devices, mirrors, and tools be made available. Occupants may need to be moved away from vehicles and individually searched, before the vehicle itself is searched. Specially trained dogs may be used to locate drugs or explosives. A thorough search of a vehicle is a time-consuming process. Effect on the population must be considered. A separate vehicle search area should be established to avoid unnecessary delays. These will most likely not be seen during patrolling lanes.

7.5.3 Conduct of Cordon and Search.

When intelligence identifies and locates targeted individuals and groups, an operation is mounted to neutralize them. This should be done by local police, acting on the warrant of a disinterested magistrate (such as a judiciary), and based on probable cause. Patrols will provide security and assist in this effort. In some cases, infantry units may have to conduct the actual search and apprehension. When the situation requires more aggressive action, emergency laws and regulations may dispense temporarily with some of these legal protections. The method used should be the least severe method that is adequate to accomplish the mission. Care should be taken to preserve evidence for future legal action.

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A search party consists of a security element to encircle the area, to prevent entrance and exit, and to secure open areas; a search element to conduct the search; and a reserve element to help as required.

Figure 7-24 Urban Cordon

You will not conduct an urban cordon and search at LDAC.

7.5.4 Task Organization.

Cordon and searches are done with a company size element or larger. The specific company team task organization will be determined by the factors of METT-TC. A sample company task organization for a cordon and search mission is shown below:

(a) Security Element. This element establishes the checkpoints and conducts security patrols around the cordon preventing exit and entry. Depending on the enemy situation, hasty defensive positions can be assumed in buildings. Army Cadets are typically provided a notional outer cordon.

(b) Search Element. The search element is made up of the immediate security and the search element. Your immediate security, approximately a squad sized element, can be manned by your machine guns and watch for people trying to escape from the objective. Standard ROE applies, if they are civilians you may have to secure those individuals to search them. The search element made up of a squad, will conduct the hard knock (aggressive) or soft knock (more passive allowing the occupants to let you in).

Figure 7-25 Cordon and Search Building Cluster

(c) Reserve Element. The reserve element is one platoon minus a squad. Part of the reserve may be located inside the cordon to be prepared to assist the search element; part may be located outside the cordon to assist the security element. This is dependent on the company level operations order you receive from your TAC.

7.5.5 Establishing a Cordon.

An effective cordon is critical to the success of the search effort. Cordons are designed to prevent the escape of individuals to be searched, and to protect the forces conducting the operation. In remote

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areas, the cordon may be established without being detected. Limited visibility aids can be used in the establishment and security of the cordon.

(a) Plans should be developed to handle detained personnel. The outer cordons will provide security and accompany police and intelligence forces who will identify, question, and detain suspects. Outer cordons may also conduct searches and assist in detaining suspects, under police supervision; but, their principal role is to reduce any resistance that may develop and to provide security for the operation. Use of force is kept to a minimum.

(b) Deployment for the search should be rapid, especially if the threat is still in the area to be searched. Ideally, the entire area should be surrounded at once; observed fire covers any gaps. Special consideration should be used to prevent locals from escaping along covered or concealed trails.

(c) The security element surrounds the area while the search element moves in. Members of the security element orient mainly on people evading the search in the populated area; however, the security element can also cut off any belligerents trying to reinforce others within the area. Checkpoints and roadblocks may need to be established.

(d) Subsurface routes of escape in urban areas, such as subways and sewers, may also need to be cordoned and searched. The procedures below should be considered when preparing for the search of a urban area. Subsurface routes will not be used with Army ROTC Cadets.

7.5.6 Conducting the Search.

A search of an urban area must be conducted with limited inconvenience to the populace. However, the populace should be inconvenienced enough to discourage targeted individuals and groups and their sympathizers from remaining in the locale, but not enough to drive the rest of the populace to collaborate with belligerents as a result of the search. A large-scale search of the urban area is a combined civil police and military operation. If this occurs, it is normally conducted at battalion task force level or higher. Such a search should be planned in detail and rehearsed. Physical reconnaissance of the area just before a search is avoided. Information needed about the terrain can be obtained from aerial photographs. In larger towns or cities, the local police might have detailed maps showing relative sizes and locations of buildings. For success, the search plan must be simple and the search must be conducted swiftly. The search element conducts the mission assigned for the operation. The element is organized into special teams. These teams can include personnel and special equipment as previously discussed. Three basic methods are used to search the populated area.

(a) Central Location. Assemble inhabitants in a central location if they appear to be hostile. This method provides the most control; simplifies a thorough search; denies the belligerents an opportunity to conceal evidence; and allows for detailed interrogation. It has the disadvantage of taking the inhabitants away from their dwellings, thus encouraging looting, which, in turn, engenders ill feelings.

(b) Home Restriction. Restrict the inhabitants to their homes. This prohibits movement of civilians, allows them to stay in their dwellings, and discourages looting. The disadvantages of this method are that it makes control and interrogation difficult and gives inhabitants time to conceal evidence in their homes.

(c) Control Heads of Households. The head of each household is told to remain in the front of the house while everyone else in the house is brought to a central location. During the search, the head of the household can see that the search team will steal nothing. Often, this is the best method for controlling the populace during a search. This person can be used to open doors and containers to facilitate the search.

7.5.7 Searching a House.

Escort parties and transportation must be arranged before the search of a house. The object of a house search is to screen residents to determine if there are any targeted individuals and groups and their sympathizers, and to look for controlled items. A search party assigned to search an occupied building should consist of at least one local policeman, a protective escort (usually infantry), and a female searcher. Forced entry may be necessary if a house is vacant or if an occupant refuses to allow searchers to enter. If a house containing property is searched while its occupants are away, it should be secured to prevent looting. Before US forces depart, the commander should arrange for the community to protect such houses until the occupants return.

7.5.8 Other Considerations.

Other considerations for conducting a cordon and search are:

(1) The reserve element is a mobile force positioned in a nearby area. Its mission is to help the other two elements if they meet resistance beyond their ability to handle. The reserve element can replace or reinforce either of the two elements if the need arises.

(2) Any objectionable material found, including propaganda signs and leaflets, should be treated as if it were booby-trapped until inspection proves it safe.

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(3) Underground and underwater areas should be searched thoroughly. Any freshly excavated ground could be a hiding place. Mine detectors can be used to locate metal objects underground and underwater.

(4) Depending on the factors of METT-TC, a graduated response technique can be employed. This technique uses warnings and progressive amounts of force to obtain compliance. For example, warnings in the native language can be given announcing that some type of force, lethal or nonlethal, will be used in a given amount of time if the occupants do not exit the building.

(5) Before entering the area, psychological operations announcements can be made to encourage inhabitants to leave peacefully. While this technique minimizes collateral damage, it also gives the enemy time to react. Providing a cordial request for the occupants to come out sometimes is enough to facilitate a successful cordon and search.

.

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Section 8 Consolidation and Reorganization on the Objective8.1 Consolidation and Reorganization Overview

Consolidation and reorganization on the objective is a critical juncture which is often overlooked during planning. Units must accomplish the following tasks:

Establish security on the objective Secure Enemy Prisoners of War (EPW) Administer first aid (enemy and friendly) Consolidate/redistribute water and ammunition Conduct site exploitation/gather intelligence Furnish reports to their higher headquarters.

Since many of these actions are completed concurrently, it is important for leaders to clearly delineate priorities of work for their subordinate units/leaders. A way to do this is to clearly delineate the composition of each team and each team’s priorities of work.

Figure 8-26 – Cartoon Order (Example Phase 4)

8.2 SecuritySecurity is always the first priority. A unit cannot accomplish any mission/task without first securing itself. Security during consolidation and reorganization starts with security during actions on the objective

8.3 LACELACE report is the most basic Soldier report.

Liquid – how much water the Soldier has Ammunition – how much ammunition a Soldier has Casualties – Whether or not the Soldier is injured/wounded Equipment – Whether or not the Soldier has all of his assigned equipment

Because this is where the “rubber meets the road” they are not given with any kind of code (i.e. red, amber, green). Reporting should be “I have 1 full canteen of water and 4 magazines of 5.56mm ammunition. I am uninjured and I have all of my equipment.”

8.4 SITREPThe very basic form of a situation report (SITREP) is the SALUTE report. This is the report you will use in ROTC:

Size – what is the size of the enemy unit you are in contact with Activity – what is the enemy unit currently doing Location – where is the enemy unit Uniform – description of identifiable uniform/clothing Time – time you made contact with the enemy Equipment – what kind of equipment the enemy was using

8.5 Special Teams8.5.1 Aid and Litter

Aid and litter teams are responsible for buddy aid and evacuation of casualties. Aid and litter will drag all friendly wounded back to the casualty collection point.

8.5.2 Enemy Prisoner of War (EPW) Search

The assault element may provide two-Soldier (buddy teams) or four-Soldier (fire team) search teams to search bunkers or buildings on the objective. These teams will search the objective or kill zone for any PIR that may give the leader an idea of the enemy concept for future operations. Primary and alternate teams may be assigned to ensure enough prepared personnel are available on the objective. EPW teams control enemy prisoners using the five S’s and the leader’s guidance. Search, Silence, Segregate, Safeguard, Speed.

Technique: As the EPW team is collecting all the items found on the objective they can drop them in front of the RTO to help in his recording of the information.

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8.5.3 Demolition

You will not receive demolitions as a Cadet. The demo team may also be the EPW team.

8.6 Tactical Site ExploitationThe action taken to ensure that documents, material, and personnel are identified, collected, protected, and evaluated in order to facilitate follow-on actions. TSE focuses on the actions taken by soldiers and leaders at the point of initial contact.

8.7 Movement Off of the Objective The majority of operations you will conduct as a Cadet will require you to leave the objective after you have accomplished your mission. Your movement off the objective should have the same level of detailed planning and focused execution as the mission.

8.7.1 Actions to be taken

(1) On order or signal of the PL, the assault element withdraws from the objective. Using prearranged signals, the assault line begins an organized withdrawal from the objective site, maintaining control and security throughout the withdrawal.

(2) The assault element bounds back near the original assault line, and begins a single file withdrawal through the APL's choke point.

(3) All Soldiers must move through the choke point for an accurate count. Once the assault element is a safe distance from the objective and the headcount is confirmed, the platoon can withdraw the support element. If the support elements were a part of the assault line, they withdraw together, and security is signaled to withdraw. Once the support is a safe distance off the objective, they notify the platoon leader, who contacts the security element and signals them to withdraw. All security teams link up at the release point and notify the platoon leader before moving to the ORP. Personnel returning to the ORP immediately secure their equipment and establish all-round security. Once the security element returns, the platoon moves out of the objective area as soon as possible, normally in two to three minutes.

• Before withdrawing, the demo team activates demo devices and charges.

• Support element or designated personnel in the assault element maintain local security during the withdrawal.

• Leaders report updated accountability and status (ACE report) to the PL and APL.

(4) Squads withdraw from the objective in the order designated.

• Account for personnel and equipment.

• Disseminate information.

• Redistribute ammunition and equipment as required.

(5) The PL reports mission accomplishment to higher and continues the mission.

• Reports raid assessment to higher.

• Informs higher of any IR/PIR gathered.

8.8 ExfiltrationDepending on the type of operation, you may be expected to have a planned withdrawal from you objective. The common missions that require a planned withdrawal are raid and reconnaissance. For your withdrawal plan, you will need to determine a route back from your objective during your orders process. You may be required to withdrawal from your ORP to return, Avoid taking the same route you took to your objective. If the enemy has the capability to mass its force on your withdrawal, an alternate exfiltration route should be planned.

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Appendix A Cart oon Order Example

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WF 12 Rules of Engagement


Appendix B MEDEVAC Request (9-Line MEDEVEC)

Line 1 ____________________________________ Location of the pickup site. (8-digit coordinate)

Line 2 ____________________________________ Radio frequency, call sign, and suffix. (your info)

Line 3 ____________________________________ Number of patients by precedence:

A Urgent D Routine

B Urgent Surgical E Convenience

C Priority

Line 4 ____________________________________ Special equipment required:

A None C Extraction Equipment

B Hoist D Ventilator

Line 5 ____________________________________ Number of patients by type:

L Litter A Ambulatory

Line 6 ____________________________________ Security at the pickup site:

N No enemy troops in area E Enemy troops in area (approach with caution)

P Possible enemy troops in area X Enemy troops in area (escort required)

Line 7 ____________________________________ Method of marking the pickup site:

A Panels D None

B Pyrotechnic signal E Other

C Smoke signal

Line 8 ____________________________________ Patient nationality and status:

A US Military D Non-US Civilian

B US Civilian E EPW

C Non-US Military

Line 9 ____________________________________ NBC contamination:

N Nuclear B Biological

C Chemical

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Appendix C 9 Line IED/UXO Report

Line 1 ____________________________________ Date and Time Group Discovered:

Line 2 ____________________________________ Reporting Activity. UIC/Unit Designation. Location (8 Digit Grid):

Line 3 ____________________________________ Contact Method (Radio Freq. and Callsign):

Line 4 ____________________________________ Type of Ammunition:

Dropped Projected

Placed Thrown

Line 5 ____________________________________ NBC Contamination:

Yes No

Line 6 ____________________________________ Resources Threatened:

Line 7 ____________________________________ Impact on Mission:

Line 8 ____________________________________ Protective Measures Taken:

Line 9 ____________________________________ Recommend Priority:

Immediate Indirect

Minor No Threat

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Appendix D WF 12 Rules of Engagement NOTHING IN THE ROE LIMITS YOUR INHERENT AUTHORITY AND OBLIGATION TO TAKE ALL NECESSARY AND APPROPRIATE ACTIONS TO DEFEND YOURSELF, YOUR UNIT, AND OTHER U.S. FORCES.

1. HOSTILE FORCES: SAPA/Arianan Forces are declared hostile.

2. HOSTILE ACTORS: You may engage persons who commit hostile acts or show hostile intent with the minimum force necessary to counter the hostile act or demonstrated hostile intent and to protect US Forces.

Hostile act: Attack or other use of force against US Forces or use of force that directly precludes or impedes the mission/duties of US Forces.

Hostile intent: Threat of imminent use of force against US Forces or threat of force to preclude or impede the mission/duties of US Forces.

3. You may use force, up to and including deadly force, against hostile actions:

a) In self-defense;

b) In defense of your unit, or other US Forces;

c) To prevent theft, damage, or destruction of firearms, ammunition, explosives, or property designated by your Commander as vital to national security. Protect other property with less than deadly force.

4. Personnel not in uniform with weapons are considered civilian, but treated with great caution. If personnel with weapons are commingled with hostile forces, they may be engaged without warning.

5. Personnel not in uniform with weapons may be engaged without warning if threatening noncombatants or US forces.

6. Civilian vehicles with crew served weapons are declared hostile and may be engaged without warning.

7. US forces will not endanger noncombatants to engage enemy forces unless in self-defense, defense of unit or US Forces.

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IndexAActions on the Objective.......................................22Ambush.......................................................4, 22, 23Assembly Area Operations...................................18Attack................................................................4, 22CCommander’s Intent...........................................1, 7FFRAGO.......................................................1, 12, 13Friction..............................................................2, 13MMETT-TC........................................................5, 6, 7Military Aspects of the Terrain................................8Mission Statement..................................................1Movement to Contact............................................22OObjective Rally Point (ORP).............................1, 20OCOKA..............See Military Aspects of the TerrainOPORD...............................5, 6, 7, 9, 10, 11, 12, 13Orders...............................................................9, 13

PPatrol Security......................................................19PURPOSE.....................................i, 1, 5, 6, 7, 9, 13RRaid.......................................................................22Reconnaissance...............................................6, 22Rehearsals..............................................7, 9, 13, 19SSquad Security.....................................................18TTASK............................i, 1, 5, 6, 7, 9, 13, 18, 19, 22Troop Leading Procedures...............................5, 18

Complete the Plan...............................................6Conduct Reconnaissance...................................6Initiate Movement................................................6Issue a Warning Order........................................5Issue the Operations Order.................................6Make a Tentative Plan........................................5Receive the Mission............................................5Supervise and Refine..........................................6

WWARNO..........................................................5, 7, 9

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Index