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3-34 | 75 | Support to Large-Scale Ground Combat
ARFOR and integrating or reinforcing the efforts of all unified action partners, provide the JFC the significant
capability to support the consolidation of gains.
Consolidate gains is not a synonym for stability, counter-insurgency, or nation-building. It describes
activities designed to make the achievement of the military objective enduring. Engineer support to offensive
and defensive operations may continue, and the broad array of stability operations may continue over time
in specific OEs. Maneuver forces adjust their AO to mass effects and to ensure that C2 covers critical areas
in the AOR. Engineers must deliberately plan and prepare for a shift in vital engineer resources to support
the consolidation of gains that capitalizes on operational success. Expect engineers and their supporting
enablers (such as military police, EOD, and medical and civil affairs) to conduct stability or security tasks.
Engineer C2 shifts to place headquarters nodes on key missions or locations. Follow-on forces may
bring critical units and resources that are not required for large-scale ground combat but are essential to
support the consolidation of gains and stability of the region.
Engineer tasks that support the consolidation of gains are similar to tasks in shape and prevent
operations. These tasks include the following:
* Assess civil infrastructure.
* Conduct area clearance to remove explosive hazards.
* Recon additional LOCs, roads, and bridges to support freedom of maneuver.
* Improve force protection measures for critical infrastructure.
* Improve combat roads and trains; replace tactical bridging with long-term LOC bridging.
* Increase contracts for CLASS IV construction/barrier materials, construction equipment, or
construction labor.
* Construct base camps and infrastructure as forces and logistics are relocated within the AO. |
3-34 | 77 | Chapter 5
Engineer Planning
The engineer planning process is the primary tool for developing engineer estimates.
The engineer estimate enables the early integration of engineer capabilities into
combined arms operations. The engineer estimate is an extension of the MDMP.
SECTION I – INTEGRATED PLANNING
Commanders direct their staffs and integrate input from subordinate commanders into their planning
processes. Engineer leaders must understand (and be integral participants in) the planning processes that
impact engineer operations at their echelon of employment. Supporting engineer unit commanders and
leaders conduct parallel planning processes that provide effective outcomes for the engineer units employed
and appropriate input to the higher commander’s process. Geospatial support elements and engineer staff
planners integrate directly within the planning staff at each echelon to participate in the planning process.
ENGINEER SUPPORT TO THE PLANNING PROCESS
Engineer operations are complex and resource- (time-, manpower-, equipment-, and material-)
intensive, and they require extensive and proactive coordination. Additionally, a successful engineering effort
requires an understanding of all engineer disciplines (combat, general, and geospatial) and their role in
supporting the concept of operations. Engineer operations must be directed and synchronized through
planning as one of the critical activities in the operations process. Many engineer activities also require logic,
technical expertise, and problem-solving techniques that form the base logic for the planning processes, as
shown in ADP 5-0. Engineer operations involve the use of some functionally unique analytic tools to solve
construction, design, facility, and other engineer-specific problems.
As a significant part of the planning process, the staff recommends the appropriate command and
support relationship between engineer and maneuver units to the commander. Each situation is unique and
requires its own solution. Whatever the selected relationship, engineer commanders are inherently
responsible for ensuring that engineer support tasks are accomplished by subordinate units. In a command
relationship, command authority over engineer units is given to a maneuver commander for the immediate
availability of engineer forces, when needed. This relationship is well-suited for offensive tasks and fluid
situations, allowing the maneuver commander more flexibility in using engineer assets. Command,
administrative, and logistical responsibilities remain with the parent engineer unit in a support relationship.
Commanders are assigned a support relationship during the conduct of offense, defense, stability, and DSCA
operations when subordination of one unit to another is inappropriate. The engineer unit commander
organizes the unit and allocates tasks so that they effectively meet the needs of the maneuver commander.
In some cases, the command and support relationship changes during the conduct of operations at a
time or place at which assigned tasks terminate or resources have been exhausted, such as during the
execution of a breach. During the breach, a supporting engineer unit may revert from OPCON task
organization to their organic unit. Similarly, engineers who are task-organized as tactical control during the
preparation of a BCT defense can be reassigned as tactical control to the United States Army Reserve.
Table 5-1, page 5-2, depicts the Army command relationship responsibilities of the gaining and losing
commands. Army command relationships define superior and subordinate relationships between unit
commanders. By specifying a chain of command, command relationships unify effort and enable
commanders to use subordinate forces with maximum flexibility. Army command relationships identify the
degree of control of the gaining Army commander. The type of command relationship often relates to the |
3-34 | 78 | Chapter 5
expected longevity of the relationship between the headquarters involved and quickly identifies the degree
of support that the gaining and losing Army commanders provide.
Table 5-2 depicts the Army support relationships. Army support relationships are not a command
authority and are more specific than joint support relationships. Commanders establish support relationships
when subordination of one unit to another is inappropriate.
Table 5-1. Army command relationships
Then inherent responsibilities—
Have May be Unless Are Provide Establish/ Have Can impose
command task- modified, assigned liaison maintain priorities on gained
If
relationship organized ADCON position to— communi- established unit further
relationship
with— by1— responsibility or AO cations by— command
is—
goes by— with— or support
through— relationship
of—
All organic Organic Army HQ Organic NA NA Organic HQ Attached;
forces HQ specified in HQ OPCON;
Organic organized organizing TACON; GS;
with the HQ document GSR; R; DS
Gaining unit Gaining Gaining Army OPCON As As required ASCC or As required
HQ HQ chain of required by OPCON Service- by OPCON
Assigned
command by assigned HQ HQ
OPCON
Gaining unit Gaining Gaining Army Gaining As Unit to Gaining unit Attached;
unit HQ unit required which OPCON;
Attached by gaining attached TACON; GS;
unit GSR; R; DS
Gaining unit Parent Parent unit Gaining As As required Gaining unit OPCON;
unit and unit required by gaining TACON; GS;
gaining by gaining unit and GSR; R; DS
unit; unit parent unit
gaining
OPCON2
unit may
pass
OPCON
to lower
HQ1
Gaining unit Parent Parent unit Gaining As As required Gaining unit TACON;GS
unit unit required by gaining GSR; R; DS
by gaining unit and
TACON
unit parent unit
1 In NATO, the gaining unit may not task-organize a multinational force. (See TACON.)
2 Other relationships attributional to ADCON and OPCON are described in ADP 3-0.
Legend:
ADCON administrative control HQ headquarters
AO area of operations NA not applicable
ASCC Army Service component NATO North Atlantic Treaty
command Organization
DS direct support OPCON operational control
GS general support R reinforcing
GSR general support– TACON tactical control
reinforcing |
3-34 | 79 | Engineer Planning
Table 5-2. Army support relationships
Then inherent responsibilities—
Have May be Receive Are Provide Establish/ Have Can
command task- sustain- assigned liaison to— maintain priorities impose on
If relationship relation- organized ment position or communi- established gained unit
is— ship by— from— an area of cations by— further
with— operations with— support
by— relation-
ship of—
Parent Parent Parent Supported Supported Parent unit; Supported See note1
unit unit unit unit unit supported unit
Direct support1
unit
Parent Parent Parent Reinforced Reinforced Parent unit; Reinforced Not
unit unit unit unit unit reinforced unit; then applicable
Reinforcing
unit parent unit
Parent Parent Parent Parent unit Reinforced Reinforced Parent unit; Not
General
unit unit unit unit and as unit and as then applicable
support–
required by required by reinforced
reinforcing
parent unit parent unit unit
Parent Parent Parent Parent unit As required As required Parent unit Not
unit unit unit by parent by parent applicable
unit unit
General support
1 Commanders of units in direct support may further assign support relationships between their subordinate units and
elements of the supported unit after coordination with the supported commander.
Engineers conduct planning at the strategic, operational, and tactical levels. It is important to
understand planning within the context of the levels of war. The scope, complexity, and length of planning
horizons differ between operational and tactical planning, yet as echelons of responsibilities have blurred,
any engineer headquarters may find itself supporting a maneuver unit at any level of war. For example, an
engineer battalion may deploy to support a JTF or an Army corps at the operational level or a division or
BCT at the tactical level.
The engineer planning concepts of the CCDR or senior Army commander focus on the relationship
between the geography and force projection infrastructure and the concept of operations. Engineer planners
must determine the basic—yet broad—mobilization, deployment, employment, and sustainment
requirements of the CCDR concept of operations. The senior engineer commander or the engineer staff
officer at each echelon must support the development of the supported commander’s OPLAN or OPORD
and an internal OPLAN or OPORD for the engineer organization. As previously discussed, the engineer staff
officer is the special staff officer responsible for coordinating engineer assets and operations for the
command, including engineer planning. The engineer staff officer is normally the senior engineer officer on
staff, but a senior engineer commander may be supporting the force.
In planning at every level, the engineer planner should consider a number of the following general
considerations:
* Speed. Engineer tasks are resource-intensive in terms of time, materials, manpower, and
equipment. Practices that support speed include the use of existing facilities, standardization,
simplicity of design and construction, modular systems, prefabricated or pre-engineered
components, and phased construction.
* Economy. Engineering demands the efficient use of personnel, equipment, and materials.
Practices that support the economy include the conservation of resources and the application of
environmental considerations early in the process.
* Flexibility. Standard plans that allow for adjustment, expansion, and contraction will be used
when possible. For example, forward airfields should be designed and located so that they can be
expanded into more robust facilities. |
3-34 | 80 | Chapter 5
* Decentralization of authority. The dispersion of forces requires that engineer authority be
decentralized as much as possible. The engineer commander at a particular location must have
authority that is consistent with responsibilities.
* Establishment of priorities. Priorities and resource allocation must be established to determine
how much engineer effort is devoted to a single task. All levels of command, beginning with the
JFC, will issue directives establishing broad priorities. Resources are initially assigned to the
highest priority tasks, and low priority tasks are left undone while recognizing and mitigating the
risk.
STAFF INTEGRATION
While staffs differ by echelon and unit type, all staffs include similar staff sections. The staff consists
of the chief of staff or executive officer and of coordinating, special, and personal staff sections. Commanders
organize the staff into CPs for operations. Commanders organize their headquarters into CPs to help them
exercise a mission command approach throughout the conduct of operations. By organizing their C2 system
into CPs, commanders distribute their staff and C2 system capabilities in the AO. This increases the
commander’s ability to expand their operational reach and makes the C2 system more survivable. The
number and internal structure of CPs are based on available resources, planning horizons, and warfighting
functions.
Doctrine and a unit’s modified table of organization and equipment provide commanders a starting
point for organizing their engineer staff. Each operation is unique based on mission variables. Just as
commanders organize their entire force for an operation, they organize their staff and other control systems
for effective C2. Mission variables are considered in determining the operational configuration for the
headquarters, and the mission also determines which activities the operationally configured headquarters
must accomplish. These activities determine how commanders organize, tailor, or adapt their staff to
accomplish the mission. The mission also determines the size and composition of the staff. For example, a
division headquarters may serve as the base for a JTF headquarters. Based on an analysis of mission variables,
the division staff is augmented with additional staff members and C2 capabilities to accomplish the JTF
mission.
GEOSPATIAL SUPPORT AND JOINT ENGINEER STAFF
Each JFC has a unique engineer staff structure. The specific joint manning document describes the
engineer staff organization and should reflect representation from each Service. Staff engineers should work
closely with civilian and multinational partner organizations to develop wartime organization augmentation
manning. The joint manning document should be built based on analysis of the mission and the engineer staff
capabilities required to support the operation.
GEOSPATIAL INTEGRATION
Within ARFOR, geospatial capabilities are distributed at BCT, division, corps, and theater army
echelons to provide geospatial engineering support. Geospatial engineering support provided to the Army
and other Services varies in focus at each echelon. It is focused on geospatial data generation, geospatial data
analysis, geospatial data management, and quality control at the theater army and combatant command level.
At the corps and division levels, the majority of the workload is required to support database management,
mission planning, and the IPB. Below the division level, geospatial engineering is increasingly focused on
current operations and updating the SSGF for the COP.
The corps and division teams (and the geospatial intelligence cell, if available) support the G-2 and
G-3 planners to fuse intelligence and geospatial information into a COP for the commander, staff, and
subordinate units. See ATP 2-22.7 for more information about geospatial intelligence. The geospatial
engineer team requires access to the classified tactical network to update and disseminate SSGF. The
geospatial engineer team organic to the corps and division collects and provides updated geospatial data and
products in support of corps and division operations.
A GPC is assigned to each Army command and Special Operations Command to provide geospatial
operational planning; the generation, analysis, and preparation of maps, map updates, and tactical decision |
3-34 | 81 | Engineer Planning
aids; and coordination with other geospatial engineer elements and higher headquarters. GPCs are the only
units with a unique, dedicated geospatial data generation capability within the Army force structure. The
GPC requires access to the Global Information Grid and a classified tactical local area network to update and
disseminate geospatial information and products. GPCs are responsible for managing the TGD.
The AGC provides timely, accurate, and relevant geospatial information, capabilities, and domain
expertise for Army Geospatial Enterprise implementation in support of military operations. AGC provides
reachback support to all echelons, may provide training to units, and supports the distribution of the SSGF.
The NGA produces digital terrain and feature data, which is available to users via the Web or directly
from the NGA. The Defense Logistics Agency distributes maps. The geospatial engineer can request imagery,
which can be used for spatial and temporal reasoning or multispectral analysis products that are customized
to meet particular operational requirements. Imagery enhances 3-D and fly-through perspectives. NGA
geospatial analysts may be attached to units, normally at division and above, to supplement the organic
geospatial engineers and staffs.
JOINT ENGINEER STAFF
The JFC will organize their staffs to carry out their respective assigned duties and responsibilities.
Based on mission-specific requirements, the engineer staff may be placed within the operations directorate
of a joint staff (J-3) or logistics directorate of a joint staff (J-4) or be organized as a separate staff to the JFC.
The JFC may choose to organize geospatial engineers or GI&S officers within the intelligence directorate of
a joint staff (J-2), J-3, J-4, or engineering staff section of a joint staff (J-7), depending on the specific
organizational structure of the unit. Considerations for each option include—
* Operations directorate staff. When the focus of engineer effort predominantly supports the
operational movement and maneuver, fires, and protection warfighting functions, the JFC should
consider placing the engineer staff as a cell within the J-3. This option provides the fastest
exchange of information during crisis action planning and optimizes the use of supporting
capabilities.
* Logistics directorate staff. When the engineer effort predominantly supports sustainment of the
joint force, the JFC should consider placing the engineer staff as a cell within the J-4. This option
facilitates planning and coordination among engineers and logisticians for the construction and
repair of roads, airfields, other logistic facilities, and infrastructure in general.
* Separate engineer staff. When the engineer effort is a significant focus or a key element of the
joint operation, or when the engineer effort is equally divided between combat and general
engineer disciplines, the JFC should consider establishing a separate engineer staff element that
reports directly to the JFC. This option provides the greatest flexibility in orchestrating diverse
engineer operations, and it provides the greatest visibility of engineer capabilities, requirements,
and responsibilities throughout the staff. This is the preferred option.
A combatant command engineer staff assists the geographic combatant commander (GCC) by
performing a variety of functions to synchronize engineer operations in the AOR. A joint force engineer
serves as the principal advisor to the JFC for matters pertaining to the planning and execution of joint
engineering support operations. The GCC and subordinate JFC organize their staffs to carry out their
respective assigned duties and responsibilities. When a functional component command employs forces from
more than one Service, the staff should reflect on each Service represented. Based on mission-specific
requirements, the engineer staff may be placed within the directorate for operations (J-3) or the directorate
for logistics (J-4) or be organized as a separate staff to the JFC. The JFC may choose to organize geospatial
engineers or GI&S officers within the directorate for intelligence (J-2). Regardless of the option or
combination of options used, the requirement for the staff engineer remains, as does the need for constant
communication, liaison, and coordination throughout the entire staff. A notional joint engineer staff is
depicted in figure 5-1, page 5-6. |
3-34 | 82 | Chapter 5
Legend:
….. lines of coordination
GI&S geospatial information and services
Figure 5-1. Notional joint engineer staff
Typical joint engineer responsibilities are as follows:
* Planning and coordinating theater engineering support.
* Providing recommendations on the assignment of engineering missions to subordinate
commanders. Recommendations may include which subordinate commander (Service or
functional component, subordinate JTF, or subunified commander) will be assigned the mission
or the scope of the project and which commanders will be placed in supporting roles.
* Furnishing recommendations on the tasking of components for theater engineering missions,
tasks, or projects.
* Recommending policies and priorities for construction and real estate acquisition and for Class IV
construction materials.
* Compiling a joint integrated priority list for construction projects for U.S.-funded contingency
construction and for HN-funded construction.
* Furnishing advice on the effect of joint operations on the physical environment according to
applicable U.S., international, and HN laws and agreements.
* Recommending construction standards.
* Identifying engineering support requirements that exceed component funding authorizations and
organized engineer capabilities.
* Furnishing advice on the assessment of the risk to mission accomplishment of engineering support
shortfalls.
* Furnishing advice on the feasibility, acceptability, and suitability of component engineering plans.
* Preparing, as part of the joint operation planning process, the engineer parts of OPLANs and
OPORDs.
* Reviewing all engineer-related annexes and appendixes of OPLANs and OPORDs.
* Providing input to the theater security cooperation plan.
* Developing program construction projects, to include exercise-related construction program and
humanitarian and civic assistance program construction projects to support theater security
cooperation strategies.
* Developing training and exercise programs to evaluate and improve preparedness for engineering
missions. |
3-34 | 83 | Engineer Planning
* Planning and coordinating the procurement and distribution of Class IV construction materiel
based on established priorities. Service components are responsible for the procurement and
distribution of its Class IV requirements.
* Coordinating with DOD and department of state construction agents and other engineer support
agencies.
* Participating in joint engineering boards and engineer-related working groups, as required.
Key joint engineer staff functions are as follows:
* Develops and coordinates combat, general, and geospatial engineering requirements for the joint
force.
* Acts as the intermediary, facilitator, and coordinator between JTF elements (including nonmilitary
elements) requesting engineering services. Receives guidance and reports actions to the joint civil-
military engineering board, if established.
* Develops and coordinates tasks for component engineer forces.
* Coordinates and facilitates the joint facilities utilization board, joint civil-military engineering
board, and joint environmental management board. Integrates actions from these boards, assigns
taskings based on board recommendations, and monitors the completion of tasks.
* Screens, validates, and prioritizes all engineering projects and mission assignments. Participates
in the management of the logistics civil augmentation program, when used, to validate operations
and maintenance services and construction requirements.
* Plans, programs, and controls facility utilization. Receives guidance and reports actions to the joint
facilities utilization board, if established.
* Prepares logistic reports on engineer resources using the Joint Operation Planning and Execution
System (JOPES).
* Develops the ESP.
* Plans and coordinates the distribution of construction and barrier materials and engineer munitions
based on established priorities. Participates on the joint acquisition review board to validate
requests for construction equipment leases and purchases.
* Functions as the primary interface between the joint force, HN, and other theater construction
organizations.
* Establishes lead Service engineer contract support requiring activity responsibilities, to include
writing the statement of work, writing the contracting officer representative nomination, and
managing tasks.
* Plans and provides guidance for environmental considerations that impact joint operations (to
include the impact of international and HN environmental legal requirements on operations,
required environmental surveys and documentation, and planning and reporting for spill
response).
* Serves as the program manager for all engineer-related functions.
Engineer forces, units, and individual augmentees must be requested through the request for forces
process to meet force projection requirements. Engineer staffs at the GCC and theater army headquarters are
primary points of contact to initiate a request for engineering forces as part of force tailoring. Subordinate
commanders may forward requests to the theater army echelon. Once validated, the request is forwarded to
the CCDR and then to the joint staff for sourcing after final validation. For further information on the request
for forces process, see JP 1-0.
PLANS AND ORDERS
Plans and orders are key tools used by commanders (with staff assistance) in directing operations,
including engineer operations. Engineer operations typically require direction expressed both within the plans
and orders of the supported combined arms headquarters and in the plans and orders of controlling engineer
unit headquarters. The engineer staff assists combined arms commanders with input to the mission orders
that direct supporting engineer operations. Engineer staff planners collaborate with mission-tailored engineer
headquarters commanders and staffs to enable their use of plans and orders to direct engineer unit operations. |
3-34 | 84 | Chapter 5
Interaction with joint operations planning increases at higher echelons; therefore, EAB echelon engineer
planners will also frequently take information from and use the ESP. The ESP does not provide a format
guide for either, but it does broadly follow an order outline. See FM 6-0 for a detailed discussion of order
formats. The format for the ESP is described in CJCSM 3122.05.
Commanders issue plans and orders to subordinates to communicate their visualization of an operation.
Plans and orders summarize the situation (current conditions) and describe the operation’s end state (desired
future conditions). Effective plans focus on the results that commanders expect to achieve rather than on how
to achieve them. Plans and orders convey the unit mission, commander’s intent, and concept of operations.
These serve as the guiding constructs for coordinating the force during execution. A concept of operations
sequences forces in time, space, and purpose to accomplish the mission and achieve the operation’s end state.
Plans and orders task-organize the force, allocate resources, and assign tasks to subordinate units. A concept
of sustainment and a concept of C2 complete the base plan or order. Details regarding the situation and the
instructions necessary to synchronize the force are contained in the annexes. FM 6-0 provides the format for
Army plans and orders. The format for joint plans and orders is in CJCSM 3122.05 and JP 5-0.
Plans and orders vary in scope, complexity, and planning horizon length. Different types of plans and
orders include the OPLAN, concept plan with or without time-phased force deployment data, OPORD,
service support order, warning order, and fragmentary order.
The Army OPORD format must be usable at all echelons and in all situations. Strategic plans cover
the overall conduct of a war or a crisis from a national perspective. Operational and campaign plans include
a series of related military operations aimed at accomplishing strategic and operational objectives within an
AOR or a JOA. Tactical plans cover the employment of corps and lower level units in operations. Tactical
plans and orders also vary greatly. For example, a division OPORD covering the conduct of a 12-month
operation and a rifle platoon OPORD for an ambush patrol are significantly different in scope, complexity,
and length of planning horizon. While each type of plan or order serves a particular purpose, they all follow
the basic five-paragraph format: situation, mission, execution, administration and logistics (service support),
and C2.
Engineer Support Plan
Joint interdependence requires higher headquarters to understand joint planning doctrine. Army force
headquarters must be prepared to serve as the Army component of a joint force. Army division and corps
headquarters may serve as the base for a JTF headquarters. Engineer staff and engineer organizations
supporting these headquarters participate in joint planning and must understand the ESP. The ESP is
produced by a joint engineer staff for input to a joint OPLAN as part of the planning process. It ensures that
essential engineering capabilities are identified and will be provided at the required locations and times. It is
the most critical appendix for engineering in a joint OPLAN.
Sustainment Support for the Engineer Unit
Support planning and execution must be closely integrated into tactical and operational battle rhythms.
Successful engineer operations include the effective incorporation of sustainment support. Sustainment for
engineer elements includes the functions of supply, field services, transportation, maintenance, EOD, health
service support, human resources support, financial management support, legal support, religious support,
and band support. For units augmenting the BCT engineers and all other units operating at EAB, integration
into an area and/or theater support structure is required. This chapter focuses on sustainment support for
engineer capabilities and highlights the sustainment considerations that affect engineer operations. See
FM 4-0 for an additional discussion of logistics support.
Engineers operating above the BCT level work closely with, and receive sustainment support from,
the sustainment brigade. Sustainment brigades are one of the five types of support brigades and are
subordinate commands of the theater support command. They consolidate selected functions previously
performed by corps and division support commands and area support groups into a single operational
echelon. They provide C2 of the full range of logistics operations conducted at the operational (theater level)
or higher tactical (corps and division) levels. They perform theater opening, distribution, and sustainment |
3-34 | 85 | Engineer Planning
functions. Each of these functions is interrelated, and throughout the course of an operation, a sustainment
brigade will likely perform one or more of these functions simultaneously.
Engineer staffs and commanders are essential to the sustainment of engineer organizations and
capabilities operating at every echelon. Sustainment for engineer units and capabilities that are organic,
assigned, or attached directly to a supported unit is the responsibility of the leaders and staffs of the unit they
support, but the higher echelon engineer staff officer will retain an interest in the status of their support. The
engineer staff officer must also work closely with the supported unit logistics staff to assist in planning,
preparing, executing, and assessing operations, which will most likely require extensive engineer materials
and resources. When engineer or multifunctional headquarters units are provided, the organic logistics staff
within that headquarters provides sustainment planning for the engineer force under its C2. Engineer
battalions provide logistics support to subordinate units through organic forward support companies.
COMMAND AND CONTROL OF ENGINEER FORCES
The C2 of engineers consists of two distinct but interrelated functions: command of engineer forces
conducting operations, and staff control of assets and activities critical to the supported commander’s
mission. Engineer units execute the operations process while remaining nested with the operations process
of supported units. The interaction may be primarily through an engineer staff assigned to the supported unit
or through staff counterparts. In some cases, a supported unit may not have assigned or attached engineer
staff, so the supporting unit will provide this support as well. In situations where the supported unit does have
an assigned engineer staff at EAB include the division, corps, and theater army headquarters. The engineer
staff at these headquarters aid their commanders with the control of engineer forces by establishing control
mechanisms and shaping the command and support relationships of the tailored force.
WORKING GROUPS, BOARDS, AND CELLS
Commanders at each echelon may establish working groups, boards, or cells to manage and coordinate
functional or multifunctional activities. The engineer staff are key members on many of these and may chair
construction-related groups. Working groups conduct staff coordination at the action officer level and prepare
materials for decisions to be made at a board. Boards establish policies, procedures, priorities, and oversight
to coordinate the efficient use of resources when imparted with decision-making authority. Cells group
personnel from various sections on a headquarters authorization document to integrate key functions, such
as cells focused on each warfighting function. See FM 6-0 for a full discussion of working groups, boards,
and cells.
Commanders and staff engineers must manage their personnel to ensure that critical meetings, working
groups, boards, and cells have the right engineer representation. Senior engineers must not only create cross-
sharing systems on digital or analog systems to share information vertically between echelons, but also
horizontally across the AO to create shared understanding across engineer formations. This may require
routine situational reports sent to higher headquarters, operational reports such as obstacle and route
reporting, and requests for support to reprioritize engineer capabilities across the AO. Inputs into a meeting
include not only facts and data points, but also an analysis of why that data is relevant to the mission. Engineer
meeting outputs have importance and must feed into other decision-making boards (such as the Joint Facility
Utilization Board or the Joint Targeting and Coordination Board) to drive future actions, funding, approvals,
or engineer effects in the AO.
The geospatial engineering units available to the commander may become part of the command’s
geospatial intelligence cell. The geospatial intelligence cell is comprised of the people and capabilities that
constitute the geospatial intelligence support, to include imagery and geospatial assets. The cell ensures that
geospatial intelligence requirements are coordinated through appropriate channels as applicable and
facilitates shared access of various domains. This cell may be centrally located or distributed throughout the
command and connected by networks. Cell members do not have to work directly for a designated geospatial
intelligence officer; they may work for their parent unit, but coordinate efforts across staff directorates. |
3-34 | 86 | Chapter 5
SECTION II – THE PLANNING PROCESS
The Army planning methodologies assist commanders and staffs with effective planning processes.
The Army design methodology, MDMP, and troop leading procedures are three planning processes defined
in ADP 5-0. Leaders determine the appropriate mix based on the mission or operation. Each is a means to an
end, and its value lies in the result, not in the process. Processes can be performed in detail if time permits or
in an abbreviated fashion in a time-constrained environment.
STAFF PROCESSES
Although they are not fully developed planning methodologies, engineers use a number of other
processes, activities, and frameworks to facilitate the planning and integration of engineer support. They
include the—
* Running estimate.
* Framework of assured mobility.
* Development of essential tasks for M/CM/S.
PLANNING
Except in the smallest echelon of Army units, commanders rely on assistance from a staff to conduct
the planning processes that lead to the OPLAN or OPORD. ADP 6-0 describes the organization and
responsibilities of the engineer staff. Engineer planners provide for the integration of engineer-focused
considerations on the supported staff at each echelon. Throughout the planning process, the engineer staff
must advise supported commanders and staffs about engineering capabilities, methods of employment, and
the additional capabilities and depth of resources from the institutional force and USACE In those units
without organic engineer staff support (including support type organizations), it may be important for the
supporting engineer organization to provide planning support. Liaison may need to be provided in certain
situations to ensure that proper and complete staff planning is accomplished.
The engineer staff officer at each echelon is responsible for engineer logistics estimates, and the
engineer staff officer plans and monitors engineer-related sustainment support for engineering capabilities
operating at that echelon. When an engineer unit or capability is task-organized in support of the unit, the
engineer staff officer recommends the most effective command or support relationship, including considering
the impact of inherent sustainment responsibilities. The engineer staff officer—
* Determines engineer intelligence requirements for an AO.
* Writes the engineer annex and associated appendixes to the OPLAN or OPORD to support the
commander’s intent, to include a recommended distribution for engineer-related, command-
regulated classes of supply and special equipment.
* Assists in planning the location of forward supply points for the delivery of engineer-configured
loads of Class IV and Class V supplies. This site is coordinated with the unit responsible for the
terrain and the appropriate logistics staff officer (S-4) or assistant chief of staff, logistics (G-4).
* Assists in planning the location of the engineer equipment parks for the pre-positioning of critical
equipment sets (tactical bridging). This site is coordinated with the unit responsible for the terrain
and the appropriate S-4 or G-4.
* Works closely with the sustainment staff to identify available haul assets (including HN) and
recommends priorities to the sustainment planners.
* Identifies extraordinary medical evacuation requirements or coverage issues for engineer units and
coordinates with sustainment planners to ensure that the supporting unit can accomplish these
special workloads.
* Identifies critical engineer equipment and engineer mission logistics shortages.
* Provides the appropriate S-4 or G-4 an initial estimate of required Class III supplies in support of
construction.
* Provides the appropriate S-4 or G-4 an initial estimate of required Class IV and Class V supplies
for the countermobility and survivability efforts. |
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* Provides the appropriate S-4 or G-4 an initial estimate of required Class IV supplies in support of
construction. Monitors and advises on, as required, the implications of statutory, regulatory, and
command policies for the procurement of construction materials. The critical issue for the engineer
staff officer is the timely delivery at required specifications, regardless of the source of
construction materials.
* Tracks the flow of mission-critical Class IV and Class V supplies into the support areas and then
forwards the supplies to the supporting engineer units.
* Coordinates engineer assistance, as required, to accept the delivery of construction materials.
* Coordinates main supply route clearing operations and tracks its status at the main CP.
* Coordinates for EOD support and integration, as necessary.
* Serves as the primary staff integrator for the environmental program.
The staff assigned to the BCT and above includes many engineers in various sections and cells. One
of these engineers, typically the senior engineer officer on staff, is designated as the engineer staff officer to
advise the commander and assist in exercising control over engineer forces in the AO. The engineer staff
officer is responsible for coordinating engineer assets and operations for the command. Although there may
be more than one engineer officer on a staff, only one is designated as the engineer staff officer for the
command. Each echelon, down to the BCT level, has an organic engineer planner and staff element to
integrate engineers into the combined arms fight. The task force and company levels may have a designated
engineer planner, but the engineer is not typically organic at these echelons. The engineer is a special staff
member who is responsible for understanding the full array of engineering capabilities (combat, general, and
geospatial) available to the force and for synchronizing them to best meet the needs of the maneuver
commander.
The senior engineer should not be assigned duties as both commander and staff officer. Some specific
considerations for determining the relationship of the senior engineer staff officer and the engineer unit
commander include the following:
* What staff assets are available to support the engineer staff advisor versus the engineer unit
commander? Are the elements from the same unit, or are they separate units resourced for each
role?
* What experience level is needed for the engineer staff advisor? Should this role be resourced with
a current or former commander?
* What duration of time will the augmenting engineer element, commanded by the senior engineer
unit commander, be working for or with the force? Does the engineer commander have the time
to acclimate and effectively advise the force commander?
* What working relationship is established between an existing engineer staff advisor and the force
commander? Similarly, is there an existing working relationship between the engineer unit
commander and this force commander? It is critical that the engineer staff officer for the supported
unit maintains close coordination with the supporting engineer unit commander and staff to ensure
a synchronization of effort.
The engineer staff provides key members for many of the working groups, boards, or cells established
by commanders to coordinate functional or multifunctional activities. The engineer staff officer may chair
construction-related groups.
The specific roles, responsibilities, and considerations for the engineer staff officer are similar, but not
identical, at each echelon. ATP 3-34.22 addresses these for the BCT engineer staff officer.
The successful sustainment of engineer organizations and capabilities requires active involvement by
engineer commanders and staffs at every echelon. In addition to ensuring the sustainment of the units,
engineers must work closely with supported units. This is because the supported unit is responsible for
providing the Class IV and Class V construction and obstacle materials needed for the tasks they assign to
the supporting engineer unit, regardless of the command and support relationship between them. The higher-
echelon engineer staff officer must retain an interest in the sustainment of subordinate engineer units and
capabilities, regardless of the command and support relationships with the supported units. Within a
supported unit, the engineer staff officer must work closely with the logistics staff to assist in planning,
preparing, executing, and assessing operations requiring engineer materials and resources. Within engineer |
3-34 | 88 | Chapter 5
or multifunctional headquarters units, the logistics staff provides sustainment planning for its subordinate
units.
Within engineer units, leaders and staffs must monitor, report, and request requirements through the
correct channels and ensure that sustainment requirements are met when sustainment is brought forward to
the engineer unit. The accurate and timely submission of personnel and logistics reports and other necessary
information and requests is essential.
Engineer commanders and the engineer staff officer must ensure that parallel planning occurs between
the supported unit and the task-organized engineer units. This parallel process feeds into the force
commander’s decision-making process and provides input for an engineer unit OPLAN, OPORD, or annex
to be published nearly simultaneously, maximizing the time available for execution.
To facilitate effective parallel planning at the engineer unit level, engineer unit commanders and staff
planners must—
* Understand the commander’s intent and planning guidance of the parent (engineer) unit and the
supported unit.
* Analyze the terrain, obstacle information, and threat capabilities.
* Know the engineer systems and capabilities to accomplish the identified tasks within the time
allotted.
* Identify risks where engineering capabilities are limited or time is short, and identify methods to
mitigate the risks, ensuring that potential reachback capabilities have been leveraged.
* Consider the depth of the AO and the transitions that will occur among operational elements. This
includes the integration of environmental considerations.
* Plan for the sustainment of engineer activities. Engineers ensure that the logistical requirements
are analyzed and accounted for through the end state and resourced to accomplish the mission and
facilitate future operations.
MILITARY DECISIONMAKING PROCESS
Engineers analyze the OE, using operational variables to add to the shared common understanding by
identifying potential challenges and opportunities within the operation before and during mission execution.
The resulting understanding of the OE (an engineer view of the OE) is not intended to be limited to
considerations within the OE that may result in engineer functional missions. The resulting engineer view of
the OE is, instead, organized by lines of engineer support and linked to the common overall understanding
through the warfighting functions.
Operational Variables
Army doctrine describes an OE in terms of the following eight constantly interacting operational
variables that are listed in the bullets below. The following examples are provided to show the added focus
sought within each of the operational variables by the engineer view of the OE. These examples are not meant
to restate the more complete treatment of the variable in the general terms provided in ADP 5-0 or to be an
all-inclusive treatment of the engineer aspects within each of the variables; instead, they are meant to focus
engineer perspectives on the following operational variables:
* Political. Understanding the political circumstances within an OE helps the commander to
recognize key actors and visualize explicit and implicit aims and capabilities to achieve goals. The
engineer view might add challenges associated with political circumstances that permit or deny
access to key ports of entry or critical sustainment facilities. Opportunities in the form of
alternative access routes might be added. The engineer and others may be impacted by the effect
of laws, treaties, agreements, or positions of multinational partners (such as restrictions on
shipments of hazardous materials across borders or a host of similar political considerations that
can affect engineer planning and operations).
* Military. The military variable explores the military capabilities of relevant actors in a given OE.
The engineer view might add the challenges associated with an enemy capability to employ
explosive hazards or other obstacles and the capability to challenge traditional survivability |
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standards. Opportunities in the form of existing military installations and other infrastructure
might be added. The engineer view includes a necessarily robust and growing understanding of
engineering capabilities in a context of unified action within this variable of the OE.
* Economic. The economic variable encompasses individual behaviors and aggregate phenomena
related to the production, distribution, and consumption of resources. The engineer view might
add challenges associated with the production or availability of key materials and resources.
Opportunities in the form of potential for new or improved production facilities might be added.
* Social. The social variable describes the cultural, religious, ethnic makeup, and social cleavages
within an OE. The engineer view might add challenges associated with specific cultural or
religious buildings or installations, the impact of language barriers or availability of laborers, and
qualified local engineer resources. Opportunities in the form of potential to provide for culturally
related building requirements might be a consideration.
* Information. This variable describes the nature, scope, characteristics, and effects of individuals,
organizations, and systems that collect, process, disseminate, or act on information. Engineers
assist the commander by providing information and influencing activities to shape the OE by
improving infrastructure and services for the population. The engineer must consider how
construction projects, especially in stability, ultimately support informational themes that are
consistent with friendly military goals and actions and how the enemy might portray them. The
engineer view might also add challenges associated with deficiencies in the supporting
architecture, to include power considerations.
* Infrastructure. Infrastructure comprises the basic facilities, services, and installations needed for
the functioning of a community or society. The engineer view might add challenges associated
with specific deficiencies in the basic infrastructure. Opportunities in the form of access to existing
infrastructure, improvements to existing infrastructure, and new projects might be added. The
engineer view provides for a detailed understanding of infrastructure by using sewage, water,
electricity, academics, trash, medical, safety, and other considerations. Infrastructure is not limited
to the physical structures. Personnel, training, and maintenance procedures are also considerations.
See ATP 3-34.40 and ATP 3-34.81 for additional information.
* Physical environment. The defining factors are urban settings (super-surface, surface, and
subsurface features) and other types of complex terrain, weather, topography, hydrology, and
environmental conditions. An enemy may try to counteract U.S. military advantages by operating
in urban or other complex terrain requiring greater engineer effort to provide the freedom of action.
The engineer view might add challenges associated with natural and man-made obstacles. Insights
into environmental considerations are also a concern. See ATP 3-34.5 for additional information
environmental considerations. Opportunities in the form of existing routes, installations, and
resources might be added. The engineer view supports a broad understanding of the physical
environment through geospatial engineering. Geospatial engineering is discussed in detail in ATP
3-34.80 and JP 2-03.
* Time. The variable of time influences military operations within an OE in terms of the decision
cycles, operational tempo, and planning horizons. The duration of an operation may influence
engineer operations in terms of whether to pursue permanent or nonpermanent base camp solutions
for facilities and infrastructure. The CCDRs establish base camp strategy that is tailored to the
joint operational area based on an assessment of the situation, unique characteristics of the region,
and anticipated duration.
Mission Variables
While an analysis of the OE using the operational variables improves situational understanding, when
commanders receive a mission, they require a mission analysis focused on the specific situation. The Army
uses the mission variables as the categories of relevant information used for mission analysis. Similar to the
analysis of the OE using the operational variables, the engineer uses the mission variables to seek the shared
common understanding from an engineer perspective.
The following are some examples of the engineer perspective for each of the mission variables: |
3-34 | 90 | Chapter 5
* Mission. Commanders analyze a mission in terms of specified tasks, implied tasks, and the
commander’s intent (two echelons up) to determine essential tasks. Engineers conduct the same
analysis (with added focus on the engineer requirements) to determine the essential tasks and
engineer priorities. The early identification of the essential tasks for engineer support enables the
maneuver commander to request engineer augmentation early in the planning process.
* Enemy. The engineer view of the enemy concentrates on enemy tactics, equipment, and
capabilities that could threaten friendly operations. This may include an analysis of enemy
disposition, enemy engineering capabilities, obstacle intelligence, engineer reconnaissance, and
mine strike reporting within the AO or area of interest that could have an impact on the mission.
* Terrain and weather. As the terrain visualization experts, geospatial engineers analyze terrain
(man-made and natural) to determine the effects on friendly and enemy operations. Geospatial
engineers analyze terrain using the five military aspects of terrain (observation and fields of fire,
AAs, key terrain, obstacles, and cover and concealment). Geospatial engineers integrate geospatial
products to help commanders and staffs visualize the terrain. The effects of weather coupled with
terrain considerations define the total engineering operating environment. Air Force Staff Weather
Officer personnel incorporate current and forecasted weather conditions into all engineering
operations and decision aids. Knowledge of expected weather conditions (especially dealing with
trafficability) is crucial for the effective completion of engineering tasks. Precipitation types and
amounts drastically influence road usage and soil conditions.
* Troops and support available. Engineers consider the number, type, capabilities, and condition
of engineer troops and support available from unified action partners.
* Time available. Engineers must understand the time required in planning engineer operations and
the importance of collaborative and parallel planning to prepare and execute tasks. Engineers
realize the time needed for positioning critical assets and the time associated with performing
engineer tasks or projects.
* Civil considerations. The influence of man-made infrastructure; civilian institutions; and
attitudes and activities of the civilian leaders, populations, and organizations within the AO impact
the conduct of military operations. At the tactical level, they directly relate to key civilian areas,
structures, capabilities, organizations, people, and events. This engineer view provides a detailed
understanding of the basic infrastructure needed for a community or society. The engineer view
might identify challenges, to include environmental stewardship, financial and economic
feasibility, social and cultural impacts, and the implications associated with specific deficiencies
in the basic infrastructure and opportunities for improvement or development of the infrastructure.
Engineer Staff Running Estimate
The engineer staff officer uses the running estimate as a logical thought process and as an extension of
the MDMP. It is conducted by the engineer staff officer concurrently with the planning process of the
supported force commander and is continually refined. This estimate allows for the early integration and
synchronization of engineer considerations into combined arms planning processes. In running estimates,
staff sections continuously consider the effect of new information and update assumptions, the friendly force
status, effects of enemy activity, civil considerations, and conclusions and recommendations. A section
running estimate assesses the following:
* Friendly force capabilities with respect to ongoing and planned operations.
* Enemy capabilities as they affect the section area of expertise for current operations and future
plans.
* Civil considerations as they affect the section area of expertise for current operations and future
plans.
* OE effects on current and future operations from the section perspective.
The development and continuous maintenance of the running estimate drives the coordination between
the staff engineer, supporting engineers, the supported commander, and other staff officers in the
development of plans, orders, and supporting annexes. Additionally, the allocation of engineer assets and
resources assists in determining the command and support relationships that will be used. Table 5-3 shows
the relationship between the MDMP and the engineer staff running estimate. |
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Table 5-3. Military decisionmaking process and engineer staff running estimates
Military Decisionmaking Process Engineer Staff Running Estimate
Mission analysis. Analyze the mission.
• Analyze the higher headquarters plan or order. • Analyze the higher headquarters orders.
• Perform the initial IPB. Commander’s intent.
• Determine the specified, implied, and essential Mission.
tasks. Concept of operation.
• Review the available assets, and identify Timeline.
resource shortfalls.
Area of operations.
• Determine the constraints.
• Conduct the IPB, and develop the engineer
• Identify the critical facts, and develop staff running estimate.
assumptions.
Terrain and weather analysis.
• Begin the risk assessment.
Enemy mission and M/CM/S capabilities.
• Determine the CCIR and EEFI. Friendly mission and M/CM/S capabilities.
• Develop the information collection plan. • Analyze the engineer mission.
• Update the plan for the use of available time. Specified M/CM/S tasks.
• Develop the initial information themes and Implied M/CM/S tasks.
messages.
Available assets.
• Develop the proposed mission statement.
Limitations.
• Present the mission analysis briefing.
Risk as applied to engineering capabilities.
• Develop and issue the initial commander’s Time analysis.
intent.
Essential tasks for M/CM/S.
• Develop and issue the initial planning guidance.
Restated mission.
• Develop the COA evaluation criteria.
• Conduct the risk assessment.
• Issue the warning order.
Safety.
Environment.
• Determine the terrain and mobility restraints,
obstacle intelligence, threat engineering
capabilities, and critical infrastructure.
• Recommend the CCIR.
• Integrate the engineer reconnaissance effort.
COA development. Develop the scheme of engineer operations.
• Analyze the relative combat power.
• Refine the essential tasks for M/CM/S.
• Identify the engineer missions and the
allocation of forces and assets.
• Determine the engineer priority of effort and
support.
• Refine the commander’s guidance for M/CM/S.
• Apply the engineer employment
considerations.
• Integrate engineer support into the maneuver
COA.
• See FM 6-0 for additional information on the
scheme of engineer operations and scheme of
engineer support. |
3-34 | 92 | Chapter 5
Table 5-3. Military decisionmaking process and engineer staff running estimates (continued)
Military Decisionmaking Process Engineer Staff Running Estimate
COA analysis. War-game and refine the engineer plan.
COA comparison. Recommend a COA.
COA approval. Finalize the engineer plan.
Orders production, dissemination, and transition. Create the input to the basic operation order.
• Scheme of engineer operations.
• Essential tasks for M/CM/S.
• Subunit instructions.
• Coordinating instructions.
• Engineer annex and appendixes.
Legend:
CCIR commander’s critical information requirements
COA course of action
EEFI essential elements of friendly information
IPB intelligence preparation of the battlefield
M/CM/S mobility, countermobility, and survivability
INTELLIGENCE PREPARATION OF THE BATTLEFIELD
IPB is an integrating process and is critical to the success of planning. IPB is a systematic process of
analyzing the mission variables of enemy, terrain, weather, and civil considerations in an area of interest to
determine their effect on operations. To be effective, IPB must—
* Accurately define the commander’s area of interest to focus collection and analysis on the relevant
aspects of the mission variables of enemy, terrain, weather, and civil considerations. Relevant is
defined as having significant effect on friendly and threat operations.
* Describe how each of these four variables affect friendly operations and how terrain, weather, and
civil considerations affect the enemy.
* Provide the IPB products necessary to aid each step of the MDMP in accordance with the planning
timelines and guidance provided by the commander.
* Determine how the interactions of friendly forces, enemy forces, and indigenous populations
affect each other to continually create outcomes that affect friendly operations. This aspect of IPB
is not the sole responsibility of the intelligence staff. This complex analysis involves the
commander and the entire staff working together to determine these effects.
IPB is most effective and best aids the commander’s decision making when the intelligence staff
integrates the expertise of the other staff and supporting elements into its analysis. The engineer must
understand the S-2 threat capabilities statement and situation template to analyze enemy engineer capabilities.
Engineer reconnaissance may be required to support IPB, and the engineer staff must be proactive in
recognizing these requirements and tasking the appropriate engineer elements. Geospatial engineers provide
the necessary tools and expertise to describe, analyze, and visualize the terrain so that commanders, staffs,
and subordinate echelons can make better informed decisions. The following are the four steps of IPB:
* Step 1. Define the OE. Defining the OE results in the identification of significant characteristics
of the OE as they relate to enemy, terrain, weather, and civil considerations that can affect friendly
and enemy operations. This step also results in the identification of gaps in current intelligence
holdings.
* Step 2. Describe environmental effects on operations. The staff describes how these
characteristics affect friendly operations. The intelligence staff also describes how terrain,
weather, civil considerations, and friendly forces affect enemy forces. Finally, the entire staff
determines the impact and how it affects the population of friendly and enemy force actions. |
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* Step 3. Evaluate the threat. The purpose of evaluating the threat is to understand how a threat
can affect friendly operations. This is a detailed study of enemy forces and their composition and
organization, tactical doctrine, patterns of operation, weapons and equipment, and supporting
systems. This step identifies threat capabilities based on threat missions and objectives.
* Step 4. Determine threat COAs. The staff identifies and develops possible threat COAs that can
affect accomplishing the friendly mission. The staff uses threat COAs, along with other facts and
assumptions about the OE, to drive friendly COA analysis and influence friendly COA
development.
Tactically focused echelons typically gain substantial initial context for their assessments from a higher
echelon’s Army design methodology. Before receipt of a mission, the running estimate consists of a broad
analysis of the OE and an assessment of engineer capabilities. Upon receipt of the mission, the running
estimate parallels the MDMP and becomes focused on relevant information to assist the commander’s
decision making.
The result of the MDMP is a concept of operations. The running estimate is refined through detailed
consideration of engineer requirements in support of the concept of operations. The assessment includes
each of the elements of decisive action (see table 5-4).
Table 5-4. Elements of decisive action
Offense
Operation: Considerations:
• Movement to contact. • Planning begins with predicting the adversary’s intent
• Attack. through a thorough understanding of the threat, threat
engineer capabilities, and how the terrain will affect
• Exploitation.
operations.
• Pursuit. • Engineer planning tends to focus on mobility support
including a robust reconnaissance effort.
• Engineer planning also includes planning to ensure a
smooth, resourced transition from offensive to defensive or
stability operations.
• Engineer units tend to have command relationships to
maneuver commanders.
Defense
Operation: Considerations:
• Mobile defense. • Planning begins with the use of terrain products to visualize
• Area defense. how best to shape the terrain, to include describing the
best positions from which to defend.
• Retrograde.
• Engineer planning tends to focus on countermobility and
survivability support including a significant construction
effort.
• Construction planning includes security and survivability
considerations.
• Engineer units tend to have support relationships to the
maneuver commander except for those combat engineer
forces task-organized to the reserve or the mobile strike
force. |
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Table 5-4. Elements of decisive action (continued)
Stability
Operation: Considerations:
• Establish civil security. • Assessment of the operational environment includes a
• Establish civil control. greater focus on political and cultural considerations.
• Restore essential services. • Engineer planning tends to focus on construction support,
including engineer forces working among and in
• Support to governance.
conjunction with civilians.
• Support to economic and • Engineer units are likely distributed among echelons of
infrastructure development.
command. Engineer units tend to have support
• Conduct security relationships with the maneuver commander; however,
cooperation. there are instances for which responsiveness and proximity
to a higher engineer command will dictate a command and
support relationship.
Defense Support of Civil Authorities
Operation: Considerations:
• Provide support for • Engineer planners consider statutes and regulations that
domestic disasters. restrict the Army’s interaction with other government
• Provide support for agencies and civilians during defense support of civil
authorities.
domestic chemical,
biological, radiological, and • Engineer planning tends to focus on construction support,
nuclear incidents. including engineer forces working among and in support of
• Provide support for civilian agencies.
domestic civil law • Engineer units are likely distributed among echelons of
enforcement. command. Engineer units tend to have support
• Provide other designated relationships with the maneuver commander; however,
there are instances for which responsiveness and proximity
support.
to a higher engineer command will dictate a command and
support relationship.
PLANNING INTEGRATION ACROSS THE WARFIGHTING FUNCTIONS
The CCDR plans joint operations based on an analysis of national strategic objectives and the
development of theater-strategic objectives supported by measurable strategic and operational desired effects.
At the operational level, a subordinate JFC develops supporting plans, which can include objectives
supported by measurable operation-level effects. Joint interdependence requires that the theater army
headquarters understand doctrine that addresses joint planning techniques. For the theater echelon engineer,
operational planning merges the engineer plan of the joint force, specific engineer missions assigned, and
available engineer forces to support the Army design methodology of the theater army commander.
Informed by their analysis of the OE, operational-level engineer planners assist in defining an AO,
estimating forces required, and evaluating requirements for the operation. They use the commander’s intent
to develop and refine COAs that contribute to setting the conditions in the AO that support the end state.
They maintain a broad focus and seek to exploit the extended planning horizon. As units are identified to
participate in the operation, they collaborate as fully as possible to gain depth for their view of the OE and to
add to their planning and problem solving capability. This collaboration also extends the subordinate
engineer’s planning, preparation, and execution horizon.
The MDMP serves as the primary tool for Army operational planning. Along with their staff
counterparts, operational echelon engineer planners participate in the process to translate the commander’s
visualization into a specific COA for preparation and execution. The theater army engineers collaborate
closely throughout the MDMP with their counterparts in the GCC joint engineer staff to develop a shared
understanding of the mission. Theater-level engineers use the Joint Operations Planning Process instead of
the Army MDMP. As the plan develops, engineer planners remain synchronized with their theater army staff
counterparts through the warfighting functions, as shown in table 5-5. |
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Table 5-5. Planning integrated across warfighting functions
Warfighting Function Engineer Planning
Movement and Maneuver: • Analyze infrastructure and terrain to support
• Deploy. operational deployment and movement.
• Move. • Evaluate the mobility and countermobility
required to preserve operational freedom of
• Maneuver.
maneuver, including clearance, crossing, and
• Conduct direct fires. marking considerations.
• Occupy an area. • Develop engineer force and capabilities
• Conduct mobility and estimates.
countermobility. • Consider infrastructure improvements,
• Battlefield obscuration. reconstruction, and other nonlethal
applications for stability and DSCA operations.
Intelligence: • Identify requirements for geospatial
• Provide intelligence support to information. Coordinate to provide the
force generation. necessary terrain analysis, products, and other
support.
• Support to situational
• Estimate threat engineer capabilities.
understanding.
• Conduct information collection. • Gather and coordinate for obstacle
information.
• Provide intelligence support to
• Disseminate specific EH, hazardous material,
targeting and information
or other recognition and warning information.
operations.
• Coordinate for engineer assessments and
surveys for technical information requirements.
Fires: • Plan for survivability of key fires assets.
• Deliver fires. • Participate in the targeting process (includes
• Conduct targeting. identification of impacts to key infrastructure).
• Integrate all forms of Army, joint, • Coordinate for command guidance on
and multinational fires. employment of SCATMINEs and other
munitions to shape the terrain.
Sustainment: • Develop base development and support
• Provision of logistics. estimates.
• Provision of personnel services. • Estimate real estate and other facilities
engineering support.
• Provision of health service
support. • Identify LOCs and other key routes, and
determine support requirements for
establishing and maintaining distribution
system.
• Identify potential sources of construction
equipment and construction materials.
• Estimate area damage control and other
construction support.
• Determine specialized engineer requirements,
such as power, water, and firefighting.
• Prepare construction and barrier material
estimates.
• Prepare munitions estimates.
• Determine authorities, funding types and levels
of support. |
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Table 5-5. Planning integrated across warfighting functions (continued)
Warfighting Function Engineer Planning
Command and Control: • Coordinate for geospatial information,
• Execute the operations process. products, and analysis to enhance
visualization of the OE, achieve situational
• Integrate the information
understanding, and enable decision making.
superiority contributors.
• Establish and participate on boards, working
• Conduct information engagement.
groups, and cells.
• Conduct CA operations. • Recommend command and support
• Integrate airspace control. relationships.
• Execute command programs. • Recommend control measures; priorities,
standards, and reports.
• Establish and maintain liaison.
Protection: • Evaluate base camp and other survivability
• Coordinate air and missile requirements.
defense. • Consider facilities hardening.
• Conduct personnel recovery. • Recommend assets and mitigation resources
• Conduct detention operations. on the Critical Asset Lists and Defended Asset
Lists.
• Conduct risk management.
• Plan for area damage control.
• Implement physical security
procedures. • Investigate environmental impacts.
• Apply antiterrorism measures. • Conduct EH threat assessment and support.
• Conduct survivability operations.
• Provide force health protection.
• Conduct CBRN operations.
• Conduct police operations.
• Conduct populace and resources
control.
• Coordinate EOD support.
Legend:
CA civil affairs EOD explosive ordnance
CBRN chemical, biological, disposal
radiological, and nuclear LOC line of communications
DSCA defense support of civil OE operational environment
authorities SCATMINE scatterable mine
EH explosive hazard
PLANS AND ORDERS
The staff prepares the order or plan by turning the selected COA into a clear, concise concept of
operations with the required supporting information. The concept of operations for the approved COA
becomes the concept of operations for the plan. The COA sketch becomes the basis for the operation overlay.
Orders and plans provide information that subordinates need for execution. Mission orders avoid unnecessary
constraints that inhibit subordinate initiative. The staff assists subordinate unit staffs with planning and
coordination.
The engineer staff planner provides input for the appropriate paragraphs in the base plan and the
annexes and appendixes of the base plan, as found in FM 6-0. In addition to developing input for the
functionally specific paragraphs, engineer planners must review other sections. Engineers ensure the
integration of geospatial support in the appropriate sections and annexes. Engineers review the task
organization to ensure sufficient capability to meet identified requirements. The engineer planner
recommends the appropriate command or support relationships. Additionally, planners provide input to the
flow of the engineer force as detailed on the time-phased force and deployment data. Engineers review
operations sections, annexes, and overlays to ensure the inclusion of obstacle effects or other graphics and |
3-34 | 97 | Engineer Planning
assist in conveying the scheme of engineer operations. In the fires section, engineers work with the fire
support officer and other members of the staff to integrate obstacles with fire. Employing scatterable mines
and confirming that obstacles are covered by fire are of particular interest.
An engineer annex (normally found in annex G of the base plan or base order) is the principal means
through which the engineer defines engineer operations to the maneuver commander’s intent, essential tasks
for M/CM/S, and coordinating instructions to subordinate commanders. It is not intended to function as the
internal order for an engineer organization, where the engineer commander articulates intent, the concept of
operations, and coordinating instructions to subordinate, supporting, and supported commanders. The
preparation of the annex seeks to clarify the scheme of engineer operations to the OPLAN or OPORD and
includes the—
* Overall description of the scheme of engineer operations, including approved essential tasks for
M/CM/S.
* Priorities of work to shape the theater or AO (not in a tactical-level engineer annex).
* Operational project planning, preparation, and execution responsibilities (not in a tactical-level
engineer annex).
* Engineer organization for combat.
* Essential tasks for M/CM/S for subordinate units.
* Allocations of Class IV and Class V obstacle material.
Note. Guidance to maneuver units on obstacle responsibilities should be listed in the body of the
basic order, not in the engineer annex.
The engineer staff officer produces the engineer overlay to highlight obstacle information or breaching
operations. A gap-crossing operation may require a separate annex as part of the base order.
The engineer staff officer performs as the staff integrator and advisor to the commander for
environmental considerations. An environmental considerations appendix parallels guidance from the joint
OPLAN, OPORD, or concept plan. (See ATP 3-34.5 for an example of an environmental appendix.) When
dictated by specific command procedures, other staff officers include some environmental considerations in
logistics and medical annexes. Unit planning at the brigade level and below normally includes only those
elements required by the higher headquarters orders or plans that are not already included in a unit standard
operating procedure. If this appendix is not written, appropriate material will be placed in the coordinating
instructions of the basic order.
SUSTAINMENT PLANNING CONSIDERATIONS
Sustainment support for engineers is provided by different organizations based on various factors, such
as the echelon of the supported unit and command and support relationships. Although engineers should be
familiar with the sustainment organizations described in ADP 4-0, some organizations provide support to
engineers more frequently than others.
The engineer staff officer, engineer unit commander, supported unit logistics officer, and supporting
sustainment unit work closely to synchronize sustainment for engineering capabilities. When the supported
unit receives a warning order (directly or implied) as part of the MDMP, the engineer staff officer initiates
the engineer portion of the logistics estimate process. The engineer staff officer focuses the logistics estimate
on the requirements for the upcoming mission and the sustainment of subordinate engineer units that are
organic and task-organized in support of the unit. Class I, III, IV, and V supplies and personnel losses are the
essential elements in the estimate process. Close integration with the sustainment support unit can simplify
and accelerate this process using the automated systems logistics status report to ensure that the sustainment
support unit is able to maintain an up-to-date COP picture of the engineer unit sustainment requirements.
During continuous operations, the estimate process supporting the decision-making and synchronization
process may need to be abbreviated due to time constraints.
The engineer staff officer uses the running estimate to determine the requirements for unit and mission
sustainment and compares the requirements with the reported status of subordinate units to determine the |
3-34 | 98 | Chapter 5
specific amount of supplies needed to support the operation. These requirements are then coordinated with
the supporting sustainment unit or forward support element to ensure that the needed supplies are identified
and resourced. The engineer staff officer then translates the estimate into specific plans that are used to
determine the supportability of supported unit COAs. After a COA is selected, the specific sustainment input
to the supported unit base OPORD and paragraph 4 of the engineer annex are developed and incorporated.
Engineers must integrate sustainment with engineer plans. Engineer resources compete with other
echelon logistics requirements. It is essential that the engineer communicate risk to the commander when
making recommendations to prioritize sustainment. Sustainment must not be an afterthought. Engineers must
coordinate and synchronize operations with the elements of sustainment. This must occur at all levels of war
and throughout the operations process at all echelons. Engineer planners evaluate the sustainment
significance of each phase of the operation during the entire planning process. They create a clear and concise
concept of support that integrates the commander’s intent and concept of operation. This includes analyzing
the mission; developing, analyzing, war-gaming, and recommending a COA; and executing the plan. Chapter
7 details specific sustainment considerations for engineer planning. Table 5-6 lists some of the engineer
planning considerations.
Table 5-6. Engineer considerations in the military decisionmaking process
MDMP Steps Engineer Considerations
• Receive higher headquarters plans, orders, and construction directives.
• Understand the commander’s intent and time constraints.
Receipt of the mission
• Request geospatial information about the AO.
• Establish engineer-related boards, as appropriate.
• Analyze the available information on existing obstacles or limitations.
Evaluate terrain, climate, and threat capabilities to determine the potential
impact on M/CM/S.
• Develop the essential tasks for M/CM/S.
• Identify the available information on routes and key facilities. Evaluate LOC,
SPOD, and APOD requirements.
• Determine the availability of construction and other engineering materials.
• Review the availability of engineering capabilities, to include Army, joint,
multinational, HN, and contracted support.
• Determine the bed-down requirements for the supported force. Review
theater construction standards and base camp master planning
Mission analysis documentation. Review unified facilities criteria, as required.
• Review the existing geospatial data on potential sites, conduct site
reconnaissance (if possible) and environmental baseline surveys (if
appropriated), and determine the threat (to include environmental
considerations and explosive hazards).
• Obtain the necessary geologic, hydrologic, and climatic data.
• Determine the level of interagency cooperation required.
• Determine the funding sources, as required.
• Determine the terrain and mobility restraints, obstacle intelligence, threat
engineering capabilities, and critical infrastructure. Recommend the
commander’s critical information requirements.
• Integrate the reconnaissance effort. |
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Table 5-6. Engineer considerations in the military decisionmaking process (continued)
MDMP Steps Engineer Considerations
• Identify the priority engineer requirements, including essential tasks for
M/CM/S developed during mission analysis.
• Integrate engineer support into COA development.
• Recommend an appropriate level of protection effort for each COA based on
the expected threat.
COA development
• Produce construction designs that meet the commander’s intent. (Use JCMS
when the project is of sufficient size and scope.)
• Determine alternate construction locations, methods, means, materials, and
timelines to give the commander options.
• Determine real-property and real estate requirements.
• War-game and refine the engineer plan.
COA analysis • Use the critical path method to determine the length of different COAs and
the ability to crash the project.
• Determine the most feasible, acceptable, and suitable methods of
COA comparison
completing the engineering effort.
• Determine and compare the risks of each engineering COA.
• Gain approval of the essential tasks for M/CM/S and construction
COA approval
management, safety, security, logistics, and environmental plans, as
required.
• Produce construction directives, as required.
• Provide input to the appropriate plans and orders.
• Ensure that resources are properly allocated.
• Coordinate combined arms rehearsals, as appropriate.
• Conduct construction prebriefings.
Orders production, • Conduct preinspections and construction meetings.
dissemination, and • Synchronize the construction plan with local and adjacent units.
transition
• Implement protection construction standards, including requirements for
security fencing, lighting, barriers, and guard posts.
• Conduct quality assurance and midproject inspections.
• Participate in engineer-related boards.
• Maintain as-built and red line drawings.
• Project turnover activities.
Legend:
AO area of operations M/CM/S mobility, countermobility, and
APOD aerial port of debarkation survivability
COA course of action MDMP military decisionmaking process
HN host nation SPOD seaport of debarkation
LOC line of communication
JCMS Joint Construction Management
System |
3-34 | 100 | Chapter 5
FACILITIES AND CONSTRUCTION PLANNING
Engineers also participate in or perform a number of other processes that address specific engineer
functional requirements or support the integration of engineer activities with the overall operation. Force
projection is critical to ensuring that engineer forces are available to execute engineer missions when needed.
Engineers plan for the acquisition, construction, management, and disposal of facilities to support the force,
and they use project management to complete projects that meet expectations for quality, timeliness, and
cost. See NTRP 4-04.2.3/TM 3-34.41/AFPAM 32-1000/MCRP 3-17.7M and NTRP 4-04.2.5/
TM 3-34.42/AFPAM 32-1020/MCRP 3-17.7F for more information on construction estimating and
construction project management.
Engineers must plan for the acquisition, management, and ultimate disposal of uncontaminated land
and facilities, to include—
* Operational facilities (base camps, CPs, airfields, ports).
* Training ranges.
* The mitigation of explosive hazards for training ranges.
* Logistics facilities (maintenance facilities, supply points, warehouses, ammunition supply points,
waste management areas and facilities, APOD, SPOD) for sustainment.
* Force bed-down facilities (dining halls, billeting facilities, religious support facilities, clinics,
hygiene facilities).
* Common-use facilities (roads and facilities for joint RSOI).
* Protection facilities (site selection, proximity to potential threat areas, and sniper screening).
* Environmental baseline surveys and occupational environmental health site assessments.
The commander determines which facilities are needed to satisfy operational requirements. Facilities
are grouped into six broad categories that emphasize the use of existing assets over new construction. To the
maximum extent possible, facilities or real estate requirements should be met from these categories in the
following priority:
* U.S.-owned, -occupied, or -leased facilities (including captured facilities).
* U.S.-owned facility substitutes that are pre-positioned in-theater.
* Facilities provided at specified times in designated locations through existing HN and
multinational support agreements.
* Facilities available from commercial sources.
* U.S.-owned facility substitutes that are available in the United States.
* Newly constructed facilities that are considered a shortfall after an assessment of the availability
of existing assets.
EXPEDITIONARY CONSTRUCTION
The engineer staff should plan the expeditious construction of facility requirements that are considered
shortfalls (such as those facilities that cannot be sourced from existing assets). In these circumstances, the
appropriate Service, HN, alliance, or coalition should perform construction during peacetime to the extent
possible. Operational contract support augments military capabilities. If time constraints prevent new
construction from being finished in time to meet mission requirements, the engineer should seek alternative
solutions to new construction. Expedient construction (such as rapid construction techniques like
prefabricated buildings or clamshell structures) should also be considered, because these methods can be
selectively employed with minimum time, cost, and risk. |
3-34 | 101 | Engineer Planning
FUNDING
Adequate funding must be available to undertake the early engineer reconnaissance and acquisition of
facilities to meet requirements, whether by construction or leasing. (See JP 3-34 for construction funding
information.) Funding constraints are a planning consideration. The commander articulates funding
requirements for the construction and leasing of facilities by considering the missions supported and the
amount of funds required. Funding requirements include facility construction, associated contract
administration services, and real estate acquisition and disposal services. Facility construction planning must
be accomplished routinely and repetitively to ensure that mission-essential facilities are identified before they
are needed and, when possible, that on-the-shelf designs are completed to expedite facility construction.
CONSTRUCTION STANDARDS
The CCDR, in coordination with Service components and the Services, specifies the construction
standards for facilities in-theater to optimize the engineer effort expended on any given facility while assuring
that the facilities are adequate for health, safety, and mission accomplishment. The bed-down and basing
continuum highlights the need for early master planning efforts to help facilitate the transition to more
permanent facilities as an operation develops. While the timelines provide a standard framework, the situation
may warrant deviations from them. In addition to using these guidelines when establishing initial construction
standards, the Joint Facilities Utilization Board should be used to periodically revalidate construction
standards based on current operational issues and to provide recommendations to the commander on potential
changes. Ultimately, the CCDR determines the exact construction type based on the location, materials
available, and other factors. Construction standards are guidelines, and the engineer must consider other
planning factors. See ATP 3-34.40 and JP 3-34 for additional discussions of construction standards.
UNIFIED FACILITIES CRITERIA
Unified facilities criteria provide facility planning, design, construction, operations, and maintenance
criteria for DOD components. Individual unified facilities criteria are developed by a single-disciplined
working group and published after careful coordination. They are jointly developed and managed by USACE,
the NAVFAC, and the Air Force Civil Engineer Center. Although unified facilities criteria are written with
long-term standards in mind, planners who are executing under contingency and enduring standards for
general engineering tasks may find them compulsory. Topics include pavement design, water supply systems,
military airfields, concrete design and repair, plumbing, and electrical systems.
Unified facilities criteria are living documents and will be periodically reviewed, updated, and made
available to users as part of the Services’ responsibility for providing technical criteria for military
construction. Unified facilities criteria are effective upon issuance and are distributed only in electronic media
from the following sources:
* Unified Facilities Criteria Index.
* Unified Facilities Criteria Library.
* Naval Facilities Engineering Criteria and Programs Office.
* Construction Criteria Base Index.
General engineer planners must consider the construction standards established by CCDRs and ASCCs
for the AOR. These constantly evolving guidebooks specifically establish base camp standards that consider
regional requirements for troop living conditions and, therefore, have a major impact on projects (base camps,
utilities). Because the availability of construction materials may vary greatly in various AORs, standards of
construction may differ greatly between them. CCDRs also often establish standards for construction in
OPORDs and fragmentary orders that may take precedence over guidebooks. Planners must understand the
expected life cycle of a general engineering project to apply these standards. Often the standards will be
markedly different, depending on whether the construction is nonpermanent or is intended to be permanent.
PROJECT MANAGEMENT
Planners use the project management process described in TM 3-34.42 as a tool for coordinating the
skill and labor of personnel using equipment and materials to form the desired structure. The project |
3-34 | 102 | Chapter 5
management process divides the effort into preliminary planning, detailed planning, and project execution.
Currently, when engineer planners are focused on general engineering tasks, they often rely on the JCMS to
produce the products required by the project management system. These products include the design,
activities list, logic network, critical path method or Gantt chart, bill of materials, and other products.
Effective products produced during the planning phases also greatly assist during the construction phase. In
addition to the JCMS and Army Facilities Components System, the engineer has various other reachback
tools and organizations that can exploit resources, capabilities, and expertise that are not organic to the unit
that requires them. Examples of such tools and organizations include the USAES, UROC, the Air Force Civil
Engineer Support Agency, and the NAVFAC.
The project management process normally begins at the unit level with the construction directive. This
gives the who, what, when, where, and why of a particular project and is similar to an OPORD in its scope
and purpose. Critical to the construction directive are plans, specifications, and the items essential for project
success. Units may also receive general engineering missions as part of an OPORD, a fragmentary order, a
warning order, or verbally. When leaders analyze a construction directive, it is viewed as a fragmentary order.
Information required for a thorough mission analysis exists in an OPORD issued for a specific contingency
operation.
MAJOR ACTIVITIES DURING OPERATIONS
Applications of engineer support efforts at EAB must remain integrated within the combined arms
framework. Integration enables a synchronized application of combat power, maximizing the effect of the
engineering effort. In general, the engineer staff at EAB or of a joint force assists their commander by
furnishing engineer advice and recommendations to the commander and other staff members; preparing those
portions of plans, estimates, and orders that pertain to engineering; participating on boards and working
groups, as necessary; and coordinating and supervising engineer units and other activities within the engineer
staff’s span of control. The running estimate is a tool that assists the engineer staff in navigating the various
processes and activities involved in conducting operations while considering the application of engineer
combat power.
CONTINUOUS REFINEMENT
As more detailed engineer requirements are refined in collaborative planning with subordinate
echelons and headquarters, the engineer effort remains synchronized with the combined arms team by
integrating across warfighting functions (see table 5-5, page 5-19).
As engineer requirements are identified and continually refined, the engineer disciplines offer
organization into categories of related capabilities and activities (see table 5-7). Assessments of engineer
requirements in terms of the engineer disciplines assist in tailoring the engineer force. |
3-34 | 103 | Engineer Planning
Table 5-7. Capabilities and activities organized by engineer disciplines
Combat Engineering
Capabilities: Activities:
• Organic engineer elements. • Conduct mobility.
• Force pool. • Conduct countermobility.
• Other. • Conduct survivability.
Joint (Marines).
Multinational.
Host nation.
General Engineering
Capabilities: Activities:
• Force pool. • Restore damaged areas.
• USACE. • Restore essential services.
• Other. • Construct and maintain sustainment
Joint (Navy, Air Force). lines of communications.
Multinational. • Provide engineer construction
support (including support to combat
Host nation.
engineering activities).
Interagency.
• Supply mobile electric power.
Contract.
• Provide facilities engineer support.
• Construct waste and distribution
facilities.
Geospatial Engineering
Capabilities: Activities:
• Organic engineer elements. • Conduct geospatial engineering and
• Force pool. functions.
• USACE field force engineering.
• Other.
Joint (Navy, Air Force,
nongovernmental
organizations).
Multinational.
Host nation.
Interagency.
Legend:
USACE United States Army Corps of Engineers
COORDINATION AND CONTROL
A significant consideration for the integration of engineer capabilities is the task organization of
engineer forces. Task organization includes allocating available engineer assets to subordinate commanders
and establishing their command and support relationships. In some cases, engineer forces may be
task-organized to subordinate nonengineer headquarters, such as when a Sapper company is attached to a
BCT or when a clearance company placed OPCON to a MEB. In most cases, an engineer brigade or battalion
headquarters provides the longer term C2 of tailored engineer forces and may be required at various echelons
for the C2 of engineer operations at each level. The analysis of the mission variables, within the construct of
the running estimate, helps determine the engineer task organization. ADP 3-0 describes command, support,
and other relationships that may be established in the task organization. Table 5-8, page 5-28, summarizes
the considerations for the three engineer headquarters elements available from the force pool to provide C2
for engineer capabilities and missions. |
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Table 5-8. Considerations for the task organization of an engineer headquarters
Theater Engineer Command
Capabilities: Considerations:
• Can provide C2 for task-organized Army • The TEC is the preferred organization
engineer brigades and other engineer units and designed for the operational command of
missions for the joint force, land component, or engineer capabilities at echelons above corps
Army commander. level and will often provide C2 for the JFC if
• Can deploy a main CP and two DCPs to provide an operational echelon engineer
headquarters is required.
flexibility and rotational capability.
• Can augment CPs with FFE assets from
USACE to enhance technical capabilities and
joint or multinational assets to extend the span
of control.
• Can deploy tailored support elements from the
DCPs to augment GCC, JFC, and theater army
engineer staffs in support of TCP execution and
contingency planning.
Engineer Brigade
Capabilities: Considerations:
• Can conduct engineer missions and control up • One or more engineer brigades are required
to five mission-tailored engineer battalions, in the division or corps when the number of
including capabilities from all three engineer engineer units or the functional nature of
disciplines. engineer missions calls for a brigade-level C2
• Can integrate and synchronize engineer capability.
capabilities across the supported force. • Most operations or contingencies requiring
• Can deploy a main CP or tactical action center the deployment of the corps headquarters in
one of its configurations will also require an
to provide flexibility and rotational capability.
engineer brigade headquarters element.
• With augmentation, can serve as a joint
• Unlike a BCT or a MEB, the functional
engineer headquarters and may be the senior
engineer brigade is not designed to control
engineer headquarters deployed in a JOA if full
terrain. Significant augmentation would be
TEC deployment is not required.
required to accomplish such a mission.
• Can be augmented with FFE assets from
USACE to enhance technical capabilities.
MEB
Capabilities: Considerations:
• Can C2 forces from multiple branches— • Each division conducting large-scale ground
especially those that conduct maneuver support combat will be supported by at least one
operations for the force. MEB. Divisions conducting contingency
• Can employ task-organized forces to enable operations will typically also be supported by
a MEB.
decisive action in support of Army division,
echelon above division, joint, interagency, or • The MEB is primarily designed to provide
multinational headquarters. support to the division, but it is capable of
• Can operate across the spectrum of conflict to being employed to provide support to higher
echelon, joint, and multinational
support, reinforce, or compliment offensive and
organizations, as well.
defensive large-scale ground combat operations
and can support or conduct stability or DSCA • When given control of an AO, the MEB’s
operations. ability to integrate and synchronize engineer
capabilities outside its AO is degraded.
• Unlike the engineer brigade, the MEB is staffed
and trained to C2 an assigned AO and control
terrain. In this regard, it is similar to a BCT;
however, it does not have the inherent
maneuver capability of a BCT. |
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Table 5-8. Considerations for the task organization of an engineer headquarters (continued)
Engineer Battalion
Capabilities: Considerations:
• Can conduct engineer missions, controlling any • When two or more engineer modules are
mix of up to five mission-tailored engineer task-organized in support of a BCT, a MEB,
companies. an engineer brigade, or other unit, an
• Except the prime power battalion (which engineer battalion headquarters may be
required for the C2 and sustainment of those
performs a specific technical role), can provide
modules.
C2 for combat or general engineering missions
when they have been task-organized to perform • Typically found within the engineer brigade,
those roles. the MEB, or in support of a BCT.
• For the conduct of construction or EH
clearance missions, the battalion will receive
survey and design or EH teams to facilitate
those missions.
Legend:
AO area of operations
BCT brigade combat team
C2 command and control
CP command post
DCP deployable command post
DSCA defense support of civil authorities
EH explosive hazard
FFE field force engineering
GCC geographic combatant commander
JFC joint force commander
JOA joint operations area
MEB maneuver enhancement brigade
TCP theater campaign plan
TEC theater engineer command
USACE United States Army Corps of Engineers
FUNCTIONAL CONTROLS AND CONTROL MECHANISMS
Commanders use a mission command approach to exercise C2 over subordinate forces. Staffs provide
their greatest support by providing control and by using C2 systems to keep commanders informed. The
operator drafts maneuver graphics, boundaries, axes of advance, and fire-support coordination lines to control
fires and maneuver—and the engineer employs standards, priorities, engineer work lines, and obstacle-free
zones. The engineer staff is responsible for establishing functional control (through the commander) of
engineers, including—
* Establishing policies and construction standards.
* Assigning priorities (such as funding, construction, priority of effort, priority of support).
* Delegating authority (to employ family of scatterable mines or other munitions).
* Establishing relationships with USACE district, division, or task forces, with the capability to
provide C2 over deployed USACE elements assigned to the GCC.
* Assigning missions and tasks to subordinates.
* Establishing engineer portions of plans and orders, including their components and subordinate
plans, such as the following:
Unit mission.
Task organization.
Concept of operations.
Project lists.
Engineer tasks that are part of Annex L (Information Collection).
* Establishing graphic control measures (including engineer work lines). |
3-34 | 106 | Chapter 5
Some of these control measures are directed by the GCC and the JFC; others are established by the
ASCC and the JFLCC. The engineer staff is responsible for coordinating and establishing control
mechanisms, which may include—
* Performing routine reports and returns.
* Using the staff engineer cells and supporting engineer headquarters organizations to gather and
refine information requirements impacting engineers within the AO.
* Establishing and maintaining effective communication with supporting engineer staff cells,
engineer units, and multifunctioning CPs.
* Using the running estimate and the continuous link with supporting elements to compute resource
and force requirements and recommend priorities and task organization.
* Developing specific missions and conveying them to subordinates through orders and annexes.
* Using supporting unit CPs to assess and report to anticipate change and unforeseen requirements.
RISK ASSESSMENT
Risk management is an integrating process that occurs during all operations process activities. Risk
management is the process of identifying, assessing, and controlling hazards (risks) that arise from
operational factors and of balancing that risk with mission benefits. ATP 5-19 describes the risk management
process. |
3-34 | 107 | Chapter 6
Engineer Echelon Perspectives
Engineer support to operations requires engineers at every echelon to think about their
perspectives and the implications they have both horizontally and vertically while
supporting operations. Each echelon provides different, intertwined levels of expertise;
a breadth of capability; and the capacity to execute missions.
UNITED STATES ARMY CORPS OF ENGINEERS
USACE supports the theater army headquarters and the ASCC (or JTF in areas where USACE is the
location design construction agent); contract construction support comes from divisions, districts, and
contingency elements, and technical engineering assistance. These services may include commercial contract
construction acquisition and management, project and program management, real estate and environmental
services, technical services (such as on-site, qualified assurance and surveillance through technically
qualified engineer contracting officer representatives), and access to the full suite of USACE and other
agency capabilities through reachback. The theater army engineer collaborates with an assigned TEC and/or
USACE LNO for direct access to USACE resources to support engagement strategies and operations. The
supporting LNO typically assists the theater army in coordinating with the DOD-designated contract
construction agent if that element is not USACE.
The FFE program for USACE provides cost-reimbursable, technical engineering assistance to the
theater army, employing USACE capabilities from the three engineer disciplines (primarily general
engineering) to support operations through reachback and forward presence. The USACE deployable FFE
teams include the FEST, contingency real estate support team, and environmental support team.
Note. The 249th Engineer Battalion (Prime Power), FEST teams, AGC, and the Engineer Research
and Development Center (ERDC) are examples of the unique and specialized capabilities
available through USACE to address specific operational requirements. These elements are not
considered solely FFE capabilities, but they are available to support FFE.
The reachback element for FFE supports the deployable teams with an extensive expertise network
from USACE and USACE associates in other Services, agencies, industries, and academia. Reachback can
deliver specialized data, research, and expertise to forward entities, when needed.
If the theater army is operating in one of the geographic AORs for USACE, the theater army will
also offer contract construction support. To support this effort, USACE can deploy mission-specific teams
designed to deliver high-value projects, typically involving extensive construction within an HN. The teams
may range from one or more engineer districts with supporting division headquarters elements, an area or
resident office, or a unique team specifically designed for the mission.
A clear strategic vision for the overall HN reconstruction requires an office that integrates all
reconstruction efforts in the theater of operations. This entity integrates all reconstruction programs,
including those from the DOD, the United States Agency for International Development, the Department of
State, coalition partners, humanitarian aid agencies, and the HN. When USACE is the primary DOD contract
construction agent, it achieves DOD program integration by using a joint programs integration office located
in the theater engineer cell. The joint programs integration office—
* Plans, programs, and oversees all major DOD construction programs.
* Develops strategies for implementing DOD programs related to HN water, energy, and
transportation infrastructure. |
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* Provides program management and technical expertise in the real estate, electrical/fire safety, and
environmental elements of DOD programs.
* Creates short-, medium-, and long-term goals for DOD programs and an action plan for attaining
these goals in cooperation with senior military personnel in the OE, Department of State, and
United States Army Agency for International Development. Successful goals and plans require
the complete integration of all stakeholders.
In the absence of a joint programs integration office, another entity must assume the responsibilities
listed above to ensure the integration of all engineer construction efforts and to avoid effort duplication by
one or more agencies.
The USACE is the executive agent for Army and DOD military construction, real estate acquisition,
and national infrastructure development through the civil works program. USACE has the primary
responsibility to execute Emergency Support Function 3–Public Works and Engineering for the DOD, in
support of DSCA. Most USACE assets are part of the institutional force, but selected elements support the
operational Army, to include various FFE teams and the 249th Engineer Battalion (Prime Power). With its
subordinate divisions, districts, laboratories, and centers, USACE provides a broad range of engineer support
to military departments, federal agencies, state governments, and local authorities through cost-reimbursable
projects. USACE districts provide design, operational contract support, construction, and operation of
hydroelectric power generation plants and river navigation systems. USACE also provides technical
assistance and operational contract support deployed worldwide.
USACE provides capabilities to the force, which includes those of the ERDC laboratories and centers;
and to the resources within the divisions, districts, and other sources. ERDC is comprised of a network of
laboratories and 43 centers of expertise. The ERDC specialty areas include:
* Coastal and Hydraulics Laboratory.
* Cold Regions Research and Engineering Laboratory.
* Construction Engineering Research Laboratory.
* Environmental Laboratory.
* Geospatial Research Laboratory.
* Geotechnical and Structures Laboratory.
* AGC.
* The United States Army Engineering and Support Center.
USACE has aligned its divisions with, and assigned LNOs to, combatant commands and selected
ASCCs to enable access to USACE resources supporting engagement strategies and wartime operations.
USACE supports unified land operations by providing the following major functions:
* Water resource functions support the balance between water resource development and
environmental impact.
* Infrastructure functions acquire, build, and sustain critical facilities for military installations,
theater support facilities, and public works.
* Environmental functions restore, manage, and enhance local and regional ecosystems.
* Research and development functions work toward the innovation, introduction, and improvement
of products and processes in support of the warfighter; installations; and energy, environmental,
and water resources.
* Civil disaster response functions respond to and support recovery from local, national, and global
disasters.
* Military contingencies provide engineering and contingency support for unified land operations.
USACE provides technical and contract engineer support, integrating its organic capabilities with those
of other Services and other sources of engineer-related reachback support. USACE may also have assets
directly supporting separate commands, the TEC, or senior engineer headquarters in-theater. Whether
providing engineer planning and design or contract construction support in the AO or outside the contingency
area, USACE can use the TeleEngineering Communications Equipment–Deployable (when necessary) to
obtain the necessary data, research, and specialized expertise that is not present in-theater or through
reachback capabilities. The TeleEngineering Communications Equipment–Deployable is the |
3-34 | 109 | Engineer Echelon Perspectives
communications architecture that facilitates reachback when the existing communications infrastructure does
not support it. The TeleEngineering Operations Center is under the proponency of the USACE and is inherent
in FFE.
FIELD FORCE ENGINEERING
USACE aligns its divisions with specific combatant commands. A USACE division integrates USACE
capabilities to meet combatant command requirements and to provide C2 over USACE activities in the AO.
USACE supports all combatant commands. Table 6-1, depicts USACE division alignments to combatant
commands.
Table 6-1. USACE division alignments
USACE Division Supported Combatant Command
United States Africa Command
North Atlantic Division
United States European Command
United States Central Command and United States
Transatlantic Division
Special Operations Command
Northwestern Division United States North Command
Pacific Ocean Division United States Pacific Command
South Atlantic Division United States South Command
USACE is the primary organizing agent for FFE and related institutional force support that enables
engineer support to the operational Army. Field force engineering is the application of Army engineering
capabilities from the three engineer disciplines through reachback and forward presence. FFE is
provided by technically specialized personnel and assets deployed or participating through the USACE
reachback process or through operational force engineer Soldiers linked to reachback capabilities. The
engineer commander maintains flexibility and determines the mix of capabilities (Soldier, USACE Civilian,
and contractor) based on the tactical situation, time-phased requirements, capabilities required, available
funding, and force caps. The USACE division commander task-organizes division capabilities to meet the
varying time-phased requirements. These capabilities rely heavily on reachback through the TeleEngineering
Communication Systems. The FFE concept is applicable in joint and multinational operations to provide
technical engineer solutions that can be implemented expeditiously and with a small footprint forward. The
United States Air Force and United States Navy have similar capabilities—the Air Force uses its Geo-Reach
Program, while the Navy has the capability to conduct engineer reconnaissance with reachback to the
NAVFAC.
USACE objectives for FFE are to—
* Leverage its institutional force capabilities (engineering expertise, contract construction, real
estate acquisition and disposal, environmental engineering, and waterways management) in
operations.
* Maximize the use of reachback to provide technical assistance and enable operational force
engineers in support to the CCDR.
USACE accomplishes these objectives by training, equipping, and maintaining specialized, deployable
FFE teams. These deployable USACE organizations provide technical assistance, enable operational force
engineers, and access additional technical support through reachback. Another way that USACE supports the
operational force is through nondeployable teams that provide dedicated engineer assistance in response to
requests for information from deployed teams or engineer Soldiers in the operational area. Focus areas for
these teams include infrastructure assessment and base camp development. LNOs are provided to the
geographic combatant commands and to select ASCCs (plans and operations) on a full-time basis. These
LNOs communicate and integrate the USACE capacity into combatant commands and ASCCs, and they
provide USACE headquarters and major subordinate commands situational awareness with a focus toward
impending or ongoing USACE operations in support of the combatant commands or ASCCs.
The FFE teams and the UROC are the primary contacts within USACE that are organized, trained,
and equipped to provide technical solutions to engineer and construction-related challenges. FFE teams |
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deliver technical engineer support to supported units through the engineer staff. FFE teams provide embedded
engineer planning and technical engineer support to unified land operations or offer dedicated reachback
support to deployed teams and engineer Soldiers in need of technical support. FFE teams typically develop
solutions by employing available resources, but the teams have the option to employ reachback to the entire
array of expertise within the USACE laboratories or centers of expertise for more complex engineering
issues. USACE has expertise that may support the strategic, operational, or tactical level in engineer planning
and operations. USACE can leverage reachback to technical subject matter experts in districts, divisions,
laboratories, and centers of expertise; other Services; and private industry as part of the USACE role in the
institutional force. FFE is a means to access specialized engineering capabilities that can augment joint forces
command planning staffs.
Forward-Deployed Field Force Engineering Capabilities
FFE teams can deploy to meet requirements for engineering assessments and analyses in support.
Teams include forward engineer support teams (FESTs), contingency contracting teams, members from
contingency real estate support teams, and environmental support teams. USACE LNOs and aligned USACE
divisions assist the ASCC and GCC to determine the amount and force tailoring of the USACE FFE enablers
and FEST teams. Theater army headquarters normally require a FEST-A, a contingency real estate support
team, an environmental support team, and prime power capabilities. Additional enablers (such as contracting,
military munitions support services, or other technical engineering capabilities of USACE) may also be
required. USACE provides theater-level planners to supplement the engineer staff assigned to the GCC.
Forward Engineer Support Team–Advance
An FEST-A is a deployable team that provides infrastructure assessment; engineer planning and
design; and environmental, geospatial, and other technical engineer support (from theater army to brigade
echelon) and augments the staff at those echelons. This team is capable of supporting any echelon configured
as a joint force headquarters for limited contingency operations or may be task-organized to a corps, division,
or brigade echelon when configured as an intermediate or tactical headquarters. The FEST-A operates as
augmentation to the supported force engineer staff or to the supporting engineer headquarters. When
supporting a JTF headquarters, the FEST-A may include a contingency real estate support team and an
environmental support team. The FEST-A conducts a variety of core essential tasks in support of stability
and technical engineering. The active duty FEST-A consists of uniformed military personnel and DA
Civilians. Although the United States Army Reserve consists of all military personnel, both teams require
sustainment and security support from the gaining or supported unit.
Forward Engineer Support Team–Main
The FEST-M is a deployable capability that provides minor contract construction administration,
environmental, geospatial, and other engineer support (typically to the theater army). The FEST-M is capable
of providing technical oversight of other deployed FFE teams. FEST-Ms are not required for initial entry into
a theater of operations; therefore, FEST-Ms reside in the United States Army Reserve and National Guard.
This team would typically support a JTF or the land component of a JTF. The FEST-M operates as a technical
support team to the joint force engineer staff or the engineer headquarters element or may operate as a discrete
headquarters element. The FEST-M element also conducts a variety of core essential tasks in support of
stability and technical engineering. It requires sustainment and security support from the gaining or supported
unit. FEST-Ms require augmentation from contracting; the USACE contingency contracting team is capable
of fulfilling this role.
Contingency Real Estate Support Team
A contingency real estate support team is a deployable element of USACE that is capable of the
acquisition of real estate outside the United States for use by U.S. forces. USACE and NAVFAC acquire,
manage, and oversee the disposal of real estate on behalf of the U.S. government pursuant to delegated
authority under 10 USC 2675.3, and specific delegation from the Office of the Deputy Assistant Secretary of
the Army Installations, Housing, and Partnerships. This team can support any echelon, but it is typically
tailored to support an Army component headquarters configuration supporting real estate management. The |
3-34 | 111 | Engineer Echelon Perspectives
contingency real estate support team operates as augmentation to the supported force engineer staff or
supporting engineer headquarters. The contingency real estate support team is comprised of DOD Civilians
and requires sustainment and security support from the supported unit. Contingency real estate support team
support is requested by a formal request for forces process or as a reimbursable service through the
contingency real estate support team aligned USACE division.
Environmental Support Team
An environmental support team is comprised of USACE DA Civilian environmental experts. The team
advises and conducts environmental assessments, baseline studies, and other environmentally related surveys
and studies. The team supports all echelons, but it is typically tailored to support ASCC headquarters for base
camp development. The environmental support team normally augments the engineer staff at echelon. The
environmental support team conducts environmental management tasks in support of base camps and
technical engineering. The team is capable of deploying early to perform environmental baseline assessments,
identify environmental hazards, and remain post-deployment to provide remediation support for base or base
camp closure. These small teams require sustainment and security support from the supported unit. Requests
for support from environmental support teams is processed through the request for forces process.
Environmental support teams may be directly paid for as a reimbursable service through the environmental
support team aligned to the USACE division.
Contingency Contracting Team
The USACE contingency contracting team consisting of contracting officers who conduct contracting
activities in support of minor contract construction with an FEST-M. The contingency contracting team is a
warranted team of the supported company commander. The contingency contracting team plans, coordinates,
and implements theater support contracting functions at the corps, JTF headquarters, division, BCT, and
sustainment or transportation brigade echelon. The team is capable of developing, soliciting, awarding,
managing, and closing out for theater support contracts.
Expansion of USACE Contract Construction Support
When contract construction exceeds the capability or capacity of the major subordinate commander,
USACE may establish a contingency engineer district or other contingency support organizations or augment
existing field offices. A USACE district, with its field offices, is normally staffed by DOD Civilians and
requires sustainment and security assistance from the supported organization.
THEATER ENGINEER COMMAND
At the theater army echelon, the engineer staff assists in translating a broad operational approach into
a coherent, feasible concept for employing forces. The engineer examines the functional and multifunctional
mobilization, deployment, employment, and sustainment requirements of the concept of operations. From
the operational perspective, those requirements typically include RSOI, construction, real estate, and other
general engineering support through the sustainment and protection warfighting functions. The operational
perspective also includes initially shaping the combat and general engineering capabilities most favorable for
each subordinate echelon. Geospatial information and terrain analysis provides the foundation on which
understanding the physical environment is based.
As the operational approach develops, the theater engineer collaborates with subordinate echelon
engineers to identify and refine requirements for general and combat engineering support linked to the
movement and maneuver and protection warfighting functions. The theater engineer must also ensure that
adequate geospatial engineering support is provided for intelligence and C2 at each echelon. Communication
enables collaboration, which continues throughout the operations process. To facilitate collaboration with
engineer unit commanders and other unit engineer staff, each element seeks to—
* Understand the higher commander’s intent and planning guidance.
* Analyze the physical environment and have extensive knowledge of the obstacle information,
threat capabilities, and terrain and geospatial products available. |
3-34 | 112 | Chapter 6
* Know the engineer systems and capabilities needed to accomplish identified tasks and the time
required to do so.
* Identify risks where engineer capabilities are limited or time is short, and identify methods to
mitigate the risks (including leveraging reachback capabilities).
* Consider the depth of the AO and the impact of potentially simultaneous operational elements.
* Include the integration of environmental considerations.
* Plan for the sustainment of engineer operations.
* Ensure that logistics requirements (with special emphasis on engineer resources) are analyzed and
accounted for to the end state of the operation so that future operations are facilitated.
The theater engineer running estimate provides a working compilation of relevant information that is
primarily focused on the physical environment while comprehensively accounting for engineer units,
capabilities, and other resources. The running estimate is built from initial assessments framed by the
operational or mission variables. The running estimate evolves as planning continues. The relevant
information contained in the theater engineer running estimate logically connects each identified challenge
or opportunity to an operational requirement. The running estimate can be organized by engineer discipline
and warfighting function. The running estimate is continuously refined and updated as additional assessments
are made, guidance and priorities are established, and feedback is gathered.
Engineer operations act as one of many key enablers as the theater army commander works to shape
the conditions for tasks and objectives to achieve the military end state. To be effective as an enabler, the
engineer staff must be integrated in the effort to assist the commander in framing and reframing the problem,
formulating the design, and refining the design. Engineer disciplines assist in organizing capabilities,
warfighting functions synchronize engineers with other enablers, and the elements of Army design
methodology provide a framework for expressing design concepts. The theater engineer staff integrates these
efforts through the operations process to identify the specific engineer operational approach for the theater
or JOA and to develop the refined operational concept.
The theater army level typically conducts various operations simultaneously throughout the AOR. In
each case, the commander and staff use the operations process activities to conduct the operations. Theater
army echelon commanders use Army design methods to help understand and describe the OE, frame the
problem, and shape and refine COAs. The resulting concept of operations forms the basis for developing the
detailed campaign, OPLAN, or OPORD. During execution, commanders and staffs assess the situation,
considering design elements and adjusting current and future operations and plans as the operation unfolds.
Engineer operations are typically resource- and time-intensive. The theater army engineer perspective
offers an extended planning horizon as an opportunity that is available at the operational level. To seize the
opportunity, some initial decision making is necessary even as the concept of operations develops. The
commander’s visualization provides an initial concept of operations. This planning guidance is a reflection
of how the commander envisions the progression of the operation. It provides a broad description of when,
where, and how the commander intends to employ combat power within the higher commander’s intent.
Planning guidance also contains priorities for each warfighting function.
The theater army engineer seeks to exploit an extended operational planning horizon by prioritizing
the need for the commander’s decisions and shaping selected aspects of the operation as early as possible
(for example, the provision of contingency basing and facilities for aviation capabilities can require extensive
design and construction resources). Even if abundant design and construction capabilities are available
(which would be a rare circumstance), an extensive amount of time may still be required to complete the
effort. In this case, the operational-level engineer seeks to confirm the commander’s priority for the project
and to obtain the decisions on project location and design. With these initial decisions, the engineer effort
can move to preparation and execution while operational planning continues.
For the theater army engineer staff, the cyclic activities of the operations process are continuous and
simultaneous. These activities overlap and recur as circumstances demand. Assessment enables planning,
which further enables assessment. In many cases, engineering preparations occur as operational planning is
conducted. The execution of selected engineer operations usually precedes operational execution, and
operational assessments generate additional engineer requirements. While the engineer staff will be cycling |
3-34 | 113 | Engineer Echelon Perspectives
the selected activities demanded by engineer requirements, they must remain synchronized with their staff
counterparts in the broader operations process.
TECs synchronize engineer effort throughout the theater. Through their persistent engagement with
the geographic combatant commands, each TEC is routinely involved in various military engagements with
associated theater army headquarters. For other major operations, the theater army engineer collaborates with
the TEC commander and staff as planning proceeds. Significant determinations included in the force
generation effort are timing and the level required for the deployment of TEC capabilities. For large-scale
ground combat, the theater army echelon typically requires the early or phased deployment of the full TEC
headquarters. Stability and DSCA vary but may require the deployment of the supporting TEC or its
deployable CP. Figure 6-1 shows phased-deployment capabilities to task alignment of the TEC and its
deployable CPs.
Legend:
AOR area of responsibility HQ headquarters
ASCC Army Service component J4 logistics directorate of a joint
command staff
BDE brigade JFECC joint force engineer combatant
C4I command, control, command
communication, computers JTF joint task force
CCMD combatant command LOC line of communication
CRU contingency response unit MSR main supply route
DCP deployable command post SCC Service component command
EN engineer TEC theater engineer command
FEST-M forward engineer support team– U.S. United States
main
Figure 6-1. TEC deployment model
The TEC commander serves as the senior in-theater engineer. The TEC is the preferred organization
designed for the operational command of engineer capabilities at echelons above corps and often provides
C2 for the joint force command if an operational echelon engineer headquarters is required. The TEC is
focused on the operational C2 of engineer operations across all engineer disciplines and typically serves as
the senior theater or land component engineer headquarters. When directed, the TEC provides C2 for
engineers from other Services and multinational organizations and provides technical oversight (quality
assurance and surveillance) assistance for contracted construction engineers according to the joint
relationships established by the joint force command. The theater army operationally configured as a land |
3-34 | 114 | Chapter 6
component command benefits from the early or phased deployment of the full TEC headquarters. An
engineer brigade may provide adequate engineer OPCON if given a narrower span of control.
The TEC develops plans, procedures, and programs for engineer support for theater army (including
RSOI) requirement determination, operational mobility and countermobility, general engineering, power
generation, area damage control, military construction, geospatial engineering, engineering design,
construction material, and real property maintenance activities. The TEC commander receives policy
guidance from the land component headquarters or theater army, based on the guidance from the GCC. The
TEC headquarters element provides C2 for operational echelon engineer operations in the AO and reinforces
engineer support to subordinate echelon forces. The TEC may support joint and multinational commands and
other elements according to lead Service responsibilities as directed by the supported joint force command.
This headquarters maintains a collaborative planning relationship with the theater army to help establish
engineer policies for the theater. It also maintains coordination links with other Services and multinational
command engineering staffs.
The engineer brigade is one of several functional brigades available to support theater-level operations.
It may be—
* Task-organized under theater level functional commands.
* Organized under the C2 of the TEC.
* Directly subordinate to the theater army.
The engineer brigade provides a similar but reduced organic capability to the theater army. The
engineer brigade provides expertise to the TEC, but with a reduced capability. A significant determinate in
tailoring the engineer brigade is the anticipated breadth of OPCON and support functions. The TEC is capable
of supporting a broad array of requirements, as is typical when the theater army functions in an operational
configuration while continuing its ASCC responsibilities. The brigade provides a more concentrated
capability that may be adequate for a smaller-scale configuration with some functional assistance from a
subordinate headquarters of ARFOR.
The TEC can deploy scalable staff specialty capabilities to support the needs of the operational
commander. These elements are capable of providing a wide range of technical engineering expertise and
support and of coordinating support from USACE, other Service technical laboratories and research centers,
and other potential sources of expertise in the civilian community. The elements are enabled by the global
reachback capabilities associated with FFE. TEC resources are synchronized with USACE for peacetime
engagements and to provide FFE and contract construction capabilities to the operational force (including
engineering technical assistance, project planning and design, contract construction, real estate acquisition,
infrastructure support, and support to nation-building capacities).
ENGINEER BRIGADE AND MANEUVER ENHANCEMENT BRIGADE
The division and corps support areas require a force headquarters to oversee a geographical area or to
cover a specific function. Engineer brigades have been used to fill this gap in C2 coverage, or a C2 node can
be used when more than two units are operating. Although a MEB and an engineer brigade are scalable
forces, there are associated tasks that are best executed at the division level. These tasks include movement
control, protection, detainee operations, air coordination, tactical combat force augmentation/employment,
and the C2 of up to five enabler battalion size elements.
The execution of complex engineer missions (such as gap crossings, deliberate defenses, and city wide
reconstruction) requires engineer brigade headquarters to augment divisions and to functionally aligned corps
engineer brigades operating in the corps or theater support areas. Commanders must balance modularity and
flexibility with dedicated and assigned/attached engineer headquarters (including technical and tactical
expertise) during training and during combat operations to fully support maneuver forces.
Complex operations (such as division-level wet-gap crossing operations) far exceed the span of control,
capability, and capacity of the BEB and the division engineer staff section. To sustain operational tempo
between interdependent warfighting formations in a wet-gap crossing, a division requires a brigade-level C2
headquarters with the capacity and technical capability to C2 multiple EAB engineer assets conducting
M/CM/S and general engineering across the divisional crossing area. An engineer brigade is the most |
3-34 | 115 | Engineer Echelon Perspectives
expeditious and effective C2 headquarters for the C2 of EAB engineer structure task-organized across the
division.
Supporting collective tasks of an AO include terrain management, information collection, movement
control, area security in support or consolidation areas, base security and defense, area damage control, and
stability. The MEB is a brigade headquarters capable of providing C2 of a joint security area for a JFLCC. It
conducts support area and maneuver support activities for corps and divisions. The MEB is specifically
designed as an AO controlling brigade to enable BCTs to focus primarily on combat operations. The MEBs
are only in the Reserve Component. If MEB capabilities are required to deploy early in mission cycles,
engineer brigades are capable of fulfilling the MEB mission with augmentation of a support control team,
communications teams, and intelligence analysts. However, taking on a multifunctional role will risk the
functional brigade’s capability and capacity to C2 functional engineer missions. Figure 6-2 depicts a way to
task organize for C2 over mobility corridors. See ATP 3-90.4 for a full discussion of planning considerations
for mobility corridors.
Legend:
ACP air control point
CSC convoy support center
EOD explosive ordnance disposal
MP military police
MSR main supply route
NAI named area of interest
SUST sustainment
TCP traffic control point
TRP target reference point
Figure 6-2. Example command and control of mobility corridors |
3-34 | 116 | Chapter 6
ENGINEER AND MULTIFUNCTIONAL FORCES
There are four complementary and interdependent categories of U.S. Army engineer units in the
operating force, including USACE-provided technical engineering capabilities. The four categories include
organic engineers (and staff elements) and three other categories held in an engineer force pool. The assets
in the force pool reside at EAB and exist to augment BCT engineers. The EABs consist of engineer
headquarters units, baseline units, and specialized engineer units. See table 6-2.
Table 6-2. Operating-force engineers
Component
Engineer Elements Active
ARNG USAR
Army
Brigade engineer battalion X X
Organic engineers
Geospatial engineer team X X
6-10 FM 3-34 18 December 2020
loop
ecroF
Theater engineer command X
Engineer
Engineer brigade headquarters X X X
headquarters
Engineer battalion X X X
Sapper company X X X
Mobility augmentation company X X X
Clearance company X X X
Baseline engineer Engineer support company X X X
units
Engineer construction company X X X
Engineer vertical construction
X X
company
Multirole bridge company X X X
Area clearance platoon X X
Asphalt team X X
Concrete section X X
Construction management team X X X
Diving team X
Engineer detachment (canine) X
Engineer facility detachment X X
Engineer utilities detachment X X
Explosive hazard coordination cell X X
Specialized
engineer units Firefighting X X X
Forward engineer support team—
X X X
advanced*
Forward engineer support team—
X X
main*
Geospatial planning cell X
Prime power* X X
Quarrying team X
Well drilling X
*Assigned to the United States Army Corps of Engineers
Legend:
ARNG Army National Guard |
3-34 | 117 | Engineer Echelon Perspectives
The units that make up the theater army engineer force (including Army, joint, and multinational force
providers) are diverse with technical skills that range from highly specialized to multifunctional and multi-
sourcing. Operational-level engineer planners are challenged to comprehensively identify current and future
requirements across the range of organizational skill sets. Typically, operational priorities and substantially
defined, subordinate requirements are clear and the associated tasks and troop formations are evident. For
operational planners, the requirements for supporting less substantially defined tactical needs of subordinate
echelons become increasingly ambiguous. To ensure the adequate resourcing of units to meet these needs,
planners must consider troop formations and tasks that are evident and that provide for the flexibility to
mitigate uncertainty.
Planners use the engineer discipline and its primary relationship to warfighting functions to organize
and ensure that there is an integrated view of operational requirements. At the theater army echelon, a
significant focus is placed on general engineering capabilities that must be tailored according to the
operational requirements linked to the movement and maneuver, sustainment, and protection warfighting
functions. These requirements include—
* Construction requirements. Construction requirements typically exceed Army unit capabilities
and must be analyzed, with consideration given to joint, multinational, contract, and other
capabilities.
* Specialized requirements. Specialized requirements may require additional or technical
information to effectively associate with tasks and troops. FFE or reachback may be employed to
guide the technical assessment needed. Theater army engineer planners may, through their own
analysis of the situation, determine the tailored force required by operational priorities and
substantial subordinate requirements. They will need subordinate echelon input to more precisely
tailor the force required to meet the tactical engineer requirements.
Theater level engineer planners typically develop a broad, less-defined understanding of the
requirements at each lower echelon. Geospatial engineering support, though organic at each echelon down
to the BCT, may generate requirements for augmentation at the operational or a selected subordinate echelon.
General engineering support requirements linked to the movement and maneuver, sustainment, and
protection warfighting functions at each subordinate echelon may be evident and accepted as an operational
force responsibility or considered in tailoring the subordinate echelon. Similarly, general engineering support
as augmentation to combat engineering capabilities at lower echelons may be considered but will be less
clearly defined. Finally, additional combat engineering requirements for each BCT and major tactical element
are considered. Augmentation is provided in the form of additional combat and general engineering
capabilities, along with the appropriate engineer and multifunctional headquarters elements. For the
operational planner, the type and level of augmenting capabilities will likely be ambiguous. To ensure that
there is a flexible force adequate for comprehensive operational requirements, planners must employ more
than their own broad understanding of those requirements.
When available for collaborative planning, subordinate echelon headquarters provide invaluable input
for their assigned mission requirements and for some operational requirements that may have been
overlooked by the higher echelon. Subordinate echelon engineer units and the engineer staff supporting corps,
division, and other headquarters develop an understanding through a more concentrated analysis of the
situation. The resulting view adds depth to understanding the engineer forces that are required for mission
support.
The tailored engineer force supporting the theater army echelon typically includes joint and
multinational engineer formations. Planners task organize Service capabilities with joint, multinational,
interagency, and nongovernmental organizations. Operational-level engineer planners consider the joint
engineer force capabilities and collaborate with joint force providers to effectively align joint capabilities
with the necessary requirements. Consideration will typically include tactical limitations for joint engineer
forces. While Navy and Air Force engineer forces include a variety of technical skill sets, they are often
limited in ground combat capabilities (for example, certain Air Force engineer units possess highly skilled
electrical, plumbing, and other utilities and construction crafts but are limited in their capability to move to
and secure a work site). This unit type would be appropriate as a joint resource for requirements within a
base but not for requirements throughout a less secure operational area. |
3-34 | 118 | Chapter 6
OTHER CAPABILITIES
With augmentation from other Services, the theater army can provide a JTF headquarters for
contingencies. Other situations may generate requirements for individual augmentation within the theater
army or a subordinate echelon headquarters. Similarly, the situation may require the tailoring of individual
augmentees for a provisional headquarters or provisional teams. The GCC supports the theater army with
joint individual augmentees, as available, through its standing joint force headquarters. As requirements
exceed the GCC capabilities, they are passed to joint force providers. The Army provides individual
augmentees through its worldwide individual augmentee system. This augmentation could be uniformed
from any service or civilians from across the Department of Defense through the expeditionary civilian
workforce program.
Commanders may use an operational-needs statement to document an urgent need for a material
solution to correct a deficiency or to improve a capability that impacts mission accomplishment. The
operational-needs statement provides an opportunity for the field commander, outside of the acquisition and
combat development and training development communities, to initiate the requirements determination
process. A response to the operational-needs statement varies depending on the criticality of the proposed
item. Response can range from a headquarters, DA-directed requirement and fielding of a material system to
the forwarding of the action to the United States Army Training and Doctrine Command for review and
routine action. The theater army engineer staff may become involved in the reviewing and processing of
engineer-related statements as part of the theater army echelon administrative control responsibilities.
Examples of engineer-related operational needs may include bridging or construction equipment, explosive
hazards clearance improvements, and other nonstandard capabilities. See AR 71-9 for more information on
processing operational-needs statements.
Engineers supporting the theater army should understand contingency construction authorities and
associated funding to meet construction requirements and activities in support of contingency operations.
The USACE LNO at the theater army echelon can advise engineer planners on contract construction and the
integration of these assets. Although USACE engineer districts and other contract construction elements are
cost-reimbursable, their missions support the campaign plan of the theater army. At the theater level, a joint
program integration office is included in the theater engineer cell to ensure the coordination and integration
of DOD, interagency, and coalition construction missions throughout the theater.
Theater army echelon engineer missions are conducted considering the range of military operations
occurring throughout the theater. The theater army engineer staff routinely coordinates construction activities
that assist the GCC in shaping the security environment in a particular region while maintaining presence
within the AO. The engineer staff may also participate in exercise programs within a particular AO as a tool
to maintain presence and to foster strong military-to-military cooperation. USACE and other unified action
partners are strategically engaged worldwide in activities that promote national security objectives by
improving HN infrastructure (such as products of the exercise-related construction program, Humanitarian
and Civic Assistance Program, and Support for Others Program). Each theater army USACE LNO, TEC
LNO, and joint program integration office assists in coordinating these activities with the senior engineer
staff organization.
The theater army engineer staff coordinates for the engineer support required for limited intervention
operations. Support may include tailored engineer forces and the application of a variety of joint and other
engineer capabilities. The theater army LNO from the USACE or TEC may assist in integrating USACE and
unified action partner activities that support operational objectives. Engineers are critical enablers in foreign
humanitarian assistance that is conducted to relieve or reduce the results of natural or man-made disasters.
The engineer response may include—
* Erecting temporary shelters and clinics.
* Providing emergency power generation.
* Removing debris.
* Performing temporary construction to reinforce weakened superstructures.
* Reestablishing transportation right-of-ways.
* Constructing protective structures.
* Constructing levees to contain rising floodwaters. |
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* Creating flood prediction models for mapping disaster effects.
* Fighting fire.
Peace through large-scale combat operations typically involves the scaled introduction of increasingly
larger military construction forces into the operational area. This range of military operations implies a degree
of theater echelon engineer support for access, base development, sustainment base establishment, and
operational movement requirements. While each theater or JOA is unique from a broad perspective, each
follows a pattern from some level of immaturity at the beginning of operations, through development, to
established standards and the maintenance of those standards during operations and, finally, to the closure or
turnover of bases and other facilities as operations conclude. Lesser-developed theaters or operational areas
tend to generate more operational-level engineer effort earlier in the operations process. Table 6-3 shows a
general comparison based on the development level.
Table 6-3. Development level-based requirements comparison
Lesser Developed Theater Highly Developed Theater
Greater effort is required to establish SPOD and APOD may be available but
SPOD and APOD. require improvement.
Geospatial data may require
Geospatial data may be available.
generation.
Real estate may be more available for
Real estate acquisition is less likely.
acquisition.
Environmental conditions may be An environmental baseline may be
unknown. established.
Austere base camps and forward Installations may be available for
operating bases may be required. temporary use.
A road network is likely limited. A road network is available.
Natural obstacles predominate. Man-made obstacles predominate.
May be complex or extensive
May be primitive or basic infrastructure.
infrastructure.
Legend:
APOD aerial port of debarkation
SPOD seaport of debarkation
While the unifying theme describes the character of the dominant major operation being conducted,
ARFOR conduct decisive action within this larger framework. All major operations conducted overseas
combine offensive, defensive, and stability operations elements executed simultaneously at multiple
echelons. ARFOR provide a mix of land combat power that can be tailored for any combination of offensive,
defensive, stability, and DSCA operations as part of an interdependent joint force. At higher echelons,
engineer operations consist of more technically focused tasks that simultaneously support offensive,
defensive, stability, and DSCA operations. The technical aspects of engineer tasks at higher echelons become
increasingly essential to their effective application. For example, from an operational-level perspective, the
application of engineering efforts to repair and upgrade a road and its component bridges tends to retain a
consistent set of technical tasks. Operational elements have less distinct impact than the technical aspects of
the engineering tasks; in fact, most operational-level engineering simultaneously supports all of the
operational elements. For example, upgrading a road supports the movement of forces into attack positions,
the movement of counterattack forces repositioning in a mobile defense, and the movement of forces
supporting civil security. Theater army engineer operations apply technical capabilities to create favorable
conditions for any combination of operational elements.
While the influence of distinct operational elements may be lessened for some technically focused
engineering tasks, the overall engineer effort must remain integrated within the combined arms framework.
The engineer staff participates in operations process activities to synchronize the orchestration and
sustainment of primarily subordinate echelon engineer actions and the application of more technically
focused engineer capabilities. Some generalities can be observed while considering the operational elements
and higher echelon engineer operations. |
3-34 | 120 | Chapter 6
During the offense, a significant portion of the tailored engineer force tends to have supporting
relationships with maneuver commanders. For some general engineering capabilities and for most combat
engineering capabilities, the tailored engineer force is pushed. Command and support relationships are
tailored toward the tactical echelons for close support of combat operations. Movement and maneuver
requirements are not well defined at higher echelons and are more dynamic in combat operations. Tailored
forces are pushed to subordinate echelons to address these requirements and to add flexibility for those
maneuver commanders to react to unforeseen challenges and opportunities.
In the defense, operational-level engineer planners are typically unable to generate adequate
construction capabilities to support all of the subordinate requirements for both movement and maneuver
(countermobility) and protection (survivability). Operational-level requirements compete for these same
construction capabilities. The operational planner must recommend priorities for these capabilities and then
work collaboratively with subordinate elements to assist them in mitigating shortfalls.
When planning for stability operations, engineers consider the broadest range of potential
requirements. The operational-level engineer planner considers all of the theater echelon requirements linked
to the movement and maneuver, sustainment, and protection warfighting functions while also considering
nonlethal applications supporting the objective end state. Subordinate echelons also require a broad range of
general engineering support, or they may be conducting combat operations requiring combat engineering
with appropriate augmenting general engineering capabilities. The tailored engineer force is distributed
among echelons for operational-level applications and close support of subordinate operations. Stability
operations are most likely to occur in close coordination with multinational and interagency elements and
among the local population. Construction capabilities will most likely also be required to support
infrastructure and reconstruction needs. Construction requirements will likely exceed Army unit capabilities.
Operational-level engineers, subordinate echelon engineers, engineer leaders, and engineer staff will be
required to coordinate efforts from a range of other capabilities to meet the extensive construction
requirements.
Planning for DSCA tasks is significantly different from offense, defense, or stability operations
because of the unique nature of the threat, although the basic tasks may be similar to those of stability. The
threat will likely be a natural or man-made disaster, accident, or incident with unpredictable consequences.
Additionally, planners must be aware of the number of statutes and regulations that restrict Army interaction
with other government agencies and civilians during DSCA. The local and state response normally leads the
effort, with a federal response providing support, as required. Interagency response during DSCA is governed
by the National Response Framework, which delegates responsibility to various federal agencies for
emergency support functions. Each lead agency is responsible for planning within their assigned emergency
support functions. |
3-34 | 121 | Engineer Echelon Perspectives
Army commanders assume a support role to one or more designated agencies. Engineers can expect to
be involved in planning for the support of relief operations, with geospatial products and analysis of potential
areas to establish life-support areas. Engineers may be called on to provide manpower support or general
engineering support from units with unique capabilities, such as water purification, temporary shelter, power
generation, and firefighting. Engineer commanders and staffs work with the proponent planners to identify
requirements and plan engineer applications. The USACE and other engineering capabilities of the
institutional force have prominent roles during DSCA operations:
* Urban search and rescue.
* Route opening and route clearance.
* Temporary and tactical bridging.
* Environmental control and groundwater sampling.
* Decontamination site and holding-pond construction.
* Humanitarian and temporary shelter construction.
* Controlled demolition (in support of mass firefighting operations in urban areas).
* Power generation and distribution.
* Firefighting.
* Debris removal. |
3-34 | 123 | Chapter 7
Sustainment Considerations
Engineer support to operations carries special sustainment challenges which, if not
overcome, can seriously inhibit or even stop engineer support. Engineers must
anticipate these challenges and work within the sustainment warfighting function to
overcome them. Doing so requires that engineers thoroughly understand the
sustainment warfighting function, including sustainment organizations, the principles
of sustainment, sustainment roles and responsibilities, sustainment functions, and the
integration of sustainment into operations, as described in ADP 4-0. This chapter
focuses on the sustainment support for engineer capabilities and highlights the
sustainment considerations that affect engineer support.
SUSTAINMENT CHALLENGES FOR ENGINEER SUPPORT
Many sustainment challenges are common to all units, but engineer units face several unique
sustainment challenges. Engineers and staffs who employ engineer units/capabilities need to thoroughly
understand, anticipate, and work to overcome these challenges.
Many engineer tasks require the use of engineer equipment that is large and heavy; these heavy items
require low-density haul assets if they are to be moved more than short distances. Engineer equipment often
exceeds size and weight restrictions, making its movement even more challenging.
Engineer equipment is also often low-density, which poses challenges to its maintenance and repair.
Obtaining engineer-specific Class IX repair parts frequently requires extraordinary coordination. The number
of mechanics who are capable of maintaining and repairing engineer equipment may also be limited,
increasing the difficulty of keeping engineer equipment operating.
Engineer equipment also consumes large amounts of fuel (higher than most equipment found in
infantry and Stryker BCTs). Refueling is often complicated by the fact that many pieces of engineer
equipment cannot easily travel to refueling points. Any time spent travelling between work sites and refueling
points can significantly reduce productivity; however, bringing fuel trucks to work sites can be difficult,
especially when the sites are widely scattered over large distances in difficult terrain and the risk for the loss
of fuel trucks is increased. The availability of fuel trucks for other critical missions is also reduced.
Construction materials often require long lead times and can be difficult to acquire in the required
quantities and specifications. For example, statutory, regulatory, and command policies may dictate the
source of construction materials, requiring the maximum use of local procurement.
All of the previously mentioned challenges are further complicated by the frequent movement of
engineers within the AO and by likely changes to task organization and command and support relationships.
Limited engineering assets often require that they be repeatedly shifted throughout the AO to meet mission
requirements. These movements and changes often have a ripple effect in the sustainment system, which may
have difficulty keeping up with multiple changes. This is exacerbated when engineer missions are conducted
in austere environments while infrastructure is being established or improved. |
3-34 | 124 | Chapter 7
The requirements for engineer capabilities almost always exceed the capacity of available engineer
units. This inevitably imposes pressure to delay preventive maintenance, checks, and services to avoid work
stoppages, which increases the likelihood and length of future equipment failures and further compounds
maintenance difficulties. It also frequently leads to the procurement of locally available construction
materials, repair parts, and construction services. This brings its own unique challenges—and the need for
financial management and contract management support. Most engineer units do not have dedicated
contingency contracting teams, and this support is provided on a general support basis from the supporting
operational contract support brigade, joint command (if established), or USACE district.
Some key differences between contracted and military support include the following:
* Contractor personnel who are authorized to accompany the force are neither combatants nor
noncombatants. They are civilians who are authorized to accompany the force in the field.
* Contractors are not in the chain of command. They are managed through their contracts and the
contract management system, which should always include a unit contracting officer
representative.
* Contractors only perform tasks as specified in contracts by the terms of their contract.
All of these challenges are predictable, and none of them should surprise engineer leaders or the staffs
that support them. Engineers and staffs must anticipate such challenges, work to prevent them, and be
prepared to overcome them. Because of the critical impact that sustainment has on engineer missions,
engineer commanders and staffs must be thoroughly familiar with sustainment doctrine and organizations,
as described in ADP 4-0 and subordinate publications. The importance and unique challenges of contracted
support require engineer commanders and staffs to fully understand their role in planning for and managing
contracted support, as described in ATP 4-92 and ATP 4-94.
ORGANIZATIONS AND FUNCTIONS
Sustainment support for engineers is provided by different organizations based on various factors, such
as the echelon of the supported unit and command and support relationships. Although engineers should be
familiar with all of the sustainment organizations described in ADP 4-0, some organizations provide support
to engineers more frequently than others.
PRINCIPLES OF SUSTAINMENT
As discussed in ADP 4-0, the principles of sustainment (integration, anticipation, responsiveness,
simplicity, economy, survivability, continuity, and improvisation) are essential to maintaining combat power,
enabling strategic and operational reach, and providing ARFOR with endurance. The sustainment challenges
for engineer support (described at the beginning of this chapter) make it essential that engineer leaders and
staffs effectively apply these principles. This section describes ways in which engineers apply the principles
of sustainment.
Engineers integrate sustainment with engineer plans. Sustainment must not be an afterthought.
Engineers must coordinate and synchronize their operations with the elements of sustainment. This must
occur at all levels of war and throughout the operations process at all echelons. Engineer planners evaluate
the sustainment significance of each phase of the operation during the entire planning process. They create a
clear and concise concept of support that integrates the commander’s intent and concept of operation. This
includes analyzing the mission; developing, analyzing, wargaming, and recommending a COA; and
executing the plan.
Engineers must visualize future operations and identify the appropriate required support. They must
then start the process of acquiring the materiel or placement of support that best sustains the operation. As
early as possible, engineers must forecast requirements for Class IV and V supplies (and the transportation
and material-handling support needed to move them) and initiate actions to acquire and place them where
they will be needed. Engineer staff officers must do this long before specific engineer missions are assigned
to specific engineer units. Otherwise, sufficient resources will likely be unavailable when needed. Engineers
must also anticipate requirements for financial management and contract management support for the local |
3-34 | 125 | Sustainment Considerations
procurement of construction materials and services and repair parts. They must anticipate requirements for
fuel and for maintenance support and other supplies and services common to all units.
The planner who anticipates is proactive—not reactive—before, during, and after operations. The
ability of the force to seize and maintain the initiative, synchronize activities along the entire depth of the
AO, and exploit success depends on the abilities of the commanders, logisticians, and engineers to anticipate
requirements. Engineers consider joint, multinational, contract civilian, and interagency assets when planning
support for engineer missions. They—
* Use all available resources, especially HN assets.
* Prioritize critical engineer activities based on the concept of operations.
* Anticipate engineer requirements based on wargaming and the rehearsal of concept drills,
incorporating the experience and historical knowledge of all participants.
* Do not think linearly or sequentially; they organize and resource for simultaneous and
noncontiguous operations.
* Participate in and evaluate the engineer significance of each phase of the operation during the
entire command estimate process, to include mission analysis and COA development, analysis
and wargaming, recommendation, and execution.
The engineer staff officer must anticipate likely task organization changes that will affect the flow of
sustainment to engineer organizations. Additional missions will be created by the sustainment plan (for
example, clearing a landing zone for aerial resupply). These missions and tasks must be anticipated and
planned for during the mission analysis.
Engineers must develop and maintain responsiveness. They must seek to ensure that sufficient
resources are identified, accumulated, and maintained to meet rapidly changing requirements. For example,
engineers conduct reconnaissance to identify local materials and other resources that could be used to support
potential engineer missions. They establish preconfigured loads, pre-position supplies and equipment, and
ensure that trained and certified personnel are available to support local purchases of materials and services.
Operational contract support obtains and provides supplies, services, construction labor, and
materiel—often providing a responsive option or enhancement to support the force. General engineers are
required to provide subject matter expertise for the supervision of contracted materials and services.
Engineers use mission-type orders and standardized procedures to contribute to simplicity. Engineer
commanders and staffs establish priorities and allocate classes of supply and services to simplify sustainment
operations. They use preconfigured loads of specialized classes of supply to simplify transport.
At some level and to some degree, resources are always limited. When prioritizing and allocating
resources, the engineer commander and staff may not be able to provide a robust support package. Priority
of effort is established while balancing the mitigation of risk to the operation. Engineer commanders may
have to improvise to meet the higher intent and mitigate the risks. Commanders consider economy when
prioritizing and allocating resources. Economy reflects the reality of resource shortfalls while recognizing
the inevitable friction and uncertainty of military operations.
Engineers must protect the resources they need to sustain their units and accomplish their mission. In
addition to protecting their own units, personnel, and equipment, engineers must also emphasize security and
protection for Class IV and V supplies. These supplies are not easily replaced and can be tempting targets for
enemy action.
Engineers contribute to ensuring that sustainment means are survivable by constructing sustainment
bases and clearing LOCs. They may also construct ammunition holding areas and provide revetments or other
types of hardening for petroleum, oil, and lubricants products. |
3-34 | 126 | Chapter 7
The tempo of operations requires a constant vigilance by the logistician and engineer commander to
ensure a constant flow of support. Supplies are pushed forward (the unit distribution method) when
logistically feasible. Maneuver units rely on lulls in the tempo of an operation to conduct sustainment
operations, but engineers might not do the same. Engineers usually do not have this opportunity because
many of their missions occur during a lull in operations, and this could deny them the opportunity to use the
supply point method. This increases the need for engineers to plan for continuous, routine, and emergency
logistics support.
When faced with unexpected situations or circumstances, engineers must improvise. They must be
aware of the resources available in the local area and must regularly train on using improvised methods of
accomplishing engineer tasks.
ENGINEER LEADER AND STAFF RESPONSIBILITIES FOR
SUSTAINMENT
The successful sustainment of engineer organizations and capabilities requires active involvement by
engineer staffs and commanders at every echelon. In addition to ensuring the sustainment of their units,
engineers must work closely with their supported units. This is because the supported unit is responsible for
providing the fortification, barrier, and construction materials and the mines and demolitions needed for the
tasks they assign to the supporting engineer unit, regardless of the command and support relationship between
them. The higher echelon engineer staff officer must retain an interest in the sustainment of subordinate
engineer units and capabilities, regardless of their command and support relationships with the units they
support. Within a supported unit, the engineer staff officer must work closely with the logistics staff to assist
in planning, preparing, executing, and assessing operations that require engineer materials and resources.
Within engineer or multifunctional headquarters units, the logistics staff provides sustainment planning for
the engineer force under its C2.
Within engineer units, leaders, and staffs must monitor, report, and request requirements through the
correct channels and ensure that sustainment requirements are met when sustainment is brought forward to
the engineer unit. The accurate and timely submission of personnel and logistics reports and other necessary
information and requests is essential.
ENGINEER STAFF OFFICER
The engineer staff officer at each echelon is responsible for engineer logistics estimates and plans and
monitors engineer-related sustainment support for engineer capabilities operating at that echelon. When an
engineer unit or capability is task-organized in support of another unit, the engineer staff officer considers
the impact of inherent sustainment responsibilities and recommends the most efficient and effective
command or support relationship. The engineer staff officer—
* Writes the engineer annex and associated appendixes to the OPLAN or OPORD to support the
commander’s intent, including the recommended distribution for any engineer-related, command-
regulated classes of supply and special equipment.
* Assists in planning the location(s) of the engineer forward supply point for the delivery of
engineer-configured loads of Class IV and V supplies. This site(s) is coordinated with the unit
responsible for the terrain and the appropriate S-4 or G-4.
* Assists in planning the location(s) of engineer equipment parks for the pre-positioning of critical
equipment sets, such as tactical bridging. This site(s) is coordinated with the unit responsible for
the terrain and the appropriate S-4 or G-4.
* Works closely with the sustainment staff to identify available haul assets (including HN) and
recommends priorities to sustainment planners.
* Identifies extraordinary medical evacuation requirements or coverage issues for engineer units and
coordinates with sustainment planners to ensure that the supporting unit can accomplish these
special workloads.
* Identifies critical engineer equipment and engineer mission logistics shortages. |
3-34 | 127 | Sustainment Considerations
* Provides the appropriate S-4 or G-4 an initial estimate of required Class III supplies in support of
construction.
* Provides the appropriate S-4 or G-4 an initial estimate of required Class IV and V supplies for
countermobility and survivability efforts.
* Provides the appropriate S-4 or G-4 an initial estimate of required Class IV supplies in support of
construction. Monitors and advises implications of statutory, regulatory, and command policies
for the procurement of construction materials, as required. The critical issue for the engineer staff
officer is timely delivery at required specifications, whatever the source for construction materials.
* Tracks the flow of mission-critical Class IV and V supplies into support areas and forward to the
supporting engineer units. Coordinates to provide engineer assistance to accept delivery of
construction materials, as required.
* Coordinates route clearing and tracks their status at the main CP.
* Coordinates for EOD support and integration, as necessary.
* Considers the environmental impacts of all decisions.
ENGINEER UNIT COMMANDER
The unit commander ensures that sustainment personnel maintain the mission capabilities of the unit
and its ability to provide combat power. The unit commander provides critical insight during the supported
unit’s planning process. The unit commander—
* Coordinates for sustainment support requirements external to the engineer unit.
* Anticipates problems, works to avoid delays in planning and transition, and conducts sustainment
battle tracking.
* Communicates with subordinate leaders to identify the need for push packages, ensures their
arrival, and tracks their expenditure.
* Determines the location of the unit resupply points and monitors the operation.
* Ensures that the unit is executing sustainment operations according to the supported unit’s
standard operating procedure and operations orders.
* Monitors equipment locations and maintenance status.
* Updates the engineer-specific Class IV and V supply requirements based on a reconnaissance of
mission sites.
* Tracks engineer equipment use, maintenance deadlines, and fuel consumption.
* Receives, consolidates, and forwards all logistical, administrative, personnel, and casualty reports
to the parent or supported unit.
* Directs and supervises the medical support within the unit, coordinating for additional support, as
required.
* Supervises and monitors the evacuation of casualties, detainees, and damaged equipment.
* Orients personnel replacements and assigns personnel to subordinate units.
* Conducts sustainment rehearsals at the unit level.
* Maintains and provides supplies for unit field sanitation activities.
* Integrates explosives ordnance disposal support, as necessary.
SUSTAINMENT PLANNING CONSIDERATIONS
The engineer staff officer, the engineer unit commander, the supported unit S-4 or G-4, and the
supporting sustainment unit work closely to synchronize sustainment for engineer capabilities. When the
supported unit receives a warning order as part of the MDMP, the engineer staff officer initiates the engineer
portion of the logistics estimate process. The engineer staff officer focuses the logistics estimate on the
requirements for the upcoming mission and the sustainment of all subordinate engineer units that are organic
and task-organized in support of the unit. Class I, III, IV, and V supplies and personnel losses are the essential
elements in the estimate process. Close integration with the sustainment support unit can simplify and
accelerate this process through the use of the automated systems logistics status report to ensure that the
sustainment support unit is able to maintain an up-to-date COP of the engineer unit sustainment requirements. |
3-34 | 128 | Chapter 7
During continuous operations, the estimate process supporting the rapid decision-making and
synchronization process may need to be abbreviated because of time constraints.
The engineer staff officer uses the running estimate to determine the requirements for unit and mission
sustainment and compares the requirements with the reported status of subordinate units to determine the
specific amount of supplies needed to support the operation. These requirements are then coordinated with
the supporting sustainment unit or forward support element to ensure that the needed supplies are identified
and resourced.
The engineer staff officer then translates the estimate into specific plans that are used to determine the
supportability of supported unit COAs. After a COA is selected, the specific sustainment input to the
supported unit base OPORD and paragraph 4 of the engineer annex is developed and incorporated.
In each of the different types of BCTs, the engineer staff officer (working with the appropriate
sustainment planner and executor) tracks essential sustainment tasks involving all engineer units supporting
the brigade. Accurate and timely status reporting assists the engineer staff officer in providing the overall
engineer status to the brigade commander and allows the engineer staff officer to intercede in critical
sustainment problems, when necessary. The engineer staff officer also ensures that the supplies needed by
augmenting EAB engineer units to execute missions for the brigade are integrated into the brigade
sustainment plans. For the engineer staff officer to properly execute these missions, accurate and timely
reporting and close coordination between the engineer staff officer, sustainment planners and providers, task
force engineers, and supporting EAB engineers is essential. Supporting EAB engineer units must affect
linkup with the existing engineer sustainment to ensure their synchronization of effort.
Some important considerations for engineer planners include—
* Coordinating for a field maintenance team to support each engineer unit to ensure quick
turnaround of maintenance problems.
* Coordinating closely with the logistics staff to assist in the management of required construction
materials. The engineer staff helps the logistics staff identify and forecast requirements to ensure
that a quality control process is in place for receipt of the materials. The management of Class IV
supplies for survivability and countermobility is most efficient when there is a shared interest
between maneuver and engineer logisticians.
* Using preconfigured loads of barrier materials.
* Coordinating closely with the theater support command or sustainment command (expeditionary)
support operations officer, the ARFOR G-4, the supporting contract support brigade, and the
associated logistics civil augmentation program planner to ensure that engineer requirements are
properly integrated and captured in the operational contract support plan and/or are specifically
addressed in the ESP.
Engineers must consider the environmental impacts of their actions. They must weigh the implications
of holding out for logistical support against possible collateral environmental damage. They must ensure that
a proper environmental risk assessment is done before beginning any action. See ATP 3-34.5 or TM 3-34.56
for additional information. |
3-34 | 129 | Glossary
The glossary lists acronyms and terms with Army or joint definitions. Where Army and
joint definitions differ, (Army) precedes the definition. Terms for which FM 3-34 is the
proponent are marked with an asterisk (*). The proponent publication for other terms
is listed in parentheses after the definition.
SECTION I – ACRONYMS AND ABBREVIATIONS
ADP Army doctrine publication
AGC Army Geospatial Center
AFPAM Air Force pamphlet
AFTTP Air Force tactics, techniques, and procedures
AO area of operations
AOR area of responsibility
APOD aerial port of debarkation
AR Army regulation
ARFOR Army forces
ASCC Army service component command
ATP Army techniques publication
ATTN attention
BCT brigade combat team
BEB brigade engineer battalion
C2 command and control
CBRN chemical, biological, radiological, and nuclear
CCDR combatant commander
CGTTP Coast Guard tactics, techniques, and procedures
CJCSM Chairman of the Joint Chiefs of Staff manual
COA course of action
COP common operational picture
CP command post
DA Department of the Army
DOD Department of Defense
DOTD Directorate of Training and Doctrine
DSCA defense support of civil authorities
EA engagement area
EAB echelons above brigade
EOCA explosive ordnance clearance agent
EOD explosive ordnance disposal
ESP engineer support plan |
3-34 | 130 | Glossary
FEST forward engineer support team
FEST-A forward engineer support team–advance
FEST-M forward engineer support team–main
FFE field force engineering
FM field manual
G-2 assistant chief of staff, intelligence
G-3 assistant chief of staff, operations
G-4 assistant chief of staff, logistics
G-9 assistant chief of staff, civil affairs operations
GCC geographic combatant commander
GI&S geospatial information and services
GPC geospatial planning cell
HN host nation
IPB intelligence preparation of the battlefield
J-2 intelligence directorate of a joint staff
J-3 operations directorate of a joint staff
J-4 logistics directorate of a joint staff
J-7 engineering staff section of a joint staff
J-9 civil military operations directorate of a joint staff
JCMS joint construction management system
JFC joint force commander
JFLCC joint force land component command
JOA joint operations area
JOPES Joint Operation Planning and Execution System
JP joint publication
JTF joint task force
LNO liaison officer
LOC line of communication
M/CM/S mobility, countermobility, and survivability
MCRP Marine Corps reference publication
MCTP Marine Corps tactical publication
MCWP Marine Corps warfighting publication
MDMP military decisionmaking process
MEB maneuver enhancement brigade
MSCoE United States Army Maneuver Support Center of Excellence
NATO North Atlantic Treaty Organization
NAVFAC Naval Facilities Engineering Command
NGA National Geospatial-Intelligence Agency
No. number
NTRP Navy tactical reference publication
NTTP Navy tactics, techniques, and procedures |
3-34 | 131 | Glossary
OE operational environment
OPCON operational control
OPLAN operation plan
OPORD operation order
RSOI reception, staging, onward movement, and integration
S-2 battalion or brigade intelligence staff officer
S-3 battalion or brigade operations staff officer
S-4 logistics staff officer
S-9 battalion or brigade civil affairs operations staff officer
SPOD seaport of debarkation
SSGF standard and sharable geospatial foundation
STANAG standardization agreement (NATO)
TC training circular
TEC theater engineer command
TGD theater geospatial database
TM technical manual
UROC USACE Reachback Operations Center
U.S. United States
USACE United States Army Corps of Engineers
USAES United States Army Engineer School
USAREUR United States Army, European Command
USC United States Code
USINDOPACOM United States Indo-Pacific Command
SECTION II – TERMS
countermobility operations
Those combined arms activities that use or enhance the effects of natural and man-made obstables to
deny enemy freedom of movement and maneuver. (ATP 3-90.8)
*engineer work line
A coordinated boundary or phase line used to compartmentalize an area of operations to indicate
where specific engineer units have primary responsibility for the engineer effort.
*field force engineering
The application of Army engineering capabilities from the three engineer disciplines through
reachback and forward presence. |
3-34 | 133 | References
All websites accessed on 5 November 2020.
REQUIRED PUBLICATIONS
These documents must be available to the intended users of this publication.
DOD Dictionary of Military and Associated Terms. June 2020.
FM 1-02.1. Operational Terms. 21 November 2019.
FM 1-02.2. Military Symbols. 10 November 2020.
RELATED PUBLICATIONS
These documents contain relevant supplemental information.
JOINT PUBLICATIONS
Most joint publications are available online at https://www.jcs.mil/Doctrine.
CJCSM 3122.05. Operating Procedures for Joint Operation Planning and Execution System. 15
December 2011.
JP 1. Doctrine for the Armed Forces of the United States. 25 March 2013.
JP 1-0. Joint Personnel Support. 31 May 2016.
JP 2-03. Geospatial Intelligence in Joint Operations. 5 July 2017.
JP 3-15. Barriers, Obstacles, and Mine Warfare for Joint Operations. 6 September 2016.
JP 3-17. Air Mobility Operations. 5 February 2019.
JP 3-31. Joint Land Operations. 3 October 2019.
JP 3-33. Joint Task Force Headquarters. 31 January 2018.
JP 3-34. Joint Engineer Operations. 6 January 2016.
JP 5-0. Joint Planning. 16 June 2017.
Army Publications
Most Army doctrinal publications are available online at https://armypubs.army.mil.
ADP 2-0. Intelligence. 31 July 2019.
ADP 3-0. Operations. 31 July 2019.
ADP 3-07. Stability. 31 July 2019.
ADP 3-28. Defense Support of Civil Authorities. 31 July 2019.
ADP 3-37. Protection. 31 July 2019.
ADP 3-90. Offense and Defense. 31 July 2019.
ADP 4-0. Sustainment. 31 July 2019.
ADP 5-0. The Operations Process. 31 July 2019.
ADP 6-0. Mission Command: Command and Control of Army Forces. 31 July 2019.
ADP 6-22. Army Leadership and the Profession. 31 July 2019.
AR 71-9. Warfighting Capabilities Determination. 15 August 2019.
ATP 2-22.7. Geospatial Intelligence. 26 March 2015. |
3-34 | 134 | References
ATP-3-12.1. Allied Tactical Doctrine for Military Engineering. 3 February 2016. Website
https://nso.nato.int/protected/nsdd/stanagdetails.html?idCover=9357 (validated user account
required).
ATP 3-34.22. Engineer Operations—Brigade Combat Team and Below. 5 December 2014.
ATP 3-34.80. Geospatial Engineering. 22 February 2017.
ATP 3-60. Targeting. 7 May 2015.
ATP 3-91. Division Operations. 17 October 2014.
ATP 4-92. Contracting Support to Unified Land Operations. 15 October 2014.
ATP 4-94. Theater Sustainment Command. 28 June 2013.
ATP 5-19. Risk Management. 14 April 2014.
FM 3-0. Operations. 6 October 2017.
FM 3-07. Stability. 2 June 2014.
FM 3-11. Chemical, Biological, Radiological, and Nuclear Operations. 23 May 2019.
FM 3-16. The Army in Multinational Operations. 8 April 2014.
FM 3-81. Maneuver Enhancement Brigade. 21 April 2014.
FM 3-90-1. Offense and Defense Volume 1. 22 March 2013.
FM 4-0. Sustainment Operations. 31 July 2019.
FM 6-0. Commander and Staff Organization and Operations. 5 May 2014.
TC 3-34.80. Army Geospatial Guide for Commanders and Planners. 19 September 2019.
TM 3-34.30. Firefighting. 23 April 2015.
TM 3-34.56. Waste Management for Deployed Forces. 29 March 2019.
TM 3-34.83. Engineer Diving Operations. 2 August 2013.
TM 3-34.84. Swift Water Diving Operations. 16 March 2015.
MULTI-SERVICE PUBLICATIONS
ATP 3-06/MCTP 12-10B. Urban Operations. 7 December 2017.
ATP 3-34.5/MCRP 4-11B. Environmental Considerations. 10 August 2015.
ATP 3-34.20/MCRP 3-17.2D. Countering Explosive Hazards. 21 January 2016.
ATP 3-34.40/MCWP 3-17.7. General Engineering. 25 February 2015.
ATP 3-34.81/MCWP 3-17.4. Engineer Reconnaissance. 1 March 2016.
ATP 3-34.84/MCRP 3-10.2/NTTP 3-07.7/AFTTP 3-2.75/CGTTP 3-95.17. Multi-Service Tactics,
Techniques, and Procedures for Military Diving Operations. 2 January 2019.
ATP 3-37.10/MCRP 3-40D.13. Base Camps. 27 January 2017.
ATP 3-37.34/MCTP 3-34C. Survivability Operations. 16 April 2018.
ATP 3-90.4/MCWP 3-17.8. Combined Arms Mobility. 8 March 2016.
ATP 3-90.8/MCWP 3-17.5. Combined Arms Countermobility Operations. 17 September 2014.
FM 6-27/MCTP 11-10C. The Commander’s Handbook on the Law of Land Warfare. 7 August 2019.
NTRP 4-04.2.3/TM 3-34.41/AFPAM 32-1000/MCRP 3-17.7M. Construction Estimating. December 2010.
Website https://doctrine.navy.mil.
NTRP 4-04.2.5/TM 3-34.42/AFPAM 32-1020/MCRP 3-17.7F. Construction Project Management.
December 2012. Website https://doctrine.navy.mil.
OTHER SOURCES
10 USC 2675. Leases: Foreign Countries. Website: http://uscode.house.gov/.
Emergency Support Function 3–Public Works and Engineering. Website
https://www.fema.gov/emergency-managers/national-preparedness/frameworks/response/. |
3-34 | 135 | References
USACE Engineer Pamphlet 500-1-2. Emergency Employment of Army and Other Resources—Field
Force Engineering–United States Army Corps of Engineers Support to Full Spectrum
Operations. 1 August 2010. Website https://www.publications.usace.army.mil/USACE-
Publications/Engineer-Pamphlets/.
WEB SITES
Construction Criteria Base Index, National Institute of Building Sciences Website
http://www.wbdg.org/ccb/ccb.php.
Naval Facilities Engineering Criteria and Programs Office, National Institute of Building Sciences
Website http://www.wbdg.org/references/pa_dod_cieng.php.
Unified Facilities Criteria Index, National Institute of Building Sciences Website
https://www.wbdg.org/ffc/dod/unified-facilities-criteria-ufc.
Unified Facilities Criteria Library, USACE Protective Design Center Website
https://intelshare.intelink.gov/sites/pdc/SitePages/Home.aspx (validated user account
required).
USACE Centers of Standardization Website https://www.hnc.usace.army.mil/Media/Fact-Sheets/Fact-
Sheet-Article-View/Article/482105/military-support-division-centers-of-standardization/.
USACE Reachback Operations Center Website https://uroc.usace.army.mil.
PRESCRIBED FORMS
This section contains no entries.
REFERENCED FORMS
Unless otherwise indicated, DA forms are available on the Army Publishing Directorate Website at
https://armypubs.army.mil.
DA Form 2028. Recommended Changes to Publications and Blank Forms.
RECOMMENDED READING
NATO STANAG 2395. Deliberate Water Crossing Procedures. 26 January 2007. Website
https://nso.nato.int (validated user account required).
Wagner, Robert L. (1990) “The Rapido River Controversy: A Review,” East Texas Historical Journal:
Vol. 28: Iss. 2, Article 11. Web site
https://scholarworks.sfasu.edu/cgi/viewcontent.cgi?article=2042&context=ethj. |
3-34 | 137 | Index
Entries are by paragraph number.
1-65, 1-61 movement and maneuver
A
warfighting function. 2-13
assured mobility. 5-36, 3-38, G
definition. 2-63
2-8 general engineer. 4-39, 4-3,
multinational. 5-48, 1-65, 1-61,
C
3-30, 3-29, 3-24, 3-23, 3-21, 1-60
2-81, 2-78, 2-69, 2-30
close combat. 2-65, 2-54, 2-43, N
2-30, 2-18, 2-11, 2-6, 1-29 general engineer unit. 2-30,
nonlethal. 2-62, 2-53, 2-21
combat engineer units. 4-2, 2-18, 2-10, 1-30, 1-28
O
2-30, 2-10, 1-29 general engineering. 3-38,
obstacles. 5-61, 5-50, 5-48,
combat engineering. 4-38, 4-1, 3-35, 3-24, 3-23, 2-79, 2-60,
5-46, 4-39, 4-5, 2-81, 2-75,
3-30, 2-69, 2-65, 2-54, 2-30, 2-54, 2-39, 2-38, 2-11, 2-6,
2-13, 2-10, 2-7, 2-6, 1-81, 2-34, 2-26, 2-16, 2-1, 1-29
1-51, 1-29, 1-27, 1-6, 1-5
1-59, 1-29, 1-27, 1-4 operational environment. 5-48
geospatial engineering. 5-39,
definition. 1-4 4-38, 4-1, 3-21, 2-63, 2-54, operational theme. 3-4
combat engineers. 4-2, 2-81, 2- 2-22, 2-6, 2-1, 1-85, 1-70,
P
66, 2-65, 2-38, 2-18, 1-51,
1-31, 1-11
protection. 2-28
1-4
geospatial information. 5-14,
protection warfighting function.
combat power. 2-81, 2-62,
3-5 4-41, 2-78, 2-54, 2-20, 1-81
2-61, 2-53, 2-51, 2-27, 1-4
geospatial information and definition. 2-81
combined arms. 5-51, 5-39, services. 2-74
S
4-39, 4-2, 3-31, 3-23, 2-53, definition. 2-74
survivability operations. 2-81,
2-16, 2-4, 1-87, 1-29, 1-27, L 2-63, 2-30, 2-29, 2-26
1-11, 1-4, 1-3 lethal. 2-62, 2-53, 2-21 sustainment warfighting
countermobility. 5-38, 4-39, levels of war. 5-68, 2-30, 2-12, function. 4-3, 2-77, 2-69,
4-5, 2-34, 2-21 1-73 1-85, 1-81
lines of engineer support. 5-47, definition. 2-77
E
2-20, 2-4, 2-3
ENCOORD. 5-85, 5-84, 5-30 T
definition. 2-4
engineer disciplines. 2-63, task-organized. 5-66, 5-45,
M
2-53, 2-38, 2-28, 2-4, 1-9, 1-5 5-38, 4-40, 4-2, 1-85, 1-27
maneuver. 5-62, 5-50, 5-39,
engineer operations. 5-62, U
4-39, 4-38, 4-5, 4-2, 4-1, 3-31,
5-61, 5-50, 5-48, 2-61, 1-54
3-23, 2-78, 2-65, 2-63, 2-54, unified action. 5-48
engineer reconnaissance 2-43, 2-30, 2-19, 2-10, 2-6, unified land operations. 3-24,
teams. 2-73, 1-37 2-2, 1-86, 1-85, 1-81, 1-80, 2-79, 2-62, 2-51, 2-30, 2-21,
engineer work line. 2-60 1-71, 1-29, 1-26 1-87, 1-86, 1-84, 1-50
definition. 2-60 mission command. 4-4, 3-29, definition. 1-84
3-26, 2-61, 2-54, 2-51, 1-29,
F
1-26
field force engineering. 2-48
force projection. 2-38, 2-7, |
3-34 | 139 | FM 3-34
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3-96 | 1 | FM 3-96
Brigade Combat Team
JANUARY 2021
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
This publication supersedes FM 3-96, dated 8 October 2015. |
3-96 | 2 | This publication is available at the Army Publishing Directorate site
(https://armypubs.army.mil), and the Central Army Registry site |
3-96 | 3 | *FM 3-96
Field Manual Headquarters
No.3-96 (cid:39)(cid:72)(cid:83)(cid:68)(cid:85)(cid:87)(cid:80)(cid:72)(cid:81)(cid:87)(cid:3)(cid:82)(cid:73)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:36)(cid:85)(cid:80)(cid:92)(cid:3)
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Brigade Combat Team
Contents
Page
PREFACE.................................................................................................................... ix
INTRODUCTION ......................................................................................................... xi
Chapter 1 ORGANIZATION ....................................................................................................... 1-1
Section I – Infantry Brigade Combat Team ........................................................... 1-1
Section II – Stryker Brigade Combat Team ......................................................... 1-11
Section III – Armored Brigade Combat Team ..................................................... 1-15
Chapter 2 THE BRIGADE COMBAT TEAM AND THE OPERATIONAL ENVIRONMENT ..... 2-1
Section I – Operational Overview .......................................................................... 2-1
Army Strategic Roles.................................................................................................2-1
Military Operations.....................................................................................................2-1
Operational Environment...........................................................................................2-2
Section II – Understand, Shape, and Influence .................................................... 2-5
Understanding the Operational Environment............................................................2-7
Shapethe Environment.............................................................................................2-9
Influence Audiences................................................................................................2-11
Influence Outcomes.................................................................................................2-13
Section III – Consolidation of Gains .................................................................... 2-13
Section IV – Large-Scale Combat Operations .................................................... 2-15
Army Forces in Large-Scale Ground Combat Operations......................................2-16
The Brigade Combat Team in Large-Scale Combat Operations............................2-18
Decisive Action........................................................................................................2-19
Combat Power.........................................................................................................2-20
Combined Arms.......................................................................................................2-21
Hasty Versus Deliberate Operations.......................................................................2-22
Close Combat..........................................................................................................2-23
Operations Structure...............................................................................................2-24
Force Projection......................................................................................................2-30
Chapter 3 THREAT .................................................................................................................... 3-1
Section I – Understanding the Threat .................................................................... 3-1
Threat Composition, Disposition, and Intention.........................................................3-1
Potential Threat Groups............................................................................................3-3
Section II – Threat Characteristics and Organization .......................................... 3-5
DISTRIBUTIONRESTRICTION:Approved for public release;distribution is unlimited.
*This publication supersedes FM 3-96, dated 8 October 2015. |
3-96 | 4 | Contents
Section III – Threat Countermeasures .................................................................. 3-6
Evasion.....................................................................................................................3-6
Disruption..................................................................................................................3-7
Public Perception......................................................................................................3-8
Political Considerations.............................................................................................3-8
Section IV – Countering Adaptations and Retaining the Initiative .................... 3-9
Chapter 4 MISSION COMMAND ............................................................................................... 4-1
Section I – Fundamentals of Mission Command ................................................. 4-1
Principles of Mission Command................................................................................4-2
Command Presence.................................................................................................4-2
Illustrations of the Seven Principles of Mission Command.......................................4-4
Command and Control..............................................................................................4-5
Section II – Command and Control Warfighting Function .................................. 4-7
Command and Control Warfighting Function Tasks.................................................4-8
Command and Control System.................................................................................4-8
Operations Process.................................................................................................4-10
Parallel, Collaborative, and Distributed Planning....................................................4-30
Integrating Processes.............................................................................................4-31
Section III – The Exercise of Command and Control ........................................ 4-45
Staff Organization...................................................................................................4-45
Command Post Organization and Operations........................................................4-52
Air Ground Operations............................................................................................4-71
Intelligence Support Teams....................................................................................4-73
Cyberspace Electromagnetic Activities...................................................................4-74
Chapter 5 RECONNAISSANCE AND SECURITY .................................................................... 5-1
Section I – Reconnaissance and Security Forces ............................................... 5-1
Reconnaissance and Security Operations................................................................5-1
Commander’s Reconnaissance and Security Guidance..........................................5-3
Combined Arms, Air-Ground Reconnaissance and Security....................................5-6
Reconnaissance and Security Force Sustainment...................................................5-6
Section II – Reconnaissance .................................................................................. 5-7
Purpose of Reconnaissance.....................................................................................5-7
Reconnaissance Operations.....................................................................................5-9
Reconnaissance Handover.....................................................................................5-12
Reconnaissance-Pull Verses Reconnaissance-Push.............................................5-13
Surveillance.............................................................................................................5-15
Section III – Security Operations ......................................................................... 5-18
Fundamentals of Security Operations.....................................................................5-19
Types of Security Operations..................................................................................5-20
Section IV – Intelligence Operations ................................................................... 5-22
Employment of Military Intelligence Assets............................................................5-22
Intelligence Capabilities..........................................................................................5-23
Reconnaissance and Security Across All Domains................................................5-25
Chapter 6 OFFENSE ................................................................................................................. 6-1
Section I – Characteristics of the Offense ............................................................ 6-1
Surprise.....................................................................................................................6-3
Concentration............................................................................................................6-3
Tempo.......................................................................................................................6-3
Audacity....................................................................................................................6-4
Section II – Common Offensive Planning Considerations ................................. 6-4 |
3-96 | 5 | Contents
Command and Control..............................................................................................6-4
Movement and Maneuver..........................................................................................6-6
Intelligence..............................................................................................................6-10
Fires.........................................................................................................................6-10
Sustainment.............................................................................................................6-12
Protection.................................................................................................................6-13
Section III – Forms of Maneuver .......................................................................... 6-18
Envelopment............................................................................................................6-18
Turning Movement...................................................................................................6-22
Infiltration.................................................................................................................6-24
Penetration..............................................................................................................6-26
Frontal Assault.........................................................................................................6-28
Section IV – Offensive Control Measures ........................................................... 6-29
Common Offensive Control Measures....................................................................6-29
Employing Control Measures..................................................................................6-31
Section V – Offensive Operations ........................................................................ 6-32
Movement to Contact..............................................................................................6-33
Attack.......................................................................................................................6-46
Exploitation..............................................................................................................6-52
Pursuit......................................................................................................................6-54
Section VI – Transitions ........................................................................................ 6-57
Transition to the Conduct of Defensive Operations................................................6-57
Transition to the Conduct of Stability Operations....................................................6-58
Chapter 7 DEFENSE .................................................................................................................. 7-1
Section I – Characteristics of the Defense ............................................................ 7-1
Distruption.................................................................................................................7-3
Flexibility....................................................................................................................7-4
Maneuver...................................................................................................................7-4
Mass and Concentration............................................................................................7-4
Operations In Depth..................................................................................................7-5
Preparation................................................................................................................7-5
Security......................................................................................................................7-5
Section II – Common Defensive Planning Considerations ................................. 7-6
Command and Control..............................................................................................7-6
Movement and Maneuver..........................................................................................7-8
Intelligence..............................................................................................................7-11
Fires.........................................................................................................................7-13
Sustainment.............................................................................................................7-14
Protection.................................................................................................................7-15
Section III – Forms of the Defense ....................................................................... 7-19
Defense of a Linear Obstacle..................................................................................7-19
Perimeter Defense...................................................................................................7-20
Reverse-Slope Defense..........................................................................................7-22
Section IV – Defensive Control Measures ........................................................... 7-23
Common Defensive Control Measures...................................................................7-23
Employing Control Measures..................................................................................7-25
Section V – Defensive Operations ....................................................................... 7-29
Area Defense...........................................................................................................7-29
Mobile Defense........................................................................................................7-47
Retrograde...............................................................................................................7-49
Section VI – Transition .......................................................................................... 7-54 |
3-96 | 6 | Contents
Transition to the Conduct of Offensive Operations.................................................7-54
Transition to the Conduct of Stability Operations...................................................7-55
Chapter 8 STABILITY ................................................................................................................ 8-1
Section I – Foundation for Operations Focused on Stability ............................. 8-1
Fundamentals of Stabilization...................................................................................8-2
Stabilization Framework............................................................................................8-3
Comprehensive Approach........................................................................................8-4
Section II – Stability Environment ......................................................................... 8-4
Sources of Instability.................................................................................................8-5
Understanding Political Objectives...........................................................................8-6
Achieve Unity of Effort Across Diverse Organizations..............................................8-6
Seizing the Initiative..................................................................................................8-9
Retaining the Initiative...............................................................................................8-9
Exploiting the Initiative............................................................................................8-10
Stabilizing the Environment....................................................................................8-10
Section III – Stability Operations ......................................................................... 8-10
Six Stability Operations Tasks................................................................................8-10
Establish Civil Security............................................................................................8-12
Support to Civil Control...........................................................................................8-14
Restore Essential Services.....................................................................................8-15
Support to Governance...........................................................................................8-18
Support to Economic and Infrastructure Development...........................................8-20
Conduct Security Cooperation................................................................................8-22
Section IV – Area Security Operations ............................................................... 8-23
Operational Overview.............................................................................................8-24
Planning Considerations.........................................................................................8-26
Preparation..............................................................................................................8-40
Execution................................................................................................................8-45
Section V – Security Force Assistance .............................................................. 8-46
Operational Overview.............................................................................................8-46
Planning Considerations.........................................................................................8-48
Preparation..............................................................................................................8-52
Execution................................................................................................................8-57
Section VI – Transitions ....................................................................................... 8-65
Transition to the Conduct of Defensive Operations................................................8-65
Transition to the Conduct of Offensive Operations.................................................8-66
Transitions During Security Force Assistance........................................................8-66
Chapter 9 SUSTAINMENT ........................................................................................................ 9-1
Section I – Fundamentals of Sustainment ........................................................... 9-1
Sustainment Warfighting Function............................................................................9-1
Principles of Sustainment.........................................................................................9-3
Principles of Financial Management.........................................................................9-3
Principles of Personnel Services..............................................................................9-3
Principles of the Army Health System.......................................................................9-3
Section II – Sustaining the Brigade Combat Team .............................................. 9-3
Sustainment Staff......................................................................................................9-4
Brigade Support Battalion.........................................................................................9-7
Operation Process..................................................................................................9-12
Distribution and Resupply Operations....................................................................9-17
Operational Contract Support.................................................................................9-22
Maintenance............................................................................................................9-23 |
3-96 | 7 | Contents
Medical Support.......................................................................................................9-25
Section III – Echelon Support ............................................................................... 9-27
Echelon of Support..................................................................................................9-27
Echelons Above Brigade Sustainment....................................................................9-31
Brigade Support Area..............................................................................................9-37
SOURCE NOTES................................................................................Source Notes-1
GLOSSARY................................................................................................Glossary-1
REFERENCES........................................................................................References-1
INDEX................................................................................................................Index-1
Figures
Figure 1-1. Infantry brigade combat team......................................................................................1-3
Figure 1-2. Infantry battalion..........................................................................................................1-4
Figure 1-3. Infantry brigade combat team Cavalry squadron.........................................................1-5
Figure 1-4. Engineer A company....................................................................................................1-7
Figure 1-5. Engineer B company....................................................................................................1-8
Figure 1-6. Brigade signal company..............................................................................................1-8
Figure 1-7. Military intelligence company.....................................................................................1-10
Figure 1-8. Stryker brigade combat team.....................................................................................1-12
Figure 1-9. Stryker brigade combat team Infantry battalion.........................................................1-13
Figure 1-10. Stryker brigade combat team Cavalry squadron.....................................................1-14
Figure 1-11. Armored brigade combat team................................................................................1-16
Figure 1-12. Combined arms battalion.........................................................................................1-17
Figure 1-13. Armored brigade combat team Cavalry squadron...................................................1-18
Figure2-1. Competition continuum and the range of military operations......................................2-2
Figure 2-2. Notional corps and division areas of operations........................................................2-18
Figure 2-3. Deep, close, rear, support, and consolidation areas.................................................2-26
Figure 2-4. Decisive and shaping operations...............................................................................2-28
Figure 4-1. Combat power model...................................................................................................4-8
Figure 4-2. The operationsprocess.............................................................................................4-10
Figure 4-3. Military decision-making process overview................................................................4-14
Figure 4-4. Decision points (planning options).............................................................................4-21
Figure 4-5. Achieving understanding...........................................................................................4-22
Figure 4-6. Rapid decision-making and synchronization process................................................4-27
Figure 4-7. Parallel planning........................................................................................................4-30
Figure 4-8. Intelligence preparation of the battlefield and the military decision-making process 4-32
Figure 4-9. Development of understanding..................................................................................4-34
Figure 4-10. Relationship between priority intelligence requirements, indicators, and specific
information requirements..........................................................................................4-35
Figure 4-11. Planning requirements and assessing collection functions.....................................4-37
Figure 4-12. Notional information collection overlay....................................................................4-39 |
3-96 | 8 | Contents
Figure 4-13. Targeting methodology and the military decision-making process.........................4-43
Figure 4-14. Brigade combat team command and staff organization..........................................4-46
Figure 4-15. Integrating and functional cells................................................................................4-56
Figure 5-1. Variations of action......................................................................................................5-4
Figure 5-2. Reconnaissance handover, example........................................................................5-13
Figure 5-3. Reconnaissance-pull, example.................................................................................5-14
Figure 5-4. Reconnaissance-push, example...............................................................................5-15
Figure 5-5. Information requirements..........................................................................................5-17
Figure 6-1. Single envelopment...................................................................................................6-19
Figure 6-2. Double envelopment.................................................................................................6-20
Figure 6-3. Vertical envelopment (example air assault)..............................................................6-21
Figure 6-4. Encirclement operations............................................................................................6-22
Figure 6-5. Turning movement....................................................................................................6-23
Figure 6-6. Infiltration...................................................................................................................6-25
Figure 6-7. Infiltration lane...........................................................................................................6-26
Figure 6-8. Penetration................................................................................................................6-27
Figure 6-9. Expanding the penetration........................................................................................6-28
Figure 6-10. Frontal assault.........................................................................................................6-29
Figure 6-11. Common offensive control measures......................................................................6-30
Figure 6-12. Knowledge of situation (enemy) and advantage relationship to enemy.................6-33
Figure 6-13. Notional organization of forces for a movement to contact.....................................6-35
Figure 6-14. Notional organization of forces—SBCT advance guard.........................................6-37
Figure 6-15. Notional organization of forces—SBCT security forces (main body right flank).....6-39
Figure 6-16. Notional organization of forces—SBCT main body (right flank battalion)...............6-41
Figure 6-17. Notional organization of forces for the breach........................................................6-47
Figure 6-18. Notional organization of forces for the assault........................................................6-48
Figure 6-19. Notional organizationof forces for an exploitation..................................................6-53
Figure 6-20. Notional organization of forces for a frontal pursuit.................................................6-55
Figure 6-21. Notional organization of forces for a combination pursuit.......................................6-56
Figure 7-1. Kasserine Pass and Sbiba Gap map..........................................................................7-3
Figure 7-2. Deep, close, and rear areas—contiguous area of operations.....................................7-7
Figure 7-3. Chemical, biological, radiological, and nuclear passive defense architecture..........7-18
Figure 7-4. Historical example, defense of a linear obstacle, Fredericksburg, 1862..................7-20
Figure 7-5. Historical example of a perimeter defense, Chip’yong Ni, 1951...............................7-22
Figure 7-6. Historical example of a reverse slope defense, Kakazu Ridge, 1945.......................7-23
Figure 7-7. Common defensive control measures.......................................................................7-25
Figure 7-8. Area defense, noncontiguous area of operations.....................................................7-27
Figure 7-9. Strong point placement.............................................................................................7-28
Figure 7-10. Area defense, organization of forces......................................................................7-30
Figure 7-11. Defense in-depth.....................................................................................................7-33
Figure 7-12. Forward defense.....................................................................................................7-35 |
3-96 | 9 | Contents
Figure 7-13. Identify likely enemy avenues of approach, example..............................................7-38
Figure 7-14. Engagement areas (motorized Infantry/Armor threat), example.............................7-42
Figure 7-15. Counterattack...........................................................................................................7-47
Figure 7-16. Mobile defense, fixing force.....................................................................................7-48
Figure 7-17. Mobile defense, committed striking force................................................................7-49
Figure 7-18. Delay from successive positions..............................................................................7-50
Figure 7-19.Delay from alternate positions.................................................................................7-51
Figure 8-1. Mechanism for interagency tactical integration.........................................................8-12
Figure 8-2. Security force assistance in the competition continuum............................................8-47
Figure 8-3. Support to security force assistance, example..........................................................8-55
Figure 9-1. Brigade support battalion.............................................................................................9-7
Figure 9-2. Brigade combat team notional concept of support during offensive combat
operations.................................................................................................................9-28
Figure 9-3. Notional area of responsibility command and control of sustainment forces............9-32
Figure 9-4. Notional task organized theater sustainment command............................................9-33
Figure9-5. Notional task organized division sustainment brigade for an Infantry division..........9-35
Figure 9-6. Notional task organized division sustainment brigade for an Armored division........9-36
Figure 9-7. Notional division sustainment support battalion........................................................9-37
Tables
Table 4-1. Preparation activities...................................................................................................4-24
Table 4-2. Risk management and the military decision-making process.....................................4-45 |
3-96 | 11 | Preface
Army FM 3-96 provides doctrine for the brigade combat team (BCT). This manual describes how the BCT, as
part of a joint team,shapes operational environments,prevents conflict,conducts large-scale ground combat,and
consolidates gains against a peer threat. FM 3-96 describes relationships, organizational roles and functions,
capabilities and limitations,and responsibilities within the BCT. Tactics,the employment,ordered arrangement,
and directed actionsof forces in relation to each other (ADP 3-90),are discussed in this manual and are intended
to be used as a guide. They are not prescriptive. FM 3-96 applies to the three maneuver BCT types: Infantry,
Stryker,and Armored. Thismanual supersedes FM 3-96,dated8October 2015.
The principal audience for FM 3-96 is the commanders, staffs, officers, and noncommissioned officers of the
brigade,battalions,and squadron within the BCT. The audience also includes the United StatesArmy Training
and Doctrine Command institutions and components,and the United StatesArmy Special Operations Command.
This manual serves as an authoritative reference for personnel developing doctrine,materiel and force structure,
institutional and unit training, and standard operating procedures for the BCT. For lower maneuver echelon
specific discussions, see the appropriate Army techniques publication for that organization.
To comprehend the doctrine contained in this manual, readers must first understand the characteristics of the
Army Profession (trust, honorable service, military expertise, stewardship, and esprit de corps) as described in
ADP 1 and the principles of Army leadership as described in ADP 6-22 and FM 6-22. Readers also must
understand the principles and tenets of unified land operations as well as decisive action,and the links between
the operational and tactical levels of war described in JP 3-0; ADP 3-0, and FM 3-0; FM3-94; ATP3-91, and
ATP 3-92. In addition,readers should understand the fundamentals of the operations process found in ADP5-0,
associated with offensive and defensive operations contained in ADP 3-90, FM 3-90-1, and reconnaissance,
securityand tactical enabling tasks contained in FM 3-90-2. The reader must comprehend how stability operations
tasks described in ADP 3-07 and FM3-07, carry over and affect offensive and defensive operations and vice
versa. Readers must understand how the operation process fundamentally relates to the Army’s design
methodology,military decision-makingprocess,and troop leading procedures and the exercise of command and
control as described in ADP 6-0,FM 6-0,and ATP6-0.5.
Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable U.S.,
international, and in some cases, host-nation laws and regulations. Commanders at all levels ensure that their
Soldiers operate in accordance with the law of war and the rules of engagement. (See FM 6-27.)
FM 3-96 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the
glossary and the text. Terms for which FM 3-96 is the proponent publication (the authority) are marked with an
asterisk (*) in the glossary. Definitions for which FM 3-96 is the proponent publication are boldfaced in the text
and the term is italicized. For other definitions shown in the text, the term is italicized, and the number of the
proponent publication follows the definition.
FM 3-96 applies to the Active Army,the Army National Guard/theArmy National Guard of the United States,
and the United StatesArmy Reserve unless otherwise stated.
The proponent for FM 3-96 is the United StatesArmy Maneuver Center ofExcellence. The preparing agency is
the Maneuver Center of Excellence, Directorate of Training and Doctrine, Doctrine and Collective Training
Division. Send comments and recommendations on a DAForm2028, (Recommended Changes to Publications
and Blank Forms) to: Commanding General, Maneuver Center of Excellence, Directorate of Training and
Doctrine, ATTN: ATZK-TDD, 1 Karker Street, Fort Benning, GA 31905-5410; by email to
[email protected];or submit an electronic DAForm2028. |
3-96 | 13 | Introduction
The Army provides readily available, trained and equipped, and globally responsive forces to shape the
operational environment,prevent conflict,and prevail in large-scale ground combat while consolidating gains
as part of unified action. Army forces,which consist of trusted Army professionals of character,competence,
and commitment, maintain proficiency in the fundamentals of unified land operations, the Army’s
operational concept, and possess capabilities to meet specific geographic combatant command requests.
Army forces provide combatant commanders with BCTs—a combined arms, close combat force that can
operate as part of a division or a joint task force.BCTs,with unified action partners,conduct land operations
to shape security environments, prevent conflict, prevail in ground combat, and consolidate gains. BCTs
provide the Army with multiple options for responding to and resolving crises. The BCT,within the division
or corps scheme of maneuver,defeats enemy forces,controls terrain,secures populations,and preserves joint
force freedom of action.
FM 3-96 defines the employment and ordered arrangement of forces within the BCT during the conduct of
decisive action across the range of military operations. The tactics addressed in this manual include the
ordered arrangement andmaneuver—movement in conjunction with fires(ADP 3-0)—of units in relation to
each other, the terrain, and the enemy. Tactics vary with terrain and other circumstances; they change
frequently as the enemy reacts and friendly forces explore new approaches. Applying tactics usually entails
acting under time constraints with incomplete information. Tactics always require judgment in application;
they are always descriptive,not prescriptive. FM 3-96 addresses the tactical application of tasks associated
with the offense,the defense,and operations focused on stability. FM 3-96 does not discuss defense support
of civil authorities.
Employing tactics addressed in FM 3-96 may require using and integrating techniques and procedures.
Echelon-specific Army techniques publicationsaddresstechniques,non-prescriptiveways or methods used
to perform missions, functions, or tasks (CJCSM 5120.01B) and procedures, standard, detailed steps that
prescribe how to perform specific tasks (CJCSM 5120.01B).
This manual incorporates the significant changes in Army doctrinal terminology,concepts, constructs,and
proven tactics developed during recent operations. It also incorporates doctrinal changes and terms based on
ADP3-0,FM 3-0,and ADP 3-90.
Note.This manual is written based on the current structure of the BCT and its subordinate units.
Future changes to the organizational structures of the BCT will be published as change documents
to the manual.
The following is a brief introduction and summary of changes by chapter.
Chapter 1 –Organization
Chapter 1 provides the doctrinal foundation for the three types of BCTs:the Infantry brigade combat team,
the Stryker brigade combat team,and the Armored brigade combat team. The chapter addresses the mission,
capabilities,limitations,and internal organization of each type of BCT.
Chapter 2 –The Brigade Combat Teamand the Operational Environment
Chapter 2 discusses the BCT’s role in military operationsand its interactions with operational environments.
The chapter addresses key doctrinal concepts on how the Army fights regardless of which element of decisive
action (offense,defense,or stability) currently dominates the BCT’s area of operations. |
3-96 | 14 | Introduction
Chapter 3 –Threat
Chapter 3 addresses threats as a fundamental part of an overall operational environment. The chapter
identifies a threat as any combination of actors, entities, or forces that have the capability and intent to harm
U.S. forces, U.S. national interests, or the homeland. This includes individuals, groups of individuals
(organized or not organized), paramilitary or military forces, nation states, or national alliances. The chapter
provides the understanding for today’s forces to deal with symmetrical threats as seen in Operation Desert
Storm, as well as asymmetrical threats seen during Operation Iraqi Freedom and Operation Enduring
Freedom. In addition, chapter 3 discusses—
(cid:122) Threat characteristics and organization.
(cid:122) Threat countermeasures.
(cid:122) Countering adaptations and retaining the initiative.
Chapter 4–Mission Command
Chapter 4addresses the fundamentals of mission commandas the Army’s approach to command and control.
Theapproachrequires the commander,as a trusted Army professional,to make decisions and to take actions
consistent with the Army Ethic and Army Values. It requires the commander to lead from a position that
allows timely decisions based on an assessment of the operational environment and application of judgment.
In addition,chapter 4—
(cid:122) Addresses the command and control warfighting function as it assists the commander with
combiningthe art and science of command andcontrol.
(cid:122) Emphasizes the human aspects of mission command.
(cid:122) Discusses BCT command and staff operations.
(cid:122) Describes how the commander cross-functionally organizes the staff into cells and working
groups.
(cid:122) Describes the establishment of centers and meetings to assist with coordinating operations.
(cid:122) Describes the types and composition of command posts at brigadeechelon.
(cid:122) Addresses air-ground operations and intelligence support team considerations.
(cid:122) Discusses cyberspace electromagnetic activities, with major emphasis directed towards
electromagnetic warfare operations (electromagnetic warfare replaces the term electronic
warfare).
Chapter 5 –Reconnaissance and Security
Chapter 5 discusses reconnaissance and security as continuous and essential to support the conduct of offense,
defense,and stability. Chapter 5 provides—
(cid:122) The doctrinal basis for reconnaissance andsecurity forces.
(cid:122) A discussion of information collection.
(cid:122) An overview of reconnaissance fundamentals andreconnaissanceoperations.
(cid:122) An overview of security fundamentals and security operations.
(cid:122) An overview of surveillance and intelligence operations.
Chapter 6 –Offense
Chapter 6 discusses offensive actions to defeat,destroy,or neutralize the enemy. The chapter addresses the
characteristics of a BCT offense and describes the four offensive operations: movement to contact, attack,
exploitation,and pursuit. Chapter 6 also discusses—
(cid:122) Common offensive planning considerations and offensive control measures.
(cid:122) Forms of maneuver(flank attack removed as a form; frontal attack now frontal assault).
(cid:122) Transitions to other tactical operations.
Chapter 7 –Defense
Chapter 7 discusses defensive actions to defeat enemy attacks,gain time,control key terrain,protect critical
infrastructure, secure the population, and economize forces. The chapter addresses BCT defense |
3-96 | 15 | Introduction
characteristics and describes the three defensive operations: area defense, mobile defense, and retrograde.
Chapter 7 also discusses—
(cid:122) Common defensive planning considerations and defensive control measures.
(cid:122) Forms of the defense.
(cid:122) Forms of defensive maneuver.
(cid:122) Transitions to other tactical operations.
Chapter 8 –Stability
Chapter 8 addresses BCT support to operations focused on stability operations tasks. This chapter
encompasses various military missions, tasks, and activities conducted outside the United States in
coordination with other instruments of national power. In addition,chapter 8—
(cid:122) Addresses the foundation (principles and framework),and environment during stabilization.
(cid:122) Discusses the BCT’s responsibilities and roles when supporting stability operationstasks(added
sixth stability operations task–conduct security cooperation).
(cid:122) Addresses area security operations and security force assistance missions.
(cid:122) Discusses the transition from stability to other tactical operations.
Chapter 9–Sustainment
Chapter 9 discusses the process that sustainment planners and operators use to anticipate the needs of the
maneuver units. Chapter 9also discusses—
(cid:122) Fundamentals of sustainment.
(cid:122) Sustaining the BCT.
(cid:122) Staff andunit responsibilities and relationships.
(cid:122) Echelon support.
(cid:122) Echelons above brigade sustainment (specifically, corps and division).
(cid:122) Brigade support area. |
3-96 | 17 | Chapter 1
Organization
Brigade combat teams (BCTs) organize to conduct decisive action—the continuous,
simultaneous execution of offensive, defensive, and stability operations or defense
support of civil authorities tasks (ADP 3-0). BCTs are the Army’s primary combined
arms, close combat force. BCTs often operate as part of a division or joint task force.
The division or joint task force acts as a tactical headquarters that typically directs the
operations of between two to five BCTs across the range of military operations. The
tactical headquarters assigns the BCT its mission, area of operations, and supporting
elements. The headquarters coordinates the BCT’s actions with other BCTs in the
formation. The BCT might be required to detach subordinate elements to other brigades
attached or assigned to the division or task force. Usually, this tactical headquarters
assigns augmentation elements to the BCT. Field artillery, maneuver enhancement,
sustainment, and combat aviation brigades can all support BCT operations. (See
ATP3-91 for additional information on division operations.)
Note.This FMdoes not address defense support of civil authorities.(SeeADP3-28 and
ATP 3-28.1for information.)
BCTs include capabilities across the command and control, movement and maneuver,
intelligence, fires, sustainment, and protection warfighting functions. These
capabilities are scalable to meet mission requirements. All BCTs include maneuver;
field artillery; intelligence; signal; engineer; chemical, biological, radiological, and
nuclear (CBRN); and sustainment capabilities. Higher commanders augment BCTs
with additional combat power for specific missions. Augmentation might include
aviation, Armor, Infantry, field artillery, air defense, military police, civil affairs, a
tactical psychological operations (PSYOP) company, engineers, additional CBRN
capabilities, cyberspace, and information systems. Organizational flexibility enables
the BCT to accomplish missions across the range of military operations.
Chapter 1 provides the doctrinal foundation for the three types of BCTs: the Infantry
brigade combat team (IBCT), the Stryker brigade combat team (SBCT), and the
Armored brigade combat team (ABCT). The chapter addresses the mission,
capabilities, limitations, and internal organization of each BCT.
SECTION I – INFANTRY BRIGADE COMBAT TEAM
1-1. The IBCT is an expeditionary, combined arms formation optimized for dismounted operations in
complex terrain—a geographical area consisting of an urban center larger than a village and/or of two or
more types of restrictive terrain or environmental conditions occupying the same space (ATP 3-34.80). The
IBCT can conduct entry operations by ground,airland,air assault,or amphibious assaultinto austere areas
of operations with little or no advanced notice. Airborne IBCTs can conduct vertical envelopment by
parachute assault. The IBCT’s dismounted capability in complex terrain separates it from other functional
brigades and maneuver BCTs. |
3-96 | 18 | Chapter 1
1-2. Mission variables,categories of specific information needed to conduct operations,help to determine
the task organization and required augmentation for the IBCT.For example,if additional tactical mobility—
the ability of friendly forces to move and maneuver freely on the battlefield relative to the enemy
(ADP3-90)—is required,thehigher tactical headquarters can temporarily augment the IBCT with aviation
assets to conduct air movements or air assault operations (see FM 3-99). Augmentation can include wheeled
assets such as the mine-resistant ambush protected family of vehicles (see ATP 3-21.10).
1-3. The role of the IBCT is to close with the enemy by means of fire and movement to destroy or capture
enemy forces, or to repel enemy attacks by fire, close combat, and counterattack to control land areas,
including populations and resources. Fire and movementis the concept of applying fires from all sources
to suppress,neutralize,or destroy the enemy,and the tactical movement of combat forces in relation
to the enemy (as components of maneuver applicable at all echelons). At the squad level, fire and
movement entails a team placing suppressive fire on the enemy as another team moves against or
around the enemy.
1-4. The IBCT performs complementary missions to SBCTs and ABCTs. The IBCT optimizes for the
offense against conventional,hybrid,and irregular threats in severely restrictive terrain. The IBCT performs
missions such as reducing fortified areas,infiltrating and seizing objectives in the enemy’s rear,eliminating
enemy force remnants in restricted terrain, and securing key facilities and activities. The IBCT conducts
stability operationstasks in the wake of maneuvering forces.
1-5. IBCTs configure for area defense and as the fixing force component of a mobile defense. The IBCT’s
lack of heavy combat vehicles reduces its logistic requirements. Not having heavy combat vehicles gives
higher commanders greater flexibility when adapting various transportation modes to move or maneuver the
IBCT. Airborne IBCTs conduct airborne assault-specific missions. All IBCTs can conduct air assault
operations. (SeeFM 3-99 for information on airborne and air assault operations.)
1-6. The IBCT is a combined arms force organized around dismounted Infantry. Cavalry, field artillery,
engineer, intelligence, signal, sustainment, and CBRN reconnaissance units are organic to the IBCT (see
figure 1-1). Unique to the IBCT is the weapons company in each Infantry battalion, composed of four
mounted assault platoons and provides those battalions with the capability to defeat light enemy armor threats
with organic mounted tube launched, optically tracked, wire guided/wireless guided Improved Target
Acquisition System, M2 series heavy machine gun, and MK-19 40-millimeter (mm) grenade machine gun
weapon systems (see paragraph 1-9). Higher commanders augment the IBCT for a specific mission with
additional capabilities. Augmentation can include aviation,Armor,field artillery,air defense,military police,
civil affairs,a tactical PSYOP element,engineers,CBRN,and additional information systems assets. Three
Infantry battalions and the Cavalry squadron serve as the IBCT’s primary maneuver forces. |
3-96 | 19 | Organization
Figure 1-1. Infantry brigade combat team
1-7. The Infantry battalions organize with a headquarters and headquarters company, three Infantry rifle
companies, and a weapons company (see figure 1-2 on page 1-4). The headquarters and headquarters
company provides planning and intelligence, signal, and fire support to the battalion. The headquarters
company has a battalion command section, a battalion staff section, a company headquarters, battalion
medical,scout,and mortar platoons, a signal section,and a sniper squad. The headquarters company mortar
platoon is equipped with 120-mm mortars (trailer towed) and 81-mm mortars (ground mounted). The
battalion receives a forward support company(FSC)for sustainment purposes(see chapter 9),normally in a
direct support relationship. (SeeATP 3-21.20 for additional information.) |
3-96 | 20 | Chapter 1
Figure 1-2. Infantry battalion
1-8. Infantry rifle companies have three Infantry rifle platoons,a mortar section,a Raven unmanned aircraft
system (UAS) team, and a headquarters section. Each rifle platoon has three Infantry rifle squads and a
weapons squad. The mortar section has two squads,each with a 60-mm mortar. Habitual attachments to the
Infantry rifle company include a fire support team at the company level and forward observer teams at the
platoon level, medics assigned to the rifle platoons, and a senior medic at the company level. (See
ATP3-21.10 and ATP 3-21.8 for additional information.)
1-9. The Infantry weapons company has a company headquarters and four assault platoons. Each assault
platoon hastwo sections of two squads and a leader’s vehicle. Each squad contains four Soldiers and a vehicle
mounting the heavy weapons. The heavy weapons can be tailored to a mission based on the commander’s
mission analysis. Infantry weapons companies are equipped with the following weapons: the tube launched,
optically tracked,wire guided/wireless guided Improved Target Acquisition System,the MK19,the M2,and
the M240 series machine gun. While all of the weapons vehicles can mount the MK19 and the M2,only two
vehicles per platoon are equipped to mount the Improved Target Acquisition System. Habitual attachments
for the weapons company include a fire support team at the company level and medics. (SeeATP3-21.20,
appendix D for additional information.)
Note.The Infantry battalion scout platoon and IBCT Cavalry squadron organize, train, and equip
to conduct reconnaissance, security operations, and surveillance. However, reconnaissance,
security operations, and surveillance remain a core competency of the Infantry rifle company,
platoon, and squad.
1-10. The IBCT Cavalry squadron’s mission focuses on information requirements—in intelligence usage,
those items of information regarding the adversary and other relevant aspects of the operationalenvironment |
3-96 | 21 | Organization
that need to be collected and processed in order to meet the intelligence requirements of a commander
(JP2-0)—tied to the execution of tactical missions (normally reconnaissance, security operations, and
surveillance). The squadron’s information collection effort answers the commander’s priority intelligence
requirements. Information acquired during collection activities about the threat and the area of interest allows
the IBCT commander to focus combat power,execute current operations,and prepare for future operations
simultaneously.
1-11. The Cavalry squadron (see figure 1-3) has four troops: a headquarters and headquarters troop, two
mounted Cavalry troops, and one dismounted Cavalry troop. (See ATP 3-20.96.) The headquarters troop
organization includes a command section, the troop headquarters section, the squadron primary staff, a
medical section, a sniper section,a retransmission (known as RETRANS)section,an attached fire support
cell,and a tactical air control party(TACP). The two mounted Cavalry troops (three scout platoons each) are
equipped with wheeled vehicles(each with a crew and scout team for dismounted operations),tube launched,
optically tracked, wire guided/wireless guided Improved Target Acquisition Systems, the Long-Range
Advance Scout Surveillance Systems,a mortar section(120-mm trailer towed),and a Raven UAS team. The
dismounted Cavalry troop (two dismounted scout platoons each) enables dismounted infiltration and
rotary-wing aircraft insertion and has a mortar section(60-mm ground mounted),a Raven UAS team,and a
sniper squad. Habitual attachments to the Cavalry troop include a fire support team at the troop level and
forward observer teams at the platoon level, medics assigned to each platoon, and a senior medic at the troop
level. (See ATP 3-20.97 and ATP3-20.98.) The squadron receives an FSC for sustainment purposes (see
chapter 9),normally in a direct support relationship.
Figure 1-3. Infantry brigade combat team Cavalry squadron
1-12. The IBCT field artillery battalion has four batteries: a headquarters and headquarters battery, two
105-mm firing batteries (six-gun M119 series towed howitzer battery), and one 155-mm firing battery
(six-gun M777 series towed howitzer battery). The firing batteries in a battalion have two 3-gun firing
platoons. The field artillery battalion provides massing fires in space and time on single or multiple targets
with precision,near precision,and area fires to support IBCT operations. The IBCT field artillery battalion |
3-96 | 22 | Chapter 1
has a target acquisition platoon (counterbattery and countermortar radars) organized and equipped to quickly
detect,and accurately locate,classify,and report indirect fire from enemy mortars,artillery,and rockets to
permit their immediate engagement with counterfire. The information provided includes the point of origin,
predicted point of impact, radar cross section, and velocity. The battalion receives anFSC for sustainment
purposes,normally in a direct support relationship.The battalion receives an FSC for sustainment purposes
(see chapter 9), normally in a direct support relationship. (SeeATP 3-11.23for additional information.)
Note.Paragraphs 1-13through 1-27in this section discuss the brigade engineer battalion (BEB)
and the brigade support battalion (BSB) in the BCT. This discussion includes the differences in
these battalion formations for each type of BCT (IBCT,SBCT,and ABCT).
1-13. The BEB provides a baseline of combat capabilities to the BCT that can be augmented
with specialized(cid:3) units from echelons above brigade (see (cid:41)(cid:48)(cid:3) 3-34). The BEB has a
headquarters and headquarters(cid:3)company, two engineer companies, a signal company, military intelligence
company, a tactical unmanned(cid:3)aircraft system (known as TUAS) platoon (located in the military
intelligence company), and a CBRN(cid:3) reconnaissance platoon (located in the headquarters and
headquarters company). The command and support(cid:3)relationship between these units dictate whether
the BEB logistically supports or coordinates support with(cid:3)the BCT, the BSB, or other unit higher
headquarters. Unless the BCT directs otherwise, the BEB retains(cid:3)command and support relationships
with organic and attached units, regardless of location on the battlefield.(cid:3) Companies may be task
organized further to maneuver task forces or a subordinate company or troop. The(cid:3)battalion receives
an FSC for sustainment purposes (see chapter 9), normally in a direct support relationship.(See ATP
3-34.22 for additional information.)
1-14. The headquarters and headquarters company of the BEB consists of a battalion headquarters,
company(cid:3)headquarters, CBRN reconnaissance platoon, medical section, and unit ministry team. The
headquarters and(cid:3) headquarters company commander assists the engineer battalion commander in
designating the location of(cid:3)the headquarters and headquarters company operations center. The battalion
commander directs the location(cid:3)of the company. The company units (not including detachments) receive
their missions from the battalion(cid:3)commander.
1-15. The engineer battalion headquarters consists of a command section and staff sections. Staff sections
consist of the personnel staff officer (S-1), intelligence staff officer (S-2), operations staff officer (S-3),
logistics staff officer (S-4), and signal staff officer (S-6). The battalion’s operations section is responsible
for(cid:3)training, operations, and plans for the battalion. The operations section includes combat (see ATP
3-34.22),(cid:3)general (see ATP 3-34.40), and construction surveyor (see ATP 3-34.40) engineers. A CBRN
(cid:83)(cid:79)(cid:68)(cid:87)(cid:82)(cid:82)(cid:81)(cid:15)(cid:3)(cid:88)(cid:81)(cid:71)(cid:72)(cid:85)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:75)(cid:72)(cid:68)(cid:71)(cid:84)(cid:88)(cid:68)(cid:85)(cid:87)(cid:72)(cid:85)(cid:86)(cid:3)(cid:68)(cid:81)(cid:71)(cid:3)(cid:75)(cid:72)(cid:68)(cid:71)(cid:84)(cid:88)(cid:68)(cid:85)(cid:87)(cid:72)(cid:85)(cid:86)(cid:3)(cid:70)(cid:82)(cid:80)(cid:83)(cid:68)(cid:81)(cid:92)(cid:15)(cid:3)(cid:76)(cid:86)(cid:3)(cid:85)(cid:72)(cid:86)(cid:83)(cid:82)(cid:81)(cid:86)(cid:76)(cid:69)(cid:79)(cid:72)(cid:3)(cid:73)(cid:82)(cid:85)(cid:3)(cid:83)(cid:85)(cid:82)(cid:89)(cid:76)(cid:71)(cid:76)(cid:81)(cid:74)(cid:3)(cid:38)(cid:37)(cid:53)(cid:49)(cid:3)(cid:87)(cid:72)(cid:70)(cid:75)(cid:81)(cid:76)(cid:70)(cid:68)(cid:79)(cid:3)
(cid:68)(cid:71)(cid:89)(cid:76)(cid:70)(cid:72)(cid:3)(cid:87)(cid:82)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:37)(cid:40)(cid:37)(cid:17)
(cid:49)(cid:82)(cid:87)(cid:72)(cid:17)(cid:3)(cid:42)(cid:72)(cid:82)(cid:86)(cid:83)(cid:68)(cid:87)(cid:76)(cid:68)(cid:79)(cid:3)(cid:72)(cid:81)(cid:74)(cid:76)(cid:81)(cid:72)(cid:72)(cid:85)(cid:86)(cid:3)(cid:68)(cid:85)(cid:72)(cid:3)(cid:68)(cid:86)(cid:86)(cid:76)(cid:74)(cid:81)(cid:72)(cid:71)(cid:3)(cid:87)(cid:82)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:37)(cid:38)(cid:55)(cid:3)(cid:75)(cid:72)(cid:68)(cid:71)(cid:84)(cid:88)(cid:68)(cid:85)(cid:87)(cid:72)(cid:85)(cid:86)(cid:3)(cid:68)(cid:81)(cid:71)(cid:3)(cid:75)(cid:72)(cid:68)(cid:71)(cid:84)(cid:88)(cid:68)(cid:85)(cid:87)(cid:72)(cid:85)(cid:86)(cid:3)(cid:70)(cid:82)(cid:80)(cid:83)(cid:68)(cid:81)(cid:92)(cid:15)(cid:3)
(cid:82)(cid:89)(cid:72)(cid:85)(cid:86)(cid:72)(cid:72)(cid:81)(cid:3)(cid:69)(cid:92)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:68)(cid:86)(cid:86)(cid:76)(cid:86)(cid:87)(cid:68)(cid:81)(cid:87)(cid:3)(cid:69)(cid:85)(cid:76)(cid:74)(cid:68)(cid:71)(cid:72)(cid:3)(cid:72)(cid:81)(cid:74)(cid:76)(cid:81)(cid:72)(cid:72)(cid:85)(cid:3)(cid:11)(cid:78)(cid:81)(cid:82)(cid:90)(cid:81)(cid:3)(cid:68)(cid:86)(cid:3)(cid:36)(cid:37)(cid:40)(cid:12)(cid:3)(cid:68)(cid:81)(cid:71)(cid:3)(cid:87)(cid:75)(cid:72)(cid:3)(cid:37)(cid:38)(cid:55)(cid:3)(cid:54)(cid:16)(cid:21)(cid:17)
1-16. In some instances, the BCT commander may direct the BEB to secure one or both of the BCT’s
command posts (CPs),assign the BEB to their own area of operations,or give the BEB responsibility for a
base perimeter or area defense. A significant change to the engineer battalion mission may affect its ability
to provide engineer support to the BCT. The BCT staff weights the level of risks associated with these
missions and may recommend additional engineer augmentation from echelons above brigade units to
mitigate potential negative effects.
1-17. The two engineer companies of the BEB provide the BCT with the minimum capability to perform
mobility,countermobility,and survivability tasks during the conduct of decisive action. These tasks include
bypassing, marking, and breaching obstacles, assisting in the assault of fortified positions, emplacing
obstacles to shape terrain,constructing or enhancing survivability positions,conducting route reconnaissance
and information collection,and identifying and clearing explosive hazards. Supporting these tasks maintains
the BCT’s freedom of maneuver and inhibits the enemy’s ability to mass and maneuver. Each company is
slightly different, but the company’s primary focus is to support the combat engineering discipline with
breaching,gap crossing,survivabilityassets,and route clearance capabilities. |
3-96 | 23 | Organization
1-18. Engineer company A’s(see figure 1-4) organizational structure is identical in the Infantry and Armored
BCTs. Company A,in the IBCT and ABCT,provides combat engineer support and consists of a company
headquarters and headquarters platoon,two combat engineer platoons,and one engineer support platoon. In
a Stryker BCT, company A provides combat engineer support and has a company headquarters and
headquarters platoon and two combat engineer platoons. Instead of an engineer support platoon,the SBCT
has a bridge section and a horizontal squad. Company A provides mobility, countermobility, and
survivability;and limited construction support to the three type of BCTs. Combat engineer platoons provide
the three types of BCTs with capabilities for breaching and obstacle emplacement. Horizontal squads within
the three types of BCTs provide specialized engineer equipment to support limited general engineering tasks
assigned to the company. Rapidly emplaced bridge system capabilities reside within company A,Stryker and
Armored types of BCTs and airborne IBCTs. Infantry and Stryker BCTs have mine clearing line charges.
Stryker and Armored BCTs have Volcano Mine Systems able to construct scatterable antitank mine systems
with self-destruct capabilities.
Figure 1-4. Engineer A company
1-19. Engineer company B is slightly different in the Infantry,Armored,and Stryker BCTs. Company B is
generally of the same composition as engineer company A,but it has an additional route clearance platoon
(see figure 1-5on page 1-8). This platoon provides the detection and neutralization of explosive hazards and
reduces obstacles along routes that enable force projection and logistics. This route clearance platoon can
sustain lines of communications as members of the combined arms team or independently in a permissive
environment. The Infantry and Armored BCT organizations for this company are organized the same;
however,the breach section contains different equipment and capabilities. The Stryker and Armored breach
section consist of bridging, whereas the IBCT breach section consists of mine clearing line charges. The
IBCT currently does not have a bridging capability and requires augmentation from echelons above brigade |
3-96 | 24 | Chapter 1
engineers if bridging capability is required. The airborne IBCT has a rapidly emplaced bridge system. (See
ATP 3-34.22 for additional information on the engineer companies within the BEB.)
Figure 1-5. Engineer B company
1-20. The brigade signal company provides communication and information support for the BCT. It connects
the BCT to the Department of Defense information network-Army (DODIN-A). The company has a
headquarters and network support platoon,and two network extension platoons.
1-21. The headquarters and network support platoon consist of the company headquarters section, a small
CP support team, and a RETRANS team (see figure 1-6). The company headquarters section provides
commandand control,logistics,and administrative support for the unit.
Figure 1-6. Brigade signal company |
3-96 | 25 | Organization
1-22. Network extension platoons’resourcesto provide connectivity to their assigned CPsand consist of a
Joint Network Node/Secure Mobile Anti-Jam Reliable Tactical Terminal team,a high capacity line of sight
section,and a RETRANS team. The Joint Network Node/Secure Mobile Anti-Jam Reliable Tactical Terminal
team provides network equipment that enables CPs to use lineofsight or beyond-lineofsight systems. Joint
network node equipment provides the connectivity to the DODIN-Asatellite and terrestrial network transport
systems. The Joint Network Node system connects BCT CPs, brigade support areas, higher headquarters,
Army forces, and joint task forces. Each system maintains the interface capability to terminate network
circuits,provide data and battlefield video teleconference services,and interface with special circuits (such
as the Defense Switched Network). The Joint Network Node system provides network planning and
monitoring for the BCT wide-area network. The Secure Mobile Anti-Jam Reliable Tactical Terminal
provides an alternate protected satellite communications connection,the DODIN-A. The network extension
section has traditional RETRANS teams and gateway systems for enhanced position location and reporting
system units.RETRANS teams are managed by the BCT S-3,with S-6 coordination,to ensure specific BCT
and subordinate frequencies have coverage and are adjusted as operations changes with expanding or
collapsing terrain. Alternate RETRANS options include three specific frequencies uploaded into the TUAS
located within the military intelligence company of the BEB.
Note. The Department of Defense information network (DODIN) operations section is located
within the BCT headquarters and headquarters company signal platoon,under the control of the
BCT S-6. The DODIN operations section and the signal company of the BEB are the critical
command and control systemsduring distributed operations within the BCT.
1-23. Usually,one network-extension support platoon locates at the BCT main CP.The other platoonlocates
in an area where best aligned to support the BCT tactical CP (when established) or at the BEB or BSB main
CP. The users supported by the BCT signal company use Army command and control software and hardware
capabilities to collaborate,decide,and lead the BCT’s operations. (SeeFM 6-02 for additional information.)
1-24. The military intelligence company mission is to conduct analysis, full motion video, signals
intelligence,geospatial intelligence,and human intelligence(HUMINT)activities. The militaryintelligence
company must task organize with the BCT intelligence cell to form the brigade intelligence support element.
The military intelligence company must frequently task organize its collection platoons based on the mission.
Personnel from the military intelligence company maintain the threat portion of the common operational
picture (COP [see paragraph 2-27]); integrate intelligence operations as part of the information collection
effort (see chapter 5);and execute signalsintelligence,HUMINT,and geospatial intelligence. The military
intelligence company has a headquarters section, an information collection platoon, an intelligence and
electromagneticwarfare(EW)systems integration (maintenance section),a TUAS platoon,multifunctional
platoon (flexible design-signals intelligence, HUMINT, and site exploitation task capable), and an United
States Air Force weather team (see figure 1-7 on page 1-10). Intelligence operations, conducted by the
military intelligence company,collect information about the intent,activities,and capabilities of threats and
relevant aspects of the operational environment to support the BCT commanders’ decision-making across
the range of military operations. The military intelligence company provides analysis and intelligence
production support to the BCT S-2 and supports the BCT and its subordinate commands through collection,
analysis,and dissemination of information and intelligence. (SeeATP 2-19.4 for additional information.)
Note.The military intelligence company (K series) within the BCT distributes intelligence support
teams regardless of which element of decisive action (offense, defense, or stability) currently
dominates. The BCT can employ anywhere from two intelligence analysts, for example to a
maneuver company, or a large team of intelligence analysts as an intelligence support team to
support, based on the situation, an Infantry battalion, BEB, field artillery battalion, Cavalry
squadron, BSB, or to further augment the BCT intelligence cell or brigade intelligence support
element (see chapter 4). |
3-96 | 26 | Chapter 1
Figure 1-7. Military intelligence company
1-25. The TUAS platoon,within the military intelligence company,provides the BCT commander with an
organic aerial reconnaissance, surveillance, security, and communications relay capability. (See
ATP3-04.64.) The TUAS platoon comprises of a mission planning and control section and a launch and
recovery section and is equipped with four RQ-7 Shadow aircraft. TUAS platform and sensor payloads
include electro-optical and infrared cameras. Onboard Global Positioning System(GPS)instruments provide
navigational information. Sensor capabilities are based on a variety of factors, including altitude, field of
view, depression angle, sensor payload, and standoff range. The air vehicle provides coverage for up to
7hours at 50 kilometers (31 miles) from the launch and recovery site. The maximum range,which is limited
by the data link capability, is 125 kilometers (78 miles). Imagery collection from the UAS platoon assists
commanders and planners primarily by—
(cid:122) Providing situational awareness of the terrain,both natural and manmade,to support the creation
of products by the geospatial intelligence cell to support the staff’s conduct of intelligence
preparation of the battlefield(IPB)via—
(cid:131) Various baseline geospatial intelligence-based studies,such as helicopter landing zones.
(cid:131) Port and airfield studies.
(cid:131) Gridded reference graphics.
(cid:122) Using imagery as a confirming source of intelligence for another intelligence discipline,such as
signalsintelligence or HUMINT.
(cid:122) Supporting the targeting effort,including information for combat assessment through the detection
and tracking of targets before and after an attack.
1-26. The CBRN reconnaissance and surveillance platoons that support the BCT are organized and equipped
in two capability variations, a light platoon and a heavy platoon. The light platoon primarily conducts
dismounted reconnaissance and surveillance using dismounted sets,kits,and outfits and up-armored vehicles.
The platoon provides subject matter expertise on CBRN environments and is a force multiplier for
survivability in dense urban terrain or subterranean environments. The heavy platoon conducts mounted
reconnaissance using a CBRN reconnaissance vehicle. The platoon possesses the speed and protection to
rapidly identify and mark routes and large areas while maintaining tempo with armored and mechanized
forces. These two platoon variations primarily perform twoinformation collectiontasks (reconnaissanceand
surveillance) directed at CBRN targets. (See ATP3-11.37 for additional information.) The CBRN
reconnaissance platoons havethe following capabilities:
(cid:122) Detect and provide field confirmatory identification of CBRN hazards.
(cid:122) Locate,identify,mark,and report contaminated areas.
(cid:122) Collect CBRN samples as required in the overall sample management plan and coordinate for
sample evacuation.
(cid:122) Assess and characterize hazards to confirm or deny the presence of CBRN material and in support
of site exploitation.
1-27. The BSB is the organic sustainment unit of the BCT. The BSB plans,prepares,executes,and assesses
replenishment operations to support brigade operations. The BSB ensures the BCT can conduct self-sustained |
3-96 | 27 | Organization
operations. The BSB’s command group consists of the commander, command sergeant major, executive
officer (XO), and unit ministry team. The BSB staff includes the S-1, S-2, S-3, S-4, support operations,
Sustainment Automation Support Management Office, and S-6 sections.The six forward support companies
provide each battalion and squadron commander within the BCT with dedicated logistic assets, less class
VIII (medical supplies), that meet the supported unit’s requirements. The BSB also has an assigned
distribution company, a field maintenance company, and a Role2 medical company. The Role 2 medical
company provides Army Health System(AHS)(health service support and force health protection) and class
VIII support. The BSB within the SBCT and the ABCT provides the same function and has the samegeneral
configuration as the BSB within the IBCT, with the most significant differences in the maintenance
capabilities. (Seechapter 9and ATP4-90 for additional information.)
SECTION II – STRYKER BRIGADE COMBAT TEAM
1-28. The SBCT is an expeditionary combined arms force organized around mounted Infantry. SBCT units
operate effectively in most terrain and weather conditions. The role of the SBCT is to close with the enemy
by means of fire and movement to destroy or capture enemy forces,or to repel enemy attacks by fire,close
combat,and counterattack to control land areas,including populations and resources. The SBCT can gain the
initiative early,seize and retain key terrain—an identifiable characteristic whose seizure or retention affords
a marked advantage to either combatant (ADP3-90), and conduct massed fire—fire from a number of
weapons directed at a single point or small area (JP 3-02),to stop the enemy.
1-29. The SBCT is task organized to meet specific mission requirements. All SBCTs include maneuver,field
artillery, intelligence, signal, engineer, CBRN, and sustainment capabilities (see figure 1-8 on page 1-12).
This organizational flexibility enables SBCTs to function across the range of military operations. Unique to
the SBCT is the weapons troop (with three antitank guided missile (ATGM) platoons and three mobile gun
system (known as MGS) platoons) that provides the SBCT the ability to defeat light-skinned enemy armor
or task organize those assets to maneuver battalions based on mission requirements (see paragraph 1-33).
Higher commanders augment the SBCT for a specific mission with additional capabilities such as aviation,
Armor,field artillery,air defense,military police,civil affairs,a tactical PSYOP element,engineers,CBRN,
and information systems assets. |
3-96 | 28 | Chapter 1
Figure 1-8. Stryker brigade combat team
1-30. SBCTs balance combined arms capabilities with significant mobility. The SBCT primarily fights as a
dismounted Infantry formation that includes three SBCT Infantry battalions. The SBCT Infantry battalion
has a headquarters and headquarters company, and three SBCT Infantry rifle companies each with three
SBCT Infantry rifle platoons(see figure 1-9). The headquarters and headquarters company provides planning
and intelligence, signal, and fire support to the battalion. The headquarters company has a battalion command
section, a battalion staff section, a company headquarters, battalion medical, scout, and mortar platoons, a
signal section, and a sniper squad. The headquarters company mortar platoon is equipped with 120-mm
Stryker mortar carrier vehicles that have an 81-mm mortar dismounted capability. Each SBCT Infantry rifle
company has a section of organic 120-mm Stryker mortar carrier vehicles that have a 60-mm mortar
dismounted capability and a Raven UAS team. Habitual attachments to the SBCT Infantry rifle company
include a fire support team at the company level and forward observer teams at the platoon level, medics
assigned to the rifle platoons, and a senior medic at the company level. The battalion receives an FSC for
sustainment purposes (see chapter 9), normally in a direct support relationship. (See ATP 3-21.21 and
ATP3-21.11 for additional information.) |
3-96 | 29 | Organization
Figure 1-9. Stryker brigade combat team Infantry battalion
1-31. The Cavalry squadron of the SBCT is extremely mobile. The Cavalry squadron is composed of five
troops,one headquarters and headquarters troop,three Cavalry troops equipped with Stryker reconnaissance
vehicles, and weapons troop equipped with Stryker ATGM vehicles and Stryker MGS vehicles (see
figure1-10 on page 1-14). The headquarters troop organization includes a command section, the troop
headquarters section, the squadron primary staff, a medical section, a sniper section, aRETRANS section,
an attached fire support cell, and a TACP. The squadron receives an FSC for sustainment purposes (see
chapter 9),normally in a direct support relationship. (See ATP3-20.96.) |
3-96 | 30 | Chapter 1
Figure 1-10. Stryker brigade combat team Cavalry squadron
1-32. EachCavalry troop includes headquarters section,twoscout platoons,a Raven UAS team,and a mortar
section. The twoscout platoons contain four reconnaissance vehicles,each with a crew and scout team for
dismounted operations. The mortar section consists of two 120-mm mounted mortar carrier vehicles led by
a sergeant first class. Habitual attachments to the Cavalry troop include a fire support team at the trooplevel
and forward observer teams at the platoon level,medics assigned to eachplatoon,and a senior medic at the
trooplevel. (See ATP 3-20.97 and ATP 3-20.98.)
1-33. The weapons troop combat power resides within its three ATGM platoons and three MGS platoons. It
has a headquarters section with an assigned Infantry carrier vehicle. The ATGM platoon engages the enemy
by means of long-range antiarmor fires and maneuvers to destroy or to repel the enemy’s assaults by fire,
and counterattack. The platoon consists of three ATGM vehicles. The MGS platoon provides precise
long-range direct fire to destroy or suppress hardened enemy bunkers, machine gun positions, sniper
positions,and long-range threats. It also creates Infantry breach points in urban,restricted,and open rolling
terrain. The MGS 105-mm main gun provides the platoon with limited antiarmor,self-defense capabilities.
The platoon consists of four MGS vehicles. Attachments include a fires support team with a fire support
vehicle from the field artillery battalion to support with fires and medics with a medical support vehicle from
the medical platoon of the headquarters and headquarters troop of the Cavalry squadron. (SeeATP3-21.91
for additional information.)
1-34. The SBCT field artillery battalion has four batteries: a headquarters and headquarters battery and three
six-gun lightweight M777-series 155-mm towed howitzer batteries. The SBCT field artillery battalion
organizes each howitzer battery with two firing platoons of three guns each. The battalion supports SBCT
operations with precision, near precision, and area fires. The field artillery battalion has two AN/TPQ-53
counterfire radars and four AN/TPQ-50 lightweight countermortar radars for target acquisition. (See
ATP3-09.42 for additional information.)
1-35. Section I of this chapter discusses the BEB and the BSB within the BCT. This discussion includes the
differences in these battalion formations for each type of BCT (IBCT,SBCT,and ABCT). |
3-96 | 31 | Organization
SECTION III – ARMORED BRIGADE COMBAT TEAM
1-36. The ABCT’s role is to close with the enemy by means of fire and movement to destroy or capture
enemy forces, or to repel enemy attacks by fire, close combat, and counterattack to control land areas,
including populations and resources. The ABCT organizes to concentrate overwhelming combat power.
Mobility, protection, and firepower enable the ABCT to conduct offensive operations with great precision
and speed. The ABCT performs complementary missions to the IBCT and SBCT.
1-37. The ABCT conducts offensive operations to defeat, destroy, or neutralize the enemy. The ABCT
conducts defensive operationsto defeat an enemy attack,buy time,economize forces,and develop favorable
conditions for offensive actions. During stability, the ABCT’s commitment of time, resources, and forces
establish and reinforce diplomatic and military resolve to achieve a safe, secure environment and a
sustainable peace.
1-38. The ABCT conducts sustained and large-scale combat operations within the foundations of unified
land operations through decisive action. The ABCT seizes, retains, and exploits the initiative while
synchronizing its actions to achieve the best effects possible. During combat operations, the ABCT can fight
without additional combat power but can be task organized to meet the precise needs of its missions. The
ABCT conducts expeditionary deployments and integrates itsefforts with unified action partners.
1-39. The ABCT (figure 1-11on page 1-16) is a combined arms organization consisting of three combined
arms battalions of Armor and mechanized Infantry companies. Cavalry,field artillery,engineer,intelligence,
signal,sustainment,TUAS,and CBRN reconnaissance units are organic to the ABCT. Higher commanders
augment the ABCT for a specific mission with additional capabilities. Augmentation can include aviation,
Infantry,field artillery,air defense,military police,civil affairs,tactical PSYOPelement,engineers,CBRN,
and additional information systems assets. |
3-96 | 32 | Chapter 1
Figure 1-11. Armored brigade combat team
1-40. Three combined arms battalions are the ABCT’s primary maneuver force. Each combined arms
battalion conducts sustained combined arms and close combat operations as an essential part of the ABCT
formation. The combined arms battalions of the ABCT serve as a deterrent to armed conflict; they can deploy
worldwide in the conduct of decisive action. Combined arms battalions execute operations within their
assigned areas of operations in support of the commander’s scheme of maneuver. The combined arms
battalion receives an FSC for sustainment purposes (see chapter 9), normally in a direct support relationship.
1-41. Combined arms battalions combine the efforts of their Armor companies and mechanized Infantry
companies along with their headquarters and headquarters company to execute tactical missions as part of a
combined arms operation. Within the ABCT, two combined arms battalions (see figure 1-12) have two Armor
companies (each with three tank platoons and a headquarters section) and one mechanized Infantry company
(with three mechanized Infantry platoons, a headquarters section, and a Raven UAS team); and one combined
arms battalion has two mechanized Infantry companies (each with three mechanized Infantry platoons, a
headquarters section, and a Raven UAS team) and one Armor company (with three tank platoons and a
headquarters section). The headquarters and headquarters company of each combined arms battalion provides
planning and intelligence, signal, and fire support to the battalion. Each headquarters company has a battalion
command section, a battalion staff section, a company headquarters, battalion medical, scout, and mortar |
3-96 | 33 | Organization
platoons, a signal section, and a sniper squad. The headquarters company mortar platoon is equipped with
120-mm mortar carrier vehicles that have a 120-mm mortar dismounted capability. Habitual attachments to
the maneuver companies include a fire support team at the company level and forward observer teams at the
platoon level, medics assigned to the rifle platoons, and a senior medic at the company level.(SeeATP3-90.5
and ATP 3-90.1 for additional information.)
Figure 1-12. Combined arms battalion
1-42. The fundamental purpose of the Cavalry squadron is to perform reconnaissance and security operations
in close contact with the enemy and civilian populations,often in conjunction with fighting for information
to support the ABCT commander. The conduct of security operations by the squadron provides an economy
of force while allowing the ABCT commander the flexibility to conserve combat power for engagements
where better desired.
1-43. TheCavalry squadron has a headquarters and headquarters troop,three ground Cavalry troops,and an
Armor company (see figure 1-13 on page 1-18). The headquarters troop organization includes a command
group,the troop headquarters section,the squadron primary staff that is;personnel,intelligence,operations,
logistics,signal,the medical platoon,an attached fire support cell,and a TACP. The squadron has 120-mm
self-propelled mortars (see ATP 3-20.96). The squadron receives an FSC for sustainment purposes (see
chapter 4), normally in a direct support relationship. The ground Cavalry troops have twoplatoons with six
Bradley fighting vehicles and a Raven UAS team. The Armor company has three platoons with four M1
Abrams main battle tanks. Habitual attachments to the Cavalry troop tank and company include a fire support
team at the troop/company level and forward observer teams at the platoon level, medics assigned to each
platoon, and a senior medic at the troop/company level. (See ATP3-20.15,ATP 3-20.97,and ATP 3-20.98.) |
3-96 | 34 | Chapter 1
Figure 1-13. Armored brigade combat team Cavalry squadron
1-44. The ABCT field artillery battalion has four batteries,a headquarters and headquarters battery and three
batteries of six M109(family of vehicles)Paladin self-propelled 155-mm howitzers. The batteries are manned
and equipped to operate as two separate firing platoons of three guns. The field artillery battalion provides
massing fires in space and time on single or multiple targets with precision,near precision,and area fires to
support ABCT operations. The field artillery battalion has two AN/TPQ-53 counterfire radars and four
AN/TPQ-50 lightweight countermortar radars for target acquisition. (See ATP 3-09.42 for additional
information.)
1-45. Section I of this chapter discusses the BEB and the BSB within the BCT. This discussion includes the
differences in these battalion formations for each type of BCT (IBCT,SBCT,and ABCT). |
3-96 | 35 | Chapter 2
The Brigade Combat Team and the Operational
Environment
This chapter discusses the brigade combat team’s (BCT) role in military operations
and its interactions with operational environments. The chapter addresses key doctrinal
concepts on how the Army fights regardless of which element of decisive action
(offense, defense, or stability) currently dominates the BCT’s area of operations.
SECTION I – OPERATIONAL OVERVIEW
2-1. Threats to United States interests throughout the world are countered by the ability of U.S. forces to
respond to a wide variety of challenges along a competition continuum that spans cooperation to war. Threats
seek to mass effects from multiple domains quickly enough to impede joint operations. Threats attempt to
impede joint force freedom of action across the air, land, maritime, space, and cyberspace domains.
Understanding how threats present multiple dilemmas to Army forces from these domains help Army
commanders identify (or create),seize,and exploit opportunities during operations to achieve a position of
advantage relative to the enemy. Thissection briefly covers key doctrinal concepts on how the Armyfights
and how operational environments shape the nature and affect the outcome of military operations. (See
ADP3-0 and FM 3-0 for a complete discussion of these doctrinal concepts.)
ARMY STRATEGIC ROLES
2-2. The Army’s primary mission is to organize,train,and equip its forces to conduct prompt and sustained
land combat to defeat enemy ground forces and seize,occupy,and defend land areas. The Army accomplishes
its mission by supporting the joint force and unified action partners in four strategic roles: shape operational
environments, prevent conflict, prevail in large-scale ground combat, and consolidate gains. The strategic
roles clarify the enduring reasons for which the Army is organized, trained, equipped, and employed.
Strategic roles are not tasks assigned to subordinate units.(SeeADP 3-0 for additional information.)
MILITARY OPERATIONS
2-3. The range of military operations is a fundamental construct that relates military activities and
operations in scope and purpose against the backdrop of the competition continuum (see figure 2-1 on
page2-2). Rather than a world either at peace or at war, the competition continuum describes a world of
enduring competition conducted through a mixture of cooperation, competition below armed conflict, and
armed conflict and war. The potential range of military activities and operations extends from military
engagementandsecurity cooperation,up through large-scale combat operations in war. Whether countering
terrorism as part of a crisis response or limited contingency operation,deterring an adversary or enemy from
taking undesirable actions,or defeating a peer threat in large-scale ground combat,the nature of conflict is
constant. |
3-96 | 36 | Chapter 2
Figure 2-1. Competition continuum and the range of military operations
2-4. Given the complex and dynamic nature of an operational environment,the competitioncontinuum of
force does not proceed smoothly from cooperation, through competition below armed conflict, to armed
conflictand warand back. Within the backdrop of the competition continuum,unstable peace may erupt into
an insurgency that quickly sparks additional violence throughout a region,leading to a general state of war.
2-5. Military engagementandsecurity cooperation activities build networks and relationships with partners,
shape regions, keep day-to-day tensions between nations or groups below the threshold of armed conflict,
and maintain U.S. global influence. Crisis response and limited contingency operations typically focus in
scope and scale to achieve specific strategic or operational-level objectives in an operational area. Large-scale
combat operations occur asmajor operations and campaigns aimed at defeating an enemy’s armed forces and
military capabilities in support of national objectives.
2-6. Deterrence applies across the competition continuum. The purpose of deterrence is to dissuade an
adversary from taking undesirable actions because of friendly capabilities and the will to use them.
Deterrence takes different forms according to the situation and where Army forces are on the competition
continuum. Many of the operations listed in the range of military operations may serve as deterrents in certain
situations to deter further unwanted actions. (See ADP 3-0 for additional information.)
OPERATIONAL ENVIRONMENT
2-7. Anoperational environmentis a composite of the conditions,circumstances,and influences that affect
the employment of capabilities and bear on the decisions of the commander (JP 3-0). Operational
environments shape the nature and affect the outcome of military operations. The complex and dynamic
nature of an operational environment and the threats that exist within an operational environment make
determining the relationship between cause and effect difficult and contributes to the uncertainty of the
military operation. BCTs and subordinate units must make every effort to understand the specific operational
environment in which they operate in.
ANTICIPATED OPERATIONAL ENVIRONMENTS
2-8. The operational environment encompasses physical areas of the air, land, maritime, space, and
cyberspace domains (see ADP 3-0). Included as well in the operational environment is the information
environment—the aggregate of individuals,organizations,and systems that collect,process,disseminate,or
act on information (JP 3-13) and the electromagnetic spectrum (EMS)—the range of frequencies of
electromagnetic radiation from zero to infinity (see ATP 6-02.70). Included within these are adversary,
enemy, friendly, and neutral actors that are relevant to a specific operation (see chapter 3). Although an
operational environment and information environment are defined separately, they are interdependent and |
3-96 | 37 | The Brigade Combat Team and the Operational Environment
integral to each other. In fact,any activity that occurs in the information environment simultaneously occurs
in and affects one or more of the operational environment domains.
2-9. The information environment is comprised of three dimensions: physical,informational,and cognitive.
Within the physical dimension of the information environment is the connective infrastructure that supports
the transmission,reception, and storage of information. Also,within this dimension are tangible actions or
events that transmit a message in and of themselves, such as reconnaissance patrols, ground and aerial
surveillance,civil affairs projects,and intelligence operations efforts. Within the informational dimension is
the content or data itself. The informational dimension refers to content and flow of information,such as text
or images, or data that staffs can collect, process, store, disseminate, and display. The informational
dimension provides the necessary link between the physical and cognitive dimensions. Within the cognitive
dimension are the minds of those who are affected by and act upon information. These minds range from
friendly commanders and leaders,to foreign audiences affecting or being affected by operations,to enemy,
threat or adversarial decision makers. (See FM 3-13, chapter 1 for additional information about each
dimension.)
2-10. The information element of combat power (see paragraph 2-79) is integral to optimizing combat power,
particularly given the increasing relevance of operations in and through the information environment to
achieve decisive outcomes. Information operations and the information element of combat power are related
but not the same. Information is a resource. As a resource,it must be obtained,developed,refined,distributed,
and protected. Information operations,along with knowledge management and information management,are
ways the BCT can harness this resource and ensure its availability,as well asoperationalize and optimize it.
(See paragraphs 4-88to 4-96for a discussion of knowledge and information management).
2-11. The operational environment of the BCT includes all enemy,adversarial,friendly,and neutral systems
across the range of military operations and is part of the higher commander’s operational environment. The
BCT’s operational environment includes the physical environment,the state of governance,technology,and
local resources,and the culture of the local populace. As the operational environment for each operation is
different, it also evolves as the operation progresses. Commander and staff continually assess and reassess
the operational environment as they seek to understand how changes in the nature of threats and other
variables affect not only their force but other actors as well. The commander and staff use the Army design
methodology (see paragraph 4-47), operational variables, and mission variables to analyze an operational
environment in support of the operations process.
Operational and Mission Variables
2-12. When alerted for deployment,redeployment within a theater of operations,or assigned a mission,the
BCT’s assigned higher headquarters (generally the division) provides an analysis of the operational
environment. That analysis includes operational variables, a comprehensive set of information categories
used to describe an operational environment (ADP 1-01). The categories are political, military, economic,
social,information,infrastructure,physical environment,and time(PMESII-PT).The purpose of operational
variables is to provide a broad, general set of information categories that assist commanders and staffs in
analyzing and developing a comprehensive understanding of an operational environment.
2-13. Upon receipt of a mission,commander and staff filter information categorized by operational variables
into relevant information—all information of importance to the commander and staff in the exercise of
command and control (ADP 6-0)—with respect to the assigned mission. The commander uses mission
variables—the categories of specific information needed to conduct operations (ADP 1-01), to focus on
specific elements of an operational environment during mission analysis. This analysis enables the
commander and staff to combine operational variables and tactical-level information with knowledge about
local conditions relevant to their mission. Mission variables are mission,enemy,terrain and weather,troops
and support available, time available, civil considerations (METT-TC). (See FM 6-0 for additional
information.)
Threat and Hazards
2-14. For every operation, threats and hazards are a fundamental part of the operational environment.
Commanders at all levels must understand threats,criminal networks,enemies, and adversaries,to include |
3-96 | 38 | Chapter 2
both state and nonstate actors, in the context of their operational environment. When the commander
understands the threat, the commander can visualize, describe, direct, lead, and assess operations to seize,
exploit,and retain the initiative. Threats include any combination of actors,entities,or forces that have the
capability and intent to harm U.S. forces, U.S. national interests, or the homeland. Threats may include
individuals,groups of individuals (organized or not organized),paramilitary or military forces,nation-states,
or national alliances. When threats execute their capability to do harm to the United States, they become
categorized as an enemy. (See chapter 3 for a detailed discussion of the possible threats within the BCT’s
operational environment.)
2-15. Ahazardis a condition with the potential to cause injury,illness,or death of personnel;damage to or
loss of equipment or property;or mission degradation (JP 3-33). Hazards include disease,extreme weather
phenomena,solar flares,and areas contaminated by toxic materials. Hazards can damage or destroy life,vital
resources,and institutions,or prevent mission accomplishment. Understanding hazards and their effects on
operations allows the commander to understand better the terrain,weather,and various other factors that best
support the mission. Understanding hazards also helps the commander visualize potential impacts on
operations. Successful interpretation of the environment aids in correctly opposing threat courses of action
(COAs)within a given geographical region. Possible hazards within the BCT’s operational environment are
addressedthroughout this manual.
SPECIFIC OPERATIONAL ENVIRONMENTS
2-16. Specific operational environments include urban, mountain (includes cold weather regions), desert,
and jungle. Subsurface areas are conditions found in all four operational environments. Offensive,defensive,
and stability operations tasks in these environments follow the same planning process as operations in any
other environment,but they do impose specific techniques and methods for success. The uniqueness of each
environment may affect more than their physical aspects but also their informational systems, flow of
information,and decision-making. As such,mission analysis must account for the information environment
and cyberspace within each specific operational environment. Each specific operational environment has a
specific manual because of their individual characteristics.
Urban Terrain
2-17. Operations in urban terrain are Infantry-centric combined arms operations that capitalize on the
adaptive and innovative leaders at the squad,platoon,and company level. Plans must be flexible to promote
disciplined initiative by subordinate leaders. Flexible plans are characterized by a simple scheme of maneuver
and detailed control measures that enable combined arms operations. When assigning areas of operation to
subordinate units, commanders must consider the size and density of the civilian population or
noncombatantswithin urban terrain to prevent units from culminating early due to large numbers of civilians
and noncombatants in their area of operations. In the offense, task organizing battalion and
company-combined arms team at the right place and time is key to achieving the desired effects. In the
defense, the combined arms team turns the environment’s characteristics to its advantage. Urban areas are
ideal for the defense because they enhance the combat power of defending units. (See ATTP 3-06.11 and
ATP 3-06 for additional information.)
Mountainous Terrain and Cold Weather Environments
2-18. Operations in mountainous terrain are conducted for three primary purposes: to deny an enemy a base
of operations;to isolate and defeat enemy;and to secure linesof communication. Enemy tactics commonly
involve short violent engagements followed by a hasty withdrawal through preplanned routes. The enemy
often strikes quickly and fights only as long as the advantage of the initial surprise is in their favor. Attacks
may include direct fires,indirect fires,or improvised explosive devices(IEDs)and may be against stationary
or moving forces. The design of the landscape, coupled with climatic conditions, creates a unique set of
mountain operations characteristics that are characterized by close fights with dismounted Infantry,
decentralized small-unit operations, degraded mobility, increased movement times, restricted lines of
communications,and operations in thinly populated areas. (SeeATP 3-90.97,ATP 3-21.50,and ATP3-21.18
for additional information.) |
3-96 | 39 | The Brigade Combat Team and the Operational Environment
Desert Terrain
2-19. Operations in desert terrain require adaptation to the terrain and climate. Equipment must be adapted
to a dusty and rugged landscape with extremes in temperature and changes in visibility. The BCT orients on
primary enemy approaches but prepares for an attack from any direction. Considerations for operations in
desert terrain include lack of concealment and the criticality of mobility;use of obstacles to site a defense,
which are limited;strong points to defend choke points and other key terrain;and mobility and sustainment.
(SeeFM 90-3 for additional information.)
Jungle Terrain
2-20. Operations in jungle terrain combine dispersion and concentration. For example,a force may move out
in a dispersed formation to find the enemy. Once the force makes contact,its subordinate forces closeinon
the enemy from all directions. Operations are enemy-oriented,not terrain-oriented. Forces should destroy the
enemy wherever found. If the force allows the enemy toescape,the force will have to find the enemy again,
with all the risks involved. Jungle operations use the same defensive fundamentals as other defensive
operations. Considerations for offensive and defensive operations in a jungle environment include limited
visibility and fields of fire,ability to control units,and limited and restricted maneuver. (SeeATP 3-90.98
for additional information.)
Subsurface Areas
2-21. A subsurface area is a condition found in all four operational environments described in paragraphs
2-16 through 2-20. Subsurface areas are below the surface level (ground level) that may consist of
underground facilities, passages,subway lines,utility corridors or tunnels, sewers and storm drains, caves,
or other subterranean spaces. This dimension includes areas both below the ground and below water.
Additional subterranean areas include drainage systems, cellars, civil defense shelters, mines, military
facilities, and other various underground utility systems. In older cities, subsurface areas can include
pre-industrial age hand-dug tunnels and catacombs. (See ATP3-21.51 for information on threat and
hazardous subterranean structures existing or operating in concealment or hidden or when utilized in secret
by an enemy or adversary.)
2-22. Subsurface areas may serve as secondary and,in fewer instances,primary avenues of approach at lower
tactical levels. Subsurface areas are used for cover and concealment,troop movement,command functions,
and engagements,but their use requires intimate knowledge of the area. When thoroughly reconnoitered and
controlled, subsurface areas offer excellent covered and concealed lines of communications for moving
supplies and evacuating casualties. Attackers and defenders can use subsurface areas to gain surprise and
maneuver against the rear and flanks of an enemy and to conduct ambushes. However,these areas are often
the most restrictive and easiest to defend or block. The commander may need to consider potential avenues
of approach afforded by the subsurface areas of rivers and major bodies of water that border urban areas.
2-23. Knowledge of the nature and location of subsurface areas is of great value to both friendly and enemy
forces. The effectiveness of subsurface areas depends on superior knowledge of their existence and overall
design. A thorough understanding of the environment is required to exploit the advantages of subsurface
areas. Maximizing the use of these areas could prove to be a decisive factor while conducting offensive and
defensive operations, and stability operations tasks. (See ATTP 3-06.11, TC 2-91.4, ATP 3-06, and
ATP3-34.81for additional information on subsurface areas.)
SECTION II – UNDERSTAND, SHAPE, AND INFLUENCE
2-24. The BCT commander must understand the operational objectives and tactical situation, cultural
conditions, and ethical challenges of the operational environment, in order to shape the operational
environment through action,influence the population and its leaders,and consolidate gains(see section III)
to seize, retain, and exploit disciplined initiative throughout the range of military operations (see
paragraph2-3). Regardless of which element of decisive action (offense, defense, or stability) currently
dominates (see paragraph 2-73),the commander conducts multiple missions assessing and balancing the need
for decisive action, judicious restraint, security, and protection to shape the operational environment and
seeks to achieve a common goal and end state that nests with higher command objectives. The BCT |
3-96 | 40 | Chapter 2
commander must understand competing interests within the operational and information environment to
determine what is of value to competitive parties (to include identified adversaries or enemies) and entities
within the BCT’s area of operations. Understanding competing interests helps the commander develop
ethical,effective,and efficient COAsthat influence the populace and political structure,enhance the security
situation,and lead to mission success. Additionally,the commander anticipates ethical risks associated with
the BCT’s operational environment and understands how adherence to the Army Ethic provides moral basis
for decisive action and how it becomes a force multiplierin all operations (see ADP 1).
It Is All About the Information
1 In both Joint and Army doctrine, information operations is defined as “the integrated
employment, during military operations, of information-related capabilities in concert with
other lines of operation to influence, disrupt, corrupt, or usurp the decision-making of
adversaries and potential adversaries while protecting our own.”2In more general terms,
information operations support the commander’s ability to achieve a position of relative
advantage through activities in the information environment (the physical, informational,
and cognitive dimensions) to influence the adversary’s will to fight; disrupt, corrupt, or
usurp its capabilities to collect, process, and disseminate information; and ultimately
manipulate (deceive) or disrupt an adversary decision-maker’s understanding of the
operational environment.
Commanders visualize and understand the operational environment through information.
As an element of combat power, information enables decision-making, and its transmission
aids decisive operations. Today, modern technology has significantly increased the speed,
volume, and access to information. Concurrently, technology has enabled significant
means to disrupt, manipulate,distort, and deny information—technology that adversaries
have already demonstrated a willingness to use with great effect.
“It is all about the information;” that whoever controlled the information could dominate
competition and conflict.3In large-scale combat operations, this remains as true as ever.
Commanders direct resources toward intelligence collection in order to develop the
situation and gain the sufficient information required to make a timely and informed
decision. Just as importantly, measures must be put into place to protect friendly
information while simultaneously developing and executing means in all domains to attack
the adversary’s ability to access, process and disseminate information. In this way
information operations enable an accurate understanding of the operational environment
while disrupting or manipulating that of the adversary. Through information operations,
the adversary/enemy decision-maker’s reality should be that which best supports achieving
a position of relative advantage. That said, more needs to be done to fully garner the true
potential of information as an element of combat power in a large-scale combat operations
context. Common sense dictates that information absent accompanying action does not
resonate cognitively in the same way when both are present and complementary. The
duality of the relationship between action and information must become a constant theme
of operations in the Information Age” of the 21st Century.
In Iraq and Afghanistan, the Taliban and al Qaeda staged countless engagements against
United States and its partners, less for the physical effects in the immediate operational
environment, but rather to gain an informational advantage around the world. Videotaped
improvised explosive device attacks, while devastating, worked well to promote an image
of organizational credibility, bolster adherents’ will to fight, radicalize vulnerable
populations, and increase financial support. More importantly with respect to large-scale
combat operations, Russian information confrontation activity preceding, during, and
following its illegal annexation of Crimea and invasion of eastern Ukraine demonstrates
the power of integrated operations in the information environment, in this case more
appropriately termed information warfare. Russia successfully sowed disinformation
causing the international community to distrust the information it was receiving while also
crippling the Ukrainian response through cyberspace operations, electronic warfare, and
psychological operations. The confusion and misdirection caused by Russian information |
3-96 | 41 | The Brigade Combat Team and the Operational Environment
warfare had a paralytic effect on Western decision-makers—so much so that Russia was
able to achieve its strategic and political objectives before Western leaders could mount a
credible response.
Various
UNDERSTANDING THE OPERATIONAL ENVIRONMENT
2-25. Interests are motivations that provide insight to perceived rights, influences, responsibilities, and
power. Interests influence how populations perceive complexity, physical security, political systems,
economic influence, tribal and religious identity, self-serving, or a combination of two or more. The BCT
commander and staff develop an understanding of operational variables—PMESII-PT and mission
variables—METT-TC through information collection to enhance situational awareness and understanding of
competing interests. At the tactical level, intelligence operations, reconnaissance, security operations, and
surveillance are the four-primary means of information collection. The commander and staff can frame a
problem if they understand competing interests within the area of operations. They seek to understand the
motivations and recognize that each interest has multiple perspectives. The commander and staff consider
political interests from multiple perspectives to operate effectively under conditions of complexity and in
close contact with enemies and populations. Understanding interests assist the commander and staff to
synchronize information-related capabilities that shape the information environment and to modify behaviors
to further sustainable objectives.
2-26. Understanding interests requires analysis of operational variables and mission variables within a
particular region. Understanding requires an appreciation of the operational environment’s complex,
humanistic,and political environs within the context of war as a contest of wills. The BCT commander and
staff must develop an understanding of the local audience’s cultural communication techniques to
communicate with them effectively. They also must understand that the most important aspect of cultural
communication is how the population receives the information rather than how the unit transmits the
information. Determination of valued interests within an area of operations provides options for the BCT to
establish programs that incentivize cooperation leading to mission accomplishment. Comprehension of
interests and anticipation of ethical risks allows understanding to implement disincentives that seek to coerce
and persuade adversaries,enemies,and neutral parties with interest’scounter to the objectives the BCT and
higher have established. The understanding and acknowledgement of interests help to frame
information-related capabilities in future operations.
2-27. Efforts to understand interests begin before deployment (see paragraph 2-141). Country studies,
analysis of the social demographics, constructs of local, sub-national and national governance, and
understanding of key personalities and organizations within the BCT’s future area of operations provide
baseline knowledge to increase situational awareness and identify potential areas of friction before
deployment. The BCT commander and staff consider operational variables and mission variables within their
area of operations to gain an understanding of the interests and motivations particular to different groups and
individuals to enhance situational awareness. Unified action partners and Army special operations forces are
key resources that the BCT uses to develop situational understanding to shape efforts that lead to a
sustainable,secure environment. Analysis of these resources allows informed leaders to identify information
gaps and develop COAs that increase their situational understanding within their area of operations. The
common operational picture—a display of relevant information within a commander’s area of interest
tailored to the user’s requirements and based on common data and information shared by more than one
command (ADP6-0)—is key to achieving and maintaining situational understanding. Although the common
operational picture (COP) is ideally a single display,it may include more than one display and information
in other forms,such as graphical representations or written reports.BCTs primarily leverage the Command
Post of the Future (known as CPOF),or its replacement the Command Post Computing Environment (known
as CPCE) to establish a digital COP. |
3-96 | 42 | Chapter 2
Notes. The COP is holistic, with layers that include for example, friendly forces, enemy forces,
medical, sustainment, fire support, and engineer assets (to include obstacles) positioning. Over
digital systems, the individual users depending on what information is required at any given
moment can turn information systems on or off. This ensures the user has accurate information
when required,for example,critical medical or sustainment nodes,and clean/dirty route locations.
CPCE, replacing CPOF is the primary computing environment under the common operating
environment.CPCEis the central computing environment developed to support command posts
(CPs) and combat operations and will be interoperable with mounted and mobile/handheld
systems. CPCE providesan integrated,interoperable,and cyber-secure computing infrastructure
framework for multiple warfighting functions. CPCE provides Army units with a core
infrastructure, including a COP tool, common data strategy, common applications such as
mapping and chat,common hardware configurations and common look and feel (user interface).
CPCE provides an integrated command and control capability across CPand platforms,through
all echelons,and provides simplicity,intuitiveness,core services and applications,and warfighter
functionality in the areas of fires,logistics,intelligence,airspace management,and maneuver.
2-28. The BCT conducts information collection through intelligence operations, reconnaissance, security
operations, and surveillance that focus on intelligence requirements to bridge information gaps. Gaps
identified during intelligence preparation of the battlefield (IPB) develop into information requirements
through aggressive and continuous operations to acquire information. The BCT staff considers operational
variables and mission variables,with emphasis on civil considerations,to understand the interests within the
area of operations. Civil considerationsare the influence of manmade infrastructure,civilian institutions,and
attitudes and activities ofthe civilian leaders,populations,and organizations within an area of operations on
the conduct of military operations (ADP 6-0). Information requirements that develop situational
understanding of the interests within an area of operations are defined and collected by focusing civil
considerations within the characteristicsof areas,structures,capabilities,organizations,people,and events,
(ASCOPE). The commander uses various capabilities (civil affairs, psychological operations [PSYOP]
forces,intelligence professionals,academic studies,and U.S. Embassy staff) to understand the nuances and
particulars of organizations and people within the area of operations.
2-29. The commander and staff consider culture and pillar organizations that influence the operational
environment’s civil considerations. Culture is the shared beliefs, values, customs, behaviors, and artifacts
members of a society use to cope with the world and each other. Pillar organizations are organizations or
systems on which the populace depends for support, security, strength, and direction. Examination of a
culture gives insight to the motivations and interests of people and organizations. Consideration of a culture
is imperative to successful shaping operations that set conditions for future successes. Thorough
understanding of the interests of groups and individuals allow for informed and viable COAs that seek to
favorably shape the environment and contribute to positive outcomes and objectives within the BCT’s area
of operations.
2-30. Host-nation security organizations and political partners provide invaluable insight into values,beliefs,
and interests. As organizations are comprised of the people,they secure and govern,their native fluency in
the customs,courtesies,cultures,beliefs,interests,and ideals provide the partnering BCT cultural perspective
and intelligence that develop understanding of the operational environment. Close positive relationships with
host-nation partners breed trust,which leads to an enhanced understanding of the operational environment. |
3-96 | 43 | The Brigade Combat Team and the Operational Environment
SHAPE THE ENVIRONMENT
2-31. Army operations to shape bring together all the activities intended to promote regional stability and to
set conditions for a favorable outcome in the event of a military confrontation. Army operations to shape help
dissuade adversary activities designed to achieve regional goals short of military conflict. Shaping activities,
although not all inclusive, include security cooperation and forward presence to promote U.S. interests and
develop allied and friendly military capabilities for self-defense and multinational operations. Regionally
aligned and engaged Army forces are essential to accomplishing objectives to strengthen the global network
of multinational partners and preventing conflict.
Regionally Aligned and Engaged Army Forces
1 As part of a response to Russian aggression in Ukraine, the deployment of the 3rd
Armored brigade combat team (ABCT), 4th Infantry Division (ID) in January 2017,
marked the start of back-to-back, nine-month rotations of U.S. troops and equipment to
Poland. The 3rd ABCT consisted of approximately 3,500 Soldiers, 80 plus M1 Abrams
tanks, 140 plusM2 Bradley fighting vehicles, 15plusM109A6 Paladins, and 400plushigh
mobility multipurpose wheeled vehicles. The deployment of both personnel and equipment
from a continental United States location forced theater level sustainment and
transportation functions to exercise their systems for the first time and increased the
overall ability of the United Statesto project combat power into Eastern Europe. Following
the ABCT’s consolidation in Poland near the Drawsko, Pomorskie, and Zagan training
areas, the ABCT dispersed across seven locations in Eastern Europe for training and
exercises with European allies.
Along with 3rd ABCT, the 10th Combat Aviation Brigade from Fort Drum, New York,
deployed to Europe in February 2017 and headquartered in Illesheim, Germany, with
forward-positioned aircraft in task forces in Latvia, Romania, and Poland. The 10th
Combat Aviation Brigade consisted of approximately 2,200 Soldiers (including 400
Soldiers from an additional attached aviation battalion), 24 AH-64 Apaches, 50 UH-60
Blackhawks, and10 CH-47 Chinooks.2
Once 3rd ABCT completed reception, staging, onward movement, and integration, the BCT
conducted various training, security cooperation, and security assistance missions across
seven counties from Estonia to Bulgaria. These rotations enhanced deterrence capabilities,
increased the ability to respond to potential crises, and defended North Atlantic Treaty
Organization and its allies. The ABCT rotations remained under U.S. command and
focused on strengthening capabilities, interoperability with coalition partners, and
sustaining readiness through bilateral and multinational training and exercises. 3
Ultimately the actions taken by 3rd ABCT, 4th ID, created greater understanding of the
unique conditions within the European operating environment and helped shape the
operational environmentfor future operations.
Operation Atlantic Resolve 17 shaped the European operational environment in several
discreet ways. It established routine deployment of forces that expanded to nearly 6,000
personnel, 2,500 wheeled vehicles and pieces of equipment, 385 tracked vehicles, and
almost 100 rotary-wing aircraft into the European theater. It also increased cooperation
andinteroperability between the United Statesand more than a dozen counties to include
Belgium, Bulgaria, Czech Republic, Denmark, Estonia, Georgia, Germany, Greece,
Hungary, Italy, Lithuania, Netherlands, Norway, Poland, Romania, Slovakia, and the
United Kingdom. It established key logistical nodes and infrastructure capable of
supporting rapid deployment of combat credible forces. Finally, it deterred further Russian
aggression into Eastern Europe and provided a credible threat of force in case of future
aggression.4
Various
2-32. Shapingthe operational environment requires a deep understanding of competing dynamics across all
domains within the BCT’s area of operations. The commander builds mutual trust within the BCT and |
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