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1-0 | 185 | Human Resources Automation Support
SECRET INTERNET PROTOCOL ROUTER NETWORK
A-51. The SIPRNET supports critical mission command applications and intelligence functions. It operates
in a manner similar to the NIPRNET, but as a secure network. As with the NIPRNET, the SIPRNET provides
access to many web-based applications, as well as the ability to send and receive classified information up to
SECRET. These applications and capabilities enable the effective planning and execution of plans in a secure
environment. The SIPRNET also enables a myriad of reach logistics functions from deployed forces to the
sustaining base and lateral collaboration among deployed elements.
SINGLE MOBILITY SYSTEM
A-52. The Single Mobility System is a web-based computer system providing visibility of air, sea, and land
transportation assets and provides aggregated reporting of cargo and passenger movements. The system does
this by collecting plane, ship, and truck movement data from other computer systems such as the Global
Transportation Network, Consolidated Air Mobility Planning System, Global Defense Support System, Joint
Air Logistics Information System, Air National Guard Management Utility, and the Defense Transportation
Tracking System.
SUSTAINMENT TACTICAL NETWORK
A-53. The Sustainment Tactical Network includes the Combat Service Support Automated Information
System Interface and the Very Small Aperture Terminal systems. These are Army sustainment information
systems that support the Global Combat Support System-Army and Enterprise Resource Planning systems.
Combat Service Support Automated Information System Interface
A-54. The Combat Service Support Automated Information System Interface links Army sustainment
information system computers through a deployable wireless local area network. It enables secure
communications between unit commanders, sustainment/HR managers, and Soldiers to provide Soldiers the
sustainment/HR support needed to stay equipped and operationally ready.
Very Small Aperture Terminal
A-55. The Very Small Aperture Terminal is a mobile satellite terminal used for reliable connectivity. Used
in-conjunction with the Combat Service Support Automated Information System Interface, it permits the
receipt and transmission of data and voice over internet protocol communications via the
NIPRNET/SIPRNET from any location. Together with the Combat Service Support Automated Information
Systems Interface, it gives the TSC the communication asset it needs to manage and maintain mission
command support across theater.
SYNCHRONIZED PRE-DEPLOYMENT AND OPERATIONAL TRACKER
A-56. The Joint Enterprise Contractor Management and Accountability System provides SPOT generated
CAAF accountability data to the TPOC and ASCC G-1/AG per local command policy. The ASCC G-1/AG
is responsible for developing mission specific CAAF accountability and reporting policies, and monitors the
execution of the CAAF accountability process. The TPOC, corps G-1/AGs and division G-1s, and S-1s
execute these policies. For additional information on SPOT, see JP 4-10, Operational Contract Support, AR
715-9, and ATP 4-10/MCRP 4-11H/NTTP 4-09.1/AFMAN 10-409-O.
TRANSPORTATION COORDINATOR’S AUTOMATED INFORMATION FOR MOVEMENT SYSTEM
II
A-57. The Transportation Coordinator’s Automated Information for Movement System II is a joint
automated information system for unit moves, installation transportation office, and functionality of the
transportation management office. It provides an integrated traffic management capability and supports
deployment, redeployment, and sustainment of U.S. forces. The system ultimately integrates with unit,
installation, and depot-level supply systems to manage inbound and outbound movement, shipment,
documentation, and requisition information. The system provides the TSC with an automated capability to |
1-0 | 186 | Appendix A
forecast the arrival of personnel and inter-theater cargo and containerized shipments, and to maintain
visibility of command interest cargo in route to theater. Thereby, enhancing TSC capabilities to maintain the
intra-theater segment of the distribution system in balance and operating efficiently.
A-58. The Transportation Coordinator’s Automated Information for Movement System II provides TSC
distribution managers the capability to coordinate and provide transportation services to shippers, carriers,
and receiving activities located throughout theater. Automated functions include documenting transportation
movement requests, tasking mode operators, forecasting, and reporting container and cargo movements
throughout the distribution system. Other capabilities include scheduling and de-conflicting convoy
movements, maintaining unit personnel location manifesting data, and maintaining in-transit cargo and asset
movement visibility. The system provides mode operators an automated capability to receive commitments,
conduct mission planning, task available assets, and maintain fleet asset data.
TRUSTED ASSOCIATE SPONSORSHIP PROGRAM
A-59. The Trusted Associate Sponsorship Program is a web-based tool used to gather information to verify
eligibility for issuing CACs to CAAF. Contractors who must complete the CAC application can access the
data from any computer providing the Trusted Agent or Trusted Agent Security Manager has issued them a
system generated user name and password. This provides increased control in who may apply for a CAC,
eliminate data re-entry, and provide real-time information about CAAF. There is a distinction between
contractors eligible for a CAC and others needing physical access when issuing local contractor ID cards. |
1-0 | 187 | Source Notes
This division lists sources by page number. Where material appears in a paragraph, it
lists both the page number followed by the paragraph number. All websites accessed
on 2 June 2021.
Chapter 3
3-24 World War II Personnel Replacements: Gilbert W. Beebe and Michael E. De Bakey, Battle
Casualties, Incidence, Mortality, and Logistic Considerations (Springfield, IL, 1952), 16.
World War II Personnel Replacements: Hearings before the Subcommittee of the Committee
of Appropriations, House of Representatives, 79th Cong., 1st Sess., on Military Establishment
Appropriations Bill for 1946, 8-9; Army and Navy Journal, 23 June 1945.
3-31 Casualty Reporting and Notification: Harold G. Moore (Lieutenant General, Retired) and
Joseph L. Galloway, We Were Soldiers Once…And Young, (New York: Harper Perennial,
1992), 380-382.
Chapter 4
4-13 Patton’s Drive: The Making of America’s Greatest General, Axelrod, Alan, (The Lyons Press,
2009), 193.
4-19 6888th Central Postal Directory Battalion (Women’s Army Corps): U.S. Army Center of
Military History. Available at
https://history.army.mil/html/topics/afam/6888thPBn/index.html#_edn1 |
1-0 | 189 | Glossary
The glossary lists acronyms and terms with Army or joint definitions. Where Army and
joint definitions differ, (Army) precedes the definition. The proponent publication for
other terms is listed in parentheses after the definition.
SECTION I – ACRONYMS AND ABBREVIATIONS
AAFES Army and Air Force Exchange Service
ADCON administrative control
ADP Army doctrine publication
AFSB Army field support brigade
AG adjutant general (Army)
AMHRR Army Military Human Resource Record
AO area of operations
AOR area of responsibility
APO Army post office
APOD aerial port of debarkation
AR Army regulation
ARC American Red Cross
ARNG Army National Guard
ASCC Army Service component command
ATAP Army Talent Alignment Process
ATP Army techniques publication
CAAF contractors authorized to accompany the force
CAC common access card
CIC casualty information center
CMAOD casualty and mortuary affairs operations division
COA course of action
CONUS continental United States
COP common operational picture
COR contracting officer’s representative
CRC continental United States replacement center
DA Department of the Army
DA PAM Department of the Army pamphlet
DCIPS Defense Casualty Information Processing System
DCIPS-CR Defense Casualty Information Processing System-Casualty Report
DCIPS-PCR Defense Casualty Information Processing System-Personnel Casualty Report
DCS deputy chief of staff |
1-0 | 190 | Glossary
DMC distribution management center
DOD Department of Defense
DSB division sustainment brigade
DSTB division sustainment troops battalion
DTAS Deployed Theater Accountability System
DUIC derivative unit identification code
E-E emergency-essential
EEC emergency essential civilian
eMILPO electronic Military Personnel Office
EPS essential personnel services
EPW enemy prisoner of war
ESC expeditionary sustainment command
FM field manual
FORSCOM United States Army Forces Command
G-1 assistant chief of staff, personnel
G-3 assistant chief of staff, operations
G-3/5/7 assistant chief of staff, operations/readiness/exercises
G-4 assistant chief of staff, logistics
HQ headquarters
HQDA Headquarters, Department of the Army
HR human resources
HRC human resources command
HROB human resources operations branch
HROC human resources operations center
IAW in accordance with
ID identification
IMCOM installation management command
IPPS-A Integrated Personnel and Pay System-Army
J-1 manpower and personnel directorate of a joint staff
JMPA joint military postal activity
JOA joint operations area
JP joint publication
JTF joint task force
KSB-P knowledge, skills, behaviors, and preferences
LOD line of duty
LSCO large-scale combat operations
MAR2 Military Occupational Specialty Administrative Retention Review
MDMP military decision-making process
METT-TC mission, enemy, terrain and weather, troops and support available, time
available, and civil considerations
MMT military mail terminal
MOS military occupational specialty |
1-0 | 191 | Glossary
MPO military post office
MPS military postal service
MPSA military postal service agency
MPTk Medical Planners’ Toolkit
MTF medical treatment facility
MWR morale, welfare, and recreation
NCO noncommissioned officer
NIPRNET Non-classified Internet Protocol Router Network
NOK next of kin
NRP non-unit related personnel
OCS operational contract support
OPLAN operation plan
OPORD operation order
PASR personnel accounting and strength reporting
PERSTAT personnel status
PIM personnel information management
POD postal operations division
PRM personnel readiness management
PS postal service
R&R rest and recuperation
RAPIDS Real-Time Automated Personnel Identification System
RC Reserve Component
RSOI reception, staging, onward movement, and integration
RTD return-to-duty
S-1 battalion or brigade personnel staff officer
S-3 battalion or brigade operations staff officer
S-4 battalion or brigade logistics staff officer
S-6 battalion or brigade signal staff officer
SGLV Servicemembers’ Group Life Insurance
SIPRNET SECRET Internet Protocol Router Network
SOP standard operating procedure
SPM service postal manager
SPO support operations
SPOT Synchronized Pre-deployment and Operational Tracker
SRC standard requirements code
SRP Soldier readiness processing
STB special troops battalion
TAPDB Total Army Personnel Database
TDY temporary duty
TG PAT theater gateway personnel accountability team
TOPMIS Total Officer Personnel Management Information System |
1-0 | 192 | Glossary
TPFDD time-phased force and deployment data
TPOC theater personnel operations center
TRADOC United States Army Training and Doctrine Command
TSC theater sustainment command
U.S. United States
USAR United States Army Reserve
USCIS United States Citizenship and Immigration Services
USPS United States Postal Service
SECTION II – TERMS
administrative control
Direction or exercise of authority over subordinate or other organizatons in respect to administration
and support. (JP 1)
command and control
The exercise of authority and direction by a properly designated commander over assigned and
attached forces in the accomplishment of the mission. (JP 1)
contracting officer’s representative
An individual designated in writing by the contracting officer to perform specific technical or
administrative functions. (JP 4-10)
contractors authorized to accompany the force
(DOD) Contractor employees and all tiers of subcontractor employees who are authorized to
accompany the force in applicable contingency operations outside of the United States and have
afforded such status through the issuance of a letter of authorization. (JP 4-10)
depth
(Army) The extension of operations in time, space, or purpose to achieve definitive results. (ADP 3-0)
executive agent
(DOD) A term used to indicate a delegation of authority by the Secretary of Defense or Deputy
Secretary of Defense to a subordinate to act on behalf of the Secretary of Defense. (JP 1)
military decision-making process
An iterative planning methodology to understand the situation and mission, develop a course of action,
and produce an operation plan or order. (ADP 5-0)
operational contract support
The process of planning for and obtaining supplies, services, and construction from commercial
sources in support of combatant commander-directed operations. (JP 4-10)
operational environment
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 framework
A cognitive tool used to assist commanders and staffs in clearly visualizing and describing the
application of combat power in time, space, purpose, and resources in the concept of operations.
(ADP 1-01)
operational reach
The distance and duration across which a force can successfully employ military capabilities. (JP 3-0) |
1-0 | 193 | Glossary
principle
A comprehensive and fundamental rule or an assumption of central importance that guides how an
organization approaches and thinks about the conduct of operations. (ADP 1-01)
running estimate
The continuous assessment of the current situation used to determine if the current operation is
proceeding according to the commander’s intent and if planned future operations are supportable.
(ADP 5-0)
sustainment warfighting function
The related tasks and systems that provide support and services to ensure freedom of action, extend
operational reach, and prolong endurance. (ADP 3-0)
unified land operations
The simultaneous execution of offense, defense, stability, and defense support of civil authorities
across multiple domains to shape operational environments, prevent conflict, prevail in large-scale
ground combat, and consolidate gains as part of unified action. (ADP 3-0) |
1-0 | 195 | References
All URLs for websites were accessed on 13 August 2021.
REQUIRED PUBLICATIONS
These documents must be available to intended users of this publication.
DOD Dictionary of Military and Associated Terms. January 2021.
FM 1-02.1. Operational Terms. 09 March 2021.
FM 1-02.2. Military Symbols. 10 November 2020.
RELATED PUBLICATIONS
These documents contain relevant supplemental information.
DEPARTMENT OF DEFENSE AND JOINT PUBLICATIONS
Most DOD Issuances are available online: https://www.esd.whs.mil/DD/DoD-Issuances/.
Most joint publications are available online: https://www.jcs.mil/Doctrine/.
DOD 4525.6-C. DOD Postal Supply Catalog. 1 April 1990.
DOD 4525.6-M. Department of Defense Postal Manual. 15 August 2002.
DOD 4525.8-M. DOD Official Mail Manual. 26 December 2001.
DODI 1000.01. Identification (ID) Cards Required by the Geneva Conventions. 16 April 2012.
DODI 1215.07. Service Credit for Non-Regular Retirement. 30 July 2019.
DODI 1400.25, Volume 431. DOD Civilian Personnel Management System: Performance
Management and Appraisal Program. 4 February 2016.
DODI 1400.25, Volume 451. DOD Civilian Personnel Management System: Awards.
4 November 2013.
DODI 3001.02. Personnel Accountability in Conjunction with Natural or Manmade Disasters.
3 May 2010.
DODI 4525.09. Military Postal Service (MPS). 10 July 2018.
DODI 8320.02. Sharing Data, Information, and Technology (IT) Services in the Department of
Defense. 5 August 2013.
DODM 1000.13, Volume 1. DoD Identification (ID) Cards: ID Card Life-Cycle. 23 January 2014.
JP 1. Doctrine for the Armed Forces of the United States. 25 March 2013.
JP 1-0. Joint Personnel Support. 1 December 2020.
JP 3-0. Joint Operations. 17 January 2017.
JP 3-35. Deployment and Redeployment Operations. 10 January 2018.
JP 4-10. Operational Contract Support. 4 March 2019.
ARMY PUBLICATIONS
Most Army doctrinal publications are available online: https://armypubs.army.mil.
ADP 1-01. Doctrine Primer. 31 July 2019.
ADP 3-0. Operations. 31 July 2019.
ADP 4-0. Sustainment. 31 July 2019. |
1-0 | 196 | References
ADP 5-0. The Operations Process. 31 July 2019.
ADP 6-0. Mission Command: Command and Control of Army Forces. 31 July 2019.
ADRP 1-03. The Army Universal Task List. 2 October 2015.
AFI 36-3026V1. Identification Cards for Members of the Uniformed Services, Their Family Members,
and Other Eligible Personnel {AFI 36-3026_ IPV1/AR 600-8-14/BUPERS INST
1750.10D/MCO 5512.11E/COMDTINST M5512.1B/NOAA Corps Directives, Chapter 1, Part
5/Commissioned Corps Manual 29.2/Instructions 1 and 2}. 4 August 2017. https://www.e-
publishing.af.mil/Product-
Index/#/?view=pubs&orgID=10141&catID=1&series=19&modID=449&tabID-131.
AR 1-20. Legislative Liaison. 2 July 2013.
AR 15-6. Procedures for Administrative Investigations and Boards of Officers. 1 April 2016.
AR 25-2. Army Cybersecurity. 4 April 2019.
AR 25-51. Official Mail and Distribution Management. 20 March 2020.
AR 40-501. Standards of Medical Fitness. 27 June 2019.
AR 40-502. Medical Readiness. 27 June 2019.
AR 135-155. Promotion of Commissioned Officers and Warrant Officers Other Than General Officers.
13 July 2004.
AR 135-156. Reserve Component General Officer Personnel Management. 17 May 2007.
AR 135-175. Separation of Officers. 30 March 2020.
AR 135-178. Enlisted Administrative Separations. 7 November 2017.
AR 215-1. Military Morale, Welfare, and Recreation Programs and Nonappropriated Fund
Instrumentalities. 24 September 2010.
AR 215-8/AFI 34-211(I). Army and Air Force Exchange Service Operations. 5 October 2012.
AR 220-1. Army Unit Status Reporting and Force Registration – Consolidated Policies. 15 April 2010.
AR 525-29. Force Generation – Sustainable Readiness. 1 October 2019.
AR 600-3. The Army Personnel Development System. 16 September 2019.
AR 600-8-2. Suspension of Favorable Personnel Actions (Flag). 5 April 2021.
AR 600-8-3. Postal Operations. 17 December 2019.
AR 600-8-4. Line of Duty Policy, Procedures, and Investigations. 12 November 2020.
AR 600-8-6. Personnel Accounting and Strength Reporting. 1 April 2015.
AR 600-8-10. Leaves and Passes. 3 June 2020.
AR 600-8-19. Enlisted Promotions and Reductions. 16 May 2019.
AR 600-8-22. Military Awards. 5 March 2019.
AR 600-8-24. Officer Transfers and Discharges. 8 February 2020.
AR 600-8-29. Officer Promotions. 9 September 2020.
AR 600-8-101. Personnel Readiness Processing. 6 March 2018.
AR 600-8-104. Army Military Human Resource Records Management. 7 April 2014.
AR 600-8-105. Military Orders. 22 March 2019.
AR 600-8-111. Army Mobilization, Manning, and Wartime Replacement Operations. 25 August 2019.
AR 600-20. Army Command Policy. 24 July 2020.
AR 600-86. Army Disaster Personnel Accountability and Assessment Program. 23 November 2020.
AR 601-280. Army Retention Program. 16 June 2021.
AR 608-20. Army Voting Assistance Program. 13 November 2020.
AR 623-3. Evaluation Reporting System. 14 June 2019.
AR 635-40. Disability Evaluation for Retention, Retirement, or Separation. 19 January 2017.
AR 635-200. Active Duty Enlisted Administrative Separations. 19 December 2016. |
1-0 | 197 | References
AR 638-8. Army Casualty Program. 7 June 2019.
AR 638-34. Army Fatal Incident Family Brief Program. 19 February 2015.
AR 672-20. Incentive Awards. 17 September 2020.
AR 690-11. Department of the Army Expeditionary Civilian Workforce and Civilian Deployments, In
Support of Military Contingency and Emergency Operations. 8 November 2019.
AR 715-9. Operational Contract Support Planning and Management. 24 March 2017.
AR 930-5. American National Red Cross Service Program and Army Utilization. 1 February 2005.
ATP 1-0.1. G-1/AG and S-1 Operations. 23 March 2015.
ATP 1-0.2. Theater-Level Human Resources Support. 24 January 2017.
ATP 1-19. Army Bands. 28 July 2021.
ATP 4-10/MCRP 4-11H/NTTP 4-09.1/AFMAN 10-409-O. Multi-Service Tactics, Techniques, and
Procedures for Operational Contract Support. 18 February 2016.
ATP 4-46. Contingency Fatality Operations. 17 December 2014.
ATP 4-93. Sustainment Brigade. 11 April 2016.
ATP 4-94. Theater Sustainment Command. 28 June 2013.
ATP 4-98. Army Field Support Brigade. 30 June 2021.
ATP 6-0.5. Command Post Organization and Operations. 1 March 2017.
DA PAM 40-502. Medical Readiness Procedures. 27 June 2019.
DA PAM 71-32. Force Development and Documentation Consolidated Procedures. 21 March 2019.
DA PAM 220-1. Defense Readiness Reporting System-Army Procedures. 16 November 2011.
DA PAM 600-8-104. Army Military Human Resource Record Management. 12 February 2015.
DA PAM 600-8-105. Military Orders. 4 April 2019.
DA PAM 623-3. Evaluation Reporting System. 27 September 2019.
DA PAM 638-8. Procedures for the Army Casualty Program. 23 June 2015.
FM 3-0. Operations. 6 October 2017.
FM 3-12. Cyberspace and Electronic Warfare Operations. 11 April 2017.
FM 4-0. Sustainment Operations. 31 July 2019.
FM 6-0. Commander and Staff Organization and Operations. 5 May 2014.
FM 6-27/MCTP 11-10C. The Commander’s Handbook on the Law of Land Warfare. 7 August 2019.
FM 6-99. U.S. Army Report and Message Formats. 17 May 2021.
TC 3-21.5. Drill and Ceremonies. 3 May 2021.
OTHER PUBLICATIONS
10 USC. Armed Forces. Available online: https://uscode.house.gov.
39 USC. Postal Service. Available online: https://uscode.house.gov.
Army Mobilization and Deployment Reference (AMDR). 30 June 2020. Available online:
https://www.army.mil/g-1#org-resources.
CJCSM 3150.13C. Joint Reporting Structure – Personnel Manual. 10 March 2010. Available online:
https://www.jcs.mil/Library.
Defense Federal Acquisition Regulation Supplement (DFARS) PGI Part 201.602-2. 1 October 2020.
Available online: https://www.acquisition.gov/dfarspgi/pgi-part-201-federal-acquisition-
regulations-system#DFARS-PGI_PGI_201.602.
Executive Order 12556. Mailing Privileges of Members of Armed Forces of the United States and of
Friendly Foreign Nations. 16 April 1986. Available online:
https://www.archives.gov/federal-register/codification/executive-order/12556.html. |
1-0 | 198 | References
Joint Travel Regulations (JTR). 1 June 2021. Available online:
https://www.defensetravel.dod.mil/Docs/perdiem/JTR.pdf.
NGR 600-100. Commissioned Officers - Federal Recognition and Related Personnel Actions.
6 July 2020. Available online: https://www.ngbpmc.ng.mil/ngr.
NGR 600-101. Warrant Officers - Federal Recognition and Related Personnel Actions.
10 September 2018. Available online: https://www.ngbpmc.ng.mil/ngr.
NGR 635-100. Termination of Appointment and Withdrawal of Federal Recognition.
8 September 1978. Available online: https://www.ngbpmc.ng.mil/ngr.
The Army People Strategy. 24 October 2019. Available online:
https://www.army.mil/article/228654/army_people_strategy.
The Commander’s Guide to ATAP. 24 September 2020. Available online:
https://www.milsuite.mil/book/docs/DOC-681113.
USPS International Mail Manual. 2 November 2020. Available online:
https://pe.usps.com/text/imm/immsoc.htm.
USPS Publication 38. Postal Agreement between the United States Postal Service and the Department
of Defense. February 1980. Available online:
https://about.usps.com/publications/pub223/223c2dir_015.htm.
WEBSITES
Air Force Mortuary Affairs Operations website: https://www.mortuary.af.mil.
Army National Guard G-1 Personnel Gateway Portal website:
https://arngg1.ngb.army.mil/Portal/Default.aspx.
Central Army Registry website: https://rdl.train.army.mil/catalog/dashboard.
DCIPS Portal website: https://dcsb.hrc.army.mil.
Interactive Personnel Electronic Records Management System website:
https://www.hrc.army.mil/TAGD/Record%20Update%20and%20Maintenance.
Soldier Support Institute Learning Resource Center website: https://ssilrc.army.mil.
The Adjutant General Directorate website: https://www.hrc.army.mil/content/About%20TAGD.
TRICARE website: https://www.tricare.mil.
U.S. Citizenship and Immigration Services website: https://www.uscis.gov.
Verifying Officials Information System website: https://vois.dmdc.osd.mil/appj/vois/.
PRESCRIBED FORMS
This section contains no entries.
REFERENCED FORMS
Unless otherwise indicated, DA forms are available on the Army Publishing Directorate (APD)
website: https://armypubs.army.mil. DD forms are available on the Executive Services
Directorate website: https://www.esd.whs.mil/Directives/forms/. Postal Service forms are
available online for authorized users of the Automated Military Postal System at military post
offices: https://amps.usps.gov. Veterans Affairs insurance forms are available on the U.S.
Department of Veterans Affairs website:
https://www.benefits.va.gov/INSURANCE/resources-forms.asp. U.S. Citizenship and
Immigration Services forms are available on the U.S. Citizenship and Immigration Services
website: https://www.uscis.gov.
DA Form 1156. Casualty Feeder Card.
DA Form 2028. Recommended Changes to Publications and Blank Forms.
DA Form 2173. Statement of Medical Examination and Duty Status. |
1-0 | 199 | References
DA Form 3349. Physical Profile.
https://medpros.mods.army.mil/eprofile/default.aspx?returnurl=%2feprofile%2fadmin%2fuse
rsmanager.aspx.
DA Form 3953. Purchase Request and Commitment.
DA Form 3955. Change of Address and Directory Card.
DA Form 4187. Personnel Action.
DA Form 4591. Retention Counseling Record.
DA Form 7425. Readiness and Deployment Checklist.
DA Form 7652. Disability Evaluation System (DES) Commander’s Performance and Functional
Statement.
DD Form 93. Record of Emergency Data.
DD Form 261. Report of Investigation Line of Duty and Misconduct Status.
PS Form 2942. Military Mail AV7.
USCIS Form N-426. Request for Certification of Military or Naval Service.
SGLV Form 8286. Servicemembers’ Group Life Insurance Election and Certificate.
SGLV Form 8286A. Family Coverage Election and Certificate.
RECOMMENDED READINGS
These sources contain relevant supplemental information.
AR 25-22. The Army Privacy Program. 22 December 2016.
AR 140-10. Assignments, Attachments, Details, and Transfers. 16 July 2021.
AR 600-8. Military Human Resources Management. 9 July 2019.
AR 614-100. Officer Assignment Policies, Details, and Transfers. 3 December 2019.
AR 614-200. Enlisted Assignments and Utilization Management. 25 January 2019.
AR 638-2. Army Mortuary Affairs Program. 13 July 2021.
ATP 4-0.1. Army Theater Distribution. 29 October 2014.
ATP 5-19. Risk Management. 14 April 2014.
CJCSI 3010.02E. Guidance for Developing and Implementing Joint Concepts. 16 August 2018.
DA PAM 638-2. Procedures for the Army Mortuary Affairs Program. 23 June 2015.
DODI 1300.18. Department of Defense (DOD) Personnel Casualty Matters, Policies, and Procedures.
14 August 2009.
FM 1-04. Legal Support to Operations. 8 June 2020. |
1-0 | 201 | Index
Entries are listed by paragraph number unless indicated otherwise.
HR division of labor, 4-49 overview of HR support to
A
HR input to operation orders, operations to prevent, 7-29
Army bands, 1-32, 2-36, 4-97
1-84 overview of HR support to
ASCC G-1/AG, 2-14, 3-8, 3-65,
HROB, 2-45 operations to shape, 7-1
3-88, 3-101, 3-128
HROC, 2-20 P
C
HR planning and operations, PASR, 1-25, 3-49, 6-18, 7-88
contractors authorized to 1-76
PIM, 1-21, 3-120
accompany the force, 6-1,
HR platoon, 2-60
6-7, 6-32 postal operations, 1-31, 1-92,
HR roles, 1-54 4-56, 6-23, 7-93
casualty estimation and
replacement requirements, HR support to casualty postal platoon, 2-65
3-15 operations, 1-27, 1-89, 3-94, PRM, 1-28, 3-3
6-21, 7-91
CMAOD, 3-94, 3-100 provide HR services, 1-29
HR support to operations,
coordinate personnel support,
1-38 R
1-35, 5-1
HR support to replacement RAPIDS, A-7
corps G-1/AG and division
operations, 1-26, 3-79
G-1, 2-19, 3-9, 3-66, 3-90, reconstitution, 3-23
3-91, 3-129 HR training considerations for role of the adjutant, 2-31
operations to shape, 7-24
D rules of allocation for HR
I organizations, 2-7
DCIPS, A-3
DSTB, 2-55 IPPS-A, 1-42, 4-49, A-26 S
DTAS, A-18 M Soldier and unit readiness,
3-35
man the force, 1-24, 3-1
E
SPOT, A-56
military pay, 4-23
eMILPO, A-19
sustainment tactical network,
MMT, 2-51
EPS, 1-30, 4-1 A-53
MPSA, 4-61
H T
MPTk, A-47
HR and the sustainment MWR, 1-33, 4-104, 4-117, 6-25 tactical personnel system, A-12
warfighting function, 1-51
talent management, 4-40
O
HR systems/automation
TG PAT, 2-47
support, 3-133, A-1 overview of HR support to
theater casualty information
HRC, 2-4 operations to consolidate
center, 3-102
gains, 7-72
HR company, 2-57
TPOC, 2-39, 3-71, 3-132
overview of HR support to
HR core competencies, 1-18,
LSCO (defensive/offensive), TPOC POD, 4-68
1-19
7-49 |
1-0 | 203 | FM 1-0
25 August 2021
By Order of the Secretary of the Army:
JAMES C. MCCONVILLE
General, United States Army
Chief of Staff
Official:
MARK F. AVERILL
Acting Administrative Assistant
to the Secretary of the Army
2123209
DISTRIBUTION:
Active Army, Army National Guard, and United States Army Reserve. Distributed in |
3-81 | 1 | FM 3-81
Maneuver Enhancement Brigade
NOVEMBER 2021
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
This publication supersedes FM 3-81, dated 21 April 2014. |
3-81 | 2 | This publication is available at the Army Publishing
Directorate site https://armypubs.army.mil, and the Central
Army Registry site |
3-81 | 3 | *FM 3-81
Field Manual Headquarters
No. 3-81 Department of the Army
Washington, D.C., 09 November 2021
Maneuver Enhancement Brigade
Contents
Page
PREFACE.................................................................................................................... iv
INTRODUCTION .......................................................................................................... v
Chapter 1 MANEUVER ENHANCEMENT BRIGADE ............................................................... 1-1
Maneuver Enhancement Brigade Overview .............................................................. 1-1
Operational Framework ............................................................................................. 1-7
Support to Decisive Action ........................................................................................ 1-9
Operational and Mission Variables .......................................................................... 1-12
Threat ...................................................................................................................... 1-14
Support to Army Operations .................................................................................... 1-15
Chapter 2 ORGANIC AND TASK ORGANIZED STRUCTURE ................................................ 2-1
Section I – Organic Structure ................................................................................. 2-1
Headquarters Support Company ............................................................................... 2-2
Brigade Signal Company ........................................................................................... 2-7
Section II – Task-Organized Structure .................................................................. 2-8
Engineer .................................................................................................................... 2-8
Military Police .......................................................................................................... 2-15
Chemical, Biological, Radiological, and Nuclear ..................................................... 2-21
Civil Affairs ............................................................................................................... 2-25
Explosive Ordnance Disposal ................................................................................. 2-26
Military Intelligence Company.................................................................................. 2-27
Air Defense Artillery ................................................................................................. 2-29
Tactical Combat Force ............................................................................................ 2-30
Chapter 3 SUPPORT AREA OPERATIONS ............................................................................. 3-1
Support Area Overview ............................................................................................. 3-1
Support Area Operations ........................................................................................... 3-3
Support Area Considerations .................................................................................... 3-6
Support Areas by Echelon ....................................................................................... 3-10
Chapter 4 SUPPORT AREA RESPONSIBILITIES ................................................................... 4-1
Terrain Management ................................................................................................. 4-1
Information Collection ................................................................................................ 4-4
Civil-Military Operations ............................................................................................. 4-6
Control Movement ..................................................................................................... 4-7
Clearance of Fires ..................................................................................................... 4-7
DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.
*This publication supersedes FM 3-81, dated 21 April 2014. |
3-81 | 4 | Contents
Security ..................................................................................................................... 4-7
Personnel Recovery ................................................................................................ 4-16
Airspace Management ............................................................................................ 4-16
Stability .................................................................................................................... 4-17
Mobility and Countermobility ................................................................................... 4-17
Rear Command Post............................................................................................... 4-18
Chapter 5 SUSTAINMENT ........................................................................................................ 5-1
Planning .................................................................................................................... 5-1
Logistics Elements .................................................................................................... 5-4
Health Service Support Section ................................................................................ 5-9
Appendix A SYNCHRONIZE AND COORDINATE PROTECTION ............................................. A-1
Appendix B DEFENSE SUPPORT OF CIVIL AUTHORITIES ..................................................... B-1
Appendix C LINES OF COMMUNICATION CONSIDERATIONS ............................................... C-1
Appendix D SUPPORT AREA TENANT UNITS .......................................................................... D-1
Appendix E BASE CAMP AND BASE CLUSTER SECUIRTY AND DEFENSE ........................ E-1
GLOSSARY ................................................................................................ Glossary-1
REFERENCES ........................................................................................ References-1
INDEX ............................................................................................................... Index-1
Figures
Figure 1-1. Notional MEB task organization .................................................................................. 1-2
Figure 1-2. Example of corps as an intermediate land force headquarters ................................... 1-5
Figure 1-3. Example division organization ..................................................................................... 1-6
Figure 1-4. Notional MEB support to a corps ................................................................................. 1-8
Figure 1-5. Elements of decisive action ....................................................................................... 1-10
Figure 2-1. MEB organic structure ................................................................................................. 2-1
Figure 2-2. HSC ............................................................................................................................ 2-2
Figure 2-3. Brigade signal company .............................................................................................. 2-8
Figure 2-4. Notional task-organized structure for the MEB ........................................................... 2-8
Figure 3-1. Corps contiguous AO .................................................................................................. 3-2
Figure 3-2. Corps noncontiguous AO ............................................................................................ 3-3
Figure 3-3. Doctrinal template of notional depths and frontages ................................................... 3-7
Figure 4-1. Example of an established division support area ........................................................ 4-2
Figure A-1. Protection in support of large-scale combat operations ............................................. A-5
Figure A-2. Example criticality, vulnerability, and threat probability values ................................... A-9
Figure A-3. Example of protection prioritization during transitions .............................................. A-12
Figure A-4. Scheme of protection example ................................................................................. A-13
Figure A-5. Integration of protection throughout the operations process .................................... A-15
Figure A-6. Example protection running estimate ....................................................................... A-22
Figure B-1. DSCA core tasks with examples ................................................................................. B-1
Figure C-1. Example movement corridor ....................................................................................... C-5
Figure E-1. Framework for base camp security and defense ........................................................ E-5 |
3-81 | 5 | Contents
Figure E-2. Example format for a base camp defense plan .........................................................E-13
Tables
Introductory table-1. Modified Army terms ........................................................................................ vi
Table 1-1. Levels of threat .............................................................................................................. 1-2
Table 2-1. Engineer mission planning and capabilities .................................................................. 2-9
Table 2-2. Military police mission planning and capabilities ........................................................ 2-16
Table 2-3. CBRN mission planning and capabilities .................................................................... 2-22
Table 2-4. CA mission planning and capabilities ......................................................................... 2-26
Table 2-5. EOD mission planning and capabilities....................................................................... 2-27
Table 2-6. Military intelligence mission planning and capabilities ................................................ 2-28
Table 2-7. ADA mission planning and capabilities ....................................................................... 2-30
Table 2-8. TCF mission planning and capabilities ....................................................................... 2-31
Table 3-1. Support area responsibilities and supporting tasks ...................................................... 3-4
Table 4-1. MEB information collection capabilities ......................................................................... 4-5
Table 5-1. Logistics considerations for tactical operations ............................................................ 5-3
Table A-1. Example protection risk analysis table .........................................................................A-9
Table A-2. Example protection prioritization list ...........................................................................A-11
Table A-3. Protection integration to MDMP ..................................................................................A-17
Table A-4. Example protection working group activities ..............................................................A-20
Table D-1. Engineer mission planning and capabilities ................................................................ D-1
Table D-2. Military police capabilities ............................................................................................ D-2
Table D-3. CBRN mission planning and capabilities..................................................................... D-4
Table D-4. CA mission planning and capabilities .......................................................................... D-5
Table D-5. ADA mission planning and capabilities ....................................................................... D-6
Table D-6. Aviation brigade capabilities ........................................................................................ D-7
Table D-7. Sustainment capabilities .............................................................................................. D-8
Table D-8. Medical capabilities ..................................................................................................... D-8 |
3-81 | 6 | Preface
FM 3-81 provides maneuver enhancement brigade (MEB) doctrine. The manual is linked to joint and Army
doctrine to ensure that it is useful to joint and Army commanders and staffs. To comprehend the doctrine
contained in this manual, readers must first understand the nature of unified land operations as described in
ADP 3-0 and FM 3-0. In addition, readers must fully understand the fundamentals of the operations process
contained in ADP 5-0, the principles of mission command described in ADP 6-0, the tactics contained in
ADP 3-90, the protection tasks discussed in ADP 3-37, and the employment of Army forces (ARFOR)
described in FM 3-94.
The principal audience for FM 3-81 is commanders and staff elements at all echelons and MEB units that are
primarily tasked with conducting support area operations. Trainers and educators throughout the Army will
also use this manual. The other intended audience for this manual is leaders and staff sections within units
that will employ a MEB or may operate under the command and control of the MEB. This manual should
also be used to guide joint, interagency, and multinational higher headquarters commanders and staffs on
MEB employment.
Commanders, staffs, and subordinates must ensure that their decisions and actions comply with applicable
United States, international, and in some cases host-nation laws and regulations. Commanders at all levels
will ensure that their Soldiers operate in accordance with the law of war and the rules of engagement. (See
FM 6-27.)
FM 3-81 uses joint terms where applicable. For joint and Army definitions shown in the text, the term is
italicized and the number of the proponent publication follows the definition. Terms for which FM 3-81 is
the proponent publication (the authority) are marked with an asterisk (*) in the glossary; their definitions are
boldfaced in the text. These terms and their definitions will be included in the next revision of FM 1-02.1.
FM 3-81 applies to the Active Army, Army National Guard/Army National Guard of the United States and
United States Army Reserve unless otherwise stated.
The proponent of FM 3-81 is the Maneuver Support Center of Excellence (MSCoE). The preparing agency
is the Fielded Force Integration Directorate, Doctrine Division, MSCoE. Send comments and
recommendations on DA Form 2028 (Recommended Changes to Publications and Blank Forms) to
Commander, MSCoE, ATTN: ATZT-FFD, 14000 MSCoE Loop, Suite 270, Fort Leonard Wood, MO 65473-
8929; by e-mail to [email protected]; or submit an electronic DA Form
2028. |
3-81 | 7 | Introduction
FM 3-81 provides doctrine for the tactical employment of the MEB in support of Army operations. The
manual provides the MEB with a unity of effort and a common philosophy, language, and purpose. As one
of the multifunctional brigades of the Army, the MEB is designed to conduct support area operations in
support of division and corps operations (also echelons above corps operations within Army, joint, and
multinational structures). The MEB is a command and control headquarters with a robust multifunctional
brigade staff that is optimized to conduct support area operations.
FM 3-81 discusses how MEBs enable commanders to achieve their objectives in support of unified land
operations. A MEB is a combined arms organization that is task-organized based on mission requirements.
The MEB is not a maneuver brigade, although it can be assigned an area of operations (AO) (normally the
support area) and control terrain.
This revision is based on the successful training and employment of MEB units. This manual builds on the
collective knowledge and wisdom that was gained through recent operations, lessons learned, doctrine
revisions, and the analysis of the requirements for divisions and corps to control support areas. This doctrine
has been adjusted to accommodate new technologies and organizational changes.
There are changes to the force structure of the MEB that have affected the MEB. The MEBs brigade support
battalion (BSB) is being replaced with a headquarters support company (HSC). These modifications have an
impact on dependencies and require additional mission analysis for the MEB when determining an area
support concept requirement by sustainment assets of the supporting sustainment command.
FM 3-81 describes how MEB commanders, staffs, and subordinate leaders plan, prepare, execute, and assess
MEB operations in support of ARFOR that are conducting unified land operations within the framework of
joint operations. It removes the maneuver support, stability, and defense support of civil authorities (DSCA)
as the primary task for the MEB. The subordinate tasks that were aligned under maneuver support and
stability are now aligned under tasks for the conduct of support area operations. FM 3-81 increases the
emphasis on the MEB primary task of conducting support area operations while supporting the corps or
division commander during decisive action—offensive, defensive, stability, or DSCA tasks. FM 3-81
includes significant changes. It—
* Establishes support area operations as the MEB primary mission and removes maneuver support
stability and DSCA as primary MEB tasks.
* Describes how the MEB is not a force provider for enduring periods of time and how this could
cause the MEB to become ineffective in its ability to conduct support area operations.
* Expounds the discussion on MEB support to Army operations.
* Discusses how crime, disorder, and the fear of crime are persistent, debilitating factors that
contribute to instability throughout the support area.
* Adds organizational charts and a detailed discussion on MEB capabilities and the capabilities of
units that may be task-organized to it.
* Introduces rear command post support.
* Designates the MEB role in synchronizing, integrating, and organizing protection capabilities and
resources. |
3-81 | 8 | Introduction
The following is a brief introduction by chapter and appendix:
* Chapter 1 provides an overview of the MEB and discusses the capabilities and primary and
subordinate tasks of the MEB headquarters. It also discusses the employment of the MEB and the
supported commands and their relationships.
* Chapter 2 identifies and discusses the capabilities of MEB organic units and units that may be
task-organized to the MEB based on mission requirements.
* Chapter 3 discusses the operational necessity of a support area, the framework, and the
fundamental principles that are common to all support areas at the corps and division echelon.
* Chapter 4 highlights support area responsibilities that include terrain management, information
collection, integration, synchronization, civil affairs (CA) operations, movement control,
clearance of fires, security, personnel recovery, airspace management, minimum-essential
stability operations, and mobility and countermobility.
* Chapter 5 describes the integrated sustainment effort required to support MEB operations.
* Appendix A describes how support area commanders synchronize, integrate, and organize
protection capabilities and resources to protect the force, preserve combat power, reduce risk, and
mitigate identified vulnerabilities throughout the support area.
* Appendix B discusses MEB support to DSCA.
* Appendix C describes how the forward movement of personnel, equipment, and materiel from
the echelon (corps and division) support areas is vital to the support of decisive action and to the
protection of ground supply routes, waterways, rail lines, and pipelines. It also describes how
power generation and distribution capabilities are used to support operations across the range of
military operations.
* Appendix D provides an overview of support area tenant units and their capabilities.
* Appendix E identifies how every unit in the support area is responsible for its own defense;
however, units establish assembly areas (AAs), base camps, and base clusters throughout the
support area to build on the concept of integrating mutual support into a viable defense. This
appendix also provides a sample base camp defense plan.
The MEB doctrine that is provided in this manual, together with related maneuver; fires; chemical, biological,
radiological, and nuclear (CBRN); engineer; explosive ordnance disposal (EOD); military intelligence; CA;
military police; and Army Health System (AHS) doctrine will support the actions and decisions of
commanders at all levels. This manual is not meant to be a substitute for thought and initiative among MEB
leaders and Soldiers. No matter how robust the doctrine or how advanced the MEB capabilities and systems,
it is the MEB units and Soldiers who must understand the operational environment, recognize shortfalls, and
use their professional judgment to adapt to the situation on the ground.
Based on current doctrinal changes, certain terms for which FM 3-81 is the proponent have been modified
for the purposes of this manual (see introductory table-1). The glossary contains acronyms and defined terms.
Introductory table-1. Modified Army terms
Term Remarks
Maneuver support operations Rescinded
Movement corridor Proponent changed from FM 3-81 to ADP 3-37 |
3-81 | 9 | Chapter 1
Maneuver Enhancement Brigade
Understanding how ARFOR conduct operations as part of an interdependent joint force
supports mission success and lays the framework for the roles and mission of the MEB.
This chapter provides an overview of the MEB capabilities to provide command and
control for units, key functions, and tasks required to conduct its primary task of
support area operations. Support area capabilities focus on enabling close operations,
supporting deep operations, and creating windows of opportunity that formations can
exploit.
MANEUVER ENHANCEMENT BRIGADE OVERVIEW
1-1. The MEB is a multifunctional brigade headquarters designed to command and control forces from
multiple branches, but especially organizations that conduct tasks enabling support area operations. The MEB
employs these organizations to support the conduct of decisive action in support of Army divisions; echelons
above division; and joint, interagency, or multinational headquarters. Normally each division and/or corps
headquarters receives and assigns a MEB to their support area. More than one MEB may be assigned to a
division or corps based on mission, enemy, terrain and weather, troops and support available, time available,
and civil considerations (METT-TC).
1-2. Each MEB headquarters begins with the same basic organization structure, staffing, and capabilities.
Task organization is based on mission requirements for the echelon being supported. The headquarters is
staffed and optimized to conduct combined arms operations integrating a wide range of functional branches
and combat forces. The staff is optimized to provide for the planning, preparation, execution, and assessment
of key tasks associated with protection (see ADP 3-37 and appendix A), security, support to mobility, and
stability. It uses units that are attached or under operational control (OPCON) to conduct the MEB primary
task throughout its AO and within the broader AO of the organization (division, corps) it supports.
1-3. The MEB has limited organic structure and depends on the task organization of units for capabilities
to conduct support area operations. The MEB staff must conduct detailed mission analysis and running
estimates to identify these requirements. This is mission-critical when submitting for MEB subordinate
functional unit requirements. Examples of MEB dependencies include fire support (counterfire radar and
target acquisition assets), engineers, military police, CBRN, CA, EOD, air defense artillery (ADA), tactical
combat force (TCF), sustainment, Role 2 medical support AHS (except role 1 treatment), medical evacuation
(via air and ground), signal, and information collection capability (unmanned aircraft system and military
intelligence units). The MEB also depends on the higher headquarters for legal, financial management,
personnel, and administrative services.
1-4. The MEB may be placed in support of Army, joint, interagency, or multinational headquarters. The
MEB may include a mix of CBRN, CA, engineer, EOD, military police and, potentially, air missile defense
(AMD) and a TCF (see figure 1-1, page 1-2). A tactical combat force is a rapidly deployable, air-ground
mobile combat unit with appropriate combat support and combat service support assets assigned to, and
capable of defeating Level III threats, including combined arms (JP 3-10). See table 1-1, page 1-2, for
discussion on the levels of threats. Table 1-1 is a guide, not a definitive categorization, and attention must be
given to enemy capabilities and activities. Size is not the sole determinant of a threat level. |
3-81 | 10 | Chapter 1
As required
Legend:
CA civil affairs
EOD explosive ordnance disposal
MI military intelligence
MP military police
MEB maneuver enhancement brigade
NET network
SPT support
TCF tactical combat force
Figure 1-1. Notional MEB task organization
Table 1-1. Levels of threat
Threat Level Examples
Level I Squad size unit of enemy forces, agents, saboteurs, sympathizers, terrorists,
civil disturbances, criminals
Level II Small tactical units, enemy special operations teams, long-range
reconnaissance units, mounted or dismounted combat reconnaissance teams,
partially attrited small combat units, and irregular forces; may include significant
stand-off weapons threats
Level III Large tactical force operations, including airborne, heliborne, amphibious,
infiltration, and major air operations
1-5. The number and type of organizations placed under a MEB depend on the mission, threat, and number
and type of battalions or companies that require command and control. Peacetime task organization may vary
due to stationing and the type of units that are collocated under the MEB for command and control. The MEB
is optimized to provide staff planning for and command and control of the units conducting support area
operations.
Note. Force structure changes will remove the BSB from all MEBs by fiscal year (FY) 21. The
headquarters and headquarters company will be converted to an HSC. The current implementation
plan converts all Army National Guard MEBs in FY 21 and United States Army Reserve MEBs
in FY 24-25. This change will have an impact on MEB capabilities and dependencies and create
changes in the sustainment operational concept of support for the MEB. The MEB will become
more dependent on supporting sustainment and medical brigades. The coordination and execution
of sustainment support, previously performed by the BSB support operations (SPO) officer, are
retained in the HSC in the SPO section while the brigade logistics staff officer (S-4) is the primary
planner of sustainment. |
3-81 | 11 | Maneuver Enhancement Brigade
1-6. Corps and division commanders assign responsibility for the support area to a MEB headquarters. The
MEB commander designates AAs, base camps, and base clusters for all units operating within the support
area. Within that support area, division or corps commanders should delegate tactical control (TACON) of
all friendly forces for protection, defense, and security to the MEB commander. The higher headquarters will
designate base camp/base cluster commanders.
* Assembly area is an area a unit occupies to prepare for an operation (FM 3-90-1).
* Base camp is an evolving military facility that supports that military operations of a deployed unit
and provides the necessary support and services for sustained operations (ATP 3-37.10).
* Base cluster in base defense operations, a collection of bases, geographically grouped for mutual
protection and ease of command and control (JP 3-10).
1-7. The MEB capability to conduct support area operations provides added security and defense for other
units located in the support area and enhances freedom of action for the supported echelon. The MEB is only
capable of limited offensive maneuver by employing its TCF to counter or defeat a threat. The MEB can
provide command and control for assigned forces to defeat Level I, II, and III threats within an assigned AO.
The MEB requires a TCF built around a combat arms battalion headquarters with its associated tactical air
control party to defeat a Level III threat.
Note. The MEB can support specific missions outside its AO or provide forces to complement or
reinforce other organizations conducting select missions or tasks that support the main effort.
However, specific or select missions do not imply long-term task organization. If the MEB
becomes a force provider for an enduring period of time, it could become ineffective in its ability
to conduct support area operations.
1-8. Force-tailored MEB capabilities can provide critical capabilities to support offense, defense, and
stability operations. They have the added staff to perform the tasks that are needed to manage an AO,
including conducting select combat operations within that AO. Many of the units not staffed to control terrain
become tenants within the assigned MEB AO (especially if the AO is the echelon support area). The AO
provides an economy of force capability so that brigade combat teams (BCTs) or maneuver units can focus
on combat operations.
1-9. The MEB characteristics are—
* Tailorable—can be task-organized based on the factors of METT-TC.
* Modular— attaches/detaches subordinate units.
* Expeditionary—can be deployed in modules.
* Networked—has an organic signal company and liaison officers to link with other
headquarters/forces.
* Joint-interdependent—uses and contributes to other Service capabilities.
* Agile—can reinforce other brigades with subordinate capabilities for specific or select missions.
PRIMARY AND SUBORDINATE TASKS
1-10. The MEB primary task of support area operations includes—
* Conducting terrain management.
* Conducting information collection, integration, and synchronization.
* Conducting civil-military operations.
* Controlling movement.
* Conducting clearance of fires.
* Enabling security.
* Conducting personnel recovery.
* Conducting airspace management.
* Conducting minimum-essential stability tasks.
* Conducting mobility and countermobility support.
* Support to rear command post operations. |
3-81 | 12 | Chapter 1
1-11. DSCA is not a primary task of the MEB; however, the MEB is a very capable force (when properly
task-organized) to conduct DSCA operations. Appendix B provides MEB planners general guidance for
conducting DSCA operations as part of their decisive action mission in stability operations or for
humanitarian support or support of homeland civil authorities.
HIGHER HEADQUARTERS
1-12. Echelons above brigade (EAB) consist of divisions, corps, and theater Army headquarters. The division
is optimized for the TACON of brigades during combat operations. The corps provides a headquarters that
specializes in operations as a joint force land component command headquarters or that may be employed as
an intermediate tactical headquarters. The theater Army headquarters serves as the Army Service component
command, providing administrative control over ARFOR and some theater-wide planning and controlling
support to joint forces. The Army Service component commander focuses on geographic combatant
command level land power employment and support to joint, interagency, and multinational forces. All three
headquarters are modular entities designed to employ expeditionary forces tailored to meet the requirements
of specified joint operations.
Division
1-13. A division force package may include a mix of armored BCTs, infantry BCTs, and Stryker BCTs. In
addition to BCTs, each division controls a tailored array of multifunctional and functional brigades. The
division may control functional groups, battalions, or separate companies; however, these are normally task-
organized to a brigade.
1-14. The division uses BCTs to fight in battles and engagements. It uses support brigades primarily for
shaping and sustaining operations and to complement or support BCTs. The MEB is normally assigned the
division support area. The division support area may contain all or part of a sustainment brigade (other units
or headquarters positioned in support of the division). The MEB conducts support area operations when given
this role by the division.
Echelons Above Division
1-15. The corps is optimized to serve as an intermediate tactical headquarters for land operations. The corps
may serve as an Army force headquarters or, with augmentation, as a joint task force headquarters or a joint
force land component headquarters. A corps can deploy to any AO to exercise command and control for
Army, joint, and multinational forces. The corps force is likely to include a MEB. Figure 1-2 is an example
of a Corps as an intermediate land force headquarters.
1-16. The AO is a fundamental control measure, and the commander assigns subordinate areas of operations
based on METT-TC. It empowers subordinate initiative and provides a limit for decentralized execution. The
first priority for allocation of terrain is to the divisions. The division AO should allow the division commander
full use of division BCTs and supporting brigades. When serving as a joint task force headquarters or a joint
force land component commander, the corps also assigns areas of operations to Marine Corps combat units,
multinational divisions and brigades controlled by the corps, and MEBs attached to the corps.
1-17. The corps establishes a support area when required. The support area requires a controlling
headquarters (a division, a BCT, or a MEB). For major operations, considerably greater capabilities may be
required. This may include a division, regional support groups, a second MEB, or a rear command post to
control operations throughout the support area and rear area.
1-18. A joint force commander may place a MEB in support of another Service or multinational forces, such
as a Marine air ground task force, to provide command and control to Army units and capabilities that are
assigned, attached, or made available to those forces during operations. As such, the MEB commander would
serve as the senior Army commander and advisor responsible to the Marine commander and remain
responsible to the Army force commander for internal Army issues. |
3-81 | 13 | Maneuver Enhancement Brigade
Legend:
ASCC Army service component command
CONUS continental United States
JFACC joint force air component commander
JFLCC joint force land component commander
JFMCC joint force maritime component commander
JFSOC joint force special operations commander
TEC theater engineer command
Figure 1-2. Example of corps as an intermediate land force headquarters
1-19. When designated as a joint force land component, the corps exercises command over Marine Corps
forces as required by the joint force commander. The corps functions as an operational-level headquarters. If
the joint force commander elects to establish a joint security area (JSA) within the joint operations area, the
joint force commander normally determines its structure and controlling headquarters. The options for the
JSA depend on the threat and mission variables, particularly forces available. If the threat to the JSA is low
to moderate, the theater army commander may tailor ARFOR with a MEB specifically for controlling the
JSA. The MEB may include additional military police and intelligence assets. If the threat to theater bases
and lines of communications is significant, the theater army may tailor ARFOR with an additional BCT to
control that AO. A third option, in the case of very high threat levels, is to assign the mission to an Army
division with BCTs.
1-20. When assigned the mission of supporting echelons above division, joint, or multinational forces, the
MEB could be task-organized with other Service or national units and integrated staff augmentation to
provide command and control for a variety of elements necessary to support those forces. The MEB may be
assigned its own AO in such a role. When assigned to a joint command, the MEB may provide command
and control of the JSA. In this case, the MEB commander may be designated as the joint security coordinator
by a joint force commander. The MEB may be required to establish or support a theater level joint security
coordination center. (See JP 3-10 for additional information on a MEB serving as a joint security coordination
center for a JSA.) The MEB can also support functional component commands, a joint force, or another
Service.
Other Brigade Support
1-21. The MEB could be tasked to provide support to other divisional units, to include BCTs, functional
brigades, or other support brigades. The division may task the MEB to conduct certain operations in general
support to the division with selected tasks that require direct support to the main effort, such as protecting
critical capabilities, assets, and activities. When providing general support, other brigades in the division
coordinate their requirements with the division staff and the MEB. Based on the division commander’s intent, |
3-81 | 14 | Chapter 1
the MEB recommends priorities, provides task organization, and provides directed support, refining specific
details through collaboration with BCTs and other support brigades to accomplish missions.
1-22. MEBs can support BCT operations in a variety of ways. In general, the division may task-organize
parts of the MEB to BCTs for a specific mission, or the MEB may complement or reinforce the BCT with
forces under MEB control that are performing selected missions or tasks within the BCT AO. Examples
include—
* Assisting in BCT initial detainee collection point construction.
* Assisting in defensive-position construction.
* Building a bridge over a gap.
* Performing decontamination at a site within a BCT AO.
* Performing other tasks that are temporary and specific in nature.
1-23. Elements out of the MEB may also provide specific CBRN or engineer reconnaissance capability to
a BCT. Military police may secure a sensitive site within a BCT AO. CBRN, engineer, EOD, and military
police forces may provide a wide range of support to the BCT or to other brigades within a division AO.
However, specific missions does not imply long-term. If the MEB becomes a force provider for an enduring
period of time, it could become ineffective in its ability to conduct support area operations.
1-24. The MEB may also support reorganization or reconstruction operations where a BCT rests,
reorganizes, and receives large quantities of supplies. This may occur when the MEB is assigned an AO
within which the reorganization or reconstruction operations occur or when it is assigned an AO within which
the MEB provides mobility support.
EMPLOYMENT
1-25. Figure 1-3 is an example of a division task organization that contains a single MEB. This particular
example does not provide the division with any functional brigades. Units that might be found in functional
CBRN, engineer, military police, or other brigades would likely be task-organized to the MEB. Support that
might be drawn from a functional brigade would likely come from the MEB if the necessary assets have been
task-organized to the MEB.
Legend:
CA civil affairs
SUST sustainment
Figure 1-3. Example division organization
1-26. The effectiveness and success of the MEB depend on the synergy that is leveraged from integrating
and synchronizing subordinate and supporting units. Depending on the METT-TC factors, MEBs can task-
organize assigned units into combined arms task forces and company teams. These combined arms elements
can then perform multifunctional tasks more effectively and efficiently. The military intelligence unit would
be task-organized to the MEB when the METT-TC factors associated with a particular AO require this
augmentation of the MEB, similar to the organic military intelligence companies that are found in all BCTs.
The TCF shown in figure 1-1, page 1-2, could be made up of a variety of maneuver forces, and its actual size
and composition would be based on the Level III threat that it would be focused against. |
3-81 | 15 | Maneuver Enhancement Brigade
1-27. Functional brigades and the MEB provide different capabilities to the supported headquarters, and
sometimes both units are required. A functional brigade is needed with large and complex functional tasks
that require three or more functional battalions of the same type. Additional MEBs are required if span of
control is exceeded.
1-28. The MEB bridges a capability gap between the limited functional units (CBRN, engineer, and military
police) of the BCTs and the more capable functional brigades. This headquarters provides a more functional
staff capability than BCTs, but usually less than a functional brigade. The key difference between the MEB
and the functional brigades is the breadth and depth of the MEB multifunctional staff. The MEB provides
complementary and reinforcing capabilities. Based on its task organization and mission, the MEB can detach
functional modular units or combined arms elements (task forces or company teams) to support the BCTs for
specific tasks and, potentially, other multifunctional brigades, providing functional and combined arms
support across the higher headquarters AO.
1-29. The MEB can provide command and control for units in transition as they arrive in the division AO or
when they are in between task organizations and then detach those units to provide added support to BCTs
or functional brigades when needed. The MEB capability to support onward movement and integration
enables the modular Army to employ assets when and where they are required.
1-30. The MEB may control the terrain where other support or functional brigades are located. They
synchronize their operations with other tenant support brigades. The MEB may require capabilities in a
command or support relationship from the other support brigades. The MEB should have some command
and control authority over the organizations positioned within the MEB AO to conduct security and defense;
this may be TACON for security and defense. The MEB should also receive liaisons to coordinate and
synchronize operations between specific command structures to foster positive relationships.
1-31. The MEB may support other functional brigades or BCTs. For example, the MEB can be expected to
coordinate or provide protection of designated sustainment packages or convoys transiting through the MEB
AO. The MEB is also dependent on the other support brigades to fill capability gaps that were identified
during mission planning.
OPERATIONAL FRAMEWORK
1-32. The operational framework provides Army leaders with basic conceptual options for arraying forces
and visualizing and describing operations. An operational framework is a cognitive tool used to assist
commanders and staffs in clearly visualizing and describing the application of combat power in time, space,
purpose, and resources in the concept of operations (ADP 1-01). The operational framework provides an
organizing construct for visualizing and describing operations by echelon in time and space within the context
of an AO, area of influence, and area of interest. It provides a logical architecture for determining the
responsibilities, permissions, and restrictions for subordinate echelons, and by doing so enables freedom of
action and unity of effort. When used in conjunction with effective operational graphics, it provides
commanders the ability to provide intent, develop shared visualization, and ultimately create the shared
understanding necessary for the exercise of initiative at every echelon.
1-33. The operational framework has four components. First, commanders are assigned an AO for the
conduct of operations, from which, in turn, they assign AOs to subordinate units based on their visualization
of the operation. Units should be assigned AOs commensurate with their ability to influence what happens
within them. Second, within their assigned AO, commanders designate deep, close, support, and rear areas
to describe the physical arrangement of forces in time, space, and purpose. Third, commanders establish
decisive, shaping, and sustaining operations to further articulate an operation in terms of purpose. Finally,
commanders designate the main and supporting efforts to designate the shifting and prioritization of
resources. See ADP 3-0, FM 3-0, and FM 3-94 for additional information on the operational framework. |
3-81 | 16 | Chapter 1
1-34. Commanders designate close, support, deep, and rear areas as required. They designate a deep area
and rear area as required. The MEB primarily conducts operations in support of decisive action in the
commander’s designated support area. Figure 1-4 depicts MEB support to a corps AO (organized into deep,
close, support, and rear areas) within a theater of operations.
* The close area is the portion of a commander’s area of operations where the majority of
subordinate maneuver forces conduct close combat (ADP 3-0).
* The support area is the portion of the commander’s area of operations that is designated to
facilitate the positioning, employment, and protection of base sustainment assets required to
sustain, enable, and control operations (ADP 3-0).
* A deep area is where the commander sets conditions for future success in close combat
(ADP 3-0).
* The rear area is that area within a unit AO that extends forward from its rear boundary to the rear
boundary of the area assigned to the next lower level of command. It is an area of operations in
which most forces and assets are located that supports and sustains forces in the close area.
Legend:
CA civil affairs
EOD explosive ordnance disposal
ESC expeditionary sustainment command
MP military police
MI military intelligence
SUST sustainment
Figure 1-4. Notional MEB support to a corps
1-35. There are fundamental principles that are common to all support areas. Support areas may be
designated by any Army echelon or by operational necessity, but they are usually associated with
organizations that are capable of synchronizing and integrating continuing activities necessary to control
terrain. A joint force would designate a JSA. Support area operations are conducted by the assigned area
owner and tenants to prevent or minimize interference with command and control and SPO and to provide
unimpeded movement of friendly forces; protection; operations to find, fix, and destroy enemy forces or
defeat threats; and area damage control. Corps and divisions may have one or multiple support areas, located
as required to best support the force. These areas may be noncontiguous. |
3-81 | 17 | Maneuver Enhancement Brigade
1-36. When a corps or division support area is designated, the MEB, in most cases, is given responsibility
for it. The MEB is normally task-organized units that support movement, protection, area security, and
defense tasks throughout the support area. These organizations also provide area security (base/base camp
defense, critical asset security, response force, area damage control, lines of communication, supply routes,
and convoy security) as the predominant method of protecting support areas and areas that are necessary to
facilitate the positioning, employment, and protection of resources required to sustain, enable, and control
forces. If conditions in the support area degrade, it is detrimental to the success of operations. A degraded
support area inhibits the ability to shape the deep area for the BCTs involved in close operations. Therefore,
the protection of support areas requires planning considerations equal to those in the close areas.
1-37. Corps and division commanders may establish a rear area, particularly in the offense as the friendly
force gains territory, to exploit tactical success while enabling freedom of action for forces operating in other
areas. A rear area has all the characteristics of a close area, with the purpose to consolidate gains through
decisive action once large-scale combat has largely ended in that particular AO.
1-38. The division rear area grows as BCTs in close operations advance. When division boundaries shift, as
is likely during the offense, the corps rear area grows and the balance of security and stability tasks may shift
toward a stability focus, as conditions allow. The unit responsible for the corps rear area conducts
consolidation of gains activities designed to set conditions for the handover of terrain to host-nation forces
or legitimate civilian authorities.
SUPPORT TO DECISIVE ACTION
1-39. Decisive action is the continuous, simultaneous execution of offensive, defensive, and stability
operations or DSCA tasks. ARFOR conduct decisive action. Commanders seize, retain, and exploit the
initiative while synchronizing their actions to achieve the best effects possible. Operations conducted outside
the United States and its territories simultaneously combine three elements of decisive action—offense,
defense, and stability. Within the United States and its territories, decisive action combines elements of
DSCA and, as required, offense and defense to support homeland defense.
1-40. Decisive action begins with the commander’s intent and concept of operations. Decisive action
provides direction for an entire operation. Commanders and staffs refine the concept of operations during
planning and determine the proper allocation of resources and tasks. Throughout the operation, they may
adjust the allocation of resources and tasks as conditions change.
1-41. The simultaneity of decisive action varies by echelon and span of control. Higher echelons generally
have a broader focus than lower echelons when assigning responsibilities to subordinates. The higher the
echelon, the greater the possibility that all elements of decisive action occur simultaneously within its AO.
At lower echelons, an assigned task may require all the echelons’ combat power to execute a specific task.
For example, in some form a higher echelon, such as a corps, always performs offensive, defensive, and
stability or DSCA operations simultaneously. Subordinate brigades perform some combination of offensive,
defensive, and stability operations, but they generally are more focused by their immediate priorities on a
specific element, particularly during large-scale combat operations.
1-42. Unified land operations addresses combat with armed opponents amid populations. This requires
ARFOR to shape civil conditions. Winning battles and engagements is important, but it is not always the
most significant task in a specific strategic context. Shaping civil conditions with unified action partners is
generally important to the success of all campaigns, and thus it is a critical component of all operations.
1-43. Unified land operations encompass both competition and entirety of the conflict continuum. They are
conducted in support of all four Army strategic roles. The relative emphasis on the various elements of
decisive action varies with the purpose and context of the operations being conducted. See figure 1-5, page
1-10. |
3-81 | 18 | Chapter 1
Figure 1-5. Elements of decisive action
OFFENSE
1-44. An offensive operation is an operation to defeat or destroy enemy forces and gain control of terrain,
resources, and population centers (ADP 3-0). Seizing, retaining, and exploiting the initiative to gain physical
advantages and achieve definitive results is the essence of the offense. Offensive operations seek to throw
enemy forces off balance, overwhelm their capabilities, disrupt their defenses, and ensure their defeat or
destruction by maneuver. An offense ends when the force achieves the purpose of the operation, reaches a
limit of advancement, or approaches culmination. ARFOR conclude an offensive operation by consolidating
gains through security and stability tasks, resuming the attack, shifting over to the defense, or preparing for
future operations. ARFOR conduct four types of offensive operations—movement to contact, attack,
exploitation, and pursuit. See ADP 3-90 for additional information on the conduct of offensive tasks.
1-45. The MEB ability to conduct offensive operations is limited. During offensive operations, the focus of
the MEB is typically on the protection and security of the support area, to include actions required to secure
and protect lines of communication (see appendix C). The MEB may also conduct or provide support to a
movement corridor in support of troop movement and logistics preparations in support of offensive
operations in the close area or rear area. The MEB is not structured to conduct offensive tasks as a brigade
but it may plan, conduct, and provide command and control for offensive tasks performed by assigned
maneuver units and a TCF as part of security for the support area.
1-46. The MEB can form task forces or company teams to support the offensive operations of its supported
headquarters. These organizations may be attached or placed OPCON to BCTs or employed by the MEB to
complement or reinforce maneuver forces across the AO of higher headquarters for a specific or select
mission or tasks that support the main effort. However, specific or select missions does not imply long-term
task organization. If the MEB becomes a force provider for an enduring period of time, it could become
ineffective in its ability to conduct support area operations.
DEFENSE
1-47. A defensive operation is an operation to defeat an enemy attack, gain time, economize forces, and
develop conditions favorable for offensive or stability operations (ADP 3-0). The defense alone normally
cannot achieve a decision. However, it can create conditions for a counteroffensive operation that allows
ARFOR to regain the initiative. Defensive tasks can establish a shield behind which stability tasks can
progress. Defensive tasks counter enemy offensive tasks. They defeat attacks, destroying as much of the
attacking enemy as possible. They preserve control over land, resources, and populations. Defensive tasks |
3-81 | 19 | Maneuver Enhancement Brigade
retain terrain, guard populations, and protect critical capabilities against enemy attacks. They can be used to
gain time and economize forces so that offensive tasks can be executed elsewhere.
1-48. Defending forces anticipate the enemy attacks and counter them. Waiting for attacks is not a passive
activity. Commanders conduct aggressive surveillance, reconnaissance, and security operations to seek out
enemy forces and deny them information. They engage them with Army and joint fires and maneuver to
weaken them before close combat. Commanders use combined arms and joint capabilities to attack enemy
vulnerabilities and seize the initiative. There are three types of tactical operations associated with defense:
mobile defense, area defense, and retrograde defense. ADP 3-90 provides details on the conduct of defensive
operations.
1-49. During defensive operations, the initial focus of the MEB is typically on security and protection of the
support area. The MEB may conduct reconnaissance operations to support the defense. The MEB prepares
to execute area damage control. Depending on the situation, the MEB continually improves defensive
positions within its AO or relocates some or all of its activities if required by the higher headquarters
defensive plans. The MEB continually assesses its effort to support the defensive efforts of its supported
division or corps, including—
* The commitment of the MEB assigned TCF.
* The balance of effort between support to mobility, protection, and sustainment.
* The balance of effort between self-defense and mission support.
1-50. If the MEB is supporting a division level defense, MEB focus is on defensive operations within its
AO. It is also prepared to provide task-organized assets to support BCTs for specific missions in their
defensive tasks. These organizations may be attached or placed OPCON to BCTs or employed by the MEB
to complement or reinforce maneuver forces across the AO of higher headquarters for a specific or select
mission or tasks that support the main effort. However, specific or select missions does not imply long-term
task organization. If the MEB becomes a force provider for an enduring period of time, it could become
ineffective in its ability to conduct support area operations.
STABILITY
1-51. A stability operation is an operation conducted outside the United States in coordination with other
instruments of national power to establish or maintain a secure environment and provide essential
governmental services, emergency infrastructure reconstruction, and humanitarian relief (ADP 3-0). These
operations support governance by a host nation, an interim government, or a military government. Stability
involves coercive and constructive action. Stability assists in building relationships among unified action
partners and promoting U.S. security interests. It can help establish political, legal, social, and economic
institutions in an area while supporting the transition of responsibility to a legitimate authority. Commanders
are legally required to conduct minimum-essential stability tasks when controlling populated areas of
operations. These include security, food, water, shelter, and medical treatment. See ADP 3-07 for a detailed
discussion of stability.
1-52. Stability tasks are tasks that are conducted as part of operations outside the United States in
coordination with other instruments of national power to maintain or reestablish a safe and secure
environment and provide essential governmental services, emergency infrastructure reconstruction, and
humanitarian relief. When properly task-organized, the MEB can conduct or support stability operations.
DEFENSE SUPPORT OF CIVIL AUTHORITIES
1-53. Defense support of civil authorities is support provided by United States Federal military forces,
Department of Defense (DOD) civilians, DOD contract personnel, DOD Component assets, and National
Guard forces (when the Secretary of Defense, in coordination with the Governors of the affected States, elects
and requests to use those forces in Title 32, United States Code, status) in response to requests for assistance
from civil authorities for domestic emergencies, law enforcement support, and other domestic activities, or
from qualifying entities for special events (DODD 3025.18). DSCA is a task executed in the homeland and
U.S. territories. It is conducted in support of another primary agency, lead federal agency, or local authority.
National Guard forces—Title 32 or state active forces under the command and control of the governor and
the adjutant general—are usually the first forces to respond on behalf of state authorities. When federal |
3-81 | 20 | Chapter 1
military forces are employed for DSCA activities, they remain under federal military command and control
at all times. (See ADP 3-28, DODD 3025.18, and JP 3-28 for a detailed discussion of DSCA.). When properly
task-organized, the MEB can conduct or support DSCA. See chapter 2 for additional discussion on MEB
support to stability operations. See appendix B for additional information on MEB support to DSCA tasks.
OPERATIONAL AND MISSION VARIABLES
1-54. Operational and mission variables complement each other and support the common purpose of
describing the operational environment. The operational variables include political, military, economic,
social, information, and infrastructure that collectively create the joint memory aid of PMESII (political,
military, economic, social, information, infrastructure, physical environment, and time [operational
variables]. The Army adds two more operational variables physical environment and time [PT]) to this joint
construct to create the memory aid of PMESII-PT with a total of eight operational variables.
1-55. The six mission variables are grouped into the time-tested memory aid of METT-TC, which captures
the six variables of METT-TC. Each variable affects how ARFOR combine, sequence, and conduct military
operations. Commanders tailor and task-organize forces, employ diverse capabilities, and support different
missions to accomplish military objectives.
OPERATIONAL VARIABLES
1-56. Army planners describe conditions of an operational environment in terms of operational variables.
Operational variables are those aspects of an operational environment, both military and nonmilitary, that
may differ from one operational area to another and affect operations. Operational variables describe not only
the military aspects of an operational environment, but also the population’s influence on it. Using Army
design methodology, planners analyze an operational environment in terms of the eight interrelated
operational variables PMESII-PT (political, military, economic, social, information, infrastructure, physical
environment, and time). As soon as a commander and staff have an indication of where their unit will conduct
operations, they begin analyzing the operational variables associated with that location. They continue to
refine and update that analysis throughout the course of operations.
1-57. The variables provide a broad view of the operational environment that emphasizes its human aspects.
Because land forces always operate among populations, understanding the human variables is crucial. They
describe each operation’s context for commanders and other leaders. Understanding them helps commanders
appreciate how the military instrument complements other instruments of national power. Comprehensive
analysis of the variables occurs at the joint level; Army commanders use the comprehensive joint analysis of
the variables to shape their understanding of the situation.
1-58. The eight Army operational variables discussed below highlight potential implications for the support
area. The examples are not meant to be all-inclusive concerns. For more information on the variables, see
FM 6-0.
* Political. The political variable describes the distribution of responsibility and power at all levels
of governance—the formally constituted authorities, as well as informal political powers. The
political variable includes influential political groups and the collective attitude of the population
toward the United States. The support area operations may have challenges associated with
political circumstances permitting or denying access to key ports of entry or critical sustainment
facilities. Opportunities in the form of alternative access routes might be added. The political
variable (which is always important) takes on a more prominent role during stability and civil
SPO.
* Military. The military variable explores the military and/or paramilitary capabilities of all relevant
actors (enemy, friendly, and neutral) in a given operational environment. This includes nonmilitary
armed and unarmed combatants, as well as insurgent forces, guerrilla forces, and criminal
organizations. |
3-81 | 21 | Maneuver Enhancement Brigade
* Economic. The economic variable encompasses individual behaviors and aggregate phenomena
related to the production, distribution, and consumption of resources. The support area may
include challenges associated with the production or availability of key materials and resources.
* Social. The social variable describes the cultural, religious, and ethnic makeup within an
operational environment and the beliefs, values, customs, and behaviors of society members.
Societies are comprised of structured and overlapping groups and institutions, each with relative
statuses and roles that support, enable, and provide opportunity to achieve personal or community
expectations. Important characteristics of a social system include population demographics,
migration trends, and diversity of religious and ethnic groups. Understanding these complex
interrelationships in a society is vitally important for successful military missions.
* Information. The information variable describes the nature, scope, characteristics, and effects of
individuals, organizations, and systems that collect, process, disseminate, or act on information.
Information involves the access, use, manipulation, distribution, and reliance on information
technology systems, both civilian and military, by an entity (state or nonstate). Understanding
existing communication infrastructure in an operational environment ultimately controls the flow
of information to the population and military and/or paramilitary forces and influences local and
international audiences. Communication availability can act as a leveling function with regard to
mitigating military technical advantages to a surprising extent. Military units must understand and
engage in the information environment to achieve their objectives.
* Infrastructure. Infrastructure comprises the basic facilities, services, and installations needed for
the functioning of a community or society. The support area may have challenges associated with
specific deficiencies in the basic infrastructure. Opportunities in the form of improvements to
existing infrastructure and specific new projects might be added. Units in the support area provide
a detailed understanding of infrastructure by subcategories in the context of combat operations
and stability. The degradation or destruction of infrastructure impacts the entire operational
environment. This variable also reflects the infrastructure sophistication of an operational
environment.
* Physical environment. The defining factors are complex terrain and urban settings (super-
surface, surface, and subsurface features), weather, topography, hydrology, and environmental
conditions. Operations in the support area may have challenges due to natural and man-made
obstacles. Insights into environmental considerations are also a concern (see ATP 3-34.5).
Opportunities in the form of existing routes, installations, and resources might be added. A broad
understanding of the physical environment can be accomplished through geospatial engineering,
which is discussed in detail in ATP 3-34.80 and JP 2-03.
* Time. The variable of time influences military operations within an operational environment in
terms of the decision—cycles, operating tempo, and planning horizons. Support area operations
might have challenges associated with completing required CA-related plan missions in the time
allotted because of the impact on perceptions of civilians during stability tasks. Opportunities in
the form of potential to accelerate priority projects might be added for the positive effect it would
have on civil considerations and the perception of mission success.
MISSION VARIABLES
1-59. Analysis of the operational environment in terms of the operational variables provides the relevant
information that commanders can use to frame operational problems. While such analysis improves
situational understanding at all levels, land operations require more specific information. When commanders
receive a mission, they require a more detailed mission analysis focused on their specific situation. |
3-81 | 22 | Chapter 1
1-60. Similar to the analysis of the operational environment using the operational variables, commanders at
the tactical level use the mission variables to seek shared common understanding. Additionally, commanders
use these variables to assist in hazard identification during deliberate planning and real-time application. The
identified hazards are then mitigated. (See ATP 5-19.) The support area commander is expected to exercise
prudence and ensure that residual risk is accepted at the appropriate level. The following are examples for
each mission variable:
* Mission. The support area commander analyzes the mission in terms of specified tasks, implied
tasks, and the commander’s intent (two echelons up) to determine the essential tasks. Early
identification of the essential tasks for support area operations enables the commander to ensure
that they have the required capabilities for mission success (or, in selected cases, to designate other
assets to perform those roles) early in the planning process.
* Enemy. The support area commander’s view of the enemy concentrates on enemy tactics,
equipment, and capabilities that could threaten friendly operations in the support area and along
the ground line of communications (LOC). This may include an analysis of other factors within
the AO or the area of interest that could have an impact on mission success.
* Terrain and weather. The support area commander and staff analyze terrain (man-made and
natural) to determine the effects on friendly and enemy operations. The staff uses the five military
aspects of terrain (observation and fields of fire, avenues of approach, key terrain, obstacles, and
cover and concealment). The support area commander and staff also use geospatial products to
help determine how certain aspects of the terrain aids the enemy, promotes crime and criminality,
and impacts traffic and dislocated civilians on main supply routes (MSRs) or alternate supply
routes (ASRs).
* Troops and support available. The support area commander considers the number, type, and
capabilities required (joint, multinational, and interagency forces) for mission success. The
number and type of organizations placed in the support area depend on the mission, threat, and
number and type of units to conduct support area operations.
* Time available. The support area commander must understand the time needed for planning
support area operations and the importance of collaborative and parallel planning. The commander
must also realize the time needed for positioning critical assets and the time associated with setting
conditions for performing support area tasks or projects.
* Civil considerations. Civil considerations are the influence of manmade infrastructure, civilian
institutions, and attitudes and activities of the civilian leaders, populations, and organizations
within an area of operations on the conduct of military operations (ADP 6-0). Civil considerations
comprise six characteristics, expressed in the memory aid ASCOPE—areas, structures,
capabilities, organizations, people, and events.
THREAT
1-61. The term threat includes 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 include nation-states,
organizations, people, groups, or conditions that can damage or destroy life, vital resources, or institutions.
The various actors in an AO can qualify as a threat, an enemy, an adversary, or a neutral or friendly. A peer
threat is an adversary or enemy with the capabilities and capacity to oppose U.S. forces across multiple
domains worldwide or in a specific region where it enjoys a position of relative advantage. Peer threats
possess roughly equal combat power to U.S. forces in geographical proximity to a conflict area. Enemy and
friendly unexploded ordnance pose a significant threat during large-scale combat operations. See FM
3-0 for additional information on peer threats.
1-62. A hybrid threat is the diverse and dynamic combination of regular forces, irregular forces, and/or
criminal elements all unified to achieve mutually benefitting effects (TC 7-100). Hybrid threats combine
traditional forces governed by law, military tradition, and custom with unregulated forces that act without
constraints on the use of violence. These may involve nation-states using proxy forces or nonstate actors,
such as criminal and terrorist organizations, that employ sophisticated capabilities traditionally associated
with states. Hybrid threats are most effective when they exploit friendly constraints, capability gaps, and a
lack of situational awareness (see ADP 3-0). Land operations often prove complex because actors intermix, |
3-81 | 23 | Maneuver Enhancement Brigade
often with no easy means to distinguish one from another. Civilians could interfere with military operations.
Civilians are considered noncombatants or combatants under the Law of Land Warfare. Civilians are afforded
noncombatant status unless they engage in a hostile act. They may be the most difficult to counter because
they are not normally part of an established enemy agent network and their actions may be less predictable.
1-63. Many urban environments include vast, densely packed areas with populations that exceed a million
people. In urban environments, threats can be difficult to identify due to the often complex nature of the
forces and environment. These threats may operate independently or together. Individuals may be active
members of one or more groups. Potential urban adversaries share many characteristics. In urban terrain,
friendly forces may encounter a variety of potential threats, such as conventional military forces, paramilitary
forces, insurgents or guerilla forces, terrorists, criminals and organized crime, drug traffickers, warlords, or
street gangs. Individual criminals or small gangs do not normally have the capability to adversely affect
legitimate political, military, and judicial organizations. However, large-scale criminal organizations can
challenge governmental authority with capabilities and characteristics similar to a paramilitary force.
1-64. Threats in a support area are categorized by the three levels of defense required to counter them. Any
or all threat levels may exist simultaneously in the support area. Emphasis on base defense and security
measures may depend on the anticipated threat level. A Level I threat is a small enemy force that can be
defeated by those units normally operating in the echelon support area. A Level I threat generally consists of
a squad size unit or smaller groups of enemy soldiers, agents, criminals, or terrorists. Typical objectives for
a Level I threat include supplying themselves from friendly supply stocks, disrupting friendly missions
command nodes and logistics facilities, and interdicting friendly LOC.
1-65. A Level II threat is an enemy force or activities beyond the defense capability of both the base camps
and base clusters and any local reserve or response force. Level II threats consist of enemy special operations
teams, long-range reconnaissance, mounted or dismounted combat reconnaissance teams, and attrited small
combat units. Typical objectives for Level II threats include the interdiction of friendly LOC, as well as the
disruption or destruction of friendly command and control nodes and logistics and commercial facilities, the
collection of information on friendly forces, and the interdiction of friendly LOC. Typically, MEB military
police assets can neutralize Level II threats.
1-66. A Level III threat is an enemy force or activities beyond the defense capability of both the base camps
and base clusters and any local reserve or response force. It consists of mobile enemy combat forces. Possible
objectives for a Level III threat include seizing key terrain, interfering with the movement and commitment
of reserves and artillery, and destroying friendly combat forces. Its objectives could also include destroying
friendly sustainment facilities, supply points, command post facilities, airfields, aviation AAs, and arming
and refueling points; gathering information on friendly forces; and interdicting LOC and major supply routes.
The most appropriate response to a Level III threat in the support area is a TCF.
1-67. The nexus between criminal and irregular threats has grown closer and stronger. Most criminal
activities in the operational environment occur in densely populated urban areas where disorder, crime, and
the fear of crime harm civilian populations, weaken developing security forces, destabilize governments, and
threaten military operations. Irregular and criminal threats continue to attack, manipulate, exploit, and
intimidate vulnerable and frustrated populations as ways to discredit governments, gain power and influence,
drive disorder and instability, and generate illicit profits. Crime, disorder, and the fear of crime continue to
be persistent, debilitating factors that contribute to instability across the operational environment, especially
in densely populated urban areas and in weak, failing, and failed states. Despite the potential threat, the
support area will likely include urban areas, and MEBs will often establish base camps or base clusters in
them to take advantage of existing facilities (airports, warehouses, ports).
SUPPORT TO ARMY OPERATIONS
1-68. The Army defeats enemies by using a combination of offensive, defensive, and stability operations and
supports civil authorities through DSCA. The effort accorded to each task is proportional to the mission and
varies with the situation. The MEB supports Army operations through the integration of MEB capabilities to
synchronize, integrate, and organize all organic and task-organized capabilities and resources throughout
operations to shape the operational environment, prevent conflict, prevail in large-scale combat, and
consolidate gains. The MEB primary task of support area operations in support of operations enables the |
3-81 | 24 | Chapter 1
unrestricted movement of resources to allow greater freedom of action of forces in the close area and units
shaping the deep area.
ARMY OPERATIONS
1-69. The United States Army exists to provide dominant landpower for the joint force and the nation.
Landpower is the ability—by threat, force, or occupation—to gain, sustain, and exploit control over land,
resources, and people (see ADP 3-0). To maintain dominant landpower for the joint force, ARFOR conduct
multidomain operations. During multidomain operations, ARFOR (as part of a joint and multinational team)
employ multidomain capabilities throughout the extended battlefield to enable joint freedom of action, create
and exploit the positions of relative advantage necessary for defeating enemy forces, and consolidate gains
to enable enduring strategic outcomes.
1-70. Successful operations require ARFOR to seize, retain, and exploit the initiative by forcing an enemy
to respond to friendly action. By presenting multiple dilemmas to an enemy, commanders force the enemy
to react continuously until the enemy is finally driven into untenable positions. Seizing the initiative pressures
enemy commanders into abandoning their preferred options and making mistakes. Enemy mistakes allow
friendly forces to seize opportunities and create new avenues for exploitation. Throughout operations,
commanders focus combat power to defeat enemy forces, protect populations and infrastructure, and
consolidate gains to retain the initiative within the overall purpose of an operation.
1-71. Operations to shape consist of various long-term military engagements; security cooperation; and
deterrence missions, tasks, and actions intended to assure friends, build partner capacity and capability, and
promote regional stability. Operations to shape typically occur in support of the geographic combatant
commander’s theater campaign plan or the theater security cooperation plan. These operations help counter
actions by adversaries that challenge the stability of a nation or region contrary to U.S. interests. Shaping
activities are continuous within an area of responsibility. MEB commanders and staffs must perform detailed
mission analysis to identify the mission requirements and specific capabilities needed to accomplish MEB
missions. The MEB must synchronize, integrate, and organize all organic and task-organized capabilities and
resources throughout operations to shape and protect U.S. interests and to build partner capacity and
partnerships.
1-72. Operations to shape include unit home station activities, including maintaining operational readiness,
training, and contingency planning. Combined exercises and training, military exchange programs, and
foreign military member attendance at Army schools are examples of home-station shaping activities. At
home stations, the MEB participates in mission readiness exercises that enable commanders to generate,
project, and preserve combat power during training and deployment tasks that are associated with readiness
requirements.
1-73. The purpose of operations is to prevent and deter adversary actions contrary to U.S. interests. They are
typically conducted in response to activities that threaten partners and allies and require the deployment or
repositioning of credible forces in a theater to demonstrate the willingness to fight if deterrence fails. These
operations are characterized by actions to protect friendly forces, critical capabilities, assets, and activities
and indicate the intent to execute subsequent phases of a planned operation.
1-74. Army operations in large-scale combat converge capabilities from all domains to generate effects on
land. These operations include airborne and air assault operations, AMD, fires, aviation, cyberspace
electromagnetic activities, information operations, space operations, military deception, and information
collection. Large-scale combat operations such as these entail significant operational risk, synchronization,
capabilities convergence, and high operating tempo.
1-75. During large-scale combat operations, ARFOR focus on the defeat and destruction of enemy ground
forces as part of the joint team. ARFOR close with and destroy enemy forces in any terrain, exploit success,
and break their opponent’s will to resist. ARFOR attack, defend, conduct stability tasks, and consolidate
gains to attain national objectives. Divisions and corps are the formations central to the conduct of large-
scale combat operations and are organized, trained, and equipped to enable subordinate organizations. |
3-81 | 25 | Maneuver Enhancement Brigade
1-76. In large-scale combat operations against regional peer enemies, commanders conduct decisive action
to seize, retain, and exploit the initiative. This involves the orchestration of many simultaneous unit actions
in the most demanding of operational environments. Large-scale combat operations introduce levels of
complexity, lethality, ambiguity, and speed to military activities not common in other operations. Large-scale
combat operations require the execution of multiple tasks synchronized and converged across multiple
domains to create opportunities to destroy, dislocate, and disintegrate enemy forces and isolate enemy forces
from positions of relative advantage. During large-scale combat, the MEB controls terrain and provides
security, movement control, mobility support, and clearance of fires in the echelon (corps or division) support
area to facilitate operations, freedom of action, and sustainment. See FM 3-0 for additional information on
multidomain operations and large-scale combat operations.
1-77. Consolidate gains are the activities to make enduring any temporary operational success and set the
conditions for a sustainable security environment, allowing for a transition of control to legitimate authorities
(ADP 3-0). Consolidation of gains is not separate nor isolated from large-scale combat operations;
consolidation of gains activities are a form of exploitation inherent to large-scale combat operations. ARFOR
conduct consolidation of gains throughout the range of military operations. The MEB, when properly task-
organized, supports the consolidation of gains and focuses their priorities toward the performance of the
initial response tasks of the six primary stability tasks as the security situation stabilizes. See FM 3-0 for
additional information on the consolidation of gains. |
3-81 | 27 | Chapter 2
Organic and Task-Organized Structure
The MEB is a multifunctional command and control headquarters that is organized to
perform support area operations for Army divisions and corps. The MEB may include
a mix of maneuver, engineer, military police, CBRN, CA, EOD, and other capabilities.
The number and type of organizations that are task-organized to a MEB are driven by
mission requirements. Peacetime task organization may vary due to stationing and the
types of units that are collocated under the MEB for command and control. This chapter
discusses the capabilities of units that are organic to the MEB and the capabilities of
organizations that are task-organized based on mission requirements.
SECTION I – ORGANIC STRUCTURE
2-1. The MEB is designed to perform support area operations in support of the JSA, division, or corps
support area. The brigade can also conduct combat operations up to the level of a maneuver battalion when
task-organized with maneuver forces. The MEB is an economy of force command and control headquarters
designed to provide command and control of forces from multiple branches. The MEB requires tailoring or
task organization for every mission that it performs. When assigned or attached in support of a theater-
specific operation, operation order (OPORD), operation plan (OPLAN), or concept plan, the supported
headquarters (combatant command, JTF, theater Army corps or division) and MEB staff will conduct a
mission analysis to determine capabilities, recommend task organization, and command and support the
relationships that are necessary to accomplish the mission. The MEB span of control should not exceed seven
battalions for an extended period of time.
2-2. Beyond its two organic units (HSC and brigade signal company), the MEB has no fixed structure (see
figure 2-1). It is only a headquarters element. The MEB must have battalions/companies/teams attached,
OPCON, or TACON. Capability requirements should be identified early in the planning process and
constantly reevaluated to ensure that the MEB is able to perform all of the specified and implied tasks that
are necessary to achieve mission success.
Legend:
NET network
SPT support
Figure 2-1. MEB organic structure |
3-81 | 28 | Chapter 2
2-3. The planning and coordination of sustainment support, previously performed by the BSB SPO officer,
will fall to the MEB S-4. The MEB staff is unique in its capabilities. No other brigade-level organization has
such a large and complete organic staff with the capabilities that are required to conduct support area
operations and DSCA. The MEB staff may need to be augmented with additional personnel from CA when
CA units are task-organized under the MEB for command and control.
2-4. It will be a challenge for the MEB to integrate task-organized units and employ them as cohesive
tactical formations the same way that units with organic subunits, leaders, and Soldiers can do. The trust and
teamwork that are required to conduct close combat with combined arms formations (technical, functional,
and maneuver) are difficult to develop quickly. The Army force generation collective-training events and
continuous in-theater training will be essential to prepare the unit, develop trust and teamwork, and certify
leaders.
HEADQUARTERS SUPPORT COMPANY
2-5. The primary mission is to provide command and control capabilities and unit-level administrative
support and sustainment support for all task-organized units enabling the MEB to support Army operations
across the range of military operations. This is accomplished by core staff from the MEB HSC and their
associated signal support (see figure 2-2). The brigade headquarters operates as a tactical and administrative
headquarters within a specified and assigned AO. The brigade has the capability to deploy both a main
command post and a tactical command post within its AO.
Legend:
AMD air missile defense PLT platoon
CBRN chemical, biological, radiological, and PMO provost marshal office
nuclear SASMO sustainment automation support
CEMA cyberspace electromagnetic activities management office
CMD command SJA staff judge advocate
CO company S-1 battalion or brigade manpower and
DISTRO distribution personnel staff officer
ENG engineer S-2 battalion or brigade intelligence officer
HQ headquarters S-3 battalion or brigade operations staff
LNO liaison officer officer
LOG logistics S-4 battalion or brigade logistics staff officer
MAINT maintenance S-5 battalion or brigade plans staff officer
MGT management S-6 signal staff officer
OPS operations SPT support
PBO property book officer UMT unit ministry team
Figure 2-2. HSC
2-6. The tactical command post contains a tailored portion of the MEB headquarters to control current
operations. The tactical command post is established when the commander must be positioned away from
the main command post location for an extended time period, when METT-TC factors do not permit the |
3-81 | 29 | Organic and Task-Organized Structure
commander access to the main command post, and when the main command post is moving. The tactical
command post focuses on assisting the commander with the command and control of current operations. The
tactical command post is commander-focused and execution-centric. The MEB brigade operations staff
officer (S-3) is responsible for the tactical command post, according to the commander’s guidance.
2-7. The main command post contains the portion of the MEB headquarters in which the majority of the
planning, analysis, and coordination occurs. The main command post is the commander’s primary command
and control facility. The MEB executive officer normally supervises the main command post staff activities
and functions. The main command post operates from a relatively secure location and moves as required to
maintain command and control and control of the operation. The main command post integrates and
synchronizes MEB operations and staff mission functions.
COMMAND GROUP
2-8. The command section contains the commander and deputy commanding officer and provides
continuous command presence at one location or the ability to provide command and control for split-based
operations. The command sergeant major and enlisted members complete the command group.
2-9. The command group provides staffing and command and control for all task-organized units. It
coordinates CBRN, engineer, military police, TCF, and other missions according to the commander’s concept
of operation.
COMPANY HEADQUARTERS
2-10. The headquarters company contains the company commander, the first sergeant, and other personnel
(a food management team, supply personnel, an equipment repair parts noncommissioned officer). The HSC
provides limited local security and unit command and control functions for the HSC. The HSC provides
administrative and logistical support for all task-organized units.
MAINTENANCE SUPPORT PLATOON
2-11. The maintenance support platoon headquarters provides leadership, supervision, and technical
guidance to the maintenance and support platoon conducting distribution and field-level maintenance
operations and maintenance management. The maintenance support platoon consists of the—
* Distribution Section. Conducts limited logistics package operations, tactical distribution, and
retail Class III capabilities for organic units and, to a limited extent, for team, section, and platoon
size organizations task-organized to the MEB. The distribution section provides the receipt,
storage, and issue of supplies and equipment (except Class VIII) to supported units and conducts
quality control and testing of fuels being distributed by the section.
* Field Maintenance Section. Provides base shop and on-site field maintenance on wheel vehicles;
on-site field maintenance on power generation and quartermaster and utilities equipment; and base
shop field maintenance on small arms for the MEB. The field maintenance section has the ability
to provide required support to company size organizations task-organized to the MEB.
* Service and Recovery Section. Provides recovery and maintenance evacuation of organic
equipment. The service and recovery section provides augmented recovery support and support of
maintenance evacuation to task-organized units when those units exceed their organic capabilities.
S-1 SECTION
2-12. The S-1 section provides personnel and administrative support for the MEB and task-organized units,
to include personnel actions, mail distribution, publications, forms, awards, and decorations. It also performs
personnel-related planning support to the MEB staff through the production of staff estimates and related
documents and products required for OPLAN/OPORD development and assists the S-3 with
OPLAN/OPORD and related products reproduction requirements, as needed. |
3-81 | 30 | Chapter 2
S-2 SECTION
2-13. The brigade intelligence staff officer (S-2) section provides intelligence support to the commander and
the current operations staff. It collects, receives, identifies, and analyzes intelligence documents, reports, and
related information; prepares intelligence summaries; and maintains enemy order-of-battle information. This
section advises and provides updates to the commander and staff on enemy and battlefield situations;
performs planning functions for the brigade to SPO; and develops immediate, intermediate, and long-range
plans for the brigade and subordinate units. The S-2 section also provides the consolidated and coordinated
staff estimates and related products required for the development of OPLANs/OPORDs within the command.
S-3 SECTION
2-14. The S-3 section provides staff oversight for all matters concerning training, operations, and plans. With
the commander’s approval, it prepares unit training guidance, develops the brigade mission-essential task
list, determines and allocates training resources and land requirements, and obtains and allocates resources
and personnel for both internal and external schools. It develops scenarios for forward training requirements
and disseminates future operations and execution information to higher, lower, adjacent, supported, and
supporting units. It develops standard operating procedures and OPORDs and writes fragmentary orders for
both short-range and mid-range planning horizons. It provides command and control capabilities by
establishing the tactical operations center and coordinating efforts of the staff and subordinate units. It also
provides the commander and staff different courses of action (COAs) in critical functional areas through the
advice of subject matter experts. The main command post operations airspace management section includes
airspace control, electronic warfare system operator staff, and tactical airspace integration system operator
staff to provide the MEB the ability to control Army airspace within its assigned AO. The S-3 section consists
of the—
* S-3 operations section. The S-3 operations section provides knowledge management capabilities
to the commander and staff. It determines the commander’s critical information requirements and
maintains operational information and force status. It assesses the operational situation, prepares
plans and orders (including the integration of special technical operations into plans and
operations), and establishes or revises standard operating procedures.
* AMD cell. The AMD cell provides planning, integration, and synchronization of aerial operations
and the ability to conduct airspace management within its assigned AO throughout the range of
military operations. It serves as the principal advisory body on aerial operations to the commander
and current operations staff, focusing on integrating and synchronizing air missions to support the
commander’s intent and scheme of maneuver. It is responsible for the planning, integration, and
synchronization of airspace command and control information, AMD and Army aviation
augmentation, intelligence preparation of the battlespace (IPB) information, the use and
integration of sensors, and clearance of fires with the fire support element. As required, it provides
staff estimates and related documents used in the development of OPLANs/OPORDs.
* Area operations cell. The area operations cell provides specialized planning, integration, and
synchronization of tactical activities within the MEB assigned AO. Within the assigned AO, the
focus of operations is normally on civilian-military operations, area security, terrain management,
movement control, clearance of fires, and employment of the TCF. The area operations section
provides the MEB commander specialized planning, coordination, and integration
recommendations for all units assigned to, attached to, or transiting the brigade AO. The area
operations section supports staffing of the tactical command post as directed by the commander.
* Liaison office cell. The liaison office cell provides personnel to represent the MEB commander
at the headquarters of other commands, allied force headquarters, host-nation governments, or
other U.S. government agencies as directed to coordinate and promote cooperation between two
or more organizations. It assists in the development and refinement of OPLANs/OPORDs and
staff estimates as required to effectively represent the commander’s intent and plan of actions. It
can task-organize to provide multiple liaison teams. Teams may be required to perform liaison
missions with allied, coalition, host-nation, or other governmental and nongovernmental agencies
as necessary and directed by the appropriate authority. |
3-81 | 31 | Organic and Task-Organized Structure
* CBRN cell. The CBRN cell provides the commander planning, integration, and synchronization
of chemical, biological, radiological, nuclear, and explosives (CBRNE) operations throughout the
range of military operations to support the commander’s intent and scheme of maneuver. It serves
as the principal CBRNE advisory body to the commander and staff and is responsible for the
planning and execution of all CBRNE operations and functions. It provides staff estimates and
OPLAN/OPORD documents and related support as required
* Engineer cell. The engineer cell provides the commander planning, integration, tracking, and
synchronization of engineer operations. It serves as the principal engineer advisory body to the
commander and staff. It is responsible for the planning and execution of all engineer functional
operations. It provides staff estimates and OPLAN/OPORD documents and support as required.
* Military police cell. The military police cell provides the commander planning, integration, and
synchronization of military police operations, focusing on integrating and synchronizing military
police support to support the commander’s intent and scheme of sustainment. It serves as the
principal military police advisor commander and staff. It is responsible for the planning and
execution of all military police operations and provides staff estimates and interaction in the
development of OPLANs/OPORDs and related planning documents.
* Fires cell. The fires cell provides the commander planning, integration, and synchronization of
fire support to achieve the commander’s intent. It is responsible for the planning and execution of
all fires support and functions and provides staff estimates and related planning documents as
required in the development of OPLANs/OPORDs.
* Cyber electromagnetic activities cell. The cyber electromagnetic activities cell coordinates and
synchronizes cyberspace and electronic warfare operations for effective collaboration across the
staff elements. This section includes the electronic warfare officer (who has additional
responsibility as the cyberspace planner), the spectrum manager, the electronic warfare technician,
and electronic warfare noncommissioned officers. The cyberspace electromagnetic activities
section is key to the collaboration of cyberspace and electronic warfare operations. The cyberspace
planner understands the operations and missions of the unit and the commander's intent. The
cyberspace electromagnetic activities section participates in the planning and targeting process
and leads the cyberspace electromagnetic activities working group to support the military
decisionmaking process (MDMP). The cyberspace planner requests effects provided by
nonorganic resources.
S-4 SECTION
2-15. The S-4 section provides supervision and coordination of logistics support, operational contract
support, field feeding, supply, distribution, transportation, and maintenance support for the MEB and
subordinate units. It coordinates support of the assigned and attached organizations within the MEB and
provides staff estimates and products in the development of OPLANs/OPORDs as required. General
engineering is primarily supervised and coordinated by the S-3 section in the MEB. The S-4 section consists
of the—
* Logistics management section. The logistics management section provides supervision and
coordination of logistics, supply, and maintenance support for the MEB and subordinate units. It
coordinates equipment recovery and evacuation operations and manages Class IX requirements
for the MEB. It also provides staff estimates and products in the development of OPLANs and
OPORDs as required.
* Property book office. The property book office coordinates and executes property book
responsibilities for the MEB and for assigned and attached units.
* Mobility section. The mobility section provides supervision, support, and coordination of
transportation for the MEB and task-organized units. The mobility section provides staff estimates
and products in the development of OPLANs and OPORDs as required.
* Food operations section. The food operations section provides supervision, support, and
coordination of field feeding for the MEB and subordinate units. The food operations section
provides staff estimates and products in the development of OPLANs and OPORDs as required. |
3-81 | 32 | Chapter 2
* SPO section. The SPO section coordinates and manages the movements of the MEB and the
deployment and redeployment of rotating personnel and equipment. The SPO section receives the
MEB equipment at the seaport of debarkation and aerial port of debarkation and manages mortuary
affairs for the MEB.
* Sustainment automation support management office. The sustainment automation support
management office provides technical assistance and support to sustain the Standard Army
Management Information Systems.
S-5 SECTION
2-16. The brigade plans staff officer (S-5) section provides planning functions for mid- to long-range
operations. It provides the consolidated and coordinated staff estimates and related products required for the
development of OPLANs/OPORDs within the command.
S-6 SECTION
2-17. The brigade signal staff officer (S-6) section provides communications planning within the brigade
and supporting commands. It directs all activities relative to the operation and maintenance of
communications and related equipment and supports and coordinates signal support within organic means. It
conducts the planning, configuring, implementation, and analysis of information system(s) requirements. It
manages intratheater information systems, programs, and initiatives in support of tactical military
police/detention activities and coordinates the integration of commercial off-the-shelf communications and
information systems. It operates the net control station; establishes operation policies; enforces guidance on
communications security matters; and provides training on communications security materials and
management and accountability procedures. It provides oversight of the certification and accreditation
process for brigade units under the DOD information technology security certification and accreditation
process. It manages the brigade portion of the Army knowledge management program to enable the brigade
to be a network-centric and knowledge-based force. It also provides S-6 staff input in the development of
OPLANs/OPORDs as required.
RESOURCE MANAGEMENT SECTION
2-18. The resource management section uses published financial management guidance, policies, and fiscal
law to plan and execute financial management operations. Resource management, as a critical member of the
brigade principal staff, ensures that the commander’s operational requirements are properly resourced.
Resource management is in constant synchronization with the fiscal triad and other staff to project funding
requirements and oversee the tactical execution of spending. Resource management also ensures that the
commander is aware of existing funding implications to make resource-informed decisions and that
requirements are properly validated and applied efficiently and effectively. It provides the brigade funds
management capability to conduct efficient, autonomous financial management operations.
S-9 SECTION
2-19. The MEB civil affairs operations staff officer (S-9) is the principal staff officer responsible for all
matters concerning CA. The S-9 evaluates civil considerations during mission analysis and prepares the
groundwork for transitioning AOs from military to civilian control. The S-9 advises the commander on the
military effect on civilians in the AOs, relative to the complex relationship of these people with the terrain
and institutions over time. The S-9 is responsible for enhancing the relationship between ARFOR and the
civil authorities and people in the AOs.
STAFF JUDGE ADVOCATE SECTION
2-20. The staff judge advocate section provides legal expertise to the commander and staff pertaining to
military, domestic, and international law. It provides advice on laws of armed conflict and interprets rules of
engagement. It determines the legality of targets and plans, supervises the administration of military justice,
and monitors the treatment of captured and detained persons and refugees. It also provides staff estimates
and the related documents and support necessary in the development of OPLANs/OPORDs as required. |
3-81 | 33 | Organic and Task-Organized Structure
SURGEON
2-21. The MEB surgeon is the principal advisor to the commander on the health of the brigade and advises
the commander and staff on medical capabilities and all AHS support requirements necessary to support
plans. The MEB surgeon and staff interface with all elements of the brigade staff to coordinate AHS SPO
across the warfighting functions, to include the S-3 for SPO and issues related to force health protection
(FHP); S-1 for casualty operations (casualty estimates, tracking, and personnel replacements); S-2 for
medical intelligence support and information related to the health threat; S-4 for sustainment (health service
support [HSS]-related issues) and logistics support; SJA; and others. The MEB surgeon and staff coordinate
with the supporting medical brigade (support) for EAB medical support and ensure that HSS and FHP
requirements are integrated into the commander’s ground tactical plan. The MEB surgeon is also responsible
for providing technical supervision of all organic medical support personnel and activities within the brigade.
2-22. The MEB also has a medical section that provides Role 1 medical care and behavioral health to the
Soldiers of the MEB and support to assigned units as required. It provides immediate troop medical care for
MEB Soldiers, operates a troop medical facility, trains subordinates in the provision of troop medical
services, and determines patient evacuation requirements for medical conditions. It advises the MEB
commander on medical treatment conditions that affect the health and welfare of assigned/attached forces
and detainees/refugees. It contains one (4-member) evacuation squad to evacuate patients. See FM 4-02 for
additional information on AHS support.
UNIT MINISTRY TEAM
2-23. The unit ministry team (UMT) consists of a chaplain and a religious affairs specialist. The chaplain
serves as a personnel staff officer with direct access to the commander. The MEB UMT provides religious
support to all assigned or attached service members, family members, and authorized civilians. It provides
religious, moral, and ethical advisement to the command as it impacts both individuals and the organization’s
mission. It coordinates with higher, subordinate, and adjacent UMTs and chaplain sections for area and
denominational coverage requirements. See ATP 1-05.01 and FM 1-05.
BRIGADE SIGNAL COMPANY
2-24. The brigade signal company establishes organic communications (see figure 2-3, page 2-8) for the
MEB and provides the following communication capabilities:
* Combat net radio retransmission of voice using a—
Single-channel ground and airborne radio system.
Improved high-frequency radio.
Single-channel tactical satellite for command and control.
* A multichannel tactical satellite to extend the MEB communications services range.
* MEB command and control network management.
* The establishment of primary command post voice and video MEB capabilities.
Note. The brigade signal company works in tandem with the S-6 on matters that concern MEB
signal operations, automation, management, and information security. |
3-81 | 34 | Chapter 2
Legend:
CO company
HQ headquarters
EXT extension
NTWK network
PLT platoon
SPT support
Figure 2-3. Brigade signal company
SECTION II – TASK-ORGANIZED STRUCTURE
2-25. The MEB has no fixed structure. It requires tailoring or task-organization for every mission it
performs. When assigned or attached in support of a theater-specific operation, OPORD, OPLAN, or concept
plan, the supported headquarters (combatant command, JTF, theater Army corps, or division) and MEB staff
will conduct a mission analysis to determine capabilities, recommend task-organization, and command and
support the relationships that are necessary to accomplish the mission. The MEB can receive a mix of
modular units (engineer, military police, psychological operations, CBRN, CA, EOD, intelligence, AMD,
and a TCF), from detachments to battalions. Figure 2-4 depicts possible units that are task-organized to the
MEB for a specific mission. In many cases, the broad geographic responsibilities and extensive functional
capabilities that the MEB represents require a variety of subordinate, functionally based formations that are
task-organized based on the mission.
Legend:
CA civil affairs
EOD explosive ordnance disposal
MI military intelligence
MP military police
TCF tactical combat force
Figure 2-4. Notional task-organized structure for the MEB
ENGINEER
2-26. Engineers are organized in a scalable, adaptable manner to support combat, general, and geospatial
engineering requirements. Army engineer forces operate as integral members of the combined arms team |
3-81 | 35 | Organic and Task-Organized Structure
during peace and war to provide a full range of engineering capabilities. These technical capabilities are
grouped together into three engineer disciplines—combat, general, and geospatial engineering—
* Combat engineering is the engineering capabilities and activities that directly support the
maneuver of land combat forces that require close and integrated support (JP 3-34). This engineer
discipline focuses on affecting terrain while in close support to maneuver. Combat engineering is
integral to the ability of combined arms units to maneuver.
* General engineering is those engineering capabilities and activities, other than combat
engineering, that provide infrastructure and modify, maintain, or protect the physical environment
(JP 3-34). This engineer discipline is primarily focused on providing construction support. It is the
most diverse of the three engineer disciplines and is typically the largest percentage of engineer
support that is provided to an operation, except in offensive and defensive operations at the tactical
level when combat engineering is typically be predominant.
* Geospatial engineering is those engineering capabilities and activities that contribute to a clear
understanding of the physical environment by providing geospatial information and services to
commanders and staffs (JP 3-34). Geospatial engineers generate geospatial products and provide
services to enable informed running estimates and decision making. It is the art and science of
applying geospatial information to enable an understanding of the physical environment as it
affects terrain for military operations.
2-27. Table 2-1 provides an overview of engineer capabilities at the battalion level and below that may be
task-organized to the MEB. For additional information on engineer operations, see FM 3-34.
Table 2-1. Engineer mission planning and capabilities
Organization Mission Planning Capabilities
• Provides command, control, planning, and
supervision for 2-5 engineer companies and one
FSC.
• Provides coordination of engineer support, unit
allocation, and resource management.
• Plans and supports construction of obstacles,
defensive positions, fixed and floating bridge
construction, and river crossing operations.
• Plans and supervises the collection of engineer-
related information and the development of
1 per 2-5 engineer engineer intelligence.
Engineer battalion companies (various
• Provides technical advice, assistance, and
combinations)
training in mine warfare, field fortifications,
camouflage, demolitions, and engineer
reconnaissance techniques.
• Plans, supervises, and coordinates survey and
design teams or explosive hazard teams when
augmented by the engineer brigade for
construction and/or clearance missions.
• Coordinates with the medical brigade (support) to
provide for site preparation, construction, or
modification of waste disposal areas for hospitals/
Role 3 medical treatment facilities.
• Provides technical advice to commanders and
senior engineers on all aspects of electrical power
systems.
1 per Army • Provides specialized Class IV, VII, and IX support to
HHC, prime power
headquarters subordinate units.
battalion
• Provides electrical engineer support, to include a
limited design and analysis capability.
• Manages and coordinates worldwide prime power
requirements. |
3-81 | 36 | Chapter 2
Table 2-1. Engineer mission planning and capabilities (continued)
Organization Mission Planning Capabilities
• Provides technical advice to commanders and
staffs on power-related issues.
• Provides electrical power production up to 12
megawatts (each platoon can provide
approximately three megawatts of electrical
power with organic generators) in support of
command and control sites, hospitals, weapons
systems, logistic support areas, and relief for
tactical generators at fixed sites and critical
facilities.
• Conducts repair and maintenance of organic
power production and distribution equipment.
Each platoon can also inspect/repair commercial
power production systems, assess/repair
electrical infrastructure, and maintain/repair
substations.
• Provides electrical-related contracting officer
representative assistance.
• Conducts maintenance and minor repairs to
other power production equipment, including
host-nation fixed plants.
• Provides management and coordination of prime
Engineer prime power 3 per prime power power requirements.
company battalion
• Provides electric power transformation,
distribution facilities, and services.
• Conducts field level maintenance on organic
prime power equipment.
• Connects to commercial distribution networks.
• Conducts damage assessment of power-
generation and distribution systems.
• Provides limited repair and maintenance of
industrial electric systems and controls.
• Operates and maintains nonstandard distribution
systems and equipment.
• Provides electric power transformation,
distribution facilities, and services.
• Conducts field level maintenance on organic
prime power equipment.
• Connects to commercial distribution networks.
• Conducts damage assessment of power-
generation and distribution systems.
• Provides limited repair and maintenance of
industrial electric systems and controls.
• Operates and maintains nonstandard distribution
systems and equipment. |
3-81 | 37 | Organic and Task-Organized Structure
Table 2-1. Engineer mission planning and capabilities (continued)
Organization Mission Planning Capabilities
• Provides technical advice to commanders and
staffs on power-related issues.
• Provides repair and maintenance of distribution
equipment.
• Provides electrical-related contracting officer
representative assistance.
• Provides operation, maintenance, and minor
repairs to other power production equipment,
including host-nation fixed plants.
• Provides management and coordination of
power line requirements worldwide.
• Provides management, coordination, and
production of power requirements.
• Provides electric power transformation,
1 per prime power distribution facilities, and services.
Power line company battalion • Provides field level maintenance on all organic
vehicles.
• Establishes connections to commercial
distribution networks.
• Conducts damage assessment of power-
generation and distribution systems.
• Conducts limited repair and maintenance of
industrial electric systems and controls.
• Provides operation and maintenance of
nonstandard distribution systems and
equipment.
• Conducts placement of overhead or ground-laid
power lines and maintenance of up to 60 miles
of high-voltage power line.
• Stores fuel to operate power generation
systems.
• 1 per division • Company HQ provides command, control, and
headquarters oversight of three route clearance platoons, one
(minimum) equipment platoon, and one field maintenance
• 1 per 120 km (72 team.
miles) per day of • Provides advice to the maneuver or formation
Clearance company
two-way routes commander on engineer capabilities and
requiring clearance required augmentation for engineer efforts to
in division and corps shape the AOs.
areas • Conducts identification, neutralization, clearing,
and marking of explosive hazards along routes. |
3-81 | 38 | Chapter 2
Table 2-1. Engineer mission planning and capabilities (continued)
Organization Mission Planning Capabilities
• Conducts removal of rubble, debris, berms, holes,
Clearance trenches, vegetation, and trash from the medians
company and shoulders of routes to eliminate concealment of
(continued) explosive hazards and aid in visual and sensory
detection.
• 1 per 765 horizontal • Company HQ provides command, control, and
construction hours per day oversight of two horizontal construction platoons,
and one vertical construction platoon, and a field
• 1 per 280 vertical or maintenance team able to operate on a 24-hour
basis.
horizontal construction
hours per day or • Conducts surveys for construction projects.
• 1 per 90 miles of MSR • Provides horizontal platoons focused on shaping,
upgrading and repairing foundations for facilities, air
field, roads, survivability/force protection, and river
crossings.
• Provides clearing, grubbing, and borrow pit and dust
suppression for projects sites.
Engineer • Provides earthmoving with haul, grade, shape,
construction compact, cut, fill, and drainage capability.
company • Provides vertical platoon focused on building,
assembly, repair, or upgrade of vertical structures
(to include basements) through skills of masons,
carpenters, plumbers, interior electricians, and other
laborers.
• Provides construction, upgrades, and maintenance
of wood-frame, steel-frame, concrete, and
preengineered structures.
• Provides installation, repair, and maintenance of
plumbing, water, and sewage distribution systems.
• Provides interior electrical design, layout,
installation, and maintenance inspections of facilities
and host-nation electrical systems.
• 1 per 560 vertical • Company HQ provides command, control, and
construction hours per oversight of two vertical construction platoons, one
day or equipment support platoon, and a field maintenance
• 1 per 560 general team able to operate on a 24-hour basis.
construction hours per • Conducts surveys for construction projects.
day and • Provides vertical platoons focused on the building,
• 1 per 375 horizontal assembly, repair, or upgrade of vertical structures
construction hours per (including basements) through the skills of masons,
Engineer vertical
day carpenters, plumbers, interior electricians, and other
construction
laborers.
company
• Provides construction, upgrades, and maintenance
of wood-frame, steel-frame, concrete, and
preengineered structures.
• Provides installation, repair, and maintenance of
plumbing, water, and sewage distribution systems.
• Provides interior electrical design, layout,
installation, and maintenance inspections of facilities
and host-nation electrical systems. |
3-81 | 39 | Organic and Task-Organized Structure
Table 2-1. Engineer mission planning and capabilities (continued)
Organization Mission Planning Capabilities
• Provides equipment support platoon focused on
shaping, upgrading, and repairing foundations
for facilities, air field, roads, survivability/force
Engineer vertical protection, and river crossings.
construction company
• Provides clearing, grubbing, borrow pit, and
(continued)
dust suppression for project sites.
• Provides earthmoving with haul, grade, shape,
compact, cut, fill, and drainage capability.
• 1 per 605 horizontal • Company HQ provides command, control, and
construction hours per oversight of two rapidly deployable earthmoving
day and (RDE) platoons, one vertical construction
• 1 per 280 vertical or platoon, and a field maintenance team able to
operate on a 24-hour basis.
horizontal construction
hours per day or • Conducts surveys for construction projects.
• 1 per 280 general • Provides RDE platoons focused on rapid airfield
construction hours per repair, military facilities, aircraft platforms,
day roads, and survivability/force protection.
• Provides clearing, grubbing, borrow pit, and
dust suppression for project sites.
• Provides hauling, grading, shaping, compacting,
cutting, filling, emplacing culverts, and
earthmoving.
Engineer support
• Provides vertical platoon focused on the
company
building, assembly, repair, or upgrade of vertical
structures (to include basements) through the
skills of masons, carpenters, plumbers, interior
electricians, and other laborers.
• Provides construction, upgrade, and
maintenance of wood-frame, steel-frame,
concrete, and preengineered structures.
• Provides installation, repair, and maintenance
of plumbing, and sewage distribution systems.
• Provides interior electrical design, layout,
installation, and maintenance inspections of
facilities and host-nation electrical systems.
• Provides field maintenance and vehicle
recovery.
• 1 per four 40-meter gap • Provides technical advice and assistance to
crossings or eight 20- commanders in the emplacement/construction
meter gaps of standard and nonstandard United States
• 1 per wet gap crossing Army bridging systems.
span of 107-213 meters • Conducts and prepares reconnaissance reports
• 1 per two wet gap for road, route, tunnel, bridge, and ford sites.
crossing spans less • Provides float bridging operations with a
Multirole bridge
than 106 meters each maximum span of 213 meters up to Class 75
company
(tank) and/or Class 96 (wheel) or 1 six rafts of
Class 75 (tank) and/or Class 96 (wheel) based
on stream velocity of 0 to 3 feet per second.
• Provides four heavy dry support bridges,
spanning 40 meters, with a capacity up to Class
70 (tank) and/or 96 (wheel) or combination of
single or double-story bridge. |
3-81 | 40 | Chapter 2
Table 2-1. Engineer mission planning and capabilities (continued)
Organization Mission Planning Capabilities
• 1 per regional support • Provides facilities engineering support in the areas
Engineer utilities group or of carpentry, masonry, electrical, plumbing, and
detachment • 1 per base camp road maintenance and repair.
population of 6,000
• 1 per petroleum pipeline • Provides one 12-hour shift in support of wide-body
and terminal operating aircraft (C-130 or larger) operations. The team
company must be augmented by another team to complete
• 1 per petroleum support 24-hour operations.
company • Provides crash/rescue support for MEDEVAC and
• 1 per army aviation normal flight or maintenance standbys.
brigade • Conducts fire-prevention inspections on an
• 1 per (div/corps) installation or airfield.
sustainment brigade • Provides command and control of the
Engineer • 1 per base camp nonfirefighting assets used to support wildland fire-
fighting operations (heavy equipment, personnel).
firefighting team– population of 3,000
fire truck without airfield operations • Conducts fire-fighting operations (structural,
• 2 per base camp crash/rescue, and wildland) on an installation/in an
AO.
population of greater than
6,000 without airfield • Provides emergency assistance to victims, to
operations. include emergency medical assistance.
• Conducts initial response to HAZMAT incidents.
• Provides training of unit level fire brigades.
• Assists with medical resources during MASCAL
incidents.
• Assists in host-nation support as required.
• 1 per base camp • Designs small projects.
population of 18K • Prepares project documentation.
(Includes U.S. military, DA
• Conducts environmental assessments and
civilian, contractor,
reporting.
supported HN forces) or
Engineer facility • 1 per corps or senior Army • Supports operations and maintenance training.
detachment HQ • Performs energy conservation surveys.
• Conducts utilization studies.
• Writes service contracts.
• Establishes short- and long-range facility work
plans.
Well drilling team • 1 per corps or senior Army • Is capable of drilling and casting two complete
HQ water well holes of 5 7/8 inches in diameter. Truck
mounted rigs can reach depths of 2,000 feet.
• Installs casings, screens, and pumps and develops
wells to provide water at the well head.
• Provides transportation of up to 2,500 gallons of
potable water.
• Provides personnel and equipment to sustain two
24-hour shift operations. |
3-81 | 41 | Organic and Task-Organized Structure
Table 2-1. Engineer mission planning and capabilities (continued)
Legend:
DA Department of the Army
FFTG firefighting team
FSC forward support company
HAZMAT hazardous material
HN host nation
HQ headquarters
KM kilometer
MEDEVAC medical evacuation
U.S. United States
Note. The considerations presented in the mission planning and capabilities tables primarily describe
potential employment and capabilities of the described organization. These notional considerations do
not relieve planners of the requirement to perform detailed mission analysis to support the identification
and employment of the specific capabilities required to accomplish MEB missions.
MILITARY POLICE
2-28. Military police units are manned, equipped, and trained to operate across the range of military
operations. Military police organize for purpose and provide technical capabilities that enhance the MEB
ability to control terrain, protect populations, defeat enemy forces, and consolidate gains. Military police do
this through the three military police disciplines of police operations, detention operations, and security and
mobility support. Military police headquarters cannot generally conduct all three military police disciplines
at the same level of priority; therefore, commanders must anticipate, prioritize, and synchronize the
employment of military police assets.
2-29. The military police disciplines are interdependent areas of expertise formed by military police technical
capabilities and tactical tasks. Each discipline is focused on capabilities that support or are supported by the
other disciplines. Military police operations are viewed through a policing or corrections lens that focuses
efforts on civil order maintenance, threat mitigation, and personnel and asset protection. The execution of
military police operations—and the manner in which they are conducted—are policing in nature. Policing is
the application of control measures within an area of operation to maintain law and order, safety, and other
matters affecting the general welfare of the population (FM 3-39). Military police operate in support of
commanders to establish and maintain an orderly environment in which commanders and their forces can
operate with minimal threat interference. This is true whether conducting operations at home or abroad.
* Police operations is identified as the lead discipline for military police operations and a primary
protection warfighting function task. It provides the foundation for military police technical and
tactical operations and provides the policing lens through which all military police operations are
viewed. Police operations, fused with police intelligence operations, encompass two major
subordinate tasks: policing and law enforcement.
* Detention operations is also a primary protection warfighting function task conducted by military
police to shelter, sustain, guard, protect, and account for populations (detainees or U.S. military
prisoners) as a result of military or civil conflict or to facilitate criminal prosecution. A U.S.
military prisoner is a person sentenced to confinement or death during a court-martial and ordered
into confinement by a competent authority, whether or not the convening authority has approved
the sentence. (See FM 3-39). The Secretary of the Army is the DOD executive agent for detainee
operations and for the long-term confinement of U.S. military prisoners.
* Security and mobility support provides support to the movement and maneuver warfighting
function and the protection warfighting function. The security and mobility support discipline
focuses on the technical capability and tactical tasks that support—
Mobility operations (with a focus on movement over maneuver).
Security operations (with a focus on area and local security that includes the significant task
of antiterrorism [AT] and physical security).
Populace and resources control operations (with a focus on the control and security of
dislocated civilians and infrastructure). |
3-81 | 42 | Chapter 2
2-30. Table 2-2 provides an overview of military police capabilities at the battalion level and below that may
be task-organized to the MEB. For additional information on military police operations, see FM 3-39.
Table 2-2. Military police mission planning and capabilities
Organization Mission Planning Capabilities
• 1 per 2–5 military • Conducts the command and control of battalion
police company operations for 2–5 military police companies and
• 1 per two DC other assigned or attached elements to execute
police operations, detention operations, and security
camps under
and mobility support.
United States
Army control or • Coordinates with the headquarters and headquarters
10,000 DC detachment, military police brigade, host-nation
military organizations, and the civil police authorities
concerning host-nation support.
• Conducts vulnerability assessments of critical
facilities.
• Supervises the staff for collection and evacuation of
Military police battalion detainees and/or dislocated civilians.
• Prepares the command and control of subordinate
elements that support counterdrug operations
pursuant to controlling law and within the provisions
of DOD policy.
• Supervises the selection, organization, training,
equipment, and employment of host-nation military
and paramilitary police units.
• Provides military police investigative support within
the battalion AOs.
• Provides protective service details for designated
high-risk personnel when they are properly trained or
supervised by a CID special agent.
• 1 per TDF (4,000 • Conducts command and control of operations for
detainees) assigned and attached units.
• 1 per strategic • Provides administrative, field feeding, clothing,
detention facility religious, and recreational support to detainees.
When organized to support U.S. military prisoners or
detainees, field feeding is limited to the procurement
or distribution of food rations, equipment, and
supervision of U.S. military prisoners or detainees in
the preparation of meals.
• Coordinates and supervises work projects for
Military police detention detainees or U.S. military prisoners.
battalion
• Provides limited HSS and FHP services during
detainee operations and supervising qualified
personnel providing medical care and operational
public health.
• Screens/inspects incoming and outgoing detainee
mail for contraband items.
• Maintains organic equipment in the headquarters
and headquarters company and assigned military
police detention companies and detention camp
liaison detachments. |
3-81 | 43 | Organic and Task-Organized Structure
Table 2-2. Military police mission planning and capabilities (continued)
Organization Mission Planning Capabilities
• Operates and maintains battalion internal radio
and wire communication nets.
• Provides organic personnel to maintain
Military police detention
detention facilities and utilities, heat, lights, and
battalion (continued)
water.
• Consolidates supply and HR support to U.S.
Soldiers assigned to subordinate units.
Military police company • 1 per committed • Conducts security and mobility support through
BCT (minimum) the establishment of required traffic control
• 1 per APOD posts, route reconnaissance patrols,
surveillance patrols, and holding areas to
• 1 per intratheater
ensure the uninterrupted flow of units, supplies,
Army airfield
equipment, and personnel.
• 1 per SPOD plus 2 • Preserves the freedom of movement over main
additional military
and ASRs by conducting straggler control and
police platoons
dislocated-civilian control.
• 1 per DC facility • Secures critical sites, facilities, or storage
under United States
facilities.
Army control (5,000
• Supports security force assistance.
DC)
• 1 per 80 km of • Provides route security and convoy escort.
MSR/ASR • Supports dislocated-civilian operations.
• Serves as external mobile security for theater
major subordinate commands, as required.
• Provides external security for inter- and intra-
aerial ports of departure.
• Serves as external mobile security for the
division headquarters or division major
subordinate commands, as required.
• Serves as a quick-reaction force or response
force.
• Protects high-risk personnel.
• Provides security for deep-water ports.
• Provides support to armor, infantry, and Stryker
BCTs.
• Provides security to rail terminals and yards.
• Escorts detainees during transportation.
• Operates a detainee collection point at the BCT
echelon.
• Operates a detainee holding area at division
and corps echelons.
• Provides temporary detention operations for
detained individuals.
• Provides police operations and incident
response to maintain order and enable the rule
of law. |
3-81 | 44 | Chapter 2
Table 2-2. Military police mission planning and capabilities (continued)
Organization Mission Planning Capabilities
Military police company • 1 per detainee • Integrates police intelligence through
(continued) holding area plus operations to enhance situational
two platoons understanding, protection, civil control, and law
• 2 per strategic enforcement efforts.
detention facility • Conducts host-nation policing training and
support.
Military police detention • 1 per HHD military • Conducts detention operations to shelter,
company police detention BN sustain, guard, protect, and account for
• 1 per strategic detainee and U.S. military prisoner populations.
detention facility • Operates a maximum-security compound,
• 1 per 300 high-risk when directed.
detainees • Operates a standalone facility for 300 U.S.
• 1 per confinement military prisoners or 100 high-risk detainees,
when directed.
facility U.S. military
prisoners (300 • Operates one compound within a theater
prisoners) detention facility.
• Conducts host-nation corrections training and
support.
Military police law enforcement • 1 per division and • Planning, supervision, coordination, personnel
detachment senior Army administration, and logistical support to organic
headquarters and attached elements.
• 1 per 20,000 United • Evidence identification, processing, and
States Army preservation critical to successful criminal
personnel in a BCT, investigations. Provides primary control point
division, and corps for all law enforcement related incidents.
area • Initial entry point for receipt of complaints and
• 1 per 12,500 United maintenance of complaint records. Dispatching
States Army of traffic management and collision (TMC)
personnel in a JSA investigation and military police investigation
(MPI) teams. Maintains control of offenders
and criminal suspects. Manages the status of
investigations, prepares reports, and provides
criminal data for analysis.
• Conducts vulnerability assessments, identifies
and prioritizes critical facilities and key terrain
according to the guidance provided by the
military police BDE within the AO. Dispatches
Force Protection teams to identify mission-
essential activities that are vulnerable to
criminal acts or disruptive activities.
• Assists base/base cluster commanders with
the development of internal defense plans.
• Staffs and operates a field military police
station.
• When at home station, provides personnel
support the provost marshal’s office and
dedicated technical police expertise to support
United States Army installations. |
3-81 | 45 | Organic and Task-Organized Structure
Table 2-2. Military police mission planning and capabilities (continued)
Organization Mission Planning Capabilities
Military working dog • 1 per 1–4 MWD • Military Working Dog program management at
headquarters team squads and/or the theater/command/brigade level.
PDDD–tracking • Supervision for task-organized MWD squads
team
and teams.
• 1 per senior Army • Certification of MWD handler/dog pairs in
headquarters (to fill
accordance with standards for detection and
MWD program
location of known substance training aids for
manager positions)
explosives, munitions, narcotics, or other
• 1 per military police substances; certification for locating personnel;
BN (Military Police certification for tracking personnel; or
BN and military certification for patrol-dog procedures.
police detention BN)
Military working dog squad • 1 per military police • Six handler/dog pairs capable of providing
BN (military police patrol/explosive detection support for up to two
BN and military 24-hour operations with (two handler/dog pairs
police detention BN) per 8 hour shift), or six concurrent short
• 1 per APOD and duration missions each requiring one
handler/dog pair.
SPOD plus three
additional MWD • PEDD are trained to patrol and to detect the
teams ( 9 MWD) odor of explosives. The primary mission of a
patrol explosive detection dog team is to
support commanders by providing a patrol
capability and conducting tactical search
operations against hostile threats by detecting
firearms, ammunition, and explosives. The
PEDD are trained to passively respond to
explosive material and components. The PEDD
normally works in close proximity to the handler
and is usually on a leash. The handler/dog
teams conduct searches during all levels of
combat and noncombat operations. Military
police MWDs can be used to maintain order
and the discipline of U.S. Soldiers, third-
country nationals, and contractors. Patrol
explosive detection dog teams can also provide
patrol capabilities to assist with security
pertaining to enemy combatants and other
personnel involved in theater-wide operations. |
3-81 | 46 | Chapter 2
Table 2-2. Military police mission planning and capabilities (continued)
Organization Mission Planning Capabilities
Military working dog patrol • 1 per military police • Three handler/dog pairs to provide patrol/drug
drug detection team BN (military police detection support for up to one 24-hour
BN and military operation (one handler/dog pair per 8 hour
police detention BN) shift) with a single handler/dog pair or three
• 2 per APOD and concurrent short duration missions, each
requiring a one handler/dog pair. A military
SPOD
working dog can work 7 days a week, providing
the dog is allowed adequate rest in a 24-hour
period.
• PDDD detect the presence of drugs, the odor
of drugs, and the residual odors of drugs. This
specialized ability to detect drugs makes patrol
drug detection dog teams valuable assets to
commanders and other government agencies.
The primary mission of a patrol drug detection
dog team is to support commanders by
providing a patrol capability and conducting
drug search operations. The PDDD are trained
to passively respond to the presence of drugs,
the odor of drugs, and the residual odors of
drugs. Patrol drug detection dog teams can
also provide patrol capabilities to assist with
security pertaining to enemy combatants and
other personnel involved in theater-wide
operations.
Legend:
AO area of operations
APOD aerial port of debarkation
ASR alternate supply route
BCT brigade combat team
BN battalion
CID criminal investigations division
DC dislocated civilian
DOD Department of Defense
Km kilometer
MSR main supply route
MWD military working dog
PDDD patrol drug detection dog
PEDD patrol explosive detection dog
SPOD seaport of debarkation
TDF theater detention facility
U.S. United States
Note. The considerations presented in the mission planning and capabilities tables primarily
describe potential employment and capabilities of the described organization. These notional
considerations do not relieve planners of the requirement to perform detailed mission analysis to
support the identification and employment of specific capabilities required to accomplish MEB
missions. |
3-81 | 47 | Organic and Task-Organized Structure
CHEMICAL, BIOLOGICAL, RADIOLOGICAL, AND NUCLEAR
2-31. CBRN elements, battalion and below, are task-organized to the MEB to conduct CBRN operations
based on the tactical situation. Chemical, biological, radiological, and nuclear operations include the
employment of capabilities that assess, protect against, and mitigate the entire range of chemical, biological,
radiological, and nuclear incidents to enable freedom of action (FM 3-11). CBRN capabilities span across
the range of military operations by assessing CBRN threats and hazards, providing protection against CBRN
hazards, mitigating CBRN incidents, and providing hazard awareness and understanding. The CBRN
functions of assess, protect, and mitigate share a common fundamental purpose that fits within the protection
warfighting function to achieve or contribute to national objectives.
* Assess. Through information collection and dissemination, effective warning and reporting,
modeling, and hazard awareness and understanding, CBRN and select medical staffs and units
possess the ability to estimate the potential for (or the existence of) CBRN threats and hazards.
Assessing hazards allows proactive decision making and encompasses all of the capabilities to
evaluate the potential for CBRN threats and hazards in the operational environment, detect and
model CBRN hazards, and determine the characteristics and parameters of hazards throughout the
operational environment that bear on operational and tactical decisions.
* Protect. CBRN and medical staffs and units provide the Army capabilities for protection against
CBRN incidents. Protection is the preservation of the effectiveness and survivability of mission-
related military and nonmilitary personnel, equipment, facilities, information, and infrastructure
deployed or located within or outside the boundaries of a given operational area (JP 3-0). It
encompasses the execution of physical defenses to negate the effects of CBRN hazards on
personnel and material. Protection conserves the force by providing individual and collective
protection postures and capabilities. Protecting the force from CBRN incidents includes hardening
systems and facilities, preventing or reducing individual and collective exposures, or applying
medical prophylaxes through FHP.
* Mitigate. CBRN units and medical staffs provide the Army the ability to mitigate CBRN incidents
by responding with the personnel, subject matter expertise, medical response/treatment, and
equipment to reduce the impact of, or neutralize, the hazard. Contamination mitigation is
described as the planning and actions taken to prepare for, respond to, and recover from
contamination associated with all chemical, biological, radiological, and nuclear threats and
hazards to continue military operations (JP 3-11). The mitigate function includes capabilities to
negate hazards, such as the decontamination task.
2-32. Table 2-3, page 2-22, provides an overview of CBRN units, planning requirements, and capabilities at
the battalion level and below that may be task-organized to the MEB. For additional information on CBRN
operations, see FM 3-11. |
3-81 | 48 | Chapter 2
Table 2-3. CBRN mission planning and capabilities
Organization Mission Planning Capabilities
One per 2-6 • Command and control and supervision of
CBRN/CBRNE personnel assigned to the CBRN battalion and
Companies up to six CBRN/CBRNE companies.
• Operation of a battalion main command post.
• Staff planning and sustainment coordination
CBRN battalion with the CBRN staff within the brigade, division,
Corps, or Theater Army sector.
• Assessment of task-organized unit capabilities,
utilization, and impacts on plans and
operations to the brigade, division, corps, and
Theater Army AO.
• 1 per BCT
• Company HQ:
• 1 per division
Command and control and supervision of
personnel assigned to the company.
Staff planning, sustainment coordination
and assessment of task-organized unit.
Capabilities, utilization, and impacts on
plans and operations with CBRN staff
within brigade, division, corps, or theater
Army sector.
Allocation of task-organized units and
resources in support of CBRN
reconnaissance, surveillance,
decontamination and WMD elimination
operations throughout the theater of
operations.
• 1 per BCT • Reconnaissance and Surveillance Platoon:
CBRN company (hazard • 1 per division Detects and identifies CBRN hazards.
response) Provides early warning of contamination for
supported units.
Ability to locate, identify, marks and report
contaminated areas and identify bypass
routes.
Collection and coordination for evacuation
of CBRN environmental samples.
Assesses hazards in support of site
exploitation or CBRN response.
Limited conventional reconnaissance when
not in a CBRN contaminated environment.
• Hazard Assessment Platoon X2:
Detects and identifies CBRN hazards.
Ability to locate, identify, mark and report
contaminated areas.
• Assess sites to confirm/deny presence of
CBRN material.
• Equipment and personnel decontamination. |
3-81 | 49 | Organic and Task-Organized Structure
Table 2-3. CBRN mission planning and capabilities (continued)
Organization Mission Planning Capabilities
CBRNE company (technical) One per 2-4 CBRN • Ground and air technical escort of hazardous
response missions. chemical, biological and radiological material.
• Render safe procedures for chemical,
biological, radiological, and explosive devices.
• Consequence management and emergency
response support to nongovernmental
organizations (NGOs), Federal, State, and
Local law enforcement organizations.
• Support of weapons of mass destruction
sensitive site exploitation.
Isolation Phase: Locate and assess the
site by conducting presumptive
identification to confirm or deny the
presence of CBRN agents and materials.
Exploitation Phase: Preserve,
characterize, exploit and disable/neutralize
WMD targets.
• Destruction Phase: Destroy, dismantle,
remove, transfer, dispose, and consolidate
WMD targets.
CBRN company (area support) 1 per RSOI, SPODs, • Command and control, staff planning and
and APODs supervision of personnel.
• Staff planning, sustainment coordination and
assessment of task-organized unit capabilities,
utilization, and impacts on plans and
operations with CBRN staff within brigade,
division, corps, or theater Army sector.
• Maintenance for organic equipment, vehicle
recovery operations, and POL distribution.
• Supply, signal and unit administration support.
• Detects and identifies CBRN hazards.
• Ability to locate, identify, mark and report
contaminated areas.
• Assess sites to confirm/deny presence of
CBRN material.
• Collects CBRN samples as required in the
overall sample management plan and
coordinates for sample evacuation.
• Performs technical decon of team members.
• Assesses hazards in support of site
exploitation or CBRN response.
• Has the ability to mitigate small CBRN hazards.
• Equipment and personnel decontamination,
quantity of personnel and equipment
decontamination is dependent on availability
and type of equipment, temperature and
geographic location.
• Area decontamination and support MASCAL
decontamination, and patient decontamination
• Detection and identification of biological agents
throughout the theater of operations. |
3-81 | 50 | Chapter 2
Table 2-3. CBRN mission planning and capabilities (continued)
Organization Mission Planning Capabilities
CBRN company (area support) 1 per RSOI, • Collection and transfer of known or suspected
(continued) SPODs, and samples of biological agents; limited chemical
APODs detection capabilities; twenty-four hour
operations under all weather.
CBRN company (biological) • 2-5 per CBRN BN • Command, control, and supervision of
• During large-scale personnel assigned to the company.
combat: • Staff planning, sustainment coordination and
• 1 per Senior Army assessment of task-organized unit capabilities,
utilization, and impacts on plans and
HQ
operations with CBRN staff within brigade,
• 1 per DIV HQ
division, corps, or theater Army sector.
• As required in • Allocation of task-organized units and
support of stability
resources in support of biological surveillance
tasks and Special
throughout the theater of operations.
operations forces
• Monitor, sample, detect, identify and report
• As required during
biological agents.
stability tasks
• Collection, packaging and transfer of known or
suspected samples of biological agents; limited
chemical detection capabilities; twenty-four
hour operations under all weather conditions.
Legend:
AO area of operations
APOD aerial port of debarkation
BCT brigade combat team
BN battalion
CBRN chemical, biological, radiological, and nuclear
CBRNE chemical, biological, radiological, nuclear, and explosives
Decon decontamination
DIV division
HQ headquarters
MASCAL mass casualty
POL petroleum, oils, and lubricants
RSOI reception, staging, onward movement, and integration
SPOD seaport of debarkation
WMD weapons of mass destruction
Note. The considerations presented in the mission planning and capabilities tables primarily
describe potential employment and capabilities of the described organization. These notional
considerations do not relieve planners of the requirement to perform detailed mission analysis to
support the identification and employment of the specific capabilities required to accomplish MEB
missions. |
3-81 | 51 | Organic and Task-Organized Structure
CIVIL AFFAIRS
2-33. CA forces execute CA core competencies and functions. The CA branch provides three core
competencies nested within CA operations – CA activities, military government operations and CA supported
activities. CA functions are structured under each competency, organizing tasks and systems (people,
organizations, information, and processes) into executable capabilities to achieve the desired effects. CA core
competencies form the basis for training, organizing, equipping, and employing CA forces. The core
competencies nest within the commander’s overall responsibility for planning and executing civil-military
operations. CA operations core competencies and their nested functions:
* CA activities. Civil affairs activities are activities specifically planned, executed, and assessed by
Civil Affairs forces that support the commander in order to synchronize, coordinate, and integrate
indigenous populations and institutions, unified action partners, and interagency (FM 3-57). CA
activities provide unique capabilities to the commander. CA activities consist of the following
functions:
Civil reconnaissance.
Civil engagement.
Civil information management.
Civil-military operations center.
CA operations staff support.
* Military government operations. Military government operations are operations executed by
Civil Affairs to provide expertise in the civil sector functions in order to establish transitional
military authority or conduct support to civil administration (FM 3-57). While the Department of
State has the lead for stabilization and reconstruction, the DOD has a requirement to support that.
DODD 5100.01 directs the Army to establish military government when occupying enemy
territory, and DODD 2000.13 identifies military government as a directed requirement under CA
operations. Although CA forces enable military government by conducting Military government
operations, there is currently no overarching concept or doctrine within DOD or the Army for how
to establish a transitional military authority. CA forces provide expertise in civilian sector
functions that normally are the responsibility of civilian authorities in order to establish local
government capability or to enhance its capacity. This core competency is normally executed in
support of Department of State operations or when directed in the absence of other United States
Government capabilities. Military government operations include the following functions:
Transitional military authority.
Support to civil administration.
* CA supported activities. Civil affairs supported activities are activities in which Civil Affairs
plays a key planning, coordinating or synchronizing role, but for which they are not the proponent
or primary executor (FM 3-57). CA supported activities are comprised of the following functions:
Foreign assistance.
Foreign humanitarian assistance.
Populace and resources control.
Civil-military engagement. |
3-81 | 52 | Chapter 2
2-34. Table 2-4 provides an overview of CA units, planning requirements, and capabilities at the company
level that may be task-organized to the MEB. For additional information on CA operations see FM 3-57.
Table 2-4. CA mission planning and capabilities
Organization Mission Planning Capabilities
CA company 1 per MEB • Command and control of assigned or attached Civil-
(general purpose Military Operation Center and CA teams.
force) • Tactical-level planning, management, coordination, and
synchronization of CA operations within the supported
commander’s AO.
• Assessment of the civil component of the supported
command’s AO facilitating integration of civil input into
the supported command’s common operational picture.
• A standing Civil-Military Operation Center that is the focal
point for civil-military coordination, collaboration, and
communication for the supported unit headquarters.
• Collation, analysis, and fusion of civil information for input
to the supported command’s common operational picture.
• Assistance in coordinating indigenous populations and
institutions, international organizations, nongovernmental
organizations, and U.S. assistance and resources to
support local government as part of civil-military
operations.
• Emphasis on local indigenous population and institutions
issues.
• CA teams directed through tactical mission tasks (civil
reconnaissance, civil engagement).
• Trained in cultural and regional expertise.
Legend:
AO area of operations
CA civil affairs
MEB maneuver enhancement brigade
U.S. United States
Note. The considerations presented in the mission planning and capabilities tables primarily
describe potential employment and capabilities of the described organization. These notional
considerations do not relieve planners of the requirement to perform detailed mission analysis to
support the identification and employment of specific capabilities required to accomplish MEB
missions
EXPLOSIVE ORDNANCE DISPOSAL
2-35. Due to the likelihood of encountering explosive hazards, EOD teams may be integrated into all
operations regardless of type. EOD supports the MEB commander by detecting, identifying, evaluating,
rendering safe, and performing final disposition of all explosive ordnance. This includes improvised
explosive devices, unexplode ordnance, and weapons of mass destruction. EOD has four functional areas:
* Render safe. The application of special EOD methods and tools to provide for the interruption of
functions, or separation of essential components of unexploded ordnance, to prevent an
unacceptable detonation.
* Technical intelligence. Collection, processing, analysis, and exploitation of data and information
pertaining to foreign ordnance and improvised explosive devices. |
3-81 | 53 | Organic and Task-Organized Structure
* Protection. Preservation of the effectiveness and survivability of mission-related military and
nonmilitary personnel, equipment, facilities, information, and infrastructure.
* Disposal. Final disposition of explosive ordnance and components, which may include detonation
or a controlled burn.
2-36. Table 2-5 provides an overview of EOD units, planning requirements, and capabilities at the company
level that may be task-organized to the MEB. For additional information on EOD operations see ATP 4-32.3
and FM 4-30.
Table 2-5. EOD mission planning and capabilities
Organization Mission Planning Capabilities
EOD company 1 per MEB • Direct EOD support to designated brigade or area EOD
general support to designated multifunctional brigade.
• Planning and execution cell in addition to providing
company level oversight and execution of administrative
and logistics support for up to five EOD platoons.
• Neutralize hazards resulting from domestic or foreign
conventional, nuclear, chemical biological ordnance, and
improvised explosive devices.
EOD platoon 1-3 per explosive • Command and control for activities conducted by
ordnance company response teams.
• Receipt, prioritization, and dispatch of EOD response
teams.
• Teams organized to neutralize hazards resulting from
domestic or foreign conventional, nuclear, chemical
biological ordnance, and improvised explosive devices.
• Limited ability to augment battalion level headquarters
with special staff expertise associated with EOD hazards.
• Support to the United States Secret Service in the
protection of the President, Vice President, and other
dignitaries as directed.
• Removal of stuck rounds and downloading of misfired
munitions.
Legend:
EOD explosive ordnance disposal
MEB maneuver enhancement brigade
Note. The considerations presented in the mission planning and capabilities tables primarily
describe potential employment and capabilities of the described organization. These notional
considerations do not relieve planners of the requirement to perform detailed mission analysis to
support the identification and employment of specific capabilities required to accomplish the
MEB’s missions
MILITARY INTELLIGENCE COMPANY
2-37. All-source intelligence support at the MEB level is very basic and focuses on ground operations. A
task organized military intelligence company provides collection and additional analysis capability to the
MEB. The MEB commander and staff task-organize the military intelligence company based on the mission
variables (METT-TC). To offset capability shortfalls, the MEB intelligence staff integrates elements of the
military intelligence company into its staff operations. For operational considerations, such as weighting the
main effort, the MEB may task-organize intelligence support teams from the military intelligence company,
counter intelligence teams, human intelligence teams, or signals intelligence teams to support a battalion. |
3-81 | 54 | Chapter 2
2-38. A military intelligence company is employed to meet the MEB commander’s information collection
tasks (see FM 3-55). The MEB staff develops a scheme of information collection that employs collection
assets based on the MEB’s mission, priority intelligence requirements (PIRs), concept of operations, the
commander’s intent, and requirements tasked from higher. This scheme integrates intelligence operations
with the MEB’s overall operation. The military intelligence company positions military intelligence
collection assets to—
* Satisfy specific information requirements.
* Expose threat vulnerabilities.
* Detect targets.
* Collect information for assessment of lethal and nonlethal effects.
* Identify opportunities as they arise.
* Monitor key locations.
2-39. Table 2-6 provides an overview of the military intelligence planning requirements and capabilities at
the company level that may be task-organized to the MEB. For additional information on military intelligence
operations see FM 3-22.
Table 2-6. Military intelligence mission planning and capabilities
Organization Mission Planning Capabilities
Military intelligence 1 per MEB • Intelligence analysis and support and coordination and
company execution of tactical intelligence operations.
• Threat analysis, situation development, target
development, and combat assessment in support of the
brigade.
• Collection management, human intelligence collection
planning, and multisensor visualization (through the
tactical ground station) for the brigade commander and
staff.
• Execution of human intelligence operations to include
planning and deconflicting missions, initial Military Source
Operations screening and referrals, collection and
document and media exploitation in support of the
commander’s information requirements in the brigade
AO.
• Limited signals intelligence support to include radio
direction finding and mapping of the electronic battlefield,
along with receipt, dissemination, and integration of
SIGINT-derived products into Intelligence, surveillance,
and reconnaissance analysis and reporting.
• Coordinates with the electronic warfare platoon to
integrate signals intelligence and electronic warfare
capabilities to target adversary electronic capabilities in
support the friendly scheme of maneuver. |
3-81 | 55 | Organic and Task-Organized Structure
Table 2-6. Military intelligence mission planning and capabilities (continued)
Military Intelligence • Reconnaissance and surveillance analysis from data
Company collected and provided by the Tactical Unmanned Aircraft
(continued) System Platoon.
• Provides intelligence support to the commanders as
required to support combat operations.
• Conduct Intelligence processing, exploitation, and
dissemination.
Legend:
AO area of operations
MEB maneuver enhancement brigade
SIGINT signals intelligence
Note. The considerations presented in the mission planning and capabilities tables primarily
describe potential employment and capabilities of the described organization. These notional
considerations do not relieve planners of the requirement to perform detailed mission analysis to
support the identification and employment of specific capabilities required to accomplish the
MEB’s missions
AIR DEFENSE ARTILLERY
2-40. Air and missile defense is the direct (active and passive) defensive actions taken to destroy, nullify, or
reduce the effectiveness of hostile air and ballistic missile threats against friendly forces and assets (JP 3-01).
More precisely, ADA is the dedicated Army systems, personnel, and forces that provide active, land-based
defense against air and missile attacks. ADA forces execute AMD operations under the joint counterair
operational framework based on the integration of offensive and defensive counterair operations. Offensive
counterair are offensive operations to destroy or neutralize enemy aircraft, missile launch platforms, and
their supporting structures and systems both before and after launch, and as close to their source as possible
(JP 3-01). Defensive counterair are all defensive measures designed to neutralize or destroy enemy forces
attempting to penetrate or attack through friendly airspace (JP 3-01). Defensive counterair consists of two
operational elements:
* Active AMD operations. Direct defensive actions taken to destroy, nullify, or reduce the
effectiveness of air and missile threats against friendly forces and assets. Active AMD includes
air defense (defensive measures designed to destroy attacking aircraft or aerodynamic missiles, or
to nullify or reduce the effectiveness of such attack [JP 3-01]) and ballistic missile defense
(defensive measures designed to destroy attacking enemy missiles, or to nullify or reduce the
effectiveness of such attack [JP 3-01]).
* Passive AMD operations. All measures, other than active AMD, taken to minimize the
effectiveness of hostile air and ballistic missile threats against friendly forces and critical assets.
These measures include detection, warning, camouflage, concealment, deception, dispersion,
hardening, and the use of protective construction.
2-41. During support area operations the designated support area land owner may be tasked-organized an
ADA element (short-range air defense [SHORAD]) to counter low-altitude unmanned aircraft systems, high-
speed fixed-wing and rotary-wing aircraft, reconnaissance, intelligence, surveillance and target acquisition
assets. Table 2-7 provides an overview of the ADA battalion (Avenger) capabilities that may be a tenant unit
of the corps or division support area. For additional information on ADA battalions (SHORAD) see
FM 3-01. |
3-81 | 56 | Chapter 2
Table 2-7. ADA mission planning and capabilities
Organization Mission Planning Capabilities
ADA battalion 1 per MEB • Air defense against low altitude hostile aircraft.
(SHORAD)
• Air defense airspace management coordination elements
to supporting high and medium ADA battalions.
• Early warning information and air defense command and
control information to supported units.
• Unit administration; religious support; field feeding; and
communications-electronics support for units of the
battalion.
Legend:
ADA air defense artillery
MEB maneuver enhancement brigade
SHORAD short-range air defense
Note. The considerations presented in the mission planning and capabilities tables primarily
describe potential employment and capabilities of the described organization. These notional
considerations do not relieve planners of the requirement to perform detailed mission analysis to
support the identification and employment of specific capabilities required to accomplish the
MEB’s missions.
TACTICAL COMBAT FORCE
2-42. The TCF is task-organized to the MEB when it is required to defeat Level III threats throughout its
AO. An infantry battalion, Stryker battalion, combined arms battalion or a combination infantry, Stryker, and
armor companies can be assigned as the TCF for the MEB’s AO. The TCF size, composition, and response
time is based on mission requirements. The TCF may be on call or a unit’s only mission. At a minimum, the
TCF must—
* Be positioned so that it can respond within the required time.
* Be mounted (generally), but can be foot-mobile when transported by helicopters or conditions
warrant.
* Have sufficient ammunition and supplies to accomplish the mission to include engineer support
as required.
* Be able to communicate with the supported base defense operations center (BDOC) to include
monitoring the center’s command net if required.
* Understand and rehearse the requisite parts of the supported base defense plan.
2-43. TCF assigned missions can include the following:
* Reinforce engaged units outside the perimeter.
* Conduct reconnaissance and security operations.
* Respond to threats on critical assets, infrastructure, or high-risk personnel.
* Conduct security checks and patrols within the base camp perimeter.
2-44. Table 2-8 provides an overview of the TCF planning requirements and capabilities of different
battalions that may be task-organized to the MEB as a TCF. For additional information on a TCF, see JP 3-
10 and ATP 3-21.20. |
3-81 | 57 | Organic and Task-Organized Structure
Table 2-8. TCF mission planning and capabilities
Mission Support Unique
Organization Types of Companies
Planning Requirements Capabilities
Infantry Battalion 1 per MEB • Rifle Company • No organic • Large number of
(when a 1 LMTV, 1 HMMWV troop personnel per
tactical transportation platoon and
3 Rifle Platoons
combat force • Smallest company —
is required) or • Weapons Company designed to
sustainment
4 Assault Platoons operate in
requirement
4 HMMWVs with M2 complex terrain
(Class I and V)
or MK-19 and ITAS
Combined Arms 1 per MEB • Mechanized Infantry • Heavy • Designed to
Battalion (when a Company sustainment defeat enemy
tactical 14 Bradley Fighting requirement armor threats
combat force Vehicles (maintenance • Large tactical
is required) or and Class
• Tank Company range
III/V/IX)
14 M1 Abrams Main
Battle Tanks
Stryker infantry 1 per MEB • Stryker Infantry Rifle • Tactical mobility
Battalion (when a Company • Medium organic at the
tactical sustainment platoon and
14 Infantry Carrier
combat force Vehicles Strykers requirement company level
is required) 2 Mortar Carrier (maintenance • Able to
and Class III/IX)
Vehicles Strykers dismount same
• Similar Class V number of
3 Rifle Platoons
requirements as personnel as
a IBCT battalion light infantry
battalion
Legend:
HMMWV highly mobility multipurpose wheeled vehicle
IBCT infantry brigade combat team
ITAS improved target acquisition system
LMTV light medium tactical vehicle
MEB maneuver enhancement brigade
Note. The considerations presented in the mission planning and capabilities tables primarily
describe potential employment and capabilities of the described organization. These notional
considerations do not relieve planners of the requirement to perform detailed mission analysis to
support the identification and employment of specific capabilities required to accomplish the
MEB’s missions. |
3-81 | 59 | Chapter 3
Support Area Operations
The support area represents a key AO in support of Army operations. Operations are
not successful solely based on support area operations, but Army operations could be
lost in the support area. If conditions in the support area degrade, it is detrimental to
the success of operations. Therefore, the protection of support areas requires planning
considerations equal to those of the close areas.
SUPPORT AREA OVERVIEW
3-1. There are fundamental principles that are common to all support areas, whether they are established in
a contiguous AO or a noncontiguous AO during large-scale combat operations or contingency operations.
Support areas may be designated by any Army echelon or by operational necessity, but they are usually
associated with and assigned to units that are capable of controlling an AO and executing the AO
responsibilities as described in ADP 3-0.
3-2. Commanders assign a support area as a subordinate AO to protect the force, preserve combat power,
reduce risk, and mitigate vulnerabilities throughout corps and division support areas. The support area may
provide critical infrastructure and secondary command and control nodes. This is where most of the echelon
sustaining operations occur. Support area operations as discussed in this manual do not include the mission
SPO conducted by tenants within the support area. Considerations for establishing a support area include—
* The location (size required and proximity to LOC).
* Command and support relationships between units in the support area.
* Transportation networks (including road, rail, inland waterways, and air) into and out of the area.
* Survivability of critical assets and personnel.
* Terrain management.
* Security responsibilities.
* The dispersion of units to increase survivability against indirect-fire and air attacks.
* Displacement considerations to sustain tempo and shorten LOC.
* Movement control into, through, and out of the support area by units enabling combat operations.
* Security and defense capabilities.
* The congestion of organic, supporting, and unassigned airspace users over the AO.
* A plan for transitions (boundary shifts, commander’s priorities, mission).
3-3. The higher headquarters assesses and assumes risk in the support area to maximize combat power in
other AOs. During planning, the higher headquarters and assigned support area commander conduct their
initial assessments and adjust resources as the situation changes. Based on METT-TC, any unit assigned the
support area will normally require augmentation to successfully complete the mission. Within a division
support area, a designated unit such as a BCT or MEB is identified as the support area land owner and
conducts support area operations. Within a corps support area, the corps designates a division, BCT, or MEB
as the designated land owner. The MEB is the primary Army unit for conducting division and corps support
area operations (see FM 3-0). Key functions performed by the support area commander include terrain
management, movement control, protection, security, and defense.
Note. Assigning the support area to functional or multifunctional brigades without the capability
to conduct AO responsibilities will increase operational risk. |
3-81 | 60 | Chapter 3
CONTIGUOUS AREA OF OPERATIONS
3-4. In most operations, corps and divisions employ contiguous areas of operations. Contiguous area of
operations is where all of a commander’s subordinate forces’ areas of operations share one or more common
boundaries (FM 3-90.1). This allows the command and control for the majority of the AO by using
subordinate organizations while avoiding gaps and seams in responsibility. Contiguous areas of operations
may provide additional security for maneuver units, headquarters, and support areas by limiting the gaps
between units. Figure 3-1 provides an example of a contiguous corps AO with established support areas that
include ground LOC.
Legend:
CSA corps support area
DSA division support area
SUST sustainment
FSCL fire support coordination line
Figure 3-1. Corps contiguous AO
NONCONTIGUOUS AREA OF OPERATIONS
3-5. A noncontiguous area of operations is where one or more of the commander’s subordinate force’s
areas of operation do not share a common boundary (FM 3-90.1). The reasons for using a noncontiguous area
vary but begin with geographical separation of important terrain from the remainder of the areas of
operations. The commander’s decision deploys the force into a noncontiguous AO, regardless of command
echelon, derived from the mission variables of METT-TC analysis. In particular, the commander evaluates
the threat and ability of the enemy to mass combat power sufficient to threaten friendly forces in
noncontiguous AOs. Second, the commander evaluates the enemy’s ability to sever ground LOCs between
noncontiguous AOs.
3-6. When conducting operations in a noncontiguous AO, commanders should take a holistic approach to
countering threats. Commanders and staffs must expect the enemy to operate between the noncontiguous
AOs using sophisticated surveillance devices, improvised explosive devices, mortars, rockets, missiles,
unmanned aircraft systems, space and cyberspace operations, and information warfare, making support areas
increasingly vulnerable. Area security may be the predominant method of protecting support areas that are |
3-81 | 61 | Support Area Operations
necessary to facilitate the positioning, employment, and protection of resources required to sustain, enable,
and control forces. Area security operations are often emphasized in noncontiguous AOs to compensate for
the lack of protection integrity that large or distant, unoccupied areas often create. Forces conducting area
security operations can saturate an area or position on key terrain to provide protection through early warning,
reconnaissance, or surveillance and guard against unexpected enemy attack with an active response. Ground
LOC located in noncontiguous areas present unique challenges based on the location, distance between
supporting base camps and base clusters, and the security environment. Figure 3-2 provides an example of a
noncontiguous corps AO with established support areas.
Legend:
DSA division support area
Figure 3-2. Corps noncontiguous AO
SUPPORT AREA OPERATIONS
3-7. Support area operations are conducted by the MEB and tenants to prevent or minimize interference
with command and control and SPO and to provide unimpeded movement of friendly forces; protection;
operations to find, fix, and destroy enemy forces or defeat threats; and area damage control. The support area
may provide secondary command and control nodes. Support area operations, as discussed in this chapter,
do not include the mission SPO conducted by tenants within the support area. See appendix D for additional
information on support area tenant units and their capabilities.
3-8. Support area operations are often conducted as economy-of-force operations. Within a division or
corps support area, the MEB conducts support area operations (area security, terrain management, movement
control, mobility support, clearance of fires, airspace management, TCFs for security, mobility and
countermobility support, rear command post support).
Note. A theater sustainment command, expeditionary sustainment command, or sustainment
brigade headquarters should not be assigned support area responsibility because these
headquarters lack the capability to execute the AO responsibilities and would require significant
augmentation of personnel and mission command systems. |
3-81 | 62 | Chapter 3
3-9. The MEB also has the capabilities to provide command and control for units, key functions, and tasks
required to conduct support area operations. Support areas achieve the economy-of-force by having properly
staffed headquarters control terrain so that combat forces can conduct combat operations. The MEB conducts
engagements to defeat threats throughout the support area. Due to the MEB having limited organic
capabilities, the higher headquarters provides resources for the MEB or assists them in defeating threats that
are expected in the support area. This is most appropriately done by task-organizing the MEB with military
police and a TCF if Level III threats are present and no other TCF has been task-designated by the division
or corps. Table 3-1 identifies MEB support area responsibilities and supporting tasks.
Table 3-1. Support area responsibilities and supporting tasks
Support Area Responsibilities Supporting Tasks
Conduct terrain management • Positioning and design of base camps
• Placement of units and facilities within the support area
• Establishing areas of operation and other control measures
• Grouping units into base camps and designated base clusters
• Coordinate air corridors
• Identify environmental considerations
Conduct information collection, • Plan information requirements and assess collection
integration, and synchronization
• Task and direct information collection
• Execute information collection
Conduct civil-military operations • Engage and influence indigenous populations and institutions
• Conduct military government operations
• Provide civil considerations expertise
• Enable stability operations
Control movement • Regulate movement according to priorities
• Synchronize routes
• Designate, maintain, secure, and control movement along the
routes located in the support area
• Provide guidance on the roles and responsibilities for
movement, protection, and defense of forces moving through
the support area
Conduct clearance of fires • Conduct fire support planning and coordination
• Identify surface targets
• Integrate fires with security and defense plans
Enable security • Conduct area security
Provide node protection
High risk personnel security
Conduct lines of communication security
Convoy security
Support to base camp and base cluster defense
Conduct area damage control
Critical asset security
Conduct response force operations
Establish checkpoints and combat outpost
Establish movement corridors as required
• Conduct local security |
3-81 | 63 | Support Area Operations
Table 3-1. Support area responsibilities and supporting tasks (continued)
Support Area Responsibilities Supporting Tasks
Enable security (continued) • Group units into assembly areas, base camps and base
clusters
• Direct the employment and maneuver of the tactical
combat force
• Synchronize, integrate, and organize protection
capabilities
• Harden critical infrastructure and command and control
nodes
Conduct personnel recovery • Report
• Locate
• Support
• Recover
• Post isolation screening
• Reintegrate
Conduct airspace management • Synchronize use of airspace
• Identify, coordinate, and integrate airspace users
• Adhere to airspace control procedures and maintain
contact with the appropriate airspace control element
responsible for the volume of airspace above the brigade
area of operations
Conduct minimum-essential stability • Establish civil security
tasks • Conduct security cooperation
• Support to civil control
• Restore essential services
• Support to governance
• Support to economic and infrastructure development
Conduct mobility and countermobility • Conduct clearing (areas and routes)
support • Improve line of communications roads and bridges
• Construct and maintain combat roads and trails
• Construct and maintain forward airfields and landing zones
• Conduct traffic management and enforcement
• Plan, prepare, and execute obstacles
• Construct, emplace, or detonate obstacles
• Mark, report, and record obstacles
• Maintain obstacle integration and overwatch
Rear command post integration • Provide signal connectivity
• Provide sustainment support
• Provide workspace
• Provide security |
3-81 | 64 | Chapter 3
SUPPORT AREA CONSIDERATIONS
3-10. Commanders, supported by their staffs, use the operations process to drive the conceptual and detailed
planning necessary to understand, visualize, and describe their operational environment; make and articulate
decisions; and direct, lead, and assess military operations. The activities of the operations process are not
discrete; they overlap and recur as circumstances demand. Planning starts an iteration of the operations
process. Upon completion of the initial order, planning continues as leaders revise the plan based on changing
circumstances. Preparing begins during planning and continues through execution. Execution puts a plan into
action by applying combat power to seize, retain, and exploit the initiative to gain a position of relative
advantage. Assessing is continuous and influences the other three activities. This section uses the operations
process activities (plan, prepare, execute, and assess) to discuss considerations that are important to
conducting support area operations. The primary considerations of commanders and their staff are the
positioning, employment, and protection of assets required to sustain, enable, and control operations.
Note. The MEB is an integral part of corps and division ability to command and control in support
areas. The mobilization and deployment of the MEB must be prioritized in planning and operations
to ensure that it arrives as early as possible. Depending on the situation, corps and division
commanders may consider deploying their assigned MEB ahead of their divisional combat power.
PLAN
3-11. Corps and division planners must analyze METT-TC to determine what capabilities and units the MEB
needs to successfully accomplish the support area mission. A troop-to-task analysis must be done during
mission analysis to determine the required capabilities. The corps or division commander must then assess
the level of risk and allocate resources to MEB. In some tactical situations, the corps or division commander
may accept risk in the support area, but then plan to apportion additional combat power to the support area
to improve the tactical situation throughout the AO.
3-12. The placement of support areas is influenced by enemy threats. To increase their survivability, support
areas are generally placed out of range of the majority of the enemy’s indirect-fire systems to increase their
survivability when possible. However, security considerations must be balanced with maintaining
responsiveness units conducting close and deep operations. Figure 3-3 provides a notional example of depths
and frontages of the operational area. Below are general considerations for minimum distances for
establishing corps and division support areas behind the forward line of troops:
* The division support area extends from 29 to 36 kilometers behind the forward line of troops.
* The corps support area extends from 70 to 90 kilometers behind the forward line of troops, or 40
to 60 kilometers behind the division support areas.
Note. Corps and division planners must ensure that supporting sustainment units (especially fuel,
water, and ammunition) are positioned no further than 90 kilometers from the support area during
operations demanding high operating tempo and movement. This can be extremely critical when
conducting offensive operations and maintaining combat power against the enemy. Poor terrain
or weather conditions may reduce the distance. |
3-81 | 65 | Support Area Operations
Legend:
AO area of operations
ARTY artillery
ATACMS Army Tactical Missile Systems
HIMARS High Mobility Artillery Rocket System
km kilometer
LC line of contact
LCC land component command
MLRS multiple launch rocket system
MRL multiple rocket launcher
SA support area
SRBM short-range ballistic missile
Figure 3-3. Doctrinal template of notional depths and frontages |
3-81 | 66 | Chapter 3
3-13. The corps and division operational areas are normally subdivided and assigned as subordinate unit
AOs, corps AOs to divisions and brigades, and division AOs to brigades (see FM 3-0). At corps and division
levels, METT-TC analysis may not support an option to assign the echelon support area to a single unit. The
area retained by the echelon may be easy to secure and control so that it can all be assigned as the echelon
support area to a MEB with minor augmentation. As the operation progresses and the situation changes, the
size of the echelon support area may change.
3-14. The MEB commander plans for support area operations within an assigned support area. The AO
responsibilities require the MEB to plan decisive, shaping, and sustaining operations within the AO. Securing
host-nation populations and critical infrastructure must also be planned for during support area operations.
The MEB commander and staff must synchronize and integrate numerous units and headquarters’ elements
to conduct support area operations.
3-15. When the operational environment or particular missions in the support area require a high degree of
certainty and order, compliance, or centralization, the MEB commander may adjust the degree of control.
Examples are in terrain management with the positioning and design of base camps. This is often needed for
base-inherent defensibility, clustering of base camps for mutual support, the employment of base camps and
base cluster response forces, and the TCF assigned to the support area. Some units that are tenants within the
support area will not have the staff to conduct detailed IPB and defense planning and preparation needed to
execute a decentralized command and control operation. This requires the MEB commander to conduct
operations in a level of detail not normally done by other brigades.
3-16. The MEB higher headquarters order should establish command and support relationships within the
support area and give the MEB commander clear authority to request or negotiate with units for their
compliance or support for security and defense. The MEB commander must integrate the actions of tenant
units, to include base camps and base cluster commanders. Responsibilities may include protection,
information collection, security, defense, movement control, fires, air support, AMD, incident response, and
area damage control. The MEB commander coordinates decentralized execution by assigned units, base
camps, and base cluster commanders. The MEB commander’s staff may also need to coordinate area damage
control support to functional brigades, the sustainment brigade, or the sustainment command throughout the
support area. The staff reviews and coordinates the supporting base camp and base cluster defense plans;
develops plans to employ the TCF and fires; and coordinates for host-nation, joint, interagency, and
multinational assets. See appendix D for additional information on base camps and base clusters.
3-17. The MEB staff coordinates with the higher headquarters to establish priorities, develop plans, and
decide when and where to accept risk in the support area. The MEB staff can use several levels of
vulnerability, threat, and criticality assessments and the risk management process discussed in ADP 3-37 and
ATP 5-19.
3-18. Based on vulnerability and risk assessment, the higher headquarters may provide the MEB commander
with additional capabilities, to include information collection support, additional security forces, or additional
fires and other forces. The increased span of control might be excessive for the MEB commander and require
the higher headquarters to manage areas not assigned to subordinates within its larger AO, commit another
unit (MEB or BCT) that is capable of providing command and control for another portion of those unassigned
areas if that is feasible, or accept risk.
3-19. The MEB will command one of the base camps within the support area and may designate an assigned
battalion size unit as the base camp defense commander. The MEB commander may assign subordinate unit
boundaries within the AO.
3-20. The MEB may use several boards or working groups during support area planning and execution. For
example, multifunctional members of the protection working group may be used to ensure that all aspects of
protection are considered, assessed, and incorporated.
3-21. While CA activities are a significant part of support area operations, the division and corps information
operations also integrates and synchronizes information-related capabilities actions to support protection and
other warfighting functions. These information-related capabilities actions include tactical deception and
support to joint military deception; support to mobility and countermobility, protection, intel, and fires; crowd
sourcing; and coordination for multispectral decoy emplacements. Other staff elements at division and corps,
including cyberspace electromagnetic activities, provide secondary jamming against enemy bypassed regular |
3-81 | 67 | Support Area Operations
forces, irregular forces, and hybrid threats. In addition, signal procedures should include electromagnetic
spectrum terrain masking and directional antenna use.
3-22. The MEB is also responsible for stability operations within the support area. Commanders use civil-
military operations to enable these stability operations. The planning and coordination of these operations,
from corps to brigade, are the responsibility of the assistant chief of staff, CA operations
(G-9)/S-9. See FM 3-57 for more information on G-9/S-9 responsibilities.
3-23. The MEB designated with AO responsibilities may not be designed as a maneuver headquarters, but
some of its subunits must be capable of maneuver and enabled with capabilities to enhance freedom of
movement when required. The MEB should be assigned a maneuver unit as a TCF (designed to combat Level
III threats, ideally at least a battalion headquarters to provide effective command and control) or may
potentially form a response force short of a TCF from other attached or OPCON units such as military police.
The MEB would control the maneuver of the TCF or response force as they employ maneuver and fires to
defeat threats throughout the support area. The MEB will initially fight any size threat operating in the support
area and must plan to employ all fire support assets, to include indirect fires, Army aviation, and close air
support. The MEB commander is responsible for and plans where to locate and use attached, OPCON, or
TACON radars to actively acquire enemy indirect-fire and engage with the best available fire support asset.
3-24. The MEB headquarters must tailor their operations process to the mission and operational environment.
Staff planning requires details that are unique to the support area mission and size of the operational area, to
include terrain management and airspace considerations.
PREPARE
3-25. During initial entry, the MEB commander directs designated base camp commanders to prepare their
individual base camps according to standards directed by its higher headquarters. If the support area is
established in an initially secure area, contractors alone or assisted by military units may construct the base
camps. A technique may be to have the designated support area land owner or functional units construct base
camps within their AO that are readily available for use. These camps would be planned, designed, sited,
constructed, and able to secure against Level II or III threats as required. There may be situations in which
the MEB commander takes control of support area base camps and facilities that are not constructed to
acceptable standards and must be upgraded.
3-26. The MEB can conduct tasks to support the support area defensive plan and prepare for area damage
control. This includes mobility, countermobility, and survivability; obstacles; structures; and AT. The MEB
commander will direct reconnaissance and surveillance assets to conduct initial reconnaissance of their AO
throughout the support area to verify and refine IPB. The proper location selection, design, establishment,
construction, and manning of base camps and base clusters can help to reduce the need for a TCF.
3-27. The MEB commander will establish standing operating procedures throughout the support area to
ensure protection, security, defense, and the ability to perform area damage control. The MEB commander
will ensure that base camp security and defense forces are trained, rehearsed, and ready. Important rehearsals
include commitment of base camp response forces, commitment of cluster response forces, commitment of
the support area TCF, battle handover, and fire plan rehearsals.
EXECUTE
3-28. The MEB commander conducts support area operations within the assigned support AO. The MEB
staff will ensure close, continuous coordination with higher headquarters staff, AO tenants, and transient
units to ensure security, protection, movement, continuous support, and defense. The MEB will execute
detection, early warning, and rapid response to threats and coordinate responsive area damage control to
minimize effects. |
3-81 | 68 | Chapter 3
3-29. The MEB staff will synchronize security operations, conduct information collection, and develop the
threat and common operational picture and share it with all units in the support area. The staff will coordinate
the collective defense within the AO. The MEB commander may direct and employ transiting combat forces
with the approval of higher headquarters. The support area TCF will defeat Level III threats or conduct battle
handover to other combat forces.
3-30. The MEB must integrate airspace user requirements with the theater airspace control system. A
division may execute the joint air ground integration tactics techniques and procedures and request a volume
of airspace to control all airspace users entering, exiting, and operating in their operational area. The MEB
air defense airspace management cell coordinates with the airspace control element responsible for airspace
control over their assigned AO.
ASSESS
3-31. The MEB staff must fuse the assessments from the commander, staff, subordinates, supporting units,
and tenant units to monitor and evaluate the current situation and progress. The staff conducts base camp
threat and vulnerability assessments. Key areas the staff assesses include security, base camp defense
preparations, and area damage control preparations. The MEB commander and staff share their assessment
with their higher headquarters commander and staff. Based on the assessments, they share responsibility to
adjust tasks, resources, or risks. This is a dynamic process that will need to be redone as the conditions and
risk change. The staff can use measures of effectiveness (MOEs) and measures of performance (MOPs) to
help it develop security measures for the assigned support area and required detailed tasks.
SUPPORT AREAS BY ECHELON
3-32. Corps and division commanders establish a support area to facilitate the positioning, employment, and
protection of sustainment assets required to sustain, enable, and support tactical operations. The echelon
commander assigns the support area as an AO to a subordinate unit. The location and size of the support area
varies according to METT-TC. The echelon support area commander establishes the support area into one or
more base camps, and assigns security responsibilities to units located within the base camps. Possible tenants
of the support area include (but are not limited to)—
* Sustainment (see FM 4-0 for additional information on sustainment operations in a support area).
* Field artillery operations (see FM 3-09 for additional information on field artillery operations).
* Military police (see FM 3-39 for additional information on military police operations in a support
area).
* Engineers (see FM 3-34 for additional information on engineer operations in a support area).
* CBRN assets (see FM 3-11 for additional information on CBRN operations in a support area).
* Aviation (see FM 3-04 for additional information on aviation operations in a support area).
* CA (see FM 3-57 for additional information on CA operations in a support area).
* Nongovernmental organizations.
* Host-nation entities.
* Medical treatment facilities (see FM 4-02 for additional information on medical support to a
support area).
* Signal support to operations (see FM 6-02).
CORPS
3-33. The corps establishes a support area to concentrate sustainment, protection, available aviation, and
support capabilities required to sustain, enable, and control tactical operations. The corps support area is
based on geographical advantages for sustaining the force and protecting these assets. When the corps
establishes a support area, it assigns it as an AO with responsibility to a subordinate unit such as a division,
BCT, or MEB. However, in a corps contingency force operation, ill-defined or nonexistent boundaries and
areas of operations can occur. |
3-81 | 69 | Support Area Operations
3-34. The corps commander can direct maneuver forces to reinforce the support area security mission as a
TCF. If there is a Level III threat in the corps support area that needs more than a single battalion size TCF
to mitigate the risk to an acceptable level, then the corps commander should allocate a BCT to this mission.
The United States Air Force tactical airspace control personnel joint terminal attack controllers are essential
to the ground commander’s ability to employ close air support mission aircraft in the support area.
DIVISION
3-35. The division support area is the area in which the majority of the division’s sustainment functions
occur. The division support area also facilitates the positioning, employment, and protection of resources
required to sustain, enable, and support divisional forces.
3-36. The division OPORD establishes area security responsibilities for the division support area. The
support area commander will have TACON of all ground forces within or transiting that area for security and
defense. The order specifies the commander’s broader TACON authority for the protection, security, defense,
movement control, and terrain management.
3-37. When assigned to the MEB, the division support area becomes the MEB AO. To accomplish all of the
doctrinal responsibilities associated with controlling an AO, the MEB requires augmentation consisting of
Army and Air Force airspace control personnel. Units located within or transiting the division support area
are responsible for self-protection against Level I threats. They must coordinate with the MEB for maneuver,
troop movements, and indirect fires outside of the established perimeter of any base camp to which they are
assigned.
3-38. In the absence of a MEB, the division commander assigns the mission to a BCT commander. If the
division commander assigns the support area to a functional brigade, significant augmentation is required for
the functional brigade to accomplish all of the doctrinal responsibilities associated with controlling an AO,
such as augmenting personnel and key systems to control fires and airspace. The division commander remains
responsible for all unassigned areas within their AO that are not assigned to a subordinate unit, such as BCTs
or the MEB. |
3-81 | 71 | Chapter 4
Support Area Responsibilities
Command and control is fundamental to the art and science of warfare. No single
specialized military function, either by itself or combined with others, has a purpose
without it. Through command and control, commanders provide purpose and direction
to integrate all military activities toward a common goal—mission accomplishment.
Commanders assign support areas to subordinate commanders to conduct support area
responsibilities. This chapter describes the MEB role in conducting terrain
management, controlling movement, protection, security, and defense functions.
TERRAIN MANAGEMENT
4-1. Terrain management is the process of allocating terrain by establishing areas of operations, designating
AAs, and specifying locations for units and activities to deconflict activities that might interfere with each
other (ADP 3-90). Throughout the operations process, commanders assigned an AO manage terrain within
their boundaries. Through terrain management, commanders identify and locate units in the area. The
operations officer, with support from others in the staff, can then deconflict operations, control movements,
and deter fratricide as units get in position to execute planned missions. Commanders also consider unified
action and host-nation partners located in their AO and coordinate with them for use of the terrain.
4-2. The higher headquarters may position a number of other support brigades; functional brigades; smaller
units; various higher headquarters; contractors; and joint, interagency, and multinational organizations within
the support area. Regardless of the size of units, the MEB commander has some command and control
responsibilities over those in their AO. Units assigned to operate within the support area are typically TACON
to the MEB commander for defense and force protection. The MEB commander has approval authority for
the exact placement of units and facilities within the support area, unless placement is directed by the MEB
commander’s higher headquarters. In instances where there is disagreement, the higher headquarters retains
final authority. The commander must deconflict operations, control movement, and prevent fratricide.
4-3. Terrain management involves allocating terrain by establishing AOs and other control measures, by
specifying unit locations, and by deconflicting activities that may interfere with operations. Indirect fires and
air corridors must be planned congruently to ensure deconfliction in time and space. Control trigger,
elevation, and azimuths should be considered when planning airspace deconfliction and should be
synchronized with division or corps and adjacent unit plans. During large-scale combat operations, the MEB
commander may designate AAs where the tenants of the support area occupy an area and provide temporary
functional support until support area base camps and base clusters can be established or until a relocation of
the support area is required due to transitions. Occupy is a tactical mission task that involves moving a
friendly force into an area so that it can control that area. Both the force’s movement to and occupation of
the area occur without enemy opposition (FM 3-90-1). While in the AA, each unit is responsible for its own
protection activities, such as local ground security. An assembly area is an area a unit occupies to prepare
for an operation (FM 3-90-1). Ideally, an AA provides—
* Concealment from air and ground observation.
* Adequate entrances, exits, and internal routes.
* Space for dispersion; each AA is separated by enough distance from other AAs to preclude mutual
interference.
* Cover from direct fire.
* Good drainage and soil conditions that can sustain unit vehicles and individual Soldier
movements. |
3-81 | 72 | Chapter 4
* Terrain masking of electromagnetic signatures.
* Terrain allowing observation of ground and air avenues into the AA.
* Sanctuary from enemy medium-range artillery fires.
4-4. Establishing a support area includes grouping units into base camps and designating base clusters as
necessary for common defense. Terrain management should facilitate current and future operations. Poor
terrain management can result in congestion, interruption of tactical traffic patterns, and degradation of SPO.
The failure to follow basic rules of coordination can cause disruption and create combat identification
hazards. Good terrain management enhances operations. Figure 4-1 provides an example of an established
support area with multiple base camps.
Legend:
ACP air control point
ASR alternate supply route
CCP communications control point
DC dislocated civilian
DHA detainee holding area
MP military police
MSR main supply route
NAI named area of interest
SUST sustainment
TCF tactical combat force
Figure 4-1. Example of an established division support area
4-5. Having an assigned AO assigned and facilitates the movement of units and the use of fires. It restricts
units that are not assigned responsibility for the AO from moving through the AO without coordination. It
also restricts outside units from firing into or allowing the effects of its fires to affect the AO. Both of these
restrictions can be relaxed through coordination with the owning unit. It facilitates the movement and fires
of the unit assigned responsibility for, or owning, the AO. In selected situations, subordinate AOs may be
created to facilitate the movement of sustainment convoys or maneuver forces through the support AO.
4-6. Within the support area, the MEB commander conducts the tactical coordination and integration of
land and air units while employing firepower and maneuvering forces for positional advantage in relation to |
3-81 | 73 | Support Area Responsibilities
the enemy. Beyond the inherent responsibilities for adjacent unit coordination, the MEB commander
deconflicts terrain coordination issues by collaborating with adjacent, passing, and supported units to reduce
the likelihood of combat identification errors and trafficability problems and to enhance situational
understanding, security, and defense. The MEB plans, coordinates, and monitors airspace throughout the
support area. Fires integration and coordination is conducted by the designated land owner (support area) fire
support element through the targeting process. The MEB also coordinates AMD for critical assets and
activities through protection prioritization. Effects are assessed against the supporting mission requirements.
4-7. The S-3 functions as the overall terrain manager and assigns and reassigns AOs based on mission
requirements to subordinate units throughout the support area. The MEB is responsible for any terrain in the
support area not assigned to a subordinate unit. The S-3 is responsible for overall support area surveillance
and reconnaissance plans and integrates subordinate unit and base camp plans. The S-3 will engage the entire
staff, particularly the S-2, the engineer, military police, brigade surgeon, CBRN operations, fires, and AMD
staff, when analyzing factors essential to assigning territory and locating base camps and facilities within the
support area. These factors include—
* Coordinating with the supporting medical treatment facility and other medical assets to ensure proper
site selection and accessibility for evacuation of patients.
* Locating base camps on the best defensible terrain. The S-2, S-3, terrain analysis team, engineer,
and maneuver commander (if a TCF is assigned) collaborate on this effort. This will significantly
reduce the resources needed to effectively defend them.
* Locating the sustainment brigade (if in the AO) with access to transportation infrastructure.
* Constructing a base camp defense, which can be viewed as constructing a strong point (360-degree
defense).
4-8. These factors also include an assessment of—
* Drop zones or landing zone availability that is protected from the observation and fire of the
enemy, which is a main consideration in selecting and organizing the location.
* Geographical boundaries.
* A concept of the operation.
* Theater basing plan.
* Mission requirements.
* The mission priority.
* Tactical maneuver plans.
* Likely enemy avenues of approach.
* Direct- and indirect-fire weapons capabilities.
* Deconfliction of fires (via scheme of fires and fire support coordination measures) and integration
of airspace users (via the unit airspace plan and airspace coordinating measures).
* Airspace above the AO.
* Equipment density.
* Incident response.
* Accessibility for sustainment.
* Storage space for supply units.
* Indigenous civil considerations.
* Trafficability (ideally level, well-drained, firm ground).
* Access to the MSR, roads, and transportation infrastructure.
* Available facilities.
* Environmental threat and endemic disease considerations.
* Room for dispersion.
* Natural obstacles and canalized areas.
* Cover, concealment, and camouflage (natural or man-made structures).
* Security and mutual support.
* Ease of evacuation. |
3-81 | 74 | Chapter 4
* Key facilities.
* Weapons of mass destruction research, production, and storage sites.
* Toxic industrial material hazard sites and areas.
* Decontamination sites.
4-9. The MEB S-2 performs a detailed IPB for the support area and shares it with all tenants. A detailed IPB
is critical for identification of threats present within the operational environment, to include health threats prevalent
in the area to prevent or reduce individual and collective exposure. The detailed terrain analysis is key to terrain
management. The designated unit must consider the defensibility of the terrain and primary unit missions
when constructing new base camps and assigning units to existing base camps.
INFORMATION COLLECTION
4-10. Information collection is an activity that synchronizes and integrates the planning and employment of
sensors and assets as well as the processing, exploitation, and dissemination systems in direct support of
current and future operations (FM 3-55). This activity implies a function, mission, or action and identifies
the organization that performs it. Information collection activities are a synergistic whole analysis effort
focused with emphasis on synchronizing and integrating all components and systems. Information collection
integrates the intelligence and operations staff functions focused on answering commander’s critical
information requirements. Joint doctrine refers to information collection combined with the operations
process and the intelligence process as intelligence, surveillance, and reconnaissance. See FM 3-55 for
additional information on information collection.
4-11. Information collection is the acquisition of information and the provision of this information to
processing elements. This includes the following:
* Plan requirements and assess collection.
* Task and direct collection.
* Execute collection.
4-12. Commanders integrate information collection to form an information collection plan that capitalizes
on different capabilities. Information collection assets provide data and information. Intelligence is the
product resulting from the collection, processing, integration, evaluation, analysis, and interpretation of
available information concerning foreign nations, hostile or potentially hostile forces or elements, or areas of
actual or potential operations. The term is also applied to the activity that results in the product and to the
organizations engaged in such activity. See JP 2-0.
4-13. Intelligence staff inform commanders and staffs where and when to look. Reconnaissance, security,
intelligence operations, and surveillance are the ways—with the means ranging from national and joint
collection capabilities to individual Soldier observations and reports. The end is intelligence that supports the
commander’s decision making. The result is successful execution and assessment of operations. This result
depends on effective synchronization and integration of the information collection effort.
4-14. The intelligence and operations staffs work together to collect, process, and analyze information about
the enemy, other adversaries, climate, weather, terrain, population, and other civil considerations that affect
operations throughout the support area. Intelligence relies on reconnaissance, security, intelligence
operations, and surveillance for its data and information. Conversely, without intelligence, commanders and
staffs do not know where or when to conduct reconnaissance, security, intelligence operations, or
surveillance. The usefulness of the data collected depends on the processing and exploitation common to
these activities.
4-15. The MEB commander supports information collection requirements during the conduct of support area
operations that may contribute to the commander’s critical information requirements; inform intelligence-
led, time-sensitive operations; or shape support area operations. The conduct of information collection
activities supports the commander’s understanding and visualization of the operations by identifying gaps in
information, aligning assets and resources against them, and assessing the collected information and
intelligence to inform the commander’s decisions. They also support the staff’s integrating processes during
planning and execution. The direct result of the information collection effort is a coordinated plan that
supports the operation. |
3-81 | 75 | Support Area Responsibilities
4-16. The MEB commander tasks units (engineer, military police, CA, intelligence, CBRN, military
intelligence, and TCF) that it has a command or support relationship with within the support area to conduct
reconnaissance, security, intelligence operations, and surveillance. (See table 4-1 for unit capabilities.) If the
support area designated land owner is not task-organized with adequate information collection assets, it
requests information collection support from the higher headquarters. This support could be provided through
counterintelligence, human intelligence, signals intelligence, unmanned aircraft systems, or ground
surveillance systems.
Table 4-1. MEB information collection capabilities
Organization Capability
Provide additional information collected during conduct of primary
missions.
Detects, locates, marks CBRN and toxic industrial materials that restrict
freedom of maneuver.
CBRN
Capable of assessment/characterization/exploitation of WMD targets.
Also capable of performing general reconnaissance, security, and
tactical enabling tasks, such as route reconnaissance and the forward
passage of lines.
Monitor terrestrial areas of interest through information collection
assets to help reveal the enemy location and disposition and route,
area, zone, and force reconnaissance.
Assists commanders in determining the feasibility of areas for use
Engineer
based on the aspects of the terrain.
Provides a detailed understanding of infrastructure, such as
sewage, water, electricity, academics, trash, safety, and other
considerations.
Conduct Soldier sensor missions, as needed, to satisfy requirements,
Stryker battalion (TCF)
including tactical questioning.
Infantry battalion (TCF)
Provide scout platoon capability for real-time detection, recognition,
Combined arms battalion (TCF)
and identification of distant target locations.
Conduct intelligence operations, such as military source operations.
Document exploitation, interrogation and debriefing, and
counterintelligence operations.
Support development of brigade common operations picture, targeting,
Military intelligence company
IPB, analysis of information reported across all the warfighting
functions, and development of intelligence products.
Receive, process, and display near real time information from
nonorganic sensors.
Conduct information collection through reconnaissance and
surveillance and the integration of police intelligence operations
throughout all military police tasks to seek out the enemy, monitor
likely high-speed avenues of approach and potential landing zones
and drop zones.
Provide additional information through police operations and security
and mobility support in towns and other populated areas, and along
Military police
ridgelines, wooded areas, and critical terrain features from which the
enemy can influence movements along road networks throughout the
support area.
Collect police information during military police operations concerning
crime, disorder, criminal activity, and criminal threats throughout the
AO.
Collect information during the conduct of detainee operations. |
3-81 | 76 | Chapter 4
Table 4-1. Information collection capabilities (continued)
Organization Capability
Conduct civil reconnaissance and civil engagement to identify, assess,
verify, or refute information on targeted ASCOPE.
CA Develop civil component of the operational environment to provide
input to the common operational picture, targeting process, IPB, and
integration of civil knowledge.
Legend:
AO area of operations
ASCOPE areas, structures, capabilities, organizations, people, and events
CA civil affairs
CBRN chemical, biological, radiological, and nuclear
IPB intelligence preparation of the battlespace
TCF chemical, biological, radiological, and nuclear tactical combat force
WMD weapons of mass destruction
4-17. MEB commanders must know enemy capabilities and intentions throughout the support area. They
must anticipate, receive, and provide early warning of emerging threats in the AO. This requires access to
all-source intelligence. Based on intelligence in the support area, the commander locates facilities and units
and applies combat power to defeat threats early in the AO and, if required, relocates units at risk.
4-18. MEB and base camp commanders use observation posts and patrols to collect information and improve
security. Base camp and base cluster commanders have an inherent responsibility to gather information and
share intelligence with the support area designated land owner. Surveillance is inherent and continuous in all
security operations.
4-19. Counterreconnaissance is also inherent in all security operations. It is the sum of all actions taken to
counter enemy reconnaissance and surveillance efforts. The focus is to deny the enemy information and
destroy or repel enemy reconnaissance elements. Security forces operate offensively or defensively when
executing counterreconnaissance.
4-20. Counterintelligence is information gathered and activities conducted to identify, deceive, exploit,
disrupt, or protect against espionage, other intelligence activities, sabotage, or assassinations conducted for
or on behalf of foreign powers, organizations or persons or their agents, or international terrorist organizations
or activities (JP 1-02.2). Counterintelligence includes all actions taken to detect, identify, track, exploit, and
neutralize the multidiscipline intelligence activities of adversaries. It is a key intelligence community
contributor to protect U.S. interests and equities. The MEB S-2 coordinates all counterintelligence measures
and operations with the counterintelligence coordinating authority of the higher headquarters.
CIVIL-MILITARY OPERATIONS
4-21. Civil-military operations are a joint operational construct and the inherent responsibility of all
commanders. Within this construct, contact between U.S. military forces and the civil component of the
operational environment is considered civil-military operations. Commanders at all levels must realize that
Soldiers’ actions—when dealing with the indigenous populations and institutions, unified action partners,
and interagencies—impact the overall civil-military operations situation. Predeployment training of all
Soldiers regarding the culture and customs of the factions of the indigenous populace they may encounter
enhances the effectiveness of the overall civil-military operations objectives.
4-22. Every U.S. military organization has some capability to support the execution of civil-military
operations. Typically, CA units form the nucleus of civil-military operations planning efforts. Others—such
as special forces, psychological operations, engineers, medical, transportation, military police, and security
forces—support this effort. Commanders and staffs should not consider civil-military operations something
performed only by CA forces. |
3-81 | 77 | Support Area Responsibilities
CONTROL MOVEMENT
4-23. The MEB controls all movement throughout the support area. Units may not move through ground or
air LOCs without clearance from the MEB. The MEB ensures that movement within the support area does
not interfere with the corps or division commander’s maneuver or fires execution.
4-24. The echelon that designates the support area must provide clear guidance on the roles and
responsibilities for controlling movement. The support area commander designates, maintains, and secures
movement along the routes within the AO unless the higher headquarters directs otherwise. When a unit
wants to move within the designated support area, it coordinates with the BDOC or base cluster operations
center (BCOC). The BDOC or BCOC will coordinate with the MEB commander to obtain movement support
throughout the support area: intelligence updates, additional security, fires, and final approval. See ATP 4-16
for additional information on movement control.
CLEARANCE OF FIRES
4-25. The MEB commander has the authority to determine surface targets and perform clearance of fires
within the support area. The MEB integrates fires with security and defense plans (see appendix C) and
rehearses their employment. Within the support area, the MEB commander may employ any direct- or
indirect-fire system without further clearance. ADP 3-90 lists three exceptions: munitions effects extend
beyond the AO, restricted munitions, and restrictive fire support coordination measures. Detailed
coordination is required of fire support planning and measures to apply fire support to and from adjacent
division or corps systems according to their targeting and fires priorities. Cross boundary fires should be
strictly coordinated and, if time allows, thoroughly rehearsed.
4-26. The MEB must conduct detailed fires planning to allocate resources to be used down to the company
level while integrating and coordinating fires within the support area. This includes the integration of fire
support planning and targeting. The MEB commander’s staff will coordinate fires with the higher
headquarters, base camp, and base cluster staffs. The MEB commander could provide fires if the TCF is task-
organized with artillery or mortar systems. Much of the time, the support area designated land owner will
receive fire support from a field artillery battalion. The MEB commander must develop targeting and
counterfire standing operating procedures (see ATP 3-09.12).
SECURITY
4-27. Security is an essential part of support area operations. Security operations are performed by
commanders to provide early and accurate warning of enemy operations, to provide the forces being protected
time and maneuver space in which to react to the enemy, and to develop the situation to allow commanders
to effectively use their protected forces. The ultimate goal of security is to protect the force from surprise and
reduce the unknowns. The MEB commander must provide security forces to prevent surprise and provide
time for units within the support area to effectively respond. The MEB commander must inform tenants and
transients of support area security plans and capabilities. See FM 3-90-2.
4-28. If properly task-organized, the MEB may perform any required security task within the support area.
Area security is a security task conducted to protect friendly forces, installations, routes, and actions within
a specified area. The support area commander is responsible for the security of all units operating with the
support area. Each unit commander retains responsibility for their unit local security. See ADP 3-37 and FM
3-90-2.
4-29. The MEB conducts security tasks and coordinates, synchronizes, and integrates protection capabilities
(see annex A) to protect friendly forces, installations, routes, and actions within a specified area. The MEB
provides time and maneuver space in which to react to the enemy and develop the situation. Successful
security operations depend on properly applying five fundamentals:
* Provide early and accurate warning.
* Provide reaction time and maneuver space.
* Orient on the force, area, or facility.
* Perform continuous reconnaissance.
* Maintain enemy contact. |
3-81 | 78 | Chapter 4
AREA SECURITY
4-30. Area security is a type of security operation conducted to protect friendly forces, lines of
communications, and activities within a specific area (ADP 3-90). Forces engaged in area security protect
the force, installation, route, area, or asset. Although vital to the success of military operations, area security
is normally an economy-of-force mission, often designed to ensure the continued conduct of sustainment
operations and to support decisive and shaping operations by generating and maintaining combat power.
4-31. Area security may be the predominant method of protecting the support areas that are necessary to
facilitate the positioning, employment, and protection of resources required to sustain, enable, and control
forces. Forces engaged in area security can saturate an area or position on key terrain to provide protection
through early warning, reconnaissance, or surveillance and to guard against unexpected enemy or adversary
attack with an active response. This early warning, reconnaissance, or surveillance may come from ground-
and space-based sensors. Area security may focus on named areas of interest in an effort to answer
commander’s critical information requirements, aiding in tactical decision making and confirming or denying
threat intentions.
4-32. The MEB should be task-organized in a manner that emphasizes the mobility, lethality, and
communications capabilities required to conduct area security tasks throughout the support area. The support
area designated land owner conducts area security to preserve the commander’s freedom to move reserves,
position fire support means, provide for command and control, conduct sustaining operations, and contribute
to other support area activities. Area security often entails route security, convoy security, and checkpoint
operations. The MEB units conducting area security take advantage of the local security measures performed
by all units in the support area.
Base Camp Defense
4-33. Base defense consists of the local military measures, both normal and emergency, required to nullify
or reduce the effectiveness of enemy attacks on, or sabotage of, a base, to ensure that the maximum capacity
of its facilities is available to United States forces (JP 3-10). The MEB will conduct base camp and base
cluster security and defense when it is necessary to defend in all directions, when it must hold critical terrain
in areas where the defense is not tied in with adjacent units, or when it has been bypassed and isolated by the
enemy and must defend in place. Within a support area, the support area designated land owner normally
must defend in all directions and prepares perimeter base camp security and defense (see appendix E).
4-34. The MEB commander is responsible for area security, base camp and base cluster security, and defense
within the support area. The designated base camp commanders within the support area should be in support
of the MEB commander for security and defense. The elements operating within the individual base camps
should be in support of the base camp commander for security and defense. The MEB commander tasks units
within the support area to conduct collective information collection, security, and defense operations. See
ATP 3-37.10 for details on base camp security and defense.
4-35. The MEB integrates the base camp and base cluster security and self-defensive plans. The MEB
commander designates tenant commanders as base camp commanders. The base camp commanders perform
this additional responsibility under the oversight of the support area commander. The MEB can mass forces,
capabilities, or systems from several base camps or base clusters to integrate, synchronize, and mass combat
power at a decisive point where the threat exceeds a single base camp’s security or defensive capabilities.
Outer Security Area
4-36. Typically, each base camp or base cluster has a boundary established beyond their perimeter to at least
direct fire range (3–5 kilometers) to execute their fire plans within their ability to control; this is their security
area. The MEB is responsible for the security of the area not assigned to a subordinate unit within the support
area. This security area should be wide enough to preclude enemy use of mortars and allow adequate time to
detect enemy threats and engage with direct-fire weapons. MEB commanders clearly define their intent for
outer security areas and their expectations for actions to counter threats. OPORDs state the tasks of the
security force(s) in terms of the time required or expected to maintain security. |
3-81 | 79 | Support Area Responsibilities
4-37. Early warnings of pending enemy actions ensure that the commander has time to react to any threat.
The intelligence staff analyzes likely routes and methods the enemy could use to conduct reconnaissance.
They template likely locations and activities of enemy observation posts, patrols (mounted and dismounted),
and other reconnaissance assets. Named areas of interest are established at these locations to focus
counterreconnaissance activities. Security forces use observation posts, combat outposts, patrols, sensors,
target acquisition radars, and aerial surveillance to locate high-potential targets and to confirm or deny the
commander’s critical information requirements.
Defense in Depth
4-38. The depth extends from the range of the threat’s indirect weapons to the individual Soldier’s response
to threats inside the perimeter. The support area commander can mass combat power at any of the base camps
or direct the response forces, reserve, or TCF to fight from one of the base camps. MEB commanders plan
fires throughout the support area up to the maximum planning range of available weapons. They may place
portable obstacles around critical locations within the AO or base camp perimeters during periods of reduced
visibility to disrupt the enemy plan based on visual reconnaissance and to add depth to the defense. See
ATP 3-37.34 for additional information on establishing perimeters.
4-39. The base camps formed into base clusters provide mutual support to each other. The MEB can
coordinate mutual support between base camps and between base clusters. This provides a series of integrated
defensive positions that add to defense in depth.
Strong Point
4-40. In hostile fire areas, most base camps are planned, prepared, and executed as modified strong points
because their focus is not primarily antiarmor. Normally, the modified strong point must defeat personnel,
car or truck bombs, and indirect fires. If the base camp is designated a strong point, then the support area
designated land owner has sited and planned it based on a detailed analysis of the terrain to best use its
defensive potential.
Penetrations
4-41. The MEB must develop plans to find, fix, and destroy enemy forces in the support area. This is
accomplished throughout the support area and in the outer security area or within the base camps when there
is a penetration. Each base camp commander or unit assigned an AO is responsible for identifying enemy
forces. Enemy threats may originate within the support area or be a larger element that penetrates the support
area or base camp perimeter.
4-42. If a base camp is threatened with a penetration, the MEB commander may take the following actions
in order of priority:
* Allocate immediate priority of all available indirect fires, including attack aviation or close air
support, or coordinate for reinforcing fires from higher or adjacent commands to support of the
threatened unit. This is the most rapid and responsive means of increasing the combat power of
the threatened unit.
* Direct and reposition adjacent units to engage enemy forces that are attacking the threatened unit.
This may not be possible if adjacent units are already decisively engaged.
* Commit the TCF (if available) to defeat the Level III threat.
* Commit the reserve to reinforce the threatened unit.
* Commit the reserve to block, contain, or destroy the penetrating enemy force. |
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4-43. The support area or base camp commander can use the following guidance to counter a penetration:
* Maintain contact with the penetrating enemy force. Forces may be able to delay the penetrating
force by maintaining contact. The commander seeks to determine the size, composition, direction
of attack, and rate of movement of the penetrating enemy force. Forces in contact must also sustain
fires and close air support against the enemy to disrupt, delay, or divert their attack.
* Take immediate actions to hold the advance or expansion of the penetration. This may require
changing task organization, adjusting adjacent boundaries and tasks, executing situational or
reserve obstacles, or shifting priority of fires.
* Move threatened units. Based on the direction of enemy attack, units may need to move away
from the penetration. These movements must be controlled to ensure that they do not interfere
with counterattack plans or movements of combat forces.
* Determine where and how to engage the penetrating enemy force. Based on the size,
composition, and direction of enemy attack, the commander selects the best location at which to
engage the enemy. The reserve may counterattack into the flank of the enemy, or it may establish
a defensive position in depth to defeat or block the enemy. The staff establishes control measures
for the attack of the reserve. The reserve can use an engagement area or objective to orient itself
to a specific location to engage the enemy. A battle position can be used to position the reserve
along defensible terrain. The commander and staff develop a concept of fires and consider required
adjustments to fire support coordination measures. They also decide on the commitment of
directed, reserve, or situational obstacles to support the action. Traffic control is especially critical.
Sufficient routes must be designated for the reserve to use, and provisions such as the use of
military police and combat engineers must be taken to ensure that those routes remain clear.
* Plan effectively. A simple, well thought-out plan, developed during the initial planning process,
greatly improves the ability of subordinates to react effectively.
4-44. MEB commanders must keep their higher headquarters informed of any enemy penetrations, and the
base camp commanders must keep the MEB commander informed. The higher headquarters or MEB
commander might reinforce the base camp commander with additional fires, attack aviation, security forces,
or maneuver forces. Normally, in the case of a base camp penetration, the commander positions the response
force or reserve according to the priority of the counterattack.
Counterattack
4-45. MEB and base camp commanders use counterattacks to destroy an enemy within the support area or
base camp perimeter. The units seek to slow the rate of penetration; weaken the enemy; and reduce maneuver
options, momentum, and initiative and then counterattack with all available force. Timing is critical to a
counterattack. Assuring the mobility of the counterattacking force is critical.
4-46. Ideally, the response force or reserve must be given warning time to prepare and maneuver. A quick
verbal warning order or monitoring the command net can give the response force or reserve some warning
and allow them to begin immediate movement toward their attack position to begin a counterattack. The
response force or reserve issues situation reports and oral fragmentary orders on the move. Planning and
preparation to a battle drill standard are needed. Within the support area, a successful defense is the defeat of
enemy forces within the security area or the main battle area, if designated.
Fires
4-47. The MEB must plan for Army and joint fires: indirect fires, attack aviation, and close air support
throughout the support area. The commander must consider the risk and advantages of observed and
unobserved fires and then incorporate this into the attack guidance and target selection standards of the
concept of fires and targeting criteria. |
3-81 | 81 | Support Area Responsibilities
Critical Asset Security
4-48. Critical asset security is the protection and security of personnel and physical assets or information
that is analyzed and deemed essential to the operation and success of the mission and to resources required
for protection (ADP 3-37). Critical assets can be people, property, equipment, activities, operations,
information, facilities, or materials. For example, important communications facilities and utilities, analyzed
through criticality assessments, provide information to prioritize resources while reducing the potential
application of resources on lower-priority assets. Stationary weapons systems might be identified as critical
to the execution of military operations and, therefore, receive additional protection. The lack of a replacement
may cause a critical asset to become a top priority for protection.
4-49. The MEB staff must use criticality, threat vulnerability, and threat probability to prioritize identified
critical assets. Once the staff determines which assets are critical for mission success, it recommends
protection priorities and establishes a protection prioritization list for the support area (see annex A). The
protection prioritization list helps the MEB commander identify or assess assets that require protection
prioritization within the support area. Not all assets listed on the protection prioritization list receive
continuous protection. Some critical assets only receive protection assets based on available resources. It is
the responsibility of the MEB staff to provide the assessment and recommended prioritization list to the
commander for approval. The corps and division information operations elements are responsible for
integrating and synchronizing information-related capabilities that support and complement critical asset
protection against bypassed regular forces, irregular forces, and hybrid threats in the support area. The
electronic warfare operations is responsible for synchronizing electronic attack against Level II and Level III
threats. Coordination between the information operations/operations security (OPSEC) officers and the signal
officer emphasizes electromagnetic signature masking through terrain and directional antenna usage. The
protection prioritization list is continuously assessed and revised throughout each phase, transition, or major
activity of an operation. See ADP 3-37 for additional information on critical assets and the protection
prioritization list.
Node Protection
4-50. Command posts and operations centers are often protected through area security techniques that
involve the employment of protection and security assets in a layered, integrated, and redundant manner.
This can often keep hostile threats at a distance by maximizing the standoff distance from explosive effects,
while keeping the protected asset outside the range of enemy or adversary direct-fire weapons and
observation. CBRN sensors may be emplaced around critical nodes to provide early warning to friendly
forces of incoming enemy CBRN strikes, particularly at static sustainment areas and command and control
nodes.
High-Risk Personnel Security
4-51. High-risk personnel are personnel who, by their grade, assignment, symbolic value, or relative
isolation, are likely to be attractive or accessible terrorist targets (JP 3-26). When units identify a significant
risk based on a verified threat from an intelligence source to selected personnel, the local commander has the
ability to organize security details from internal resources. Special precautions are taken to ensure the safety
and security of these individuals and their family members. Commanders must ensure that any security details
are properly trained and equipped and may request additional protective detail support if needed. See
ATP 3-39.35 and DODI O-2000.22.
Movement Corridor
4-52. A movement corridor is a designated area established to protect and enable ground movement along a
route (ADP 3-37). Units establish a movement corridor to set the conditions to protect and enable movement
of traffic along a designated surface route. Units conduct synchronized operations within the movement
corridor, such as reconnaissance, security, mobility, and information collection for forces that require
additional command and control, protection, and support to enable their movement. See ADP 3-37 for
additional information on the establishment of a movement corridor. |
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Response Force Operations
4-53. Response force operations expediently reinforce unit organic protection capabilities or complement
that protection with maneuver capabilities based on the threat. Response force operations include planning
for the defeat of Level I and II threats and the shaping of Level III threats until a designated TCF arrives for
decisive operations. A response force with appropriate fire support (usually designated by the area
commander) is tasked to deal with Level I or II threats located in the support area. The response force delays
a Level III threat until a TCF arrives. Each threat level or any combination of levels may exist throughout the
operational environment. See JP 3-10 for additional information on the levels of threat.
4-54. Each designated base camp commander is responsible for organizing and preparing a quick reaction
force. The quick reaction force can be from assigned, attached, or OPCON units or supporting or reinforcing
combat forces directed to conduct combat operations in support of the unit. These forces operate under control
of the BDOC to defeat Level I and some Level II threats and delay Level III threats until the support area
designated land owner responds with their response force or a TCF.
4-55. When needed, the base camp quick reaction force assembles and counterattacks by fire and maneuver
to eliminate the threat. The base camp commander commits the quick reaction force, reconstitutes the quick
reaction force, and notifies the base cluster commander, if assigned, or the support area commander. This
notification becomes the warning order for the base cluster or support area reserve.
4-56. The commitment of a quick reaction force becomes a significant command and control and potential
fratricide problem that rehearsals and standing operating procedures can mitigate. Since the two friendly
forces may converge, typically the higher commander assumes command and control of the engagement.
Reserve
4-57. When assigned the support area, the MEB commander should dedicate a reserve. The reserve is a
dedicated force withheld from action and committed at a decisive moment. The reserve provides the
commander flexibility to exploit success or deal with a tactical setback. The force is not committed to perform
any other task.
4-58. The reserve is positioned to respond quickly to unanticipated missions. A reserve maintains protection
from enemy fires and detection by maximizing covered and concealed positions, wide dispersion, and
frequent repositioning.
4-59. When resources (or METT-TC) permit, the MEB may begin defensive operations with a company
reserve and allocate additional forces to the reserve as operations progress. In other cases, the MEB initial
reserve force might be as small as a platoon.
4-60. A reserve is usually assigned an AA or base camp. Maintaining and positioning a reserve is a key
requirement for achieving depth within the defense. The MEB commander and staff determine the size and
position of the reserve based on the accuracy of knowledge about the enemy and the ability of the terrain to
accommodate multiple enemy COAs. When the MEB commander has intelligence about the enemy and the
maneuver options of the enemy are limited, the MEB can maintain a smaller reserve. If knowledge of the
enemy is limited and the terrain allows the enemy multiple COAs, then the MEB needs a larger reserve. This
gives the MEB commander the required combat power and reaction time to commit the reserve effectively
in the support area. To employ the reserve, the MEB commander must be able to track the threat, assess
information, and employ and control fires.
Tactical Combat Force
4-61. The MEB defeats Level I, II, and III (if assigned a TCF) threats within the support area. Tenant units
defeat Level I and some Level II threats within their assigned base camps. The support area commander
employs a response force (military police units if task-organized to the support area designated land owner)
within their AO to assist tenants or convoy commanders to defeat Level II threats and delay Level III threats
when they are not capable of doing it themselves. The MEB commander employs a TCF to defeat Level III
threats in the support area. |
3-81 | 83 | Support Area Responsibilities
Lines of Communications Security
4-62. The security and protection of LOCs and supply routes are critical to military operations because most
support traffic moves along these routes. The security of LOCs and supply routes (rail, pipeline, highway,
and waterway) presents one of the greatest security challenges in the support area. Route security operations
are defensive in nature and are terrain-oriented. A route security force may prevent an enemy or adversary
force from impeding, harassing, or destroying traffic along a route or portions of a route by establishing a
movement corridor. Organizations task-organized to the designated support area land owner (engineer,
CBRN, military police, EOD) are capable of providing security and protection of LOC and supply routes that
are identified as critical to military operations. Units conduct synchronized operations (mobility and
information collection) within the movement corridor. A movement corridor may be established in a high-
risk area to facilitate the movement of a single element or to accommodate an enduring operation. See
appendix B for additional information on LOC.
Checkpoints and Combat Outposts
4-63. It is often necessary to control the freedom of movement in an AO for a specific period of time or as a
long-term operation. This may be accomplished by placing checkpoints and combat outposts along
designated avenues and roadways or on key terrain identified through METT-TC. Checkpoints are used for
controlling, regulating, and verifying movement; combat outposts are used for sanctuary, support,
information collection, or area denial. See ATP 3-90.4 for more information on combat outposts.
Checkpoints
4-64. Checkpoints monitor and control the movement of personnel and vehicles, inspect cargo, enforce laws
and regulations, and provide information. They may be used simply to coordinate movement and surveillance
activities. Establishing checkpoints is a critical measure in a commander’s overall security efforts. A
commander designates checkpoints along a movement route to assist marching units in complying with the
timetable. The movement overlay identifies critical points along the route where interference with movement
might occur. Commanders position traffic control posts along the route to prevent congestion and confusion.
They may be manned by military police or other unit personnel. These Soldiers report to the appropriate area
movement control organization when each convoy, march column, and march serial arrives and completes
passage of their location. Checkpoints may indicate critical terrain features, help to coordinate air-ground
integration, and enable effective civil control.
Combat Outpost
4-65. A combat outpost is a reinforced observation post that is capable of conducting limited combat
operations. While the factors of METT-TC determine the size, location, and number of combat outposts
established by a unit, a reinforced platoon typically occupies a combat outpost. Mounted and dismounted
forces can employ combat outposts. Combat outposts are usually located far enough in front of the protected
force to preclude enemy ground reconnaissance elements from observing the actions of the protected force.
Considerations for employing combat outposts—
* Allow security forces to be employed in restrictive terrain that precludes mounted security forces
from covering the area.
* Can be used when smaller observation posts are in danger of being overrun by enemy forces
infiltrating into and through the security area.
* Enable a commander to extend the depth of their security area.
* Should not seriously deplete the strength of the main body.
4-66. Forces manning combat outposts can conduct aggressive patrolling, engage and destroy enemy
reconnaissance elements, and engage the enemy main body before their extraction. The commander should
plan to extract their forces from the combat outpost before the enemy has the opportunity to overrun them. |
3-81 | 84 | Chapter 4
Convoy Security
4-67. A convoy security operation is a specialized type of area security operation conducted to protect
convoys. The MEB conducts convoy security operations when there are insufficient friendly forces to
continuously secure routes in the support area and there is a significant danger of enemy or adversary ground
action directed against the convoy. The MEB commander may also conduct convoy security in conjunction
with route security operations. Planning includes designating units for convoy security; providing guidance
on tactics, techniques, and procedures for units to provide for their own security during convoys; or
establishing protection and security requirements for convoys carrying critical assets. Local or theater policy
typically dictates when and which convoys receive security and protection and the configuration of the
convoy. See ATP 4-01.45 for more information on convoy security training requirements and tactics,
techniques, and procedures.
Port Area and Pier Security
4-68. The MEB may provide area security for port and pier areas. The joint force commander and subordinate
joint force commanders ensure that port security plans and responsibilities are clearly delineated and
assigned. If MEB commanders are assigned a port area as part of the support area. they must develop and
organize plans to ensure that forces are trained, led, and equipped to concentrate the necessary combat power
at the decisive time and place to protect or secure port areas and cargo, as necessary. The patrol of harbors
and anchorages is generally the mission of a dedicated port security unit and may include waterfront security
operations. See JP 3-10 for additional information on port security units.
Area Damage Control
4-69. The MEB performs area damage control before, during, or after incidents within the assigned support
area or in support of a corps or division specific mission (see JP 3-10). Area damage control is performed to
reduce the probability of damage and minimize its effects. To help minimize its effects, area damage control
includes actions to recover immediately, resume operations, and maintain and restore order. Area damage
control involves centralized planning and decentralized execution. Commanders assess their ability to
withstand hostile action and man-made or natural disasters and then allocate area damage control resources
to mitigate the hazards in consonance with their importance to the mission.
4-70. Following an enemy attack, the MEB or base camp commander may need to reorganize while
transitioning from defensive to routine operations. Reorganization is all measures taken by the commander
to maintain unit combat effectiveness or return it to a specific level of combat capability (FM 3-90-1).
4-71. Incident management plans and area damage control are key components to a successful protection
plan. The area damage control plan includes subordinate and support area or base camp tenant responsibilities
that include the specific actions to be taken before, during, and after incidents. The area damage control plan
is synchronized and coordinated with the defensive and protection plans (including survivability and AT
plans). The IPB process and safety techniques are used to identify and assess hazards and make
recommendations to prevent or mitigate the effects of those hazards. Training and rehearsals assist in the
ability to respond immediately to damage. Assessment teams advise the commander on the extent of damage
and estimated time for recovery.
4-72. Incident management plans should also include the contingency of CBRN contamination mitigation,
including clean and dirty route management, equipment and personnel decontamination points,
decontamination logistical replenishment planning, and a prioritized list of capabilities that must be
decontaminated first. The goal should be to limit the impact of CBRN attacks on normal operations,
preventing cross-contamination while protecting personnel and rapidly reconstituting combat power.
4-73. Area damage control is a tiered response. As a part of area security operations, all commanders conduct
area damage control to prevent, respond, and recover from the negative effects of enemy or adversary action
that can diminish combat power with local assets and resources. The base camp is the next level of area
damage control response with their capabilities. Each base camp defense plan includes an area damage
control plan. The designated support area land owner coordinates area damage control within the support
area according to the area damage control plan, additional support from higher headquarters, or specialized |
3-81 | 85 | Support Area Responsibilities
units. Within an assigned AO, the designated support area land owner may keep centralized control of some
area damage control assets to permit allocation at the critical point and time.
4-74. Area damage control may include such measures as—
* Establishing fire breaks and lanes.
* Hardening structures.
* Dispersing key capabilities and resources.
* Coordinating with higher headquarters and CA to use host-nation support for area damage control.
* Locating, isolating, and containing the incident.
* Isolating danger or hazard areas.
* Mitigating personnel and material losses.
* Reestablishing security.
* Assessing the situation and damage.
* Supporting decontamination operations.
* Searching and rescuing entrapped personnel.
* Eliminating pockets of enemy resistance.
* Providing civil control.
* Removing and exposing of explosive ordnance.
* Clearing rubble.
* Clearing down trees.
* Providing electrical power services.
* Providing fire protection services.
* Controlling flood damage.
* Determining contaminated areas.
* Reorganizing or reconstituting a response force or reserve.
* Repairing facilities.
* Improving security or defenses.
* Integrating and assisting with mass casualty incident plans.
* Replacing or shifting information collection assets and observers.
* Recovering and repairing damaged equipment.
* Repairing critical facilities, routes, or LOCs within the AO.
LOCAL SECURITY
4-75. Local security is low-level security activities conducted near a unit to prevent surprise by the enemy
(ADP 3-90). Local security provides immediate protection to friendly forces and is typically performed by a
unit for self-protection, but it may also be provided by another unit when the security requirements are greater
than the unit security capabilities. Local security may include countermobility and survivability activities.
Area security activities take advantage of the local security measures performed by all units (regardless of
their location) in an AO, and all local security activities should be linked to the broader area security activities.
4-76. Local security includes any local measure taken by units that protect against enemy actions. It involves
avoiding enemy detection or deceiving the enemy about friendly positions and intentions. Local security
prevents a unit from being surprised, and it is an important part of maintaining the initiative. The requirement
for maintaining local security is an inherent part of all operations. Units use active and passive measures to
provide local security.
4-77. Active local security measures include but are not limited to―
* Observation posts.
* Patrols.
* Unmanned aerial systems. |
3-81 | 86 | Chapter 4
* The establishment of specific levels of alert within the unit. The commander adjusts those levels
based on the factors of METT-TC.
* The establishment of stand-to times. The unit standard operating procedure details the unit
activities during the conduct of stand-to.
4-78. Passive local security measures include but are not limited to―
* Camouflage and concealment.
* Movement control.
* Noise and light discipline.
* Proper communications procedures.
* The employment of available ground sensors.
* The use of night vision devices and daylight sights to maintain surveillance over the area
immediately around the unit.
* The incorporation of emission control to prevent the enemy from detecting, identifying, and
locating friendly forces.
TACTICAL COMBAT FORCE
4-79. A tactical combat force is a rapidly deployable, air-ground mobile combat unit, with appropriate
combat support and combat service support assets assigned to and capable of defeating Level III threats
including combined arms (JP 3-10). The TCF is task-organized to the MEB commander when it is required
to defeat Level III threats throughout the support area. An infantry battalion, Stryker battalion, or a combined
arms battalion can be assigned as the TCF for the support area commander’s AO. The TCF size, composition,
and response time is based on mission requirements.
PERSONNEL RECOVERY
4-80. Army personnel recovery refers to the military efforts taken to prepare for and execute the recovery
and reintegration of isolated personnel (FM 3-50). Personnel recovery is the overarching term for operations
that focus on recovering isolated personnel before captivity. Isolation refers to a tactical situation that requires
isolated personnel to evade or operate in captivity as an extension of the battlefield. Every unit must have
procedures in place to recover personnel.
4-81. Commanders must integrate personnel recovery throughout operations. This requires an understanding
of the complex, dynamic relationships between friendly forces, the enemy, and the operational environment.
This understanding helps commanders visualize and describe their intent for personnel recovery and assists
them in developing focused isolated Soldier guidance. Personnel recovery guidance is contained in various
parts of the order, including the base order, appropriate annexes, appendixes, tabs, and exhibits. For additional
information on personnel recovery, see FM 3-50.
AIRSPACE MANAGEMENT
4-82. The MEB is staffed with an air defense airspace management cell that is responsible for planning,
coordinating, integrating, and controlling air defense and airspace management to integrate brigade airspace,
including AMD. The MEB staff coordinates with the division joint air ground integration center as required
to deconflict and integrate the airspace within the support area. See FM 3-52 and JP 3-52.
Note. The air defense airspace management cell capabilities resident in a MEB does not have the
full brigade aviation element or United States Air Force Tactical Air Control Party found in
maneuver brigades. |
3-81 | 87 | Support Area Responsibilities
4-83. The air defense airspace management cell has digital connectivity to theater level with the tactical
airspace integration system. Fires and airspace use is deconflicted in the fires cell and air defense airspace
management cell. The MEB commander can request airspace coordinating measures, such as unmanned
aircraft system holding areas and base camp defense zones, to manage airspace. Key tasks may include
coordinating manned and unmanned Army aviation support.
4-84. The air defense airspace management cell continuously plans for and coordinates airspace
requirements and monitors operations of all airspace users to support operations and those transiting through
the support areas airspace. This continuous situational understanding is critical to ensure that the brigade can
react to any situation requiring immediate use of airspace, such as offensive and defensive fires, unplanned
unmanned aircraft system launches, or a diversion of aviation assets in real time.
STABILITY
4-85. Ultimately, stability is the set of conditions in which a local populace regards its governance
institutions as legitimate and its living situation as acceptable and predictable. Actions to maintain or
reestablish stability first aim to lessen the level of violence. These actions also aim to enable the functioning
of governmental, economic, and societal institutions. Lastly, these actions encourage the general adherence
to local laws, rules, and norms of behavior. A stability operation is an operation conducted outside the United
States in coordination with other instruments of national power to establish or maintain a secure environment
and provide essential governmental services, emergency infrastructure reconstruction, and humanitarian
relief (ADP 3-0).
4-86. The MEB may be required to conduct some minimum essential stability tasks for its supported echelon
within an assigned support area while concurrent, large-scale combat is occurring in the larger AO of the
headquarters they are supporting. The MEB would effectively perform in an economy-of-force role in one
area with the relative weight of their effort on stability tasks as other units focus the relative weight of their
effort in offensive or defensive tasks in another area. The MEB may be required to conduct minimum
essential stability tasks simultaneously with support area operations. See ADP 3-0 and ADP 3-07 for
additional information on stability tasks.
4-87. Stability operations are conducted as part of operations outside the United States in coordination with
other instruments of national power to maintain or reestablish a safe and secure environment and provide
essential governmental services, emergency infrastructure reconstruction, and humanitarian relief. Primary
Army stability tasks include the following:
* Establish civil security.
* Conduct security cooperation.
* Provide support to establish civil control.
* Restore essential services.
* Provide support to governance.
* Provide support to economic and infrastructure development.
4-88. When properly task-organized, the MEB can conduct or support stability operations; however, they
have little capability to conduct the primary Army stability task of support to governance and economic
development. These tasks are conducted in a complementary, reinforcing, and concurrent manner with other
agencies or multinational forces. While the stability tasks are essential for success, without complementary
inform and influence efforts that explain these actions to the population, success may be unattainable.
MOBILITY AND COUNTERMOBILITY
4-89. Mobility is a quality or capability of military forces which permits them to move from place to place
while retaining the ability to fulfill their primary mission (JP 3-36). As described in FM 3-90-1, mobility is
the key to successful operations. Its major focus is to enable friendly forces to move and maneuver freely on
the battlefield or an AO. |
3-81 | 88 | Chapter 4
4-90. Mobility tasks are those combined arms activities that mitigate the effects of obstacles to enable
freedom of movement and maneuver (ATP 3-90.4). Mobility includes the following primary tasks:
* Conduct breaching.
* Conduct clearing (areas and routes).
* Conduct gap crossing.
* Construct and maintain combat roads and trails.
* Construct and maintain forward airfields and landing zones.
* Conduct traffic management and control.
4-91. When properly task-organized, the MEB staff can plan, direct, integrate, and control engineer, military
police, and CBRN capabilities and request EOD capabilities necessary to clear an area, location, or line for
communication of obstacles or impediments. The support area designated land owner conducts this operation
throughout the support area to support movement corridors, rapid runway repairs, and horizontal
construction. See ATP 3-90.4 for additional information on mobility.
4-92. Countermobility operations are those combined arms activities that use or enhance the effects of natural
or man-made obstacles to deny enemy freedom of movement and maneuver. When properly task-organized,
the MEB commander’s staff can plan direct, integrate, and control the capabilities necessary to alter the
mobility of adversaries. The MEB may conduct this operation in the support area as part of security and
defense while ensuring that these countermobility actions do not impair future friendly force freedom of
movement. Key countermobility tasks may include (see ATP 3-90.8)—
* Site obstacles.
* Construct, emplace, or detonate obstacles.
* Mark, report, and record obstacles.
* Obstacle integration.
REAR COMMAND POST
4-93. The rear command post provides echelon (corps and division) oversight, planning, synchronization,
direction and/or coordination of sustainment activities, terrain management, protection, stability tasks,
boundary and operational transition management, host-nation coordination and support, and integration
(reception, staging, and onward movement) of arriving forces throughout rear areas.
4-94. When established, the rear command post is the command post that deconflicts, prioritizes,
coordinates, and synchronizes rear area operations for the supported echelon (corps/division) and should not
duplicate the tasks assigned to the MEB, BCT, or sustainment brigade. It has similar responsibilities to the
tactical command post, and in certain cases may take the fight from the main command post. The rear
command post enables the corps or division commander by unifying the efforts of combat, functional, and
multifunctional units that operate in the support area and, when applicable, the rear area to ensure
uninterrupted support to the main effort. When synchronized, these efforts enable the corps or division to
maintain tempo and operational reach.
4-95. The rear command post echelon headquarters task-organizes units for network connectivity, life
support, transportation, medical support, and security for the rear command post. Corps and division
commanders may use the rear command post to provide command supervision and general officer oversight
for—
* Performing terrain management and movement control.
* Defeating threats.
* Enabling sustainment operations.
* Coordinating and synchronizing protection.
* Enabling stability operations.
* Enabling transitions. |
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