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3-16 | 129 | Glossary
SECTION II β TERMS
air domain
The atmosphere, beginning at the Earthβs surface, extending to the altitude where its effects upon
operations become negligible. (JP 3-30)
civil administration
An administration established by a foreign government in friendly territory, under an agreement with
the government of the area concerned, to exercise certain authority normally the function of the local
government or in hostile territory, occupied by United States forces, where a foreign government
exercises executive, legislative, and judicial authority until an indigenous civil government can be
established. (JP 3-05)
civil knowledge integration
The actions taken to analyze, evaluate, and organize collected civil information for operational
relevance and informing the warfighting function. (FM 3-57)
civil military integration
The actions taken to establish, maintain, influence, or leverage relations between military forces and
indigenous populations and institutions to synchronize, coordinate, and enable interorganizational
cooperation and to achieve unified action. (FM 3-57)
civil-military operations center
An organization, normally comprised of civil affairs, established to plan and facilitate coordination of
activities of the Armed Forces of the United States within indigenous populations and institutions, the
private sector, international organizations, nongovernmental organizations, multinational forces, and
other governmental agencies in support of the commander. (JP 3-57)
civil network
A collection of formal and informal groups, associations, military engagements, and organizations
within an operational environment that interact with each other with varying degrees of frequency,
trust, and collaboration. (FM 3-57)
civil network development and engagement
The activity by which the civil network capabilities and resources are engaged, evaluated, developed,
and integrated into operations. (FM 3-57)
countering weapons of mass destruction
Efforts against actors of concern to curtail the conceptualization, development, possession,
proliferation, use, and effects of weapons of mass destruction, related expertise, materials,
technologies, and means of delivery. (JP 3-40)
counterintelligence
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 2-0)
forensic-enabled intelligence
The intelligence resulting from the integration of scientifically examined materials and other
information to establish full characterization, attribution, and the linkage of events, locations, items,
signatures, nefarious intent, and persons of interest. (JP 2-0)
geospatial intelligence
The exploitation and analysis of imagery and geospatial information to describe, assess, and visually
depict physical features and geographically referenced activities on or about the Earth. (JP 2-0)
human intelligence
A category of intelligence derived from information collected and provided by human sources. (JP 2-0) |
3-16 | 130 | Glossary
intelligence operations
(Army) The tasks undertaken by military intelligence units through the intelligence disciplines to
obtain information to satisfy validated requirements. (ADP 2-0)
intelligence, surveillance, and reconnaissance
An integrated operations and intelligence activity that synchronizes and integrates the planning and
operation of sensors; assets; and processing, exploitation, and dissemination systems in direct support
of current and future operations. (JP 2-0)
interoperability
The ability to act together coherently, effectively, and efficiently to achieve tactical, operational, and
strategic objectives. (JP 3-0)
interorganizational cooperation
The interaction that occurs among elements of the Department of Defense; participating United States
Government departments and agencies; state, territorial, local, and tribal agencies; foreign military
forces and government agencies; international organizations; nongovernmental organizations; and the
private sector. (JP 3-08)
lead agency
The United States Government agency designated to coordinate the interagency oversight of the day-
to-day conduct of an ongoing operation. (JP 3-08)
measure and signature intelligence
Information produced by quantitative and qualitative analysis of physical attributes of targets and
events to detect, characterize, locate, and identify targets and events; and derived from specialized,
technically derived measurements and signatures of physical phenomenon intrinsic to an object or
event. (JP 2-0)
mission assurance
A process to protect or ensure the continued function and resilience of capabilities and assets,
including personnel, equipment, facilities, networks, information and information systems,
infrastructure, and supply chains, critical to the execution of Department of Defense mission-essential
functions. (JP 3-26)
mission command
(Army) The Armyβs approach to command and control that empowers subordinate decision making
and decentralized execution appropriate to the situation. (ADP 6-0)
multinational operations
A collective term to describe military actions conducted by forces of two or more nations, usually
undertaken within the structure of a coalition or alliance. (JP 3-16)
open-source intelligence
Publicly available information collected, exploited, and disseminated to address a specific requirement.
(JP 2-0)
signals intelligence
A category of intelligence comprising all communications intelligence, electronic intelligence, and
foreign instrumentation signals intelligence, however transmitted, individually or in combination.
(JP 2-0)
space domain
The area above the altitude where atmospheric effects on airborne objects become negligible .
(JP 3-14)
special operations
Activities or actions requiring unique modes of employment, tactical techniques, equipment, and
training often conducted in hostile, denied, or politically sensitive environments. (JP 3-05) |
3-16 | 131 | Glossary
support to civil administration
Assistance given by United States armed forces to stabilize or enhance the operations of the governing
body of a foreign country by assisting an established or interim government. (FM 3-57)
technical intelligence
Intelligence derived from the collection, processing, analysis, and exploitation of data and information
pertaining to foreign equipment and materiel for the purposes of preventing technological surprise,
assessing foreign scientific and technical capabilities, and developing countermeasures designed to
neutralize an enemyβs technological advantages. (JP 2-0)
transitional military authority
A temporary military government exercising the functions of civil administration in the absence of a
legitimate civil authority. (FM 3-07)
unity of command
The direction of all forces under a single, responsible commander who has the requisite authority to
direct and employ those forces. (JP 3-0) |
3-16 | 133 | References
All websites accessed on 10 May 2024.
REQUIRED PUBLICATIONS
These documents must be available to intended users of this publication.
DOD Dictionary of Military and Associated Terms. 15 April 2024.
JP 3-16. Multinational Operations. 01 March 2019.
FM 1-02.1. Operational Terms. 28 February 2024.
FM 1-02.2. Military Symbols. 28 February 2024.
RELATED PUBLICATIONS
These cited documents contain relevant supplemental information.
JOINT PUBLICATIONS
Most joint doctrinal and administrative publications are available online at
https://www.jcs.mil/Doctrine/. Unless otherwise indicated, most Department of Defense
issuances are available online at https://www.esd.whs.mil/DD/.
DODD 3300.03. DoD Document and Media Exploitation (DOMEX), Change 2. 11 January 2011.
JP 1 Volume 2. The Joint Force. 19 June 2020.
JP 2-0. Joint Intelligence. 26 May 2022.
JP 3-0. Joint Campaigns and Operations. 18 June 2022.
JP 3-05. Joint Doctrine for Special Operations. 22 September 2020.
JP 3-08. Interorganizational Cooperation. 12 October 2016.
JP 3-09. Joint Fire Support. 10 April 2019.
JP 3-12. Joint Cyberspace Operations. 19 December 2022.
JP 3-14. Joint Space Operations. 23 August 2023.
JP 3-26. Joint Combating Terrorism. 30 July 2020.
JP 3-30. Joint Air Operations. 25 July 2019.
JP 3-31. Joint Land Operations, Change 2. 03 October 2019.
JP 3-33. Joint Force Headquarters. 09 June 2022.
JP 3-34. Joint Engineer Operations. 06 January 2016.
JP 3-40. Joint Countering Weapons of Mass Destruction. 27 November 2019.
JP 3-57. Civil-Military Operations. 09 July 2018.
JP 3-85. Joint Electromagnetic Spectrum Operations. 22 May 2020.
JP 4-0. Joint Logistics. 20 July 2023.
JP 4-02. Joint Health Services. 29 August 2023.
JP 4-10. Operational Contract Support. 04 March 2019.
JP 5-0. Joint Planning. 01 December 2020.
ARMY PUBLICATIONS
Most Army doctrinal and administrative publications are available online at
https://armypubs.army.mil/. |
3-16 | 134 | References
ADP 2-0. Intelligence. 31 July 2019.
ADP 3-0. Operations. 31 July 2019.
ADP 3-05. Army Special Operations, Change 1. 31 July 2019.
ADP 3-19. Fires. 31 July 2019.
ADP 6-0. Mission Command: Command and Control of Army Forces. 31 July 2019.
AR 34-1. Interoperability. 09 April 2020.
AR 380-10. Foreign Disclosure and Contacts With Foreign Representatives. 14 July 2015.
AR 381-26. Army Foreign Materiel Program. 30 January 2023.
ATP 2-22.4. Technical Intelligence. 29 October 2021.
ATP 2-22.82. Biometric-Enabled Intelligence. 02 November 2015.
ATP 2-22.85/MCRP 10-10F.1/NTTP 3-07.16/AFTTP 3-2.85. Multi-Service Tactics, Techniques, and
Procedures for Tactical Employment of Biometrics in Support of Operations. 30 April 2020.
ATP 3-04.16. Airfield Operations. 21 September 2023.
ATP 3-07.10/MCRP 3-03D.1/NTTP 3-07.5/AFTTP 3-2.76. Multi-Service Tactics, Techniques, and
Procedures for Advising for Foreign Security Forces. 15 June 2023.
ATP 3-34.5/MCRP 3-40B.2. Environmental Considerations, Change 1. 10 August 2015.
ATP 3-39.21/MCRP 10-10F.5/NTTP 3-07.8/AFTTP 3-2.7/CGTTP 3-93.10. Multi-Service Tactics,
Techniques, and Procedures for Expeditionary Forensics. 30 October 2020.
ATP 3-94.1. Digital Liaison Detachment. 28 December 2017.
ATP 3-96.1. Security Force Assistance Brigade. 02 September 2020.
ATP 4-02.55 Army Health System Support Planning. 30 March 2020.
ATP 4-10/MCRP 4-11H/NTTP 4-09.1/AFTTP 3-2.41, Change 1. Multi-Service Tactics, Techniques,
and Procedures for Operational Contract Support. 16 December 2021.
ATP 4-10.1 Logistics Civil Augmentation Program Support to Operations. 28 November 2023.
ATP 6-02.61. Expeditionary Mission Partner Network Operations. 06 December 2023.
ATP 6-02.62. Expeditionary Mission Partner Network Techniques for Joining, Membership, and
Exiting Instructions. 06 December 2023.
FM 2-22.3. Human Intelligence Collector Operations. 6 September 2006.
FM 3-0. Operations. 01 October 2022.
FM 3-07. Stability. 02 June 2014.
FM 3-12. Cyberspace Operations and Electromagnetic Warfare. 24 August 2021.
FM 3-14. Army Space Operations. 30 October 2019.
FM 3-34. Engineer Operations. 18 December 2020.
FM 3-52. Airspace Control. 20 October 2016.
FM 3-57. Civil Affairs Operations. 28 July 2021.
FM 4-0. Sustainment Operations. 31 July 2019.
FM 4-02. Army Health System, Change 1. 17 November 2020.
FM 5-0. Planning and Orders Production. 16 May 2022.
FM 6-27/MCTP 11-10C. The Commanderβs Handbook on the Law of Land Warfare, Change 1.
07 August 2019.
TC 3-05.5. Special Operations Task Force Planning and Operations Handbook. 26 September 2017.
NATO PUBLICATIONS
Most NATO publications are available online at https://nso.nato.int/nso/home/main/home.
AJP-01 (F). Allied Joint Doctrine. 19 December 2022.
AJP-3.3 (B) Allied Joint Doctrine for Air and Space Operations. 08 April 2016. |
3-16 | 135 | References
AJP-3.5. Allied Joint Doctrine for Special Operations. 07 August 2019. (This classified publication is
available on the SECRET Internet Protocol Router Network [known as SIPRNET]. Contact
the preparing agency of this manual for access instructions.)
AJP-4 (B) Allied Joint Doctrine for Logistics. 20 December 2018.
Allied Technical Publication-45. Warning and Reporting and Hazard Prediction of Chemical,
Biological, Radiological, and Nuclear Incidents. 20 March 2020. (This classified publication
is available on the SECRET Internet Protocol Router Network [known as SIPRNET]. Contact
the preparing agency of this manual for access instructions.)
The North Atlantic Treaty, Article 5 (Collective Defense).
https://www.nato.int/cps/en/natohq/official_texts_17120.htm.
OTHER PUBLICATIONS
Executive Order 13526. Original Classification Authority. https://www.archives.gov/federal-
register/codification/chapter.html
Geneva Conventions of 1949. https://www.loc.gov.
STANAG 2019. NATO Joint Military Symbology. 16 October 2017.
https://nso.nato.int/nso/home/main/home.
The North Atlantic Treaty. 1949. Available at
https://www.nato.int/cps/en/natohq/official_texts_17120.htm.
Title 10 of the U.S. Code, Acquisition and Cross-Servicing Agreements. http://uscode.house.gov.
WEBSITES
ABCANZ Armiesβ Program coalition operations lessons learned database.
https://wss.apan.org/cda/ABCANZ-armies.
Center for Army Lessons Learned. https://www.army.mil/call.
Joint Lessons Learned Information System. https://www.jllis.mil.
PRESCRIBED FORMS
This section contains no entries.
REFERENCED FORMS
Unless otherwise indicated, most Department of the Army (DA) forms are available on the Army
Publishing Directorate website: https://armypubs.army.mil/.
DA Form 2028. Recommended Changes to Publications and Blank Forms. |
3-16 | 137 | Index
Entries are by paragraph number.
assessment, contracting, 5-28 chemical, biological, radiological,
A
health threat, 6-10 and nuclear defense, questions,
acquisition and cross-servicing
space operations, 11-19 5-52
agreement, 5-14
special operations, 7-2 chief of staff, types, 2-85β2-92
activities, preparation, 2-25
assets, lift, 3-2 civil administration, defined, 8-24
special operations, 7-3
authority, contracting, 5-30 civil affairs, competencies, 8-8β
adversary, challenges from, 1-29
logistics and, 5-6 8-15
agency, civilian development, transference of, 2-17, 8-23
civil affairs operations. See CAO
8-40
cooperation, 2-78 B civil knowledge integration, 8-10β
human rights and biometric-enabled intelligence, 8-11
democratization, 8-41 4-25 defined, 8-10
agreements, communications, civil military integration, 8-1β8-45
C
4-13 defined, 8-1
C2, air operations, 10-3β10-4
resources, 5-20 civil military liaison, 8-19
interoperability, 2-18β2-19
security sharing, 4-7
maritime challenges, 9-20 civil network, defined, 8-12
aid, humanitarian, 8-26
medical questions, 6-18 civil network development and
air and missile defense, 10-11β questions, 2-121β2-126 engagement, 8-12β813
10-13 space questions, 11-31 defined, 8-12
air domain, defined, 10-1 special operations, 7-11 civilian, development agencies,
special operations forces, 7-8β
air environment, characteristics, 8-40
7-13
10-1 organizations, 8-26β8-41
campaign, preparation, 3-1 support to, 5-11
air operations, 10-1β10-17
benefits, 10-2β10-10 CAO, 8-5β8-7 civil-military operations. See CMO
C2, 10-3β10-4 integration, 8-6 civil-military operations center.
capabilities, 10-3 capabilities, conventional, 2-112 See CMOC
considerations, 10-17 effects of, 2-28
civil-military teaming, 8-20β8-25
planning, 10-5β10-7 integration, 2-108β2-112
CMO, capabilities, 8-4
air tasking cycle, 10-6 intelligence, 4-24β4-28
considerations, 8-45
knowledge of, 2-106β2-121
airfield, forward, 10-15 interorganizational
military, 13-1
operations, 10-14β10-16 cooperation, 8-2β8-4
questions, 5-48
placement, 10-14
special operations forces, CMOC, 8-16β8-18
airspace control, 10-8β10-10 2-117β2-120 defined, 8-16
procedures, 10-8
capacity, building, 11-13β11-16 COA analysis, questions, 3-32
airspace control authority, 10-9β
centralized, versus decentralized, COA approval, questions, 3-34
10-10
12-30β12-34 COA comparison, questions, 3-33
alliance, 1-7
coalition versus, 1-9 chain of command, 2-38 COA development, questions,
challenges, integration, 8-15 3-31
allied, operations, 2-55β2-56
maritime, 9-2, 9-14β9-16, 9-20 coalition, 1-8β1-10
architecture, intelligence, 4-14 mission focus, 3-4β3-17 alliance versus, 1-9
area of operations, maritime, MPE, 3-19β3-20 network operations security
9-17β9-18 operations, 1-12 center, 2-74
Army Health System, functions, partners, 4-11 unity of effort, 1-10
planning, 3-1β3-35
6-3β6-7 collaboration, 2-18, 7-12
politics, 2-15
support from, 6-2 cyber, 12-29
solutions, 2-35
assess, interoperability health, 6-4
sustainment, 5-5
considerations, 2-30
teams, 1-22 |
3-16 | 138 | Index
Entries are by paragraph number.
combination, command structure, confidence, maintaining, 1-15β capabilities, 12-5, 12-18, 12-30
2-51 1-27 communications system, 12-35
command, fires questions, 13-30 considerations, C2, 2-121β2-126 considerations, 12-36
questions, 2-122 host nation, 5-19 integration, 12-5β12-7
command and control, 2-1β2-126. intelligence, 4-31 synchronization, 12-34
See C2 planning challenges, 3-28β cyberspace defense, 12-22
3-35 coordination, 12-19β12-24
command authority, comparison,
2-53 sustainment, 5-47β5-55 cyberspace offense, 12-23β12-24
command relationship, purpose, contract support, arrangements, cyberspace operations,
2-52β2-78 5-28 deconfliction, 12-32β12-33
questions, 2-123 contracting, 8-35 influences, 12-1β12-26
types, 2-54β2-78 limitations, 5-27 staff, 12-25β12-26
stand up, 5-29 synchronizing, 12-12β12-13
command structure, combination,
2-51 contractor concept, 5-34β5-36 D
integrated, 2-46β2-50 control, engineers, 13-7
decentralized, versus centralized,
lead nation, 2-42β2-44 fires, 13-3
12-30β12-34
parallel, 2-45 fires questions, 13-31
deconfliction, cyberspace
space operations, 11-20β11-24 logistics and, 5-7
operations, 12-32β12-33
special operations forces and, multinational forces, 2-61β2-72
7-8 cooperation, 1-5, 1-28 delivery, fires questions, 13-28
types, 2-40β2-51 CWMD, 3-22 deputy commander, multinational
commander, collaboration, 8-17 coordination, 12-8 force, 2-84
commander, considerations, 2-68 air and missile defense, 10-13 dimensions, interoperability and,
commander, considerations, 2-73 contracting, 5-23 1-28β1-33
foreign disclosure, 4-5 direct, interoperability
commanderβs intent, 3-6
geospatial, 13-11 considerations, 2-37
commanders, approach by, 2-3 information, 4-9
doctrine, space questions, 11-35
area air defense, 10-11 logistics, 5-36
challenges, 8-15 mission partner network, 12-11 document and media exploitation,
considerations, 1-28, 2-14, planning, 3-15 4-27
2-21, 3-14, 6-7, 7-7, 9-22 requirements, 5-4 donor organizations, 8-38
focus, 3-4β3-17 security force assistance,
multinational force, 2-1β2-2, 13-17 E
2-83 space operations, 11-21β11-22 electromagnetic interference,
questions, 9-23 special operations, 7-5β7-7 space questions, 11-43
responsibilities, 1-2, 1-15, sustainment, 5-1
electromagnetic spectrum, 12-4
1-17, 1-23, 4-2, 6-6, 9-11,
coordination cell, 2-75β2-77
11-23, 12-28, 13-8 engineer, functions, 13-5
space operations, 11-10 coordination center, 2-70β2-72 planning questions, 13-32
United Nations operations, logistics, 5-8 support, 13-4β13-7
2-57 COP, coalition, 2-75 enterprise MPE, 2-20
common operational picture. See COP coordination cell, 2-29 environmental monitoring, space
COP countering weapons of mass questions, 11-41
communications, 2-101β2-105 destruction. See CWMD equipment, communications,
considerations, 2-102β2-104 counterintelligence, defined, 4-17 2-105
equipment, 2-105
countermeasures, medical, 6-13β evaluate, interoperability
information and, 4-13β4-14
6-14 considerations, 2-34
need for, 2-12
plans, 2-104 course of action. See COA execute, interoperability
questions, 2-126 CWMD, 13-19β13-25 considerations, 2-26β2-29
space operations, 11-28 defined, 3-21 execution, questions, 13-33
communications system, cyber, collaboration, 12-29 experience, rapport, 1-18
cyberspace, 12-35 support from, 12-27β12-29 experts, 5-16
complementary intelligence cyber-enabled intelligence, 4-26
capabilities, 4-24β4-28-
cybersecurity, 12-14, 12-21
concept of support, 5-26 coordination, 12-19β12-24
cyberspace, 12-1β12-36 |
3-16 | 139 | Index
Entries are by paragraph number.
F geospatial, 13-9 L
sharing, 1-26
fire support, coordination, 13-2β language, questions, 2-125
13-3 information collection, 4-12 laws, application, 11-11
planning questions, 13-27β information sharing, 4-4β4-10
lead agency, 8-28β8-29
13-31 cyberspace, 12-9β12-10
defined, 8-28
force projection, 3-2β3-3 tasks, 4-29β4-30 security force assistance,
forces, formation, 1-6β1-10 infrastructure, protection of, 12-17 13-15
joint, 1-29 integrated command structure, lead nation, command structure,
support to, 11-6 2-46β2-50 2-42β2-44
foreign disclosure, coordination, integrated interoperability, concept, 5-9
4-5 purpose, 2-22β2-37 planning, 3-12
forensic-enabled intelligence, integration, 5-46, 12-16 staff augmentation, 2-44
defined, 4-28 capabilities, 2-108β2-112 leaders, engineer, 13-6
forward airfield, 10-15 cyberspace, 12-5β12-7 leadership, style, 2-4
relationships, 2-55
funding, questions, 5-49 liaison, benefits of, 2-62β2-63
space domain, 11-3
detachment, 2-72
G space operations, 11-9, 11-26
network, 2-62β2-69
G-1, 2-86 intelligence, 4-1β4-31 questions, 2-124
G-2, 2-87 capabilities, 4-3, 4-24β4-28 space operations, 11-24
disciplines, 4-16 special operations forces, 2-71
G-3, 2-88
effects of, 4-1 training, 2-70
G-4, 2-89 questions, 4-31
limited lift, 3-3
G-5, 2-90 intelligence operations, 4-15-4-23
limits, partners, 2-13
G-6, 2-91 defined, 4-15
logistics, methods, 5-9
G-39, 2-92 intelligence, surveillance, and planning, 5-10β5-13
reconnaissance, defined, 4-2
geospatial intelligence, defined, responsibility of, 5-6β5-9
4-18 intergovernmental organization, support center, 5-33
8-31β8-32
geospatial support, 13-8β13-11 logistics planners, actions, 5-12
intermediate staging base, 5-38
graphic control measures, 2-27 logistics system, United Nations,
interoperability, 1-28β1-33 5-31β5-36
ground operations, 1-4
C2, 2-18β2-19
groups, planning, 3-18 defined, 1-13 M
guidance, medical support, 6-11β efficiency of, 2-7 maintenance, questions, 5-51
6-12 enabling, 2-56 manning and equipment,
STANAG and, 2-9 fundamentals, 2-19 questions, 5-54
history of, 2-6
H integrated purpose, 2-22β2-37 maritime, area of operations,
9-17β9-18
health service support, 6-3 levels, 1-32
challenges, 9-2, 9-14β9-16
maritime, 9-16
health threat, assessment, 6-10 characteristics, 9-1β9-2
mission command, 2-5
host nation, space questions, considerations, 9-1β9-23
practices, 2-21
11-34 flexibility, 9-6β9-7
requirements, 2-22
host-nation considerations, space operations, 11-14 operation characteristics, 9-3β
9-8
support, 5-19 special operations forces, 7-9
operational approach, 9-19β
host-nation support, 5-15β5-20 interorganizational cooperation,
9-22
questions, 5-50 CMO, 8-2β8-4
requirements, 9-10
human intelligence, defined, 4-19 defined, 8-2 sustainment, 9-22
human resources, questions, 5-55 interpreters, 2-95β2-100 measure and signature
human rights and democratization J intelligence, defined, 4-20
agencies, 8-41 medical, planning, 6-8β6-9
joint forces, 1-29
humanitarian action, principles, planning questions, 6-19
jurisdiction, command, 2-12β2-14
8-27 relationships, 6-5
K medical support, 6-1β6-19
I
knowledge, rapport, 1-17 considerations, 6-1, 6-17β6-19
influence, operations, 1-11β1-14 countermeasures, 6-13β6-14
information, acquisition, 11-5 guidance, 6-11β6-12 |
3-16 | 140 | Index
Entries are by paragraph number.
military handover, 3-27 operational approach, maritime, planning guidance, 3-6
missile warning, space questions, 9-19β9-22 political advisor, 2-94
11-40 operational contract support. See politics, challenges of, 2-15
mission, 1-3 OCS transition and, 3-24
mission analysis, questions, 3-30 operations, airfield, 10-14β10-16 positioning, navigating, and
mission assurance, defined, 12-20 cyberspace staff, 12-25β12-26 timing, space questions, 11-38
ground, 1-4
mission command, 2-3β2-19 maritime, 9-3β9-8 preparation, special operations,
defined, 2-3 types, 2-39 7-6
interoperability, 2-5 prepare, interoperability
order production, dissemination,
mission focus, 3-4β3-17 and transition, questions, 3-35 considerations, 2-24β2-25
mission partner environment. See organization, forces, 1-6β1-10 principles, special operations, 7-4
MPE priority intelligence requirements,
organizations, civilian, 8-26β8-41
mission partner network. See civilian types, 8-30β8-41 4-10
MPN donor, 8-38 procurement, challenges of, 5-17
coordination, 12-11 relationships, 8-42β8-44 protection, infrastructure, 12-17
monitor, interoperability, 2-31β
PβQ R
2-33
parallel, command structure, 2-45 rapport, 1-16β1-18
MPE, 2-20β2-21
challenges, 3-19β3-20 partners, abilities, 1-33 receipt of mission, questions, 3-29
planning considerations, 3-19β benefits of, 2-18 reception, 5-39β5-42
3-27 challenges, 3-4, 4-11
requirements, 3-22 characteristics, 1-15 reception, staging, onward
confidence in, 1-21 movement, and integration,
MPN, planning, 3-21β3-22 coordination, 12-8 5-37β5-46
multinational force commander, CWMD, 3-22 recommend, interoperability
2-1β2-2 limits of, 2-13 considerations, 2-35β2-36
multinational integrated logistics responsibilities, 5-25 relationships, 8-42β8-44
unit, 5-9 partnership, building, 11-13β11-16 command, 2-12
multinational operations, patience, 1-24 establish, 10-4
characteristics, 1-14 health, 6-5
personnel, location, 11-20
defined, 1-1 security force assistance,
influences on, 1-11β1-14 plans, communications, 2-104 13-18
structures for, 2-38β2-51 interoperability considerations, relief in place, 3-25
training, 1-12 2-23
resources, differences in, 3-5
multinational staff, characteristics, planning, 3-13β3-17 limits, 11-27
2-81 air operations, 10-5β10-7 movement of, 5-39β5-42
organization, 2-79 attributes, 9-13 planning for, 5-21
positions, 2-80 challenges, 3-1β3-35
considerations, 3-28β3-35 respect, 1-19β1-20
N cyberspace, 12-31 responsibilities, commanders, 1-2,
national authorities, 2-58 factors, 6-9 1-17, 1-23
focus, 11-18 staff, 1-2
national interest, 2-15β2-17
initial, 10-7
restrictions, planning, 4-11
nongovernmental organizations, liaison timing, 2-64
8-33β8-37 logistics, 5-10β5-13 risks, execution and, 2-26
categories, 8-34 maritime, 9-21 information sharing, 4-6
characteristics, 8-36 maritime operations, 9-9β9-13 role-specialization nation, 5-9
mandated, 8-34 medical, 6-8β6-9
nonmandated, 8-34 MPE, 3-19β3-27 S
MPN, 3-21β3-22 satellite communications, space
O
OCS, 5-24 questions, 11-37
OCS, considerations, 5-21β5-30 onward movement, 5-45 security, agreements, 4-7
oversight of, 5-23 representative, 2-107
planning, 5-24 restrictions, 4-11 security force assistance, 2-113β
2-116, 13-12β13-18
onward movement, 5-44β5-45 space operations, 11-17β11-19
space questions, 11-32 shared understanding, 1-26β1-27
open-source intelligence, defined,
4-21 transitions, 3-23β3-24 signals intelligence, defined, 4-22
planning group, 3-18 |
3-16 | 141 | Index
Entries are by paragraph number.
situational awareness, maritime, personal and special, 2-93β tasks, information sharing, 4-29β
9-15 2-100 4-30
Soldiers, responsibilities, 1-30 recommendations, 2-73 team building, 1-15, 1-22β1-23
responsibilities, 1-2, 2-30,
sovereignty, 12-15 technical intelligence, defined,
2-32β2-33, 5-10
space, 11-1β11-44 tasks, 5-12, 5-19 4-23
activities, 11-7 timing, planning, 3-13
staging, 5-43
capabilities, 11-8, 11-12 tracking, space questions, 11-44
considerations, 11-30β11-44 STANAG, implementation of, 2-8β
integration, 11-3 2-9 training, liaison and, 2-70
multinational operations, 1-12
space control, space questions, standardization agreement. See orientation, 2-82
11-42 STANAG planning for, 3-17
space domain, characteristics, standards of care, 6-15β6-16 space questions, 11-36
11-1β11-3 structures, multinational transfer of authority, 3-7β3-12
defined, 11-1 operations, 2-38β2-51
transition, types, 3-25β3-27
types, 11-4 support, Army Health System, 6-2
transitional governance, 8-9
space operations, 11-4β11-12 cyber, 12-27β12-29
command structure, 11-20β for resources, 5-22 transitional military authority,
11-24 host nation, 5-15β5-20 8-22β8-23
communications, 11-28 logistics, 5-33 defined, 8-22
considerations, 11-25β11-29 negotiation of, 5-18 transitions, planning, 3-23β3-24
coordination, 11-21β11-22 questions, 5-48
translator, 2-95β2-100
integration, 11-9, 11-26 security force assistance,
interoperability, 11-14 2-114, 13-14 transportation, questions, 5-53
planning, 11-17β11-19 support to civil administration, trust, 1-25
special operations, 7-1β7-14 8-24β8-25
UβV
activities, 7-3 defined, 8-25
C2, 7-11 surveillance and reconnaissance, unified action, actions for, 2-10
considerations, 7-1β7-3, 7-14 space questions, 11-39 United Nation, organization, 8-31
coordination, 7-5β7-7 logistics system, 5-31β5-36
sustainability, maritime force, 9-7
criteria for, 7-7 operation types, 2-39
defined, 7-1 sustainment, 5-1β5-55 relationships, 2-57β2-60
principles, 7-4 challenges, 5-5
unity of command, defined, 2-1
considerations, 5-47β5-55
special operations forces, C2, coordination, 5-1 unity of effort, coalition, 1-10
7-8β7-13
maritime, 9-22 increase, 5-3
capabilities, 2-117β2-120, 7-13
planners actions, 5-13 maritime, 9-12
command structure, 7-8
requirements, 3-24 purpose, 2-10β2-12
flexibility, 7-10
unity of effort, 5-2β5-5 success, 2-11
interoperability, 7-9
sustainment, 5-2β5-5
liaison and, 2-71 synchronization, cyberspace,
12-34 WβXβYβZ
staffing, purpose, 2-79β2-100
staffs, augmentation, 2-44 synchronizing, cyberspace weapons, fires questions, 13-29
operations, 12-12β12-13
coordination with, 3-15 writing for release, 4-8
cyberspace, 12-25β12-26 T
liaison, 2-65
targeting, space questions, 11-33
organization, 2-79 |
3-16 | 145 | FM 3-16
15 July(cid:3)(cid:21)(cid:19)(cid:21)4
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3-09 | 1 | FM 3-09
Fire Support and Field
Artillery Operations
AUGUST 2024
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
This publication supersedes FM 3-09, dated 30 April 2020. |
3-09 | 2 | This publication is available at the Army Publishing Directorate site
(https://armypubs.army.mil/), and the Central Army Registry site |
3-09 | 3 | *FM 3-09
Field Manual Headquarters
No. 3-09 Department of the Army
Washington, DC, 12 August 2024
Fire Support and Field Artillery Operations
Contents
Page
PREFACE................................................................................................................... vii
INTRODUCTION ......................................................................................................... ix
Chapter 1 FOUNDATIONS OF FIRE SUPPORT AND THE ROLE OF THE FIELD ARTILLERY
1-1
Fire Support and the Threat ...................................................................................... 1-1
Fire Support in Joint and Multidomain Operations .................................................... 1-3
Operational Approach and Operational Framework .................................................. 1-7
The Field Artilleryβs Role and Core Competencies ................................................. 1-11
The Fire Support System ......................................................................................... 1-11
Fire Support Functions ............................................................................................ 1-13
Characteristics of Fire Support ................................................................................ 1-14
Principles of Fire Support Planning, Coordination, and Execution.......................... 1-15
Fire Support and Field Artillery Training Considerations ......................................... 1-16
Chapter 2 THE FIRE SUPPORT SYSTEM ................................................................................ 2-1
Section I β Fire Support System: Command and Control ................................... 2-1
Fire Support Personnel .............................................................................................. 2-1
Command Posts ........................................................................................................ 2-5
Field Artillery Command Posts .................................................................................. 2-9
Joint Fire Support Command Posts ........................................................................ 2-11
Fire Support Networks ............................................................................................. 2-13
Section II β Fire Support System β Target Acquisition ..................................... 2-15
Section III β Fire Support System β Attack and Delivery Capabilities ............. 2-16
Surface To Surface Capabilities .............................................................................. 2-17
Air To Surface Capabilities ...................................................................................... 2-18
Cyberspace Operations ........................................................................................... 2-20
Space Operations .................................................................................................... 2-20
Information ............................................................................................................... 2-21
Deception................................................................................................................. 2-21
Chapter 3 FIRE SUPPORT AND THE OPERATIONS PROCESS ........................................... 3-1
Section I β Fire Support Functions ........................................................................ 3-1
Support Forces in Contact ......................................................................................... 3-1
Support the Concept of Operations ........................................................................... 3-2
Synchronize and Converge Fire Support (Lethal and Nonlethal) Across All Domains ..
............................................................................................................................ 3-2
DISTRIBUTION RESTRICTION: Approved for public release: distribution is unlimited.
*This publication supersedes FM 3-09, dated 30 April 2020. |
3-09 | 4 | Contents
Sustain and Protect the Fire Support System ........................................................... 3-2
Section II β Processes and Procedures ................................................................ 3-4
Suppression of Enemy Air Defenses ........................................................................ 3-4
Counterfire ................................................................................................................ 3-5
Danger Close ............................................................................................................ 3-9
The Targeting Process .............................................................................................. 3-9
Fire Support Planning and Coordination Principles ................................................ 3-14
Fratricide Prevention and Clearance of Fires Processes and Procedures ............. 3-16
Fire Support and the Military Decision-Making Process ......................................... 3-19
Section III β Fire Support Preparation................................................................. 3-32
Rehearsals .............................................................................................................. 3-32
Section IV β Fire Support Execution ................................................................... 3-36
Principles of Fire Support Execution ....................................................................... 3-36
Integration of Fire Support and Airspace Control/Management During Execution
.......................................................................................................................... 3-37
Section V β Fire Support Assessment ................................................................ 3-39
Assessment Working Group ................................................................................... 3-40
Chapter 4 FIELD ARTILLERY OPERATIONS .......................................................................... 4-1
Section I β The Role of the Field Artillery ............................................................. 4-1
Section II β Field Artillery Organizations at Echelons Above Brigade .............. 4-2
Theater Fires Command ........................................................................................... 4-2
Theater Fires Element............................................................................................... 4-3
Field Artillery Brigade ................................................................................................ 4-4
Division Artillery ......................................................................................................... 4-4
Section III β Field Artillery Capabilities in Depth ................................................. 4-5
Section IV β Field Artillery Organization for Combat .......................................... 4-6
The Principles of Fire Support Execution Applied to Field Artillery Organization For
Combat ...................................................................................................................... 4-7
Field Artillery Inherent Responsibilities in Army Command Relationships ............... 4-8
Field Artillery Inherent Responsibilities in Army Support Relationships ................... 4-9
Section V β Key Considerations for Field Artillery Employment ..................... 4-12
Five Requirements for Accurate Predicted Fires .................................................... 4-12
Provide Proactive and Responsive Fires That Create Desired Effects .................. 4-13
Section VI β Fire Direction ................................................................................... 4-14
Tactical Fire Direction ............................................................................................. 4-15
Technical Fire Direction .......................................................................................... 4-15
Chapter 5 FIRE SUPPORT DURING COMPETITION AND CRISIS ........................................ 5-1
Section I β Fire Support During Competition ....................................................... 5-1
Security Cooperation................................................................................................. 5-1
Set the Theater ......................................................................................................... 5-2
Section II β Fire Support During Crisis ................................................................. 5-3
Chapter 6 FIRE SUPPORT IN DEPTH DURING LARGE-SCALE COMBAT OPERATIONS
.................................................................................................................................. 6-1
Section I β Prevail in Large-Scale Combat Operations ....................................... 6-1
Section II β Fire Support in Deep Operations ...................................................... 6-3
Forcible Entry ............................................................................................................ 6-5
Forcible Entry Planning Considerations .................................................................... 6-6
Section III β The Defense ........................................................................................ 6-7 |
3-09 | 5 | Contents
The Enemy Attack ..................................................................................................... 6-8
Common Defensive Control Measures ..................................................................... 6-8
Fire Support Considerations and the Characteristics of the Defense ....................... 6-9
Types of Defensive Operations ............................................................................... 6-11
Transition to the Offense ......................................................................................... 6-15
Section IV β The Offense ...................................................................................... 6-15
The Enemy Defense ................................................................................................ 6-15
Types of Offensive Operations ................................................................................ 6-18
Section V β Enabling, Stability and Reconstitution Operations ....................... 6-25
Enabling Operations ................................................................................................ 6-25
Stability Operations and Rear Area Fire Support .................................................... 6-36
Reconstitution Operations ....................................................................................... 6-41
Appendix A DEVELOPMENT OF ESSENTIAL FIRE SUPPORT AND ESSENTIAL FIELD ...........
ARTILLERY TASKS ................................................................................................ A-1
Appendix B FIRE SUPPORT COORDINATION MEASURES .................................................... B-1
Appendix C DENIED, DEGRADED AND DISRUPTED OPERATIONS ...................................... C-1
Appendix D ENVIRONMENTAL AND TERRAIN CONSIDERATIONS FOR FIRE SUPPORT... D-1
Appendix E TARGETING AND ARMY AIR SUPPORT REQUESTS ..........................................E-1
SOURCE NOTES ................................................................................ Source Notes-1
GLOSSARY ................................................................................................ Glossary-1
REFERENCES ........................................................................................ References-1
INDEX ................................................................................................................ Index-1
Figures
Figure 1. Fire support logic chart ....................................................................................................... xi
Figure 1-1. The elements of the fire support system.................................................................... 1-13
Figure 1-2. The band of excellence .............................................................................................. 1-16
Figure 2-1. Example of target area of interest .............................................................................. 2-16
Figure 3-1. The Army targeting process ....................................................................................... 3-10
Figure 3-2. D3A Crosswalk and joint targeting process ............................................................... 3-11
Figure 3-3. Air tasking cycle ......................................................................................................... 3-12
Figure 3-4. Planning and execution relationship .......................................................................... 3-16
Figure 6-1. Large-scale combat battlefield framework ................................................................... 6-2
Figure 6-2. Defensive arrangement................................................................................................ 6-9
Figure 6-3. Task organized for a movement to contact................................................................ 6-20
Figure 6-4. Example of Corps attack ............................................................................................ 6-22
Figure 6-5. Exploitation and pursuit.............................................................................................. 6-23
Figure 6-6. Relief in place ............................................................................................................ 6-28
Figure 6-7. Encirclement example................................................................................................ 6-36
Figure 6-8. Division Rear Area ..................................................................................................... 6-40
Figure B-1. Coordinated fire line example ......................................................................................B-2
Figure B-2. Fire support coordination line example .......................................................................B-4 |
3-09 | 6 | Contents
Figure B-3. Free-fire area example ................................................................................................ B-6
Figure B-4. Gridded reference graphic example ........................................................................... B-7
Figure B-5. Kill box graphic example ............................................................................................. B-9
Figure B-6. Airspace coordination area example ........................................................................ B-11
Figure B-7. No fire area example ................................................................................................. B-12
Figure B-8. Restrictive fire area example .................................................................................... B-13
Figure B-9. Restrictive fire line example ...................................................................................... B-14
Figure B-10. Fire support area and a fire support station ............................................................ B-15
Figure B-11. Zone of fire example ............................................................................................... B-16
Figure B-12. Final protective fire example ................................................................................... B-17
Figure B-13. Boundaries example ............................................................................................... B-18
Figure B-14. Phase line and trigger line example ........................................................................ B-19
Figure B-15. Position area for artillery example........................................................................... B-20
Figure B-16. Critical friendly zone example ................................................................................. B-21
Figure B-17. Call for fire zone example ....................................................................................... B-22
Figure B-18. Artillery target intelligence zone .............................................................................. B-23
Figure B-19. Censor zone example ............................................................................................. B-24
Figure B-20. Common sensor boundary example ....................................................................... B-25
Figure D-1. Maritime strike coordination planning product .......................................................... D-10
Figure E-1. Army Targeting Methodology ...................................................................................... E-1
Figure E-2. Army Air Ground System ............................................................................................ E-2
Figure E-3. Air Support Request Number ...................................................................................... E-6
Figure E-4. Air Support Request Numbering ................................................................................. E-7
Tables
Introductory Table 1. New, modified, and rescinded terms ............................................................... x
Table 1-1. Fire Support considerations for the tenets of operations.............................................. 1-4
Table 1-2. Fire support considerations for the imperatives of operations ..................................... 1-5
Table 1-3. Operational and fire support considerations for operational approach ........................ 1-8
Table 1-4. Fire support considerations for operational framework .............................................. 1-10
Table 2-1. Fire support titles at brigade and above ....................................................................... 2-2
Table 3-1. Crosswalk of operations, joint targeting cycle, D3A, MDMP, and fire support tasks
.......................................................................................................................... 3-13
Table 3-2. Clearance of fires responsibilities ............................................................................... 3-18
Table 3-3. Fire support element during receipt of mission .......................................................... 3-19
Table 3-4. Fire support element during mission analysis ............................................................ 3-21
Table 3-5. Nested Commandersβ intent examples at JFLCC and division levels ........................ 3-23
Table 3-6. Description of scheme of fires .................................................................................... 3-24
Table 3-7. Fire support element during course of action development ....................................... 3-27
Table 3-8. Example of minimum force protection package for FA systems ................................ 3-28 |
3-09 | 7 | Contents
Table 3-9. Analysis of course of action (wargame) ...................................................................... 3-29
Table 3-10. Course of action comparison .................................................................................... 3-30
Table 3-11. Course of action approval ......................................................................................... 3-31
Table 3-12. Orders production ..................................................................................................... 3-32
Table 3-13 Assessment working group agenda (example) .......................................................... 3-41
Table 4-1. The Seven Field Artillery inherent responsibilities in Army support relationships ...... 4-11
Table A-1. Essential Fire Support Task Development Checklist ...................................................A-1
Table A-2. Essential fire support task example ..............................................................................A-3
Table A-3. Sample matrix for each fire support task ......................................................................A-5
Table A-4. A completed matrix example for essential fire support tasks (memory aid TTLODAC) ....
............................................................................................................................A-6
Table A-5. Sample matrix for fire support tasks (memory aid PLOT-CR) ......................................A-7
Table A-6. A completed matrix example for essential fire support tasks (memory aid PLOT-CR)
............................................................................................................................A-8
Table A-7. Example of an essential field artillery task....................................................................A-9
Table A-8. Essential Field Artillery Task Example .......................................................................A-10
Table A-9. A completed example of essential field artillery task (referred as TTLODAC) ...........A-12
Table A-10. An example of a completed essential field artillery task (memory aid TTLODAC) ..A-13
Table A-11. Attack guidance matrix (example) ............................................................................A-14
Table C-1. The five requirements for accurate predicted fire in fully operational and degraded
operations .................................................................................................................. C-4
Table E-1. Planned targets and air missions .................................................................................E-3
Table E-2. Example air tasking order day calendar .......................................................................E-7
Table E-3. Assignment of first letter (example) ..............................................................................E-8
Table E-4. Assignment of second letter (example) ........................................................................E-8
Table E-5. Assignment of the third letter (example) .......................................................................E-8 |
3-09 | 9 | Preface
This publication is the Army's field manual for fire support and field artillery operations. It provides
principles and functions for fire support elements and field artillery units conducting operations in a
multidomain environment. It establishes the basis for understanding fire support and field artillery as critical
components of the fires warfighting function tasks. FM 3-09 establishes the core competencies, functions,
characteristics, and principles of fire support and field artillery.
To comprehend the doctrine contained in FM 3-09, readers must understand the fundamentals of large-scale
combat operations and multidomain operations described in ADP 3-0 and FM 3-0. They must understand the
language of tactics and the fundamentals of the offense and defense, and echelons above brigade described
in FM 3-90 and FM 3-94. Users of FM 3-09 should also understand the fundamentals of stability operations
described in ADP 3-07 and the functions and principles of intelligence and sustainment found in FM 2-0 and
FM 4-0.
Army leaders must understand joint doctrine and use it when communicating and coordinating directly with
the joint force. JP 3-0 establishes the baseline operations doctrine for the joint force.
The principal audience for FM 3-09 is all commanders and their staffs. This publication is intended to provide
guidance for echelons above brigade for the planning, preparing, execution, and assessment of fire support
and the employment of field artillery in all operations. Trainers and educators throughout the Army will also
use this manual. This manual should be studied by those members of the combined arms team or other
services who are responsible for the delivery of fires in support of large-scale combat operations.
Commanders, staffs, and subordinates ensure that their decisions and actions comply with all applicable
United States, international, and host-nation laws and regulations, and all applicable international treaties and
agreements. Commanders at all levels ensure that their Soldiers operate in accordance with the law of armed
conflict and applicable rules of engagement. (See FM 6-27 for more information on the law of war.) They
also adhere to the Army Ethic as described in ADP 6-22.
FM 3-09 implements North Atlantic Treaty Organization (NATO) standardization agreements (STANAG)
2484 and 3680.
FM 3-09 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the
glossary and the text. Terms for which FM 3-09 is the proponent publication (the authority) are presented in
italics and bold font in the text and marked with an asterisk (*) in the glossary. When first defined in the text,
a term for which FM 3-09 is the proponent publication is boldfaced and italicized, and the definition is,
boldfaced. When first defining other proponent definitions in the text, the term is italicized, and the number
of the proponent publication follows the definition.
FM 3-09 applies to the Regular Army, the Army National Guard/Army National Guard of the United States,
and the United States Army Reserve unless otherwise stated.
The proponent of FM 3-09 is the Commandant, United States Army Field Artillery School and Chief of the
Field Artillery. The preparing agency is the United States Army Fires Center of Excellence, Directorate of
Training and Doctrine. Send comments and recommendations on a Department of the Army (DA) Form 2028
(Recommended Changes to Publications and Blank Forms) to Directorate of Training and Doctrine, 700
McNair Avenue, Suite 128, ATTN: ATSF-DD, Fort Sill, OK 73503; by e-mail to: usarmy.sill.fcoe.mbx.dotd-
[email protected]; or submit an electronic DA Form 2028. |
3-09 | 11 | Introduction
This version of FM 3-09 codifies the multidomain approach to fire support and field artillery operations in
terms of the combined arms employment of capabilities from multiple domains. A domain is a physically
defined portion of an operational environment requiring a unique set of warfighting capabilities and skills
(FM 3-0). The aim of this publication is to establish the functions and principles of fire support planning,
coordination, execution, and assessment and to describe the fire support system in terms of its major
components, functions, and required products. This publication describes the fire support system as a
complete entity and gives equal treatment to all the diverse assets and capabilities that are designated as
elements of the fire support system.
The theme of this publication is that the successful delivery of fires depends on the rapid and continuous
integration and synchronization of all forms of fire support assets with all dynamics of combat power, and
across all domains for one purpose. This is to place the correct types and volume of fire at the right time and
on the right targets, across all domains to ensure the success of the supported commander's concept of
operations.
This publication provides the foundation for the development of subordinate fire support and field artillery
doctrine, force design, materiel acquisition, professional education, and individual and unit training. Fire
support and field artillery techniques manuals go into further detail to explain specific duties for those
individuals who work within the fire support system. This publication will not describe prototype or non-
validated systems.
The source document for FM 3-09 continues to be FM 3-0, Operations. Figure 1 on page xii, shows the logic
diagram for this publication.
The major changes from the 2020 FM 3-09 are listed below:
* Aligns with FM 3-0, on the Army strategic context and joint competition continuum, competition
below armed conflict, crisis, and armed conflict.
* Aligns terms and definitions with FM 3-0.
* Updated the logic chart.
* Formally recognizes multidomain operations and its tenets.
* Added tables aligning the tenets and imperatives of operations with fire support and field artillery
procedures.
* Updated the difference between the theater fires command and the theater fires element for clarity.
* Introduces operational fires command.
* Modified multiple fire support definitions to align with multidomain operations doctrine (see
introductory Table 1).
* Adds a large-scale combat battlefield framework figure in chapter 6.
* Adds a maritime section to the appendix on environmental and terrain considerations.
* Modified use of maneuver commander to supported commander in appropriate areas to facilitate
alignment with multidomain doctrine.
FM 3-09 contains six chapters and four appendices:
Chapter 1 Covers an overview of the foundations of fire support. Chapter 1 begins by defining fire support,
describes the characteristics of fire support, adds fire support considerations for the tenets and imperatives of
operations, defines the fire support system, and fire support functions to include joint and multidomain
operations.
Chapter 2 Covers the components of the fire support system, this includes fire support command and control
elements, target acquisition, and attack/delivery systems. |
3-09 | 12 | Introduction
Chapter 3 Covers fire support and the operations process. It describes the basic fire support functions it also
covers fire support planning, fire support planning principles, and fire support and the military decision-
making process.
Chapter 4 Covers the role of the field artillery, command and support relationships, field artillery inherent
responsibilities, the key considerations for field artillery employment, and fire direction.
Chapter 5 Covers fire support operations during competition and crisis.
Chapter 6 Covers fire support in large-scale combat operations. Describes general fire support
considerations, provides tactics for fire support for the defense, addresses tactics for fire support for the
offense, and covers enabling, stability and reconstitution operations.
Appendix A Covers the development of essential fire support tasks, and essential field artillery tasks.
Appendix B Covers fire support coordination measures to include permissive, and restrictive, coordination
measures.
Appendix C Covers denied, degraded, and disrupted operations to include types of conditions, and the five
requirements for accurate predicted fire during these operations.
Appendix D Covers environmental and terrain considerations for fire support and field artillery.
Appendix E Targeting and Army air support requests.
NEW, RESCINDED, AND MODIFIED TERMS
FM 3-09 becomes the proponent of Army terms, introduces new army terms and modifies the following
Army terms. See introductory table 1.
Introductory Table 1. New, modified, and rescinded terms
Term Remarks
critical friendly zone Modified
danger close Modified and FM 3-09 becomes proponent
defensive fires Removed, ADP 3-19 will become proponent
when updated.
diversion FM 3-09 becomes proponent
fire support Modified
fire support coordinator Modified
fire support officer Modified
fire support plan Modified
fire support planning Modified
force field artillery headquarters Modified
harassing fire Modified
indirect fire FM 3-09 becomes proponent
offensive fires Removed, ADP 3-19 will become proponent
when updated. |
3-09 | 13 | Introduction
Figure 1. Fire support logic chart |
3-09 | 15 | Chapter 1
Foundations of Fire Support and the Role of the Field
Artillery
Fire support is a rapid and continuous integration of surface-to-surface indirect
fires, target acquisition, armed aircraft, and other lethal and nonlethal
attack/delivery systems that converge against targets across all domains in
support of the supported commanderβs concept of operations. The functions,
characteristics, and principles of supporting maneuver with fire and giving depth to
operations across all domains--land, sea, air, space, and cyberspace--have origins
which are deeply rooted in the universal military experience. They are constant, and in
conjunction with the role and core competencies of the field artillery (FA), will apply
to future multidomain operations just as they apply to the present. Rapidly emerging
technology and future missions and capabilities will change the methods of employing
fire support (FS) as well as the degree by which FS is balanced with maneuver.
However, the basic premise for why we provide FS will remain unchanged.
1-1. FS is inherently joint, conducted in all domains, and across all dimensions while simultaneously
executed at all echelons of command. The commander will utilize organic and joint attack/delivery assets
and capabilities to provide joint FS. Joint fire support is joint fires that assist the joint force in creating effects
and achieving objectives. (JP 3-0). Fires are the use of weapons systems to create a specific lethal or nonlethal
effect on a target (JP 3-0).
1-2. FS is a critical component of the fires warfighting function tasks of integrate and execute that allow
the commander to converge effects across all domains to achieve positions of relative advantage in the
context of large-scale combat operations (see ADP 3-19). Relative advantage is location or condition, in any
domain, relative to an adversary or enemy that provides an opportunity to progress towards or achieve an
objective (FM 3-0).
1-3. The commander employs lethal and nonlethal capabilities to support the scheme of maneuver, to mass
firepower, and to destroy, neutralize, and suppress enemy forces. Lethal FS attack and delivery systems
consist of indirect fire weapons and armed aircraft to include FA, mortars, naval surface fire support, and air-
delivered munitions from fixed wing and rotary wing aircraft. Field artillery is equipment, supplies,
ammunition, and personnel involved in the use of cannon, rocket, or surface-to-surface missile
launchers. In large-scale combat operations, FS could be the principal means of destroying enemy forces. In
this event, the scheme of maneuver would be designed specifically to capitalize on the effects of FS.
1-4. Nonlethal capabilities include cyberspace electromagnetic activities (CEMA), information activities,
space, and munitions such as illumination and smoke. A nonlethal weapon is a weapon, device, or munition
that is explicitly designed and primarily employed to incapacitate personnel or materiel immediately, while
minimizing fatalities, permanent injury to personnel, and undesired damage to property in the target area or
environment (JP 3-09).
FIRE SUPPORT AND THE THREAT
1-5. Strategic competitors and adversaries have studied our military operations closely over the last thirty
years. They know that we excel by emphasizing joint and combined operations; technological dominance;
global power projection; strategic, operational, and tactical maneuver; joint fires; sustainment at scale; and
mission command initiative. Strategic competitors like China and Russia are synthesizing emerging
technologies like artificial intelligence, hypersonics, nanotechnology, and robotics with their analysis of |
3-09 | 16 | Chapter 1
military doctrine and operations. They deploy these capabilities through multiple layers of stand-off in all
domains - space, cyber, air, sea, and land by establishing zones of antiaccess (A2)/area denial (AD). Enemy
A2 refers to those actions and capabilities, usually long-range, designed to prevent an opposing force from
entering an operational area (OA). Operational area is an overarching term encompassing more descriptive
terms (such as area of responsibility and joint operations area) of locations for the conduct of military
operations (JP 3-0). AD refers to those actions and capabilities, usually of shorter range, designed not to keep
an opposing force out, but to limit its freedom of action within the OA.
1-6. Both China and Russia utilize an integrated fires command to employ FS assets. The integrated fires
command executes all fire support tasks for the supported command. An integrated fires command is a
dedicated combination of command and control (C2) structures and organic and attached joint FS units. The
integrated fires command exercises centralized C2 of all allocated, dedicated FS assets retained by its level
of command. This can include aviation, artillery, naval gunfire, and surface-to-surface missile units from
different commands and services. It also exercises C2 over all reconnaissance, intelligence, surveillance, and
target acquisition (TA) assets dedicated to its support. An integrated fires command is tasked to engage
designated operational and strategic targets. Integrated fires commands are typically associated with
campaign-level headquarters.
1-7. An integrated fires command and its component systems have key vulnerabilities that Army forces can
target when supporting joint force operations. Like any military system, it requires sustainment capabilities
and other support that Army forces can detect and attack. It has electromagnetic signatures that enable
detection from friendly joint intelligence, surveillance, and reconnaissance (ISR) from all domains. Enemy
networks depend on C2 nodes Army forces can target. Perhaps most importantly, systems within an
integrated fires command are comprised of land-based capabilities, including sensors, fires capabilities, and
C2 nodes, all of which Army forces can attack (FM 3-0). For more information on Chinese and Russian
integrated fires commands see FM 3-0 and ATP 7-100.3, and the worldwide equipment guide website.
1-8. A peer or near-peer force represents the greatest potential threat to the U.S. forces. Peer threats employ
their resources across all domains to attack the vulnerabilities of the U.S. and our allies. The threat is 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 (ADP 3-0). They use their capabilities to create lethal and nonlethal effects
throughout an operational environment (OE). An operational environment is the aggregate of the conditions,
circumstances, and influences that affect the employment of capabilities and bear on the decisions of the
commander (JP 3-0). In a new era of great power competition, our nation's adversaries seek to achieve their
strategic aims, short of conflict, by the use of layered stand-off in the political, military and economic realms
to separate the U.S. from our unified action partners. During large-scale combat operations they will employ
A2/AD systems and tactics to separate U.S. forces and our allies in time, space, and function in order to
defeat us. Large-scale combat operations are extensive joint combat operations in terms of scope and size of
forces committed, conducted as a campaign aimed at achieving operational and strategic objectives (ADP 3-
0). Technological achievements over the past decades have made possible great qualitative improvements in
their weaponry to match observed vulnerabilities in U.S. systems and forces. U.S. adversaries seek to delay
friendly forces long enough to achieve their goals and end hostilities before they reach culmination. Peer
threats will employ various methods to employ their national elements of power to render U.S. military power
irrelevant.
1-9. To defeat peer forces in large-scale combat, U.S. forces must first penetrate A2/AD systems, establish
a position of relative advantage, retain the initiative and prevent enemy forces from achieving mass,
momentum, and sustaining land combat. A balanced application of both firepower and maneuver is essential
for US forces to achieve these goals. This calls for FS system synchronization and convergence of effects to
attack high-payoff targets (HPTs) across the width and depth of the OA. Convergence is an outcome created
by the concerted employment of capabilities from multiple domains and echelons against combinations of
decisive points in any domain to create effects against a system, formation, decision maker, or in a specific
geographic area (FM 3-0). A high-payoff target is a target whose loss to the enemy will significantly
contribute to the success of the friendly course of action (JP 3-60).
1-10. Some threat actors have chemical, biological, radiological, and nuclear (CBRN) weapons capabilities
and the ability to employ such weapons. Therefore, threat intent to employ CBRN weapons must be assessed.
Preparation and planning to conduct operations in a CBRN environment are of paramount importance in any |
3-09 | 17 | Foundations of Fire Support and the Role of the Field Artillery
confrontation with a threat actor armed with CBRN capabilities. Understanding threat CBRN weapons
doctrine is important, particularly during large-scale combat operations.
1-11. The functions and principles of FS must apply to an ever-increasing number of hostile global situations
that extend across the range of military operations. The FS system must be flexible enough to respond to any
number of operations across the conflict continuum. Threat operations across all domains will attempt to
degrade all aspects of FS, from C2, to TA, and delivery.
FIRE SUPPORT IN JOINT AND MULTIDOMAIN OPERATIONS
βEmploying Army and joint capabilities makes use of all available combat power from
each domain to accomplish missions at least cost. Multidomain operations are the Armyβs
contribution to joint campaigns, spanning the competition continuum. Below the threshold
of armed conflict, multidomain operations are how Army forces accrue advantages and
demonstrate readiness for conflict, deterring adversaries while assuring allies and
partners. During conflict, they are how Army forces close with and destroy the enemy,
defeat enemy formations, seize critical terrain, and control populations and resources to
deliver sustainable political outcomes.β (FM 3-0)
1-12. Multidomain operations are the combined arms employment of joint and Army capabilities to create
and exploit relative advantages that achieve objectives, defeat enemy forces, and consolidate gains on behalf
of joint force commanders (FM 3-0). Joint operations encompass all five domains: air, land, maritime, space,
and cyberspace that includes, the electromagnetic spectrum (EMS) and the information environment. The
employment of joint and Army capabilities, integrated across echelons and synchronized in a combined arms
approach, is essential to defeating threats able to contest the joint force in all domains. Army forces integrate
land, maritime, air, space, and cyberspace capabilities that facilitate maneuver to create physical, information,
and human advantages joint force commanders exploit across the competition continuum (FM 3-0). FS is
most effective when its effects are converged across all domains, and understood through the three
dimensions (human, physical, and information).
1-13. Combat power is the total means of destructive and disruptive force that a military unit/formation can
apply against an opponent at a given time (JP 3-0). FS must also be integrated with our unified action partners.
Unified action partners are those military forces, governmental and nongovernmental organizations, and
elements of the private sector with whom Army forces plan, coordinate, synchronize, and integrate during
the conduct of operations (ADP 3-0). An example of an Army FS capability employed as part of the joint
force is long range precision surface-to-surface fires used to penetrate and disintegrate the enemy's A2/AD
systems both on land and at sea. Disintegrate is to disrupt the enemy's command and control, degrading the
synchronization and cohesion of its operations (FM 3-0). They are closely integrated into the joint force
commander's (JFCβs) scheme of operations as part of the Army's overall FS contribution. The joint force
commander is a general term applied to a combatant commander, subordinate unified commander, or joint
task force commander (JP 1, Vol 1).
1-14. The Army supports the joint force by conducting the four strategic roles of shape OEs, counter
aggression on land during crisis, prevail during large-scale ground combat, and consolidate gains. The
strategic roles clarify the enduring reasons for which the U.S. Army is manned, organized, trained, and
equipped. Strategic roles are not phases of an operation or a task, and they do not necessarily occur
sequentially or on distinct terrain. Rather, the Army contributes to the joint operation specifically by
providing forces and conducting operations across all four strategic roles. The supported commander is
responsible for conducting these operations on a simultaneous basis. The requirement to integrate and
synchronize FS with these strategic roles is inherent with this responsibility.
1-15. The Armyβs multidomain operations concept accounts for the constant nature of war and the changing
character of warfare. Its balanced approach guides how Army forces operate across the competition
continuum given the prevailing characteristics of anticipated OEs now and in the near future (FM 3-0).
TENETS OF OPERATIONS
1-16. The tenets of operations are desirable attributes that should be built into all plans and operations; they
are directly related to how the Armyβs operational concept should be employed. Commanders use the tenets |
3-09 | 18 | Chapter 1
of operations to inform and assess course of action (COA) development throughout the operations process.
The extent to which an operation exhibits the tenets provides insight into the probability of success. The
tenets of operations are agility, convergence, endurance, and depth. Table 1-1 lists several fire support
considerations for the tenets of operations. For more information on the tenets of operations see FM 3-0.
Table 1-1. Fire Support considerations for the tenets of operations
Tenet of operations Fire Support Considerations (not all inclusive)
Agility is the ability to move forces and adjust their β’Use of Support relationships to dynamically meet FS
dispositions and activities more rapidly than the enemy (FM requirements.
3-0). Agility requires sound judgment and rapid decision β’Balancing centralized vs. decentralized control based on
making, often gained by creating and exploiting information
OE variables.
advantages. Agility requires leaders to anticipate needs or
opportunities and trained formations to change direction, β’Coordinated Sensor and Zone management based on
tasks, or focus as quickly as the situation requires. Change enemy SITEMP.
can include a transition between phases of an operation or β’Forward positioning of firing units to extend range fans.
the requirement to adapt to a new opportunity or hazard.
β’Observation/ISR/Information nested within targeting
process.
β’Planning FSCM/ACMs to facilitate permissive fires
environment and expedite deconfliction.
β’Execute FA Tech Rehearsals to validate MCIS
information routing and processing.
Convergence is an outcome created by the concerted β’ Mass effects at decisive points.
employment of capabilities from multiple domains and β’ Integrate and synchronize organic and joint assets across
echelons against combinations of decisive points in any
all domains.
domain to create effects against a system, formation,
decision maker, or in a specific geographic area (FM 3-0). β’ Plan continuously throughout the targeting process and
Its utility derives from understanding the interdependent adjust dynamically.
relationships among capabilities from different domains and β’ Immediate availability of FS system for the commander.
combining those capabilities in surprising, effective tactics
β’ Maximize centralized control to increase synchronization
that accrue advantages over time. When combined, the
and streamline deconfliction.
complementary and reinforcing nature of each friendly
capability present multiple dilemmas for enemy forces and β’ Plan FSCM/ACMs to facilitate permissive fires
produce an overall effect that is greater than the sum of environment and expedite deconfliction.
each individual effect. The greater the extent to which forces β’ Synchronize ISR/Observation Plans to aid in target
achieve convergence and sustain it over time, the more
development and execution of convergence operations.
favorable the outcome.
Endurance is the ability to persevere over time throughout β’ Use principles of FS execution and Command and
the depth of an operational environment (FM 3-0). Support relationships to best task organize the FS system
Endurance enhances the ability to project combat power to meet commanderβs intent. (see chapter 3)
and extends operational reach; it is about resilience and β’ Leverage all available assets.
preserving combat power while continuing operations for as
(Joint/Multinational/National) across all domains.
long as is necessary to achieve the desired outcome. During
competition, Army forces improve endurance by setting the β’ Distributed and redundant C2 Nodes.
theater across all warfighting functions and improving β’ Effective Primary-Alternate-Contingency-Emergency
interoperability with allies and other unified action partners. communications plans.
Endurance stems from organizing, protecting, and
β’ Plan, request, and incorporate protection assets.
sustaining a force.
β’ Develop effective HPTL, AGM, and TSS.
β’ Implement responsive maintenance processes which
minimize down-time.
β’ Forecast sustainment requirements to meet targeting
objectives. |
3-09 | 19 | Foundations of Fire Support and the Role of the Field Artillery
Table 1-1 Fire Support considerations for the tenets of operations (continued)
Tenet of operations Fire Support Considerations (not all inclusive)
Depth is the extension of operations in time, space, or β’ Position assets forward to maximize range.
purpose to achieve definitive results (ADP 3-0). While the β’ Develop HPTL with multiple categories (Sustain, C2,
focus of endurance is friendly combat power, the focus of
Protection), not just FS; update HPTL categories and
depth is enemy locations and dispositions across all
priorities IAW operational demands.
domains. Commanders achieve depth by understanding the
strengths and vulnerabilities of the enemyβs echeloned β’ Leverage collection assets from across multiple domains.
capabilities and then attacking them throughout their β’ Allocate ISR/Collection to identify HPTs and inform
dispositions simultaneously and sequentially. Although enemy SITEMP.
simultaneous attacks through all domains in depth are not
β’ Manage sensors and zones to aid in identifying enemy
possible in every situation, leaders seek to expand their
IFC.
advantages and limit enemy opportunities for sanctuary and
regeneration. Leaders describe the depth they can achieve β’ Plan for transitions as targeting objectives are met.
in terms of operational reach. β’ Target systems (Sustainment, IFC, IADS) as opposed to
formations.
ACM β airspace coordinating measure, AGM β attack guidance matrix, C2 β command and control, FA β field artillery,
FS β fire support, FSCM β fire support coordination measure, HPT β high-payoff target, HPTL β high-payoff target list,
IAD β integrated air defense, IFC β integrated fires command, ISR β intelligence, surveillance, and reconnaissance,
MCIS β mission command information systems, OE β operational environment, SITEMP β situation template,
TSS β target selection standards
IMPERATIVES OF OPERATIONS
1-17. Imperatives are actions Army forces must take to defeat enemy forces and achieve objectives at an
acceptable cost. They are informed by the OE and the characteristics of the most capable threats that Army
forces can encounter. For more information on imperatives of operations see FM 3-0.
1-18. Table 1-2 lists several FS considerations for the imperatives of operations.
Table 1-2. Fire support considerations for the imperatives of operations
Imperatives Fire support considerations (not all inclusive)
See yourself, see the enemy, and understand the OE. β’ Understand the domains and dimensions through pre-
Commanders visualize OEs in terms of factors that are mission analysis of the OE in conjunction with cultural
relevant to decision making. OEs are dynamic and contain intelligence and civil information.
vast amounts of information that can overload C2 systems
β’ Conduct βartillerizedβ IPOE at echelon to determine how
and impede decision making. Commanders simplify
OE impacts friendly and enemy.
information collection, analysis, and decision making by
focusing on how they see themselves, see the enemy, and β’ Develop enemy SITEMP derived from OE impacts to
understand the OE. These three categories of factors are enemy doctrine template.
interrelated, and leaders must understand how each one β’ Utilize multiple domains for collection management.
relates to the others in the current context.
β’ Understand friendly combat power in relation to the
threat.
β’ Conduct systems analysis throughout targeting process.
Account for being under constant observation and β’ Integrating threats across all domains and dimensions
forms of enemy contact. Air, space, and cyberspace into planning considerations and execution of
capabilities increase the likelihood that threat forces can operations.
gain and maintain continuous visual and electromagnetic
β’ Distributed and redundant C2 Nodes.
contact with Army forces. Enemy forces possess a wide
range of land-, maritime-, air-, and space-based intelligence, β’ Effective Primary-Alternate-Contingency-Emergency
surveillance, and reconnaissance capabilities that can (PACE) communications plans.
detect U.S. forces. Leaders must assume they are under β’ Tailoring survivability move criteria and positioning
constant observation from one or more domains and
guidance to mitigate enemy observation capabilities.
continuously ensure they are not providing lucrative targets
for the enemy to attack. β’ Conduct βartillerizedβ IPOE at echelon to determine
effects of terrain, line of sight, weather, and EW on
friendly operations.
β’ Use of natural or artificial cover and concealment when
positioning units or C2 nodes. |
3-09 | 20 | Chapter 1
Table 1-2. Fire support considerations for the imperatives of operations (continued)
Imperatives Fire support considerations (not all inclusive)
Create and exploit positions of physical, information β’ Target physical, information, and human factors through
and human advantage in pursuit of decision use of lethal and non-lethal methods.
dominance. The employment of lethal forces is based on
β’ Coordinated Sensor and Zone management to proactively
the premise that destruction and other physical
target IFC.
consequences compel enemy forces to change their
decision making and behavior, ultimately accepting defeat. β’ Position assets forward to maximize range.
The type, amount, and ways in which lethal forces compel β’ Ongoing military decision-making process and updated
enemy forces varies, and this depends heavily on enemy
running estimates to inform current and future decisions.
forces, their capabilities, goals, and the will of relevant
populations. Understanding the relationship between β’ Leverage all available assets
physical, information, and human factors enables leaders to (Joint/Multinational/National) across multiple domains.
take advantage of every opportunity and limit the negative β’ Understand enemy critical capabilities and critical
effects of undesirable and unintended consequences. vulnerabilities to create windows of opportunity and
relative advantage.
Make initial contact with the smallest element possible. β’ Use the lowest echelon possible to produce the desired
Army forces are extremely vulnerable when they do not effect.
sufficiently understand the disposition of enemy forces and
β’ Manage cueing schedule to minimize radar signature.
become decisively engaged on terms favorable to enemy
forces. To avoid being surprised and incurring heavy losses, β’ Develop AGM to standardize fire orders.
leaders must set conditions for making enemy contact on β’ Target systems as opposed to large formations.
terms favorable to the friendly force. Leaders should
anticipate when and where to make enemy contact, the β’ Focus on execution of HPTs as opposed to βrandomβ
probability and impact of making enemy contact, and targets.
actions to take on contact. Quickly applying multiple β’ Leverage all available assets
capabilities against enemy forces while preventing the bulk (Joint/Multinational/National) across multiple domains.
of the friendly force from being engaged itself requires
understanding the forms of contact.
Impose multiple dilemmas on the enemy. Imposing β’ Target the depth of enemy zones
multiple dilemmas on enemy forces complicates their (Disruption/Battle/Support).
decision making and forces them to prioritize among
β’ Leverage all available assets
competing options. This is a way of seizing the initiative and
(Joint/Multinational/National) across multiple domains.
making enemy forces react to friendly operations.
Simultaneous operations encompassing multiple domains β’ Provide deception fires in support of deception
conducted in depth and supported by deception present operations to reinforce pre-conceived notions of the
enemy forces with multiple dilemmas. Employing enemy commander.
capabilities from multiple domains degrades enemy freedom β’ Distribute C2, collection, and firing unit locations.
of action, reduces enemy flexibility and endurance, and
disrupts enemy plans and coordination. The application of β’ Use reactive and proactive counterfire to deny enemy
capabilities in complementary and reinforcing ways creates permissive fires environment.
more problems than an enemy commander can solve. This
erodes enemy effectiveness and the will to fight.
Anticipate, plan, and execute transitions. Transitions β’ Forecast changes to Command and Support
mark a change of focus in an operation. Leaders plan relationships based on demands for future operations.
transitions as part of the initial plan or parts of a branch or
β’ Anticipate how the FS system will adjust for branches,
sequel. They can be unplanned and cause the force to react
sequels, and significant operational changes (Offense,
to unforeseen circumstances. Transitions can be part of
Defense, Stability).
progress toward mission accomplishment, or they can
reflect a temporary setback. β’ Plan for CP transitions (Main CP/Tactical CP) based on
mission requirements.
β’ Understand the effects of how weather/seasonal
transitions will impact operations and support
capabilities (weaponeering).
Designate, weight, and sustain the main effort. β’ Use FS execution principles (see chapter 3) to anticipate
Commanders frequently face competing demands for limited the dynamics of large-scale combat operations, maintain
resources. They establish priorities to resolve these situational awareness of the OE, and leverage
demands by designating, weighting, and sustaining the main interoperable FS C2 systems and attack/delivery
effort. They provide the main effort with the appropriate capabilities.
resources and support necessary for its success. When
β’ Assign Command and Support Relationships to provide
designating a main effort, commanders consider
adequate support, flexibility, and most effective fire
augmenting a unitβs task organization and giving it priority of
support means.
resources and support. The commander designates various
priorities of support, such as for air and missile defense, β’ Suitably allocate joint assets to the main effort.
close air support and other fires, information collection,
mobility and countermobility, and sustainment. |
3-09 | 21 | Foundations of Fire Support and the Role of the Field Artillery
Table 1-2. Fire support considerations for the imperatives of operations (continued)
Imperatives Fire support considerations (not all inclusive)
Consolidate gains continuously. Leaders add depth to β’ Use FSCMs to account for civil considerations (NFA,
their operations in time and purpose when they consolidate RFA).
gains. Commanders consolidate gains at the operational
β’ Evaluate appropriate time windows for effects to appear
and tactical levels as a strategically informed approach to
within the OE (to include cyber effects in populated areas,
current operations, considering the desired political outcome
destruction of bridges).
of the conflict. During competition and crisis, commanders
expand opportunities created from previous conflicts and β’ Methodical decision for use of dud-producing munitions
activities to sustain enduring U.S. interests, while improving and their long-term effects when transitioning to civil
the credibility, readiness, and deterrent effect of Army authorities.
forces. During large-scale combat operations, commanders β’ Weight support to rear and security operations against
consolidate gains continuously or as soon as possible,
current or future operations.
deciding whether to accept risk with a more moderate tempo
during the present mission or in in the future as largescale
combat operations conclude.
Understand and manage the effects of operations on β’ Implement βhot/coldβ cycles for FDCs, radars, and firing
units and leaders. Continuous operations rapidly degrade units to afford time for rest, maintenance, and
the performance of people and the equipment employed, preparations.
particularly during combat. In battle, Soldiers and units are
β’ Adhere to preventative checks (Before/During/After) and
more likely to fail catastrophically than gradually.
service cycles (hour usage) to maintain equipment
Commanders and staffs must be alert to small indicators of
serviceability.
fatigue, fear, indiscipline, and reduced morale; they must
take measures to deal with these indicators before their β’ Develop shifts or duty cycles for Soldiers within CPs or
cumulative effects drive a unit to the threshold of collapse. C2 nodes which are practical for extended-duration
Staffs and commanders at higher echelons must consider operations.
the impact of prolonged combat on subordinate units. This
causes efficiency to drop, even when physical losses are
not great.
AGM β attack guidance matrix, C2 β command and control, CP β command post, EW β electromagnetic warfare,
FDC β fire direction center, FS β fire support, FSCM β fire support coordination measure, HPT β high-payoff target,
HPTL β high-payoff target list, IFC β integrated fires command, IPOE β intelligence preparation of the operational
environment, OE β operational environment, SITEMP β situation template
OPERATIONAL APPROACH AND OPERATIONAL FRAMEWORK
1-19. An operational approach provides the logic for how tactical tasks ultimately achieve the desired
endstate. It provides a unifying purpose and focus to all operations. Sound operational approaches balance
risk and uncertainty with friction and chance. The operational approach provides the basis for detailed
planning, allows leaders to establish a logical operational framework, and assists in producing an executable
order. (See ADP 3-0 and ADP 5-0 for doctrine on operational art and planning, respectively.)
1-20. An operational framework organizes an area of geographic and operational responsibility for the
commander and provides a way to describe the employment of forces. The framework illustrates the
relationship between close operations, operations in depth, and other operations in time and space across
domains. As a visualization tool, the operational framework bridges the gap between a unitβs conceptual
understanding of the environment and its need to generate detailed orders that direct operations.
OPERATIONAL APPROACH
1-21. Through operational art, commanders develop their operational approach. Operational approach is a
broad description of the mission, operational concepts, tasks, and actions required to accomplish the mission
(JP 5-0). An operational approach is the result of the commanderβs visualization of what needs to be done in
broad terms to solve identified problems. Table 1- 3 lists several operational and FS considerations for
operational approach. It is the main idea that informs detailed planning. When describing an operational
approach, commanders:
* Consider ways to defeat enemy forces in detail and potential decisive points. Defeat in detail is
concentrating overwhelming combat power against separate parts of a force rather than defeating
the entire force at once (ADP 3-90).
* Employ combinations of defeat mechanisms to isolate and defeat enemy forces, functions, and
capabilities. |
3-09 | 22 | Chapter 1
* Assess options for assuming risk.
Table 1-3. Operational and fire support considerations for operational approach
Operational and fire support considerations
Operational approach
(not all inclusive)
Defeating enemy forces in detail. Armed conflict implies the β’ Understand enemy functions, capabilities, and
need to defeat enemy forces. Defeat is to render a force echelonment.
incapable of achieving its objectives (ADP 3-0). When used
β’ Target systems (IADS, IFC, Sustainment) as opposed to
as a task or effect in operations, defeat provides the
large formations.
commander maximum flexibility to accomplish the mission.
Senior leaders assign defeat as a task when the situation is β’ Understand enemy critical capabilities and critical
still developing, or when the commander on the ground, by vulnerabilities to create windows of opportunity and
virtue of experience and proximity to the problem, is relative advantage.
uniquely capable of deciding how to employ lethal force to β’ Leverage all available assets (Joint/Multinational/National)
accomplish objectives. across all domains.
β’ Ensure immediate availability of FS system to supported
commander.
Defeat mechanism is a method through which friendly β’ Defeat mechanisms:
forces accomplish their mission against enemy opposition
ο§ Destroy is a tactical mission task that physically
(ADP 3-0). Army forces at all echelons commonly use
renders an enemy force combat-ineffective until
combinations of the four defeat mechanisms. Applying more
reconstituted (FM 3-90).
than one defeat mechanism simultaneously creates multiple
dilemmas for enemy forces and complementary and ο§ Dislocate is to employ forces to obtain significant
reinforcing effects not attainable with a single mechanism. positional advantage in one or more domains,
Commanders may have an overarching defeat mechanism rendering the enemyβs dispositions less valuable,
or combination of mechanisms that accomplish the mission, perhaps even irrelevant (FM 3-0).
with supporting defeat mechanisms for components of an ο§ Isolate is to separate a force from its sources of
enemy formation or warfighting system. Defeat mechanisms support in order to reduce its effectiveness and
can guide the subordinate development of tactical tasks, increase its vulnerability to defeat (ADP 3-0).
purposes, and effects in operations, facilitating control and
ο§ Disintegrate is to disrupt the enemyβs command and
initiative.
control, degrading the synchronization and cohesion
of its operations (FM 3-0).
β’ Use assessments to confirm or deny if targeting is
meeting desired effects and adjust, as necessary.
β’ Utilize entirety of FS system to achieve commanderβs
intent.
A stability mechanism is the primary method through which β’ Stability Mechanisms.
friendly forces affect civilians in order to attain conditions
ο§ Compel refers to using, or threatening to use, lethal
that support establishing a lasting, stable peace (ADP 3-0).
force to establish control and dominance, affect
As with defeat mechanisms, combinations of stability
behavioral change, or enforce compliance with
mechanisms produce complementary and reinforcing effects
mandates, agreements, or civil authority.
that accomplish the mission more effectively than single
mechanisms. ο§ Control involves imposing civil order.
ο§ Influence refers to altering the opinions, attitudes, and
ultimately the behavior of foreign, friendly, neutral, and
threat audiences through messages, presence, and
actions.
ο§ Support establishes, reinforces, or sets the conditions
necessary for the instruments of national power to
function effectively.
β’ Effectively utilize nonlethal effects through multiple
domains to account for civil considerations and to
consolidate gains.
β’ Use FSCMs to account for civil considerations (NFA,
RFA).
β’ Perform IPOE to better understand the complexity of OE.
β’ Clearly define MOP/MOEs to gauge success and inform
decision making. |
3-09 | 23 | Foundations of Fire Support and the Role of the Field Artillery
Table 1-3. Operational and fire support considerations for operational approach (continued)
Operational and fire support considerations
Operational approach
(not all inclusive)
Risk. Commanders accept risk on their own terms to create β’ Leaders considering risk across the domains. Accepting
opportunities and apply judgment to manage those hazards risk in one domain may create opportunities in other
they do not control. Risk is an inherent part of every domains.
operation and cannot be avoided. Commanders analyze risk
β’ Waiting for near-perfect intelligence and synchronization
in collaboration with subordinates to assist in determining
may increase risk or close a window of opportunity.
the risk level and type and how to mitigate the risk. When
considering how much risk to accept with a course of action, β’ Weighting Civil considerations vs targeting opportunities
commanders consider risk to the force against the and FS system responsiveness.
probability of mission success during current and future β’ Tactical Risks, such as forward positioning of firing units,
operations. They assess options in terms of weighting the
may increase FS system effectiveness but increases risk
main effort, economy of force, and physical loss based on
of interdiction from enemy IFC.
what they have been tasked to do.
FS β fire support, FSCM β fire support coordination measure, IADS β integrated air defense system, IFC β integrated fires
command, IPOE β intelligence preparation of the operational environment, MOE β measures of effectiveness, MOP β
measures of performance, NFA β no fire area, RFA β restricted fire area
STRATEGIC FRAMEWORK
1-22. The strategic framework accounts for factors in the strategic environment and the connection of
strategic capabilities to operational- and tactical-level operations. It includes the strategic support area, joint
security area, extended deep area, and assigned OA.
1-23. The strategic framework has importance in terms of joint operations and Army operational-level
operations. For most Army operations, understanding the Army operational framework in the context of the
strategic framework, is important. For more information on strategic and operational frameworks see FM 3-
0, JP 3-0, and JP 3-10.
OPERATIONAL FRAMEWORK
1-24. 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). Commanders build their operational framework on their assessment of
the OE, including all domains and dimensions. They may create new models to fit the circumstances, but
they generally apply a combination of common models according to doctrine. The three models commonly
used to build an operational framework are:
* Assigned areas.
* Deep, close, and rear operations.
* Main effort, supporting effort, and reserve.
Note. Commanders may use any operational framework model they find useful, but they must
remain synchronized with their higher-echelon headquartersβ operational framework. FM 3-0
provides a detailed discussion on each model.
1-25. FS personnel must understand and properly use the doctrinal terminology, concepts, and considerations
for the operational framework. Table 1-4 on pages 1-10 and 1-11 lists several FS considerations for the three
operational framework models. |
3-09 | 24 | Chapter 1
Table 1-4. Fire support considerations for operational framework
Operational framework models Fire support considerations
(not all inclusive)
An area of operations is an operational β’ Area of Operations: Coordinate with
area defined by a commander for the supported command to position C2,
land or maritime force commander to firing units, and collection platforms
Assigned Areas
accomplish their missions and protect where most advantageous to
their forces (JP 3-0). provide greatest support.
β’ Area of Operations: Understand
higher-echelon and adjacent-unit
delivery and collection capabilities
to limit duplication and provide
mutual support.
β’ Area of Operations: Establish
FSCMs and ACMs to reduce
coordination; understand higher-
echelon FSCMs and their effects,
limitations, or restrictions within the
supported AO.
A zone is an operational area assigned β’ Zone: Establish and understand
to a unit in the offense that only has presence of NAIs, and TAIs to
rear and lateral boundaries (FM 3-0). support units in offense.
A sector is an operational area β’ Sector: Establish and understand
assigned to a unit in the defense that presence of NAIs, EAs, and TAIs to
has rear and lateral boundaries and support units in defense.
interlocking fires (FM 3-0).
Deep Operations Deep operations are tactical actions β’ Establish FSCMs and ACMs to
against enemy forces, typically out of expedite delivery and increase
direct contact with friendly forces, responsiveness.
intended to shape future close β’ Create multiple dilemmas for the
operations and protect rear operations
enemy in their support area by
(FM 3-0).
targeting in depth through use of
multiple domains and joint assets
(Air Interdiction).
β’ Target and disintegrate enemy
structures and systems (IADS, IFC,
Sustainment), prioritizing HPTs
necessary to meet commanderβs
intent.
β’ Set favorable correlation of forces
and means for supported command
to contact the enemy with the
greatest force ratio possible.
Close Operations Close operations are tactical actions of β’ Support Forces in Contact.
subordinate maneuver forces and the β’ Establish FSCMs and ACMs to aid
forces providing immediate support to in rapid coordination and air/ground
them, whose purpose is to employ
deconfliction.
maneuver and fires to close with and
destroy enemy forces (FM 3-0). β’ Weight benefits of centralized vs.
decentralized control based on
conditions and proximity to friendly
forces.
β’ Incorporate multiple domains, in
addition to FA assets, to create
windows of opportunity and
increase effectiveness of FS
system.
β’ Allocate joint assets (CAS) for
immediate response. |
3-09 | 25 | Foundations of Fire Support and the Role of the Field Artillery
Table 1-4. Fire support considerations for operational framework (continued)
Operational framework models Fire support considerations
(not all inclusive)
Rear operations are tactical actions β’ Assess and weight risk of diverting
behind major subordinate maneuver FS C2, delivery, and collection
forces that facilitate movement, extend assets from supporting deep/close
Rear Operations
operational reach, and maintain operations to supporting rear
desired tempo (FM 3-0). operations.
β’ Allocate multi-domain and joint
assets to support rear operations
and bolster security for rear
operations.
Main Effort A main effort is a designated β’ Use principles of execution (see
subordinate unit whose mission at a chapter 3).
given point in time is most critical to
overall mission success (ADP 3-0).
Supporting Effort A supporting effort is a designated β’ Use principles of execution to inform
subordinate unit with a mission that resourcing and types of command
supports the success of the main effort and support relationships to the
(ADP 3-0). supporting effort (see chapter 3).
Reserve A reserve is that portion of a body of β’ Field artillery is never in reserve.
troops that is withheld from action at (see principles of execution chapter
the beginning of an engagement to be 3).
available for a decisive movement
(ADP 3-90).
ACM β airspace coordinating measure, AO β area of operations, C2 β command and control, CAS β close air support,
EA β engagement area, FA β field artillery, FS β fire support, FSCM β fire support coordination measure,
HPT β high-payoff target, IADS β integrated air defense systems, IFC β integrated fires command
THE FIELD ARTILLERYβS ROLE AND CORE COMPETENCIES
1-26. A role is the broad and enduring purpose for which the organization or branch is established (ADP 1-
01). A branch has only one role. The role of the FA is to destroy, neutralize, or suppress the enemy by cannon,
rocket, and missile fire and to integrate and synchronize all FS assets into operations. This role clearly
establishes why the FA was created-what our branch uniquely contributes to the conduct of combined and
joint operations.
1-27. A core competency is an essential and enduring capability that a branch or an organization provides to
Army operations (ADP 1-01). The FA has two core competencies that describe what our branch contributes
to our Nation's security and to the JFC:
* To coordinate fire support, which is the planning and executing of fire so targets are adequately
covered by a suitable weapon or group of weapons (see JP 3-09).
* To deliver indirect fire. Indirect fire is fire delivered at a target not visible to the firing unit.
THE FIRE SUPPORT SYSTEM
1-28. Fire support is achieved through simultaneous and coordinated interaction of all the elements of the
joint FS system, thorough continuous planning, aggressive coordination, and vigorous execution at all
echelons of command. The FS system elements (figure 1-1 on page 1-13) are:
* C2 (personnel, command posts (CPs), networks, processes, and procedures).
* TA.
* Attack/delivery systems.
1-29. These elements are the tools commanders use to make FS work. How they use these tools depends on
how well commanders and staffs understand and integrate the core competency of the FS coordination
process. This process must occur simultaneously at all echelons of command, but it is more complex at
echelons above brigade. |
3-09 | 26 | Chapter 1
1-30. The rapid and continuous integration of the FS system at all echelons of command across the joint
forces must be synchronized with maneuver forces. For this reason, the commander seeks and may accept
counsel on FS from his fire support coordinator (FSCOORD), but the commander must decide how the
command will accomplish its mission.
1-31. The fire support coordinator is the senior field artillery commander for the theater, corps,
division, or brigade combat team who is the supported commanderβs primary advisor to plan,
coordinate, integrate fires, field artillery, and fire support in the execution of assigned tasks. This dual
responsibility institutionalizes FS as commander's business and requires the FA commander to know the
functions and objectives of the ground force, the operation of the FS system, and the technical aspects of FA
fire as the supported commander's most available attack/delivery system. To further understand the FS
System, it is necessary to examine each element in greater detail; this will be done in Chapter 2. |
3-09 | 27 | Foundations of Fire Support and the Role of the Field Artillery
Figure 1-1. The elements of the fire support system
FIRE SUPPORT FUNCTIONS
1-32. A function is the broad, general, and enduring role for which an organization is designed, equipped,
and trained (JP 1, Vol 1). By applying the functions, guided by characteristics and principles, an organization |
3-09 | 28 | Chapter 1
or branch generates effects in the unique environment of the land domain to support the Army's operational
concept. The four FS functions are the minimum requirements the FS system must fulfill to destroy,
neutralize, or suppress the enemy. They give the commander and FSCOORD a frame of reference to evaluate
and assess the overall effectiveness of the FS system. These four FS functions are:
* Support forces in contact.
* Support the concept of operations.
* Synchronize and converge FS systems, and effects (lethal and nonlethal) across all domains.
* Sustain and protect the FS system.
1-33. These functions serve as unifying factors for the entire FS system and apply to the systems individual
components. The four functions do not change or replace the traditional missions, roles, and operations of
the different Army and joint FS assets. They do, however, provide a common point of departure for an
operationally unified FS system. For example, U.S. Air Force aircraft in support of ground operations must
accomplish the four functions simultaneously. However, the Air Force does not consciously plan to work the
four functions. Rather, it accomplishes its ground support mission through its execution of close air support
(CAS), and air interdiction (AI). The final assessment of the ground support mission must be made in terms
of the four functions. The mission command principles in general β disciplined initiative in particular β
underpin these functions at all warfighting echelons. To further clarify these points, it is necessary to examine
each function in greater detail; this will be done in Chapter 3.
CHARACTERISTICS OF FIRE SUPPORT
βGet the job done, tidy up the battlefield later.β Gen. Jack N. Merritt (Field Artillery)
1-34. The purpose of a characteristic is to clearly establish essential attributes that the organization or
function must possess to be effective. These characteristics are inherent in the design, mind-set, and
equipment for the FA and provides our branch the ability to accomplish our role. The characteristics of FS
are:
* To violently apply lethal fires in accordance with the law of war and established rules of
engagement (ROE).
* To always operate in the spirit of the offense.
* To always operate as a single entity.
VIOLENTLY APPLY LETHAL FIRES WITHIN THE LAW OF WAR AND ROE
1-35. In large-scale combat operations, the goal of every FSCOORD, is to orchestrate a perfect harmony of
intense violence within the law of war and established ROE in support of the supported commander's concept
of operations. Law of war is that part of international law that regulates the conduct of armed hostilities (JP
3-84). Rules of engagement are directives issued by competent military authority that delineate the
circumstances and limitations under which U. S. forces will initiate and/or continue combat engagement with
other forces encountered (JP 3-84). Unit commanders always retain the inherent right and obligation to
exercise self-defense in response to a hostile act or demonstrated hostile intent.
βIf you would make war, wage it with energy and severity; it is the only means of making
it shorter and consequently less deplorable for mankind.β Gen. Napoleon Bonaparte
ALWAYS OPERATE IN THE SPIRIT OF THE OFFENSE
1-36. Fire support must always be conducted in the spirit of the offense. Regardless of whether the maneuver
or supported force is engaged in the offense or defense, its FS must be offensively minded as it rapidly and
continuously strikes HPTs across all domains. For example, when a maneuver unit seizes an assigned
objective and transitions to the defense its FS system continues to aggressively search for and attack HPTs
throughout the depth of the maneuver unit's assigned area of operations (AO) in a proactive and responsive
manner. |
3-09 | 29 | Foundations of Fire Support and the Role of the Field Artillery
OPERATE AS A SINGLE ENTITY
1-37. The FS system is a single entity composed of a diverse group of attack and delivery systems, personnel,
and materiel, most of which operate in different ways. All FS capabilities in all three elements of the FS
system must function with a unity of effort and purpose. The methods of providing individual FS assets may
vary in terms of C2, command and support relationships, and tactics, techniques, and procedures (TTPs).
However, individual interests and concerns of each FS organization or asset must be made subordinate to the
overall mission and to the supported commander to integrate across all domains and function rapidly and
continuously as a unified force.
"There is a tendency in each separate unitβ¦to be one-handed puncher. By that I mean that
the rifleman wants to shoot, the tanker wants to charge, the artilleryman to fireβ¦That is
not the way to win battles. If the band played a piece first with the piccolo, then with the
brass horn, then with the clarinet, and then with the trumpet, there would be a hell of a lot
of noise but no music." GEN George Patton (Armor)
PRINCIPLES OF FIRE SUPPORT PLANNING, COORDINATION, AND
EXECUTION
1-38. A principle is 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). The key to
effective FS is the supported commander's ability to bring assets to bear on the enemy in an integrated and
coordinated manner that is synchronized with the scheme of maneuver. How well this occurs depends on
how well FSCOORDs and staff understand and operate the FS coordination and execution processes.
Execution is the act of putting a plan into action by applying combat power to accomplish the mission and
adjusting operations based on changes in the situation (ADP 5-0). The principles of FS planning,
coordination, and execution are listed below, and will be further described in chapters 3 and 5.
1-39. The principles of FS planning and coordination listed below facilitate integration into the Army's
operations process.
* Plan early and continuously.
* Ensure the continuous flow of target information.
* Consider the use of all capabilities.
* Use the lowest echelon capable of furnishing effective support.
* Furnish the support requested.
* Use the most effective FS means.
* Avoid unnecessary duplication.
* Consider airspace coordination.
* Provide adequate support.
* Provide for rapid coordination.
* Provide for flexibility.
* Use fire support coordination measures (FSCMs).
1-40. The principles of FS execution utilize the memory aid AWIFM-N:
* Adequate FS for the committed units.
* Weight to the main effort.
* Immediately available FS for the commander to influence the operation.
* Facilitate future operations.
* Maximum feasible centralized control (especially in the defense).
* Never place artillery in reserve. |
3-09 | 30 | Chapter 1
FIRE SUPPORT AND FIELD ARTILLERY TRAINING
CONSIDERATIONS
1-41. FA commanders and leaders at echelon are responsible and accountable for the training and
performance of their units to ensure readiness in accordance with headquarters department of the Army
standardized mission essential tasks and regionally aligned forces requirements. Commanders must
incorporate joint mission essential tasks to ensure interoperability within the joint force.
1-42. FA units that are trained, ready, and can win at the section, team, and platoon level are the foundational
requirements to ensuring our supported maneuver formations can win in large-scale combat operations. FA
commanders must balance this necessity for small unit proficiency against the requirement for higher level
(battalion [BN] and battery) collective training and qualification. For example, a commander may choose to
assume risk by reducing resources for qualification of higher qualification tables in order ensure readiness at
section, team, and platoon levels by increasing resources for this lower-level training. However, this does not
negate the requirement for proficiency at the battery and BN levels (see figure 1-2).
Figure 1-2. The band of excellence
1-43. FA and FS training considerations must be in line with the Army's principles for training found in FM
7-0:
* Commanders are the primary trainers.
* Noncommissioned officers train individuals, crews, and small teams; advise commanders on all
aspects of training.
* Train using multi-echelon techniques to maximize time and resource efficiency.
* Train as a combined arms team.
* Train to standard using appropriate doctrine.
* Train as you fight.
* Sustain levels of training proficiency over time.
* Train to maintain.
* Fight to train. |
3-09 | 31 | Foundations of Fire Support and the Role of the Field Artillery
1-44. FA and FS training must be efficiently planned, resourced, and executed. FA and FS training must
adhere to the operations process (plan, prepare, execute, and assess). Utilizing virtual and constructive
training resources enables units to enter into live training better prepared. Simulation can build proper muscle
memory without expending valuable, limited live training resources. Constructive training enables the staff
to replicate the tempo of targeting and execution in large-scale combat operations. Fully incorporating
systems such as warfighter simulation (referred to as WARSIM), call for fire trainer (referred to as CFFT),
training aids, devices, simulators, and simulations (referred to as TADSS), and all the capabilities the combat
training centers (referred to as CTCs) offer is vital to collective training. Live fire training not only ties this
all together with a heightened sense of things, but also places the necessary stresses on the platforms and
systems, validating that these weapons with operators can do what they are designed to do under all
conditions.
COMMANDERS ARE THE PRIMARY TRAINERS
1-45. Commanders and leaders at echelon are responsible and accountable for the training and performance
of their units. Commanders train and resource training one echelon down and evaluate to two echelons down.
They are responsible for assessing unit training proficiency and prioritizing unit training. Subordinate unit
leaders are the primary trainers of their elements. For example, a platoon leader is responsible for the training
and performance of the platoon.
1-46. The FA certification and qualification program is a commander's program and is a collaborative effort
between the institutional and the operational force. FA commanders continuously assesses the unit's
proficiency and readiness to perform its mission essential tasks. Each commander implements gunnery
programs to achieve and sustain unit readiness and proficiency in these tasks. The commander uses all the
resources available to implement an efficient gunnery program, which maximizes the use of ammunition,
training area availability, and Soldier training time to sustain proficiency. Commanders at echelon are
required to continuously evaluate readiness within their organizations to ensure their subordinate units are
prepared for combat. The FA Certification and Qualification program provides everyone between the
commander and the individual section with an objective means to gain that confidence. Through training,
education, and experiences, sections, and thereby entire units, proficiency grows in supporting the
commander's concept of the operation.
NONCOMMISSIONED OFFICERS TRAIN INDIVIDUALS, CREWS, AND SMALL TEAMS; ADVISE
COMMANDERS ON ALL ASPECTS OF TRAINING
1-47. Noncommissioned officers set the foundation for Army training. They train Soldiers, crews, and small
teams to be battle-ready. They provide crucial input and advice to the commander on what is trained and how
it is trained. This ensures the organization trains on its most important tasks down to the individual Soldier.
Noncommissioned officers:
* Maintain responsibility for Soldier and small unit training proficiency.
* Identify and train Soldier, crew, and small-team tasks. Help identify and prioritize unit collective
tasks that support unit mission-essential tasks.
* Train and enforce task standards.
* Continually focus training on sustaining strengths and improving weaknesses.
* Develop junior non-commissioned officer and help officers develop junior officers.
* Provide timely and objective training advice to their officers.
* Assist in planning, resource coordination, support, risk mitigation, supervision, and evaluation of
training.
TRAIN USING MULTI-ECHELON TECHNIQUES TO MAXIMIZE TIME AND RESOURCE
EFFICIENCY
1-48. The Army fights as a team, and whenever possible, trains at echelon as a team. Additionally, the
simultaneous training of multiple echelons on complementary tasks is the most efficient and effective way
to train because it optimizes the use of time and resources. |
3-09 | 32 | Chapter 1
1-49. Additionally, individual and unit maintenance tasks represent important training opportunities that
leaders must exploit. Disciplined units conduct disciplined maintenance to Army standards in garrison,
during training, and when deployed. Training to maintain also means leaders train subordinates to be good
stewards of Army resources. Building a sense of stewardship and frugality conditions leaders and units to
operate more effectively in austere operational conditions.
TRAIN AS A COMBINED ARMS TEAM
1-50. The Army fights and trains as a combined arms team by training tasks and weapons by associated
warfighting function and functional units. Fire supporters and FA also train using multi-echelon training
techniques capitalizing on the inherent relationships among higher, lower, and adjacent units that habitually
operate together.
1-51. Commanders must create and integrate realistic training environments. This is accomplished by
replicating the complexities of the expected OE, including electronic warfare (EW), denied, degraded, or
disrupted space operational environment (D3SOE) across their formations, in addition to operations in a
CBRN OE.
TRAIN TO STANDARD USING APPROPRIATE DOCTRINE
1-52. Commanders train both the FS and FA components of the FS system within their formations to ensure
readiness. They consider their supported commanders' strategy for training the entire combined arms team.
They rely on their firm grasp of FA and FS doctrine and TTP, tempered by their experience and military
skills when developing training plans.
1-53. The responsibility for training includes the authority to determine the frequencies of the certification
and qualification tables described in TC 3-09.8. Critical in determining these frequencies is a dialogue
between FA commanders and their supported commanders.
TRAIN AS YOU FIGHT
1-54. Commanders must incorporate digital sustainment in their unit training plans. Digital sustainment
training must be conducted with attention to detail and adherence to time standards. Digital tasks and
troubleshooting procedures are perishable skills that need to be reinforced on a regular basis. Focus of this
training must be at the end user level of the FS and FA C2 systems.
1-55. Whenever possible, incorporate multinational partner personnel and units during training events to
increase interoperability and shared understanding of capabilities and limitations of FS systems.
Multinational operations is a collective term to describe military actions conducted by forces of two or more
nations, usually undertaken within the structure of a coalition or alliance (JP 3-16).
1-56. All efforts must be expended to conduct this training in a field environment or over distances to
replicate a field environment. The speed, accuracy, and responsiveness of fires in support of a commander's
concept of operations depends on the proficiency with which firing units and TA capabilities utilize when
communicating with digital systems.
SUSTAIN LEVELS OF TRAINING PROFICIENCY OVER TIME
1-57. Once the unit achieves required task and weapon proficiencies it strives to maintain these proficiencies
within the band of excellence. Many factors affect FS and FA training proficiency such as personnel
turbulence, skill atrophy, and maintenance of equipment, physical fitness, and new equipment fielding and
training. Successful commanders understand these factors and ensure that the training proficiencies attained
do not degrade to a less than acceptable level.
1-58. To overcome the anticipated highs and lows of training proficiency, commanders continually re-
evaluate training plans, current proficiencies, and strategies. Sustaining high levels of proficiency sometimes
proves more difficult than developing proficiency from a starting point. |
3-09 | 33 | Foundations of Fire Support and the Role of the Field Artillery
TRAIN TO MAINTAIN
1-59. As discussed earlier in this chapter, we will likely commence combat at a numerical disadvantage in
attack/delivery platforms. For that reason, every gun, launcher, fire direction center (FDC), fuel truck, digital
system, etc. is a precious commodity. Commanders ensure maintenance occurs at the highest of standards
and with competent leader involvement.
1-60. The purpose of command emphasis on maintenance is to maintain combat power by keeping every
gun and launcher in the fight during large-scale combat operations. Units train maintenance tasks
continuously according to Army standards under a variety of conditions that replicate the challenges of
combat operations.
FIGHT TO TRAIN
1-61. It is a FA commanderβs duty to fight through distractions and protect training. It is the higher echelon
commanderβs responsibility to defend their subordinate organizationβs approved training from un-forecasted
requirements and to underwrite associated risk to lower priority missions. Regardless of the quality of
planning and preparation, there will be challenges to the execution of training. The ethic, fight to train,
separates great trainers and units from the others. |
3-09 | 35 | Chapter 2
The Fire Support System
As discussed in chapter 1, FS is the product of a system consisting of three parts. FS
C2, TA, and FS attack/delivery systems. Section 1 discusses the C2 element of the FS
system including personnel, CPs, and networks. Section II discusses the TA element
and section III discusses attack/delivery systems. Because of the diversity of the
individual FS parts, the total FS system does not function through a common chain of
command as does a maneuver organization. The supported commander does exercise
C2 over their organic and attached FS assets, but the commander has limited control
over external FS capabilities that are available for use. The commander's ability to
employ FS, as a system, and to integrate and synchronize FS results from an established
process known as FS planning and coordination (further discussed in Chapter 3).
SECTION I β FIRE SUPPORT SYSTEM: COMMAND AND CONTROL
2-1. The elements of the FS system collectively deliver fires where and when needed to support the
commanderβs objectives. Responsibility for command, control, and coordination of the fire support system
belongs to the ground force commander. The commanderβs guidance is reflected in the scheme of fires, which
must be synchronized with all the dynamics of combat power, but especially with information, mobility, and
survivability. The scheme of fires is the detailed, logical sequence of targets and fire support events to find
and engage targets to support the commanderβs objectives (JP 3-09).
2-2. Direction of the FS system is the responsibility of the FA commander. The supported commander
charges the FA commander to ensure that all available FS capabilities are fully integrated and synchronized
with the concept of operations. The FA commander serves as the supported commander's FSCOORD and
speaks for the commander on all matters pertaining to FS.
2-3. Command and control is the exercise of authority and direction by a properly designated commander
over assigned and attached forces in the accomplishment of the mission (JP 1, Vol 2). Commanders perform
C2 using a C2 system. A command and control system is the arrangement of people, processes, networks,
and command posts that enable commanders to conduct operations (ADP 6-0).
2-4. Cooperation among the various FS C2 organizations is necessary for the effective delivery of fires in
time and in all domains. This is especially true in joint operations and in operations with unified action
partners. Cooperation must be thought of as a product of the C2 the commander exerts to drive the FS system
as a whole and the authority the commander gives the FSCOORD to orchestrate it.
FIRE SUPPORT PERSONNEL
2-5. FS personnel are located at FA and supported commanderβs CPs at every echelon of command.
Commanders and staffs use several integrating processes to synchronize functions, organize activities, and
create effects based on the commander's intent. For FS personnel, the critical processes include military
decision-making process (MDMP) and the targeting process and are discussed in chapter 3. These processes
and procedures enable the FA commander to accomplish both aspects of the mission as a commander and
FSCOORD. The FSCOORD splits time between the FA CP and supported commander's CP. Army and joint
FS personnel, and their duties are described in the following paragraphs. |
3-09 | 36 | Chapter 2
FIRE SUPPORT COORDINATOR
2-6. The FSCOORD commands their respective FA organization and advises the supported commander on
all aspects of FS. As the FSCOORD, the FA commander will spend most of his time either with the supported
commander or in the respective fire support element (FSE). Both staffs must understand their responsibilities
and assist the FSCOORD in facilitating essential fire support tasks (EFSTs).
2-7. It is important that the commander and key staff officers within the supported command recognize and
understand that the FA commander is equally responsible for both aspects of the FA and FS mission. Also,
the FA commander must recognize and understand that they have full responsibility for ensuring the efficient,
effective operation of the FSE, just as they have command responsibility for ensuring timely and effective
FA fire. See table 2-1 for FSCOORD titles at command echelon.
Table 2-1. Fire support titles at brigade and above
Force FSCOORD or Chief of Fires Assisted by
Echelon
ASCC/TFC FSCOORD DFSCOORD
(TFC CDR)
ASCC/ Chief of Fires Deputy Chief of Fires
TFE
Corps FSCOORD DFSCOORD
(FAB CDR/OFC CDR)
Division FSCOORD DFSCOORD
(DIVARTY CDR)
Brigade FSCOORD FSO
(FA BN CDR)
ASCC β Army Service component command, BN β battalion, CDR β commander, DFSCOORD β
deputy fire support coordinator, DIVARTY β division artillery, FA β field artillery, FAB β field artillery
brigade, FSCOORD β fire support coordinator, FSO β fire support officer, JFE β joint fires element
OFC β operational fires command, TFC β theater fires command, TFE β theater fires element
2-8. The theater fires command (TFC) commander is always the FSCOORD for the theater. The operational
fires command (referred to as OFC) commander is the FSCOORD for the corps. If an operational fires
command is not available, the corps commander can designate a field artillery brigade (FAB) commander as
the FSCOORD. The division artillery (DIVARTY) commander is always the FSCOORD for the division.
The FSCOORD for the brigade combat team (BCT) is the organic, assigned, or attached FA BN commander.
The FSCOORD works closely with the chief of staff or executive officer, the assistant chief of staff,
intelligence (G-2) and assistant chief of staff, operations (G-3) to ensure mutual understanding of all aspects
of planning, preparation, execution and assessment of fires for operations. At echelons above division, the
FSCOORD works closely with the respective air operations center (AOC), battlefield coordination
detachment (BCD), and other unified action partners. Some of the FSCOORD's responsibilities include:
* Plan, prepare, execute, and assess all EFSTs in support of offensive, defensive and stability
operations and provide inputs to the preparation of the operation plan (OPLAN) and operation
order (OPORD), including Annex D (Fires).
* Develop, with the commander and S-3/G-3, a scheme of fires to support the operation.
* Provides oversight and guidance for all effects.
* Coordinate the use of named area of interest (NAI) and target area of interest (TAI), HPTs, and
additional events that may influence the positioning of FS attack/delivery systems.
* Supervise development of proposed high-payoff target lists (HPTL), target selection standards,
and attack guidance matrices.
* Coordinate positioning of indirect FS assets.
* Recommend FSCMs to support current and future operations and manage changes to them.
* Recommend and implement the commander's counterfire and target engagement priorities.
* Recommend to the commander the establishment, responsibilities, authorities, and duties of a
force field artillery (FFA) headquarters (HQ). |
3-09 | 37 | The Fire Support System
* Integrate and synchronize joint FS and multinational fires with the other dynamics of combat
power.
* Lead the targeting working group and facilitate the targeting board.
* Accompany the commander during execution of tactical operations (when directed).
* Provide for consolidated and focused FS and FA specific certification, readiness, and oversight
(personnel management, equipment issues, and training).
* Establish standard operation procedures across the brigade, division, corps, and theater.
* Oversee the professional development of the 13-series career management field Soldiers.
* Mentor, train, and educate junior FS and FA leaders on all aspects of the FS system.
CHIEF OF FIRES
2-9. The chief of fires is the senior fires staff officer at echelons above corps who advises the commander
on the best use of available fires resources, and provides input to necessary orders (ADP 3-19). The chief of
fires is located at the theater Army fires cell or joint task force (JTF), joint fires element (JFE) that does not
have a TFC to execute joint fires. Joint fires are fires delivered during the employment of forces from two or
more components in coordinated action to produce desired effects in support of a common objective (JP 3-
0). The chief of fires facilitates the fires warfighting function and works closely with the J-3 (referred to as
the operations directorate of a joint staff) to ensure mutual understanding of all aspects of planning,
preparation, execution, and assessment of fires for operations.
DEPUTY FIRE SUPPORT COORDINATOR
2-10. The deputy fire support coordinator (DFSCOORD) is a permanently assigned coordinating staff officer
on the TFC, corps, and division staff. The DFSCOORD provides oversight of FS personnel, working groups
and boards, and the joint air-ground integration center (JAGIC) when formed. When the FSCOORD is not
present, the DFSCOORD performs the duties of the FSCOORD.
TARGETING OFFICER
2-11. FSEs from FA BNs through corps, and fires cells at echelons above corps have assigned targeting
officers. The targeting officer will drive the targeting process and is the technical subject matter expert on all
matters relating to Army and joint targeting. Targeting officers will participate in the MDMP to develop the
targeting products HPTL, attack guidance matrix (AGM), and target synchronization matrix.
2-12. The targeting officer recommends weapons locating radar (WLR) guidance and oversees counterfire
operations, to include, radar deployment orders, queuing schedules, and threat patterns in support of the
targeting process. Weapons locating radar is a continuous target acquisition counterbattery system that
detects in-flight projectiles, and communicates point of origin and point of impact locations. Targeting
officers will manage requests to higher for effects outside of organic capability. For more information see
FM 3-60.
FIELD ARTILLERY INTELLIGENCE OFFICER
2-13. The field artillery intelligence officer (FAIO) coordinates with brigade, corps and division internal and
external intelligence elements to provide input to the development, nomination, and prioritization of high-
value targets originating from the G-2/ or battalion or brigade intelligence staff officer (S-2) all source
analysis section. A high-value target is a target the enemy commander requires for the successful completion
of the mission (JP 3-60). During planning FAIOs assist the S-2/G-2 targeting (referred to as the G-2T) with
target development, coordinate with the targeting officers for no-strike list and restricted target list
management, the HPTL and AGM.
2-14. The FAIO is primarily responsible for the development of the target selection standards working with
both the information collection manager and the FS noncommissioned officer to determine cutoff values.
The FAIO nominates targets to the FSE that are provided by the all-source analysts and fusion cell chiefs.
The FAIO assists the S-2/G-2 with target value analysis and NAI/TAI development. When an Army, corps
or division is serving as a JTF or joint force land component commander (JFLCC), the FAIO works closely |
3-09 | 38 | Chapter 2
with the J-2 and J-2T for target development. The FAIO is also responsible for the integration of FA C2
systems into the mission command networks in coordination with the FFA HQ S-6 and brigade, division or
corps G-6. For more information on the FAIO see FM 3-60.
BRIGADE FIRE SUPPORT OFFICER
2-15. A fire support officer is the operational to tactical level field artillery officer responsible for
advising the supported commander or assisting the fire support coordinator on fires functions and fire
support. The brigade fire support officer (FSO) is the senior FA staff officer responsible for planning,
preparing, and executing all aspects of FS for BCT operations. More than any other officer, the FSO must
understand the FSCOORD's intent in supporting the operation and understands all of the duties of the
FSCOORD listed in paragraph 2-6. For information on the BCT FSO duties see ATP 3-09.42.
BATTALION FIRE SUPPORT OFFICER
2-16. The BN FSO is the senior FA staff officer at the supported BN or aviation BN. The BN FSO advises
the respective BN commander on fire support planning and employment considerations. The BN FSO plans,
prepares, executes, and provides assessment of all aspects of fire support for BN operations and provides
bottom-up refinement of the fire support plan. For more information on the BN FSO duties see ATP 3-09.42.
COMPANY FIRE SUPPORT OFFICER
2-17. The company/troop FSO works for the company/troop commander during combat operations to
accomplish all EFSTs. The FSO is assigned to the FA BN and under the functional supervision of the BN
FSO. The FSO devises the FS plan based on the commander's guidance and submits the plan to the
commander for approval. The FSO plans, prepares, executes, and provides assessment of all aspects of FS
for company operations and provides bottom-up refinement of the FS plan. For more information on the
company FSO duties see ATP 3-09.42.
FIRE SUPPORT SERGEANT
2-18. The company FS sergeant or FS non-commissioned officer is the senior enlisted assistant to the
company FSO. The fire support sergeant performs the duties of the FSO in their absence. The fire support
sergeant advises the FSO on the allocation and tasking of joint fires observers, other observers, and trains the
fire support team (FIST) and the forward observer (FO) in applicable FS tactics and techniques. A fire support
team is a field artillery team provided for each maneuver company/troop and selected units to plan and
coordinate all supporting fires available to the unit, including mortars, field artillery, naval surface fire
support, and close air support integration (JP 3-09.3). For more information on the FIST and FS sergeant's
duties see ATP 3-09.42.
FORWARD OBSERVER
2-19. The FO is the fire support representative for the maneuver platoon. The FO's primary duty is to
accurately locate targets, then call for, and adjust FS. The forward observer is an individual operating with
front line troops and trained to adjust ground or naval gunfire and pass back battlefield information (JP 3-
09). The FO must fully understand their responsibility within the observation plan and provide refinement or
submit key targets for inclusion in the company fire plan. A fire plan is a tactical plan for using the weapons
of a unit or formation so that their fire will be coordinated. For more information on FO duties see ATP
3-09.30.
JOINT FIRES OBSERVER
2-20. A joint fires observer is a certified and qualified Service member who requests, controls, and adjusts
surface-to-surface fires; provides targeting information in support of close air support; and performs terminal
guidance operations (JP 3-09.3). A joint fires observer cannot perform terminal attack control of CAS
missions and does not replace a qualified joint terminal attack controller (JTAC) or forward air controller
(airborne) (FAC(A)). Terminal guidance operations are actions that provide electronic, mechanical, voice or |
3-09 | 39 | The Fire Support System
visual communications that provide approaching aircraft and/or weapons additional information regarding a
specific target location (JP 3-09).
OTHER JOINT AND SPECIAL OPERATIONS FORCES PERSONNEL AND DUTIES
2-21. FS is inherently joint and executed across all domains. As such, all Army FS personnel routinely
interface with multiple joint FS and special operations forces (SOF) personnel at every echelon of command.
The following are key personnel that Army FS personnel routinely work with during joint operations. For
more information on joint special operations forces and personnel see JP 3-09 and JP 3-30:
* Director, AOC: Responsible to the joint force air component commander (JFACC) for integrating
the planning, coordinating, allocating, tasking, executing, and assessing tasks for all joint air
operations.
* Air liaison officer is the senior tactical air control party member attached to a ground unit who
functions as the primary advisor to the ground commander on air power (JP 3-09.3).
* Naval Ground Liaison Officer: acts as the liaison for a supporting naval task force. They
coordinate all naval gunfire that is supporting the ground force commander or that may affect the
operations of the ground force commander. They also advise the ground force commander and
FSCOORD on all matters pertaining to naval gunfire employment.
* Maritime Operations Center Fires Element. Fires and targeting personnel who contribute to the
various maritime operations center (MOC) fires functions are organized in the fires element for
standardization and coordination. The fires element is led by the fires lead, who coordinates all
fires functions. For more information see JP 3-09.
* J-2T (Targeting): The deputy director for targets for a joint staff.
* United States Air Force (USAF) ISR director: Provides the JFACC with timely, relevant, accurate,
and predictive intelligence, targeting support, and collection management expertise to support the
air tasking cycle.
* Forward air controller (airborne) is a specifically trained and qualified aviation officer, normally
an airborne extension of the tactical air control party, who exercises control from the air of aircraft
engaged in close air support of ground troops (JP 3-09.3).
* Joint terminal attack controller is a qualified (certified) Service member who, from a forward
position, directs the action of combat aircraft engaged in close air support and other offensive air
operations (JP 3-09.3).
* SOF JTAC: Although all SOF operators are capable of employing surface fires and aviation fires
from AC-130 aircraft, current and qualified SOF JTACs are recognized across all components of
US Special Operations Command as the primary fires employment capability at the strategic,
operational, and tactical levels. These personnel are specifically organized, trained, and equipped
to conduct and support special operations. SOF JTACs are carefully selected to conduct special
operations using modified equipment and trained in irregular warfare activities to achieve strategic
and operational objectives in austere environments worldwide. SOF also employ SOF aviators as
forward air controller, airborne.
* Shore Fire Control Party: The supporting United States Marine Corps (USMC) artillery BNs
provide shore fire control party's to supported units. The shore fire control party consists of a naval
surface fire support liaison team and spotting team. The naval surface fire support liaison team is
specifically organized to handle liaison matters for the supported commander, while the spotting
team is charged with requesting and adjusting fires of assigned direct support (DS) ships and
general support (GS) ships.
COMMAND POSTS
2-22. FSEs and fires cells are located in supported commanderβs CPs from BN through theater levels. FSEs
are located at CPs at every echelon above company and are responsible for targeting coordination and for
integrating fires under the control or in support of the force (see JP 3-09). These elements and cells are central
clearing houses for planning, coordinating, and synchronizing fire support for the supported commander. The
exact way they are organized varies among different organizations. The organization depends on the unit |
3-09 | 40 | Chapter 2
mission, availability of FS assets, and command preferences. The actual makeup of FS elements and cells is
flexible. However, it ensures that all FS assets respond to the supported commander's intent. At corps and
division levels, FSEs at tactical and rear area CPs are extensions of the main CP FSE. They assist the main
FSE and JAGIC controlling assets engaged in close and rear area operations. Below are descriptions of FS
elements and cells within each echelon of Army and joint commands.
THEATER FIRES COMMAND
2-23. An Army TFC provides C2 of assigned strategic fires capabilities, serves as the senior HQ assigned to
a theater Army to integrate theater fires assets, and executes critical FS functions in all phases of operations.
The TFC is designed to develop, nominate, and converge effects on joint targets across the theater. This
support to joint targeting will shape the OE, to enable JFLCC/Field Army and Corps operations and counter
aggression on land during crisis.
2-24. The TFC ensures the Army's contribution to the joint targeting process is effectively planned and
executed and can seamlessly transition to large-scale combat operations in accordance with the ground force
commander's priorities. This also provides greater deterrence options for the theater. For more information
on the theater Army operations see ATP 3-93.
JOINT FIRES ELEMENT
2-25. The JFE is an optional staff element established by the JFC and composed of representatives from the
J-3 (referred to as the operations directorate of a joint staff); the components (land, maritime, air, and special
operations); and other elements of the JFC's staff, to include space and cyberspace operations representatives
and the directorates (to include intelligence, logistics, plans, and civil-military operations). The JFE integrates
and synchronizes fires planning and coordination on behalf of the JFC and should be near the joint operations
center. The JFE works closely with the command's J-2 to ensure the successful execution of the joint targeting
cycle. For more information on the JFE see JP 3-09.
MULTIDOMAIN TASK FORCE
2-26. The multidomain task force provides the joint force with a formation capable of employing long-range
precision fires and other effects from multiple domains in support of the commanderβs objectives. It is
designed to defeat complex enemy systems through the collection of information and different forms of lethal
and nonlethal effects. When required, it can be task-organized to provide capabilities to the JTF or component
commander. During competition, the multidomain task force may be forward stationed in a combatant
commanderβs area of responsibility to employ joint and Army capabilities in support of target development.
The multidomain task force all domain operations center (referred to as the ADOC) coordinates and
synchronizes the information collection operations of its assigned formations with other theater and national
assets. For more information on the multidomain task force see FM 3-0.
BATTLEFIELD COORDINATION DETACHMENT
2-27. The BCD is a specialized, regionally focused Army element that serves as the senior Army operational
commanderβs liaison with the air component. A BCD is co-located with the joint or combined AOC. The
BCD is the Armyβs interface for systems connectivity to the joint air operations center (JAOC) and for
personnel integration with their JAOC counterparts. When a U.S. Army HQ is designated as the JFLCC, the
BCD may serve as the land component commanderβs liaison to the air component commander when
augmented with other unique land force representatives. For more information on the BCD see ATP 3-09.13.
BCD tasks include:
* Integrate ARFOR/Land Component requirements during joint air tasking cycle.
* Facilitating the exchange of current intelligence and operational data.
* Processing air support requests.
* Monitoring and interpreting the land battle situation.
* Coordinating for air and missile defense (referred to as AMD).
* Coordinating for airlift. |
3-09 | 41 | The Fire Support System
* Integrating airspace requirements.
JOINT FORCE LAND COMPONENT FIRES CELL
2-28. The joint force land component commander is the commander within a unified command, subordinate
unified command, or joint task force responsible to the establishing commander for recommending the proper
employment of assigned, attached, made available for tasking land forces; planning and coordinating land
operations; or accomplishing such operational missions as may be assigned (JP 3-0). At echelons performing
the role of the JFLCC, the fires cell coordinates, integrates, and assigns joint, interagency, and multinational
fires to targets. It synchronizes fires, to include Army, joint, interagency, and multinational component air
assets; SOF; naval surface fire support (NSFS); cyberspace operations; and EMS operations (JP 3-09). The
JFLCCβs primary agency to synchronize and coordinate joint fires and their effects-is either an Army fires
cell or a USMC force fires coordination center or fire support coordination center of the J-3 (referred to as
the operations directorate of a joint staff). The fires cell or center reviews the JFC's guidance and intent and
makes recommendations for the JFLCC to create the desired effects that support achievement of the
objectives. The primary responsibility of the JFLCC is to advise the JFC on the best use of available land
component fires capabilities and execute the OPORD. For more information on the JFLCC and associated
fires cell see JP 3-09 and JP 3-31.
OPERATIONAL FIRES COMMAND
2-29. When established, an operational fires command coordinates, synchronizes and employs surface-to-
surface fires and integrates lethal and nonlethal effects in all domains to support corps operations. The
operational fires command provides the Army corps with a FFA HQ that is also capable of integrating fires
across all domains. The operational fires command contains the resident combat power and ISR capabilities
to deliver artillery fires and integrate nonlethal effects into multidomain operations, providing the corps the
ability to shape its operations. The operational fires command operates in theater, or rapidly deploys into
theater, to support an Army corps.
2-30. The commander of the operational fires command performs the duties and responsibilities of the
FSCOORD for the corps. The operational fires command maintains the standard staff organization normally
utilized across Army formations for functional activities. This functional backbone facilitates normal
organization activities to include personnel services, intelligence, operations and planning, sustainment, and
communication requirements.
CORPS FIRE SUPPORT ELEMENT
2-31. The corps FSE coordinates Army lethal and nonlethal attack/delivery capabilities and joint fires. The
corps FSCOORD ensures that the corps FS system supports the corps commanderβs guidance for fires, meets
joint force requirements, and reacts responsively to the changing operational environment. The FSE
accomplishes these actions by developing, recommending, and coordinating the scheme of fires. The FSE
may perform artillery sensor management and provide input to information collection.
2-32. The FSE assists the G-2 with target development, conducts targeting within the HQs and provides
representatives to the current operations integration cell and rear area CP. When the corps serves as the base
organization for a JTF or land component command (referred to as LCC) HQs, the FSE performs functions
IAW joint publications. (See JP 3-01, JP 3-03, JP 3-09, JP 3-31, and JP 3-60). The FSE works closely with
the FFA HQ, if one is established. A designated FSE can provide augmentation to the corps FSE as necessary.
2-33. To ensure unity of effort and fully integrated use of capabilities in setting the conditions, an emerging
TTP within the corps HQ could be used to synchronize all FS assets in consonance with the commanderβs
guidance. This TTP forms a cell designated as the joint targeting and execution cell (referred to as JTEC),
which integrates with the corps FSE, and other Army, joint, and multinational elements of the FS system.
DIVISION FIRE SUPPORT ELEMENT
2-34. The division FSE develops, recommends, and briefs the scheme of fires, including effects,
recommends targeting guidance to the commander, develops HPTs, selects targets for attack, and |
3-09 | 42 | Chapter 2
coordinates, integrates and assigns allocated joint, interagency and multinational fires to specific targets and
target systems. The division FSE synchronizes all fire support for the command to include Army, joint and
multinational. Division FSEs also participate in assessment (battle damage, munitions effectiveness, re-attack
recommendations); develops planning guidance; provides target intelligence for planning and execution and
coordinate with the respective air support operations center (ASOC) as part of the JAGIC.
JOINT AIR-GROUND INTEGRATION CENTER
2-35. Located in the Army division current operations integration cell, the JAGIC provides commanderβs a
technique to coordinate, integrate, and control operations in division-assigned airspace and efficiently
collaborate requirements with external airspace elements outside of the division area. The JAGIC co-locates
decision making authorities from the land and air component to support the supported commander's
objectives and intent. The JAGIC facilitates effective mission execution while managing the level of risk.
For more information on the JAGIC see ATP 3-91.1.
FIELD ARTILLERY BRIGADE FIRE SUPPORT ELEMENT
2-36. The FAB has an FSE HQs, an air support section, an air defense airspace management element, a
protection, and a lethal effects element. Each of the elements assists the current operations integration cell
by providing additional expertise or dedicated manpower on an as needed basis. All elements in the FSE
assist with planning by providing expertise or dedicated manpower on an as needed basis. The FAB FSE can
augment a corps FSE as needed. For more information on the FAB FSE see ATP 3-09.24.
GENERAL FIRE SUPPORT ELEMENT FUNCTIONS AT ECHELONS ABOVE
BRIGADE
2-37. General FSE functions include:
* Plan, integrate, coordinate, and synchronize joint fires.
* Conduct target management including recommendations, receipt, and distribution to subordinate
fires units for ROE, HPTL, time sensitive targets, and restricted target and no-strike list.
* Lead the targeting working group and facilitate the targeting board as determined by the
commander.
* When authorized, executes the clearance of fires process for the commander.
* Participate in the joint targeting process and development of targeting objectives.
* Participate in joint targeting working groups and boards.
* Provide access to joint fires for interagency and multinational forces.
* Provide input to the air tasking order (ATO), airspace control plan, and airspace control order
(ACO) which includes FSCMs and airspace coordinating measures (ACM).
* Process and submit AI nominations and remain in continuous contact with AOC/BCD.
* Request and coordinate CAS, AI, EW.
* Team with the airspace element, air and missile defense cell, and the USAF's ASOS and tactical
air control party (TACP) to perform airspace control responsibilities within division assigned
airspace.
* Provide input to the information collection plan to synchronize surveillance and reconnaissance
assets with named areas of interest and designated targets in coordination with the all source
analysis section.
* Coordinate position areas for FA units under corps control with maneuver and airspace control
agencies.
* Monitor the ATO and process joint-surveillance and target attack radar systems targets.
BRIGADE COMBAT TEAM FIRE SUPPORT ELEMENT
2-38. The BCT FSE plans, coordinates, integrates, synchronizes and deconflicts the employment and
assessment of FS for both current and future operations. This includes FA, mortar, electronic attack, air |
3-09 | 43 | The Fire Support System
support, naval surface fires support and other joint assets. The Air Force TACP typically collocates with the
BCT FSE. The BCT FSE works closely with BN FSEs and company FIST. These organizations ensure
responsive and effective fire support is provided to their respective supported commanders and actions are
closely coordinated through the BCT main CP and FSE. For more information on the BCT FSE see ATP 3-
09.42.
COMBAT AVIATION BRIGADE FIRE SUPPORT ELEMENT
2-39. The combat aviation brigade (CAB) FSE integrates FS into the scheme of maneuver by developing a
scheme of fires and leading the targeting working group in close coordination with the CAB battalion or
brigade operations staff officer (S-3), S-2, and commander. Both missions are critical to the success of
aviation operations. For more information on the CAB FSE see ATP 3-04.1.
BATTALION FIRE SUPPORT ELEMENT AND COMPANY FIRE SUPPORT TEAM
2-40. FSEs in the BCTβs maneuver BNs and CABs air reconnaissance squadron provide a fire support
coordination capability for BN operations and are organized with an FSO and FS non-commissioned officer
an EW non-commissioned officer, and digital systems operators. The BN HQ may also have an Air Force
TACP. Infantry and armor company and troop FIST enable effective artillery, mortar, and joint FS for the
maneuver force. For more information on the BN and company FSE see ATP 3-09.42.
FIELD ARTILLERY COMMAND POSTS
2-41. FA CPs integrate FA operations, targeting, and attack elements and synchronize the execution of FA
missions. CPs must aggressively seek information about the current tactical situation (friendly unit locations,
obstacles, cleared lanes, and bypassed units), while disseminating this information to all subordinate and
supporting units. Because FA CPs are primary enemy targets, they should be as small and mobile as possible
to allow for rapid and frequent displacement β this practice enables FS leaders to effectively account for
being under constant enemy observation.
FIELD ARTILLERY BRIGADE COMMAND POST
2-42. FAB CPs C2 the operations of subordinate FA BNs. They integrate FS planning and coordination,
execution, target production, and information from all intelligence sources. A FAB can serve as the FFA HQ
for a Corps or JTF, or the counterfire HQ for a JTF, corps, or division. Army National Guard FABs have a
dual role, serving as both the Army National Guard division commander's FFA HQ and as a FAB when
required. For more information on the FAB see ATP 3-09.24.
DIVISION ARTILLERY COMMAND POST
2-43. As a division's FFA HQs, the DIVARTY plans, directs, coordinates, and controls the fires of all
organic, attached, and reinforcing (R) FA units supporting the division. The CP develops FA support plans
and ensures that available firepower adequately supports the division concept of operations. The DIVARTY
can serve as the counterfire HQs for the division or can delegate that role to a R FA unit since divisional
assets engaging division HPTs beyond the close area are limited in large-scale combat operations.
2-44. If the counterfire HQ is delegated to a R FA unit, it is important to remember that the DIVARTY
commander remains responsible for the overall division counterfire fight as the division commander's
FSCOORD. The DIVARTY CP provides the division with the ability to have an alternate CP if the division
CP must displace or is incapacitated. The DIVARTY CP may perform C2 tasks for the division for a limited
period only. For more information on DIVARTY organization and operations see ATP 3-09.90.
FORCE FIELD ARTILLERY HEADQUARTERS COMMAND POST
2-45. A force field artillery headquarters is a battalion size or higher units designated by the supported
commander who specifies its duration, duties, and responsibilities. A commandβs organic FA HQ is
normally the FFA HQ (DIVARTY). When formations do not have an organic FA HQ (to include a JTF), the
respective commander may designate an FFA HQ such as a FAB. Functions of the FFA HQ may include: |
3-09 | 44 | Chapter 2
* Provides C2 for subordinate units which could include an FA BDE, rocket BNs, or cannon BNs
to support the commander's concept of operations.
* Facilitates single point of contact for outside agency coordination for force protection and
additional fires.
* Accepts or passes control of fires during passage of lines operations.
* Coordinates sustainment and protection of subordinate FA units.
* Plans fires and positions all FA units with a support relationship of GS or general support-
reinforcing (GSR).
* Recommends command and support relationships of FA units to the G-3 and the Commander.
* Establishes meteorological (MET), survey, and radar TA plans for the command.
* Produces a FA support plan or OPORD.
* Assists the corps or division FSE in the production of Annex D (Fires) of the OPORD.
* Facilitates targeting for the division and corps deep fight.
* Orchestrates the counterfire fight for the commander.
* Assigns a subordinate or R FA unit the duties of the counterfire HQ.
* Serves as alternate corps or division CP for limited durations.
Note: North American Treaty Organization (NATO) FA units are given missions and
responsibilities in accordance with NATO Standardization Agreement 2484. Other multinational
FA units that are attached or operational control (OPCON) are given missions and responsibilities
in accordance with their national guidance.
COUNTERFIRE HEADQUARTERS COMMAND POST
2-46. Counterfire is fire intended to destroy or neutralize enemy weapons (JP 3-09). This includes
counterbattery and countermortar fire. The counterfire fight is not a separate fight, but one aspect of the
overall combined arms fight. Counterfire contributes by providing fires against the enemy indirect fire
system; it protects friendly forces, combat functions, and facilities from enemy indirect fires by suppressing,
neutralizing, or destroying enemy indirect fire weapons systems. It is also used against the enemyβs C2,
ammunition, logistics, and TA capabilities. Counterfire is an integrated aspect of the overall combined arms
approach to achieve fire superiority. For more information on counterfire see ATP 3-09.12.
2-47. In large-scale combat operations, the corps and division commanders are responsible for counterfire
throughout the depth of their AO. The corps or division commander can assign the role of counterfire HQ to
a FAB, DIVARTY, or a separate FA BN. The counterfire HQ must be allocated the necessary assets to
conduct the counterfire fight. During large-scale combat operations a corps should be allocated two FABs,
one to serve as the counterfire HQ and one to serve as the FFA HQ. The counterfire HQ will coordinate with
the division and corps G-2 for sensor tasking authority and additional intelligence capabilities to integrate all
available assets into the counterfire fight in a proactive manner. The counterfire HQ duties include:
* Plan and coordinate sensor management.
* Conduct pattern analysis of enemy indirect fire systems.
* Establish artillery target intelligence zones, call for fire zones (CFFZs), critical friendly zones
(CFZs), and censor zones.
* Based off pattern analysis conduct WLR zone management in support of the counterfire fight.
* Recommend positioning of counterfire delivery systems.
* Write the TA tab to Annex D.
* Recommend counterfire TTP to facilitate permissive fires.
* Participate in the targeting process.
* Establish counterfire mission digital and voice procedures and communications architecture using
primary computer/digital system. |
3-09 | 45 | The Fire Support System
JOINT FIRE SUPPORT COMMAND POSTS
2-48. Below are descriptions of additional joint FS agencies that most commonly interface with the Army
during joint and multidomain operations. For more detailed information on each of these elements of the joint
FS system see JP 3-09.
JOINT AIR OPERATIONS CENTER
2-49. The JAOC is structured to operate as a fully integrated command center and should be staffed by
members of all participating components, to include key staff positions, to fulfill the JFACC's
responsibilities. A JAOC provides the capability to plan, coordinate, allocate, task, execute, monitor, and
assess the activities of assigned or attached forces.
2-50. Through the JAOC, the JFACC monitors execution of joint air operations and directs changes as the
situation dictates. As the lead C2 mechanism of the theater air-ground system, the JAOC should have secure
and redundant communications with operations, logistics, weather, intelligence centers, and higher and lateral
HQ, as well as subordinate units, to preclude degradation in its ability to control joint air forces. More
information on the JAOC see JP 3-30.
AIR SUPPORT OPERATIONS CENTER
2-51. The ASOC is the primary control agency within the theater air control system for execution of air
operations that directly support land operations within division-assigned airspace. The ASOC is an extension
of, and directly subordinate to, the JAOC.
2-52. Normally co-located with the division FSE, the ASOC performs a current operations function, while
planning and execution functions are performed by members of the TACP. ASOC and TACP personnel at
the Army division may be integrated with the division FSE and airspace element to form a JAGIC.
JOINT AIR COMPONENT COORDINATION ELEMENTS
2-53. The JFACC may establish one or more joint air component coordination elements (JACCEs) with
other functional component commanders' HQ to include the JFLCC, joint force special operations component
command, joint force maritime component command to better integrate joint air operations with their
operations. When established, the JACCE is a component-level liaison that serves as the direct representative
of the JFACC.
2-54. The JACCE does not perform any C2 functions and the JACCE director does not have command
authority over any air forces. The JACCE may be provided to the supported JTF HQ (if the theater JFACC
is designated in support to a JTF) to better integrate air component operations within the overall joint force.
TACTICAL AIR CONTROL PARTY
2-55. The TACP is an air liaison element co-located with ground maneuver units. TACPs are under the
OPCON of the ASOC and have two primary missions: to advise ground commanders on the capabilities and
limitations of air operations (the responsibility of the air liaison officer [ALO]) and provide terminal attack
control of CAS aircraft (the responsibility of the JTACs). Terminal attack control is the authority to control
the maneuver of and grant weapons release clearance to attacking aircraft (JP 3-09.3).
MARITIME COMPONENT COMMAND AND CONTROL
2-56. The JFC may designate a joint force maritime component commander (JFMCC) to conduct joint
maritime operations. The JFMCC is the supported commander for operations within the JFC-designated
maritime AO (including airspace above the AO). When designated the supported commander, the JFMCC
has authority to designate target priorities, effects, and timing of fires within the AO.
2-57. The primary responsibilities of the JFMCC regarding joint FS are to advise the JFC on the best use of
available maritime component fires capabilities, provide maritime component joint FS requirements to the |
3-09 | 46 | Chapter 2
supporting commander(s) (if designated the supported commander), conduct component planning, and
execute the OPORD.
MARITIME OPERATIONS CENTER
2-58. The MOC is the organization within the joint force maritime component command HQ through which
the commander employs assigned and attached forces. The MOC should be viewed as integral to the joint
force maritime component commanderβs decision-making process at the operational level of warfare,
especially during crisis or conflict.
2-59. Provides maritime capabilities in support of the combatant commander and JFC, the mission of the
MOC is to assess, plan and direct maritime operations for all forces assigned. MOCs function as the core
organizational construct for a numbered fleet commander or a joint force maritime component commander
to support operational level assessment, planning and execution. For more information see JP 3-32. The MOC
provides the commander with a functionally organized staff and C2 suite capable of executing Navy, joint
and combined responsibilities. Duties of the MOC include:
* Position organic and joint air assets (if assigned) to enable subordinate commanders.
* Coordinate maneuvers with JFLCC and JFACC when appropriate, to include the positioning of
air defense units.
* Take joint air support requests (AIRSUPREQ) from the tactical commander.
* Request joint air support from the JFACC if needed.
* Coordinate with the airspace control authority for local and regional airspace around assets under
OPCON.
* Nominate targets.
* Develop dynamic targeting guidance.
* Synchronize the MOC's maritime targeting cycle with the joint targeting cycle to include the MOC
fires element representative at the joint targeting working group.
* Orchestrate a battle rhythm that incorporates air operations.
UNITED STATES MARINE CORPS COMMAND AND CONTROL AGENCIES
USMC forces may be employed as, or part of, the joint force land component; as, or part of, the joint
force maritime component; or as the joint force air component. USMC forces will operate as a Marine air-
ground task force (MAGTF) consisting of a command element, a ground combat element, an aviation combat
element, and a logistics combat element. Various agencies and elements within the MAGTF help
commanders to execute fires.
These agencies may be used for either a landing force or sustained land operations. The MAGTF
command element organizes a fires and effects coordination center, which coordinates overall fires. At each
level below the command element (division, regiment, and BN), a fire support coordination center is
established to advise and coordinate fires within the ground combat element. The fires and effects
coordination center and each fire support coordination center are staffed with subject matter experts and
representatives of the various USMC and Navy supporting arms.
Commander Amphibious Task Force
In the initial phases of an amphibious operation, commander, amphibious task force (referred to as a
CATF) exercises overall responsibility for coordination of naval surface fire support, air support, and landing
force (referred to as a LF) artillery fire support. When the commander landing force (referred to as a CLF) is
established ashore, the commander amphibious task force may pass this responsibility to the commander
landing force. Once the passage of control ashore is executed, the commander landing force will coordinate
fires within designated operational areas. While embarked, the MAGTF commander and staff direct the
actions of the LF from C2 facilities aboard the amphibious ships. The MAGTF C2 may remain afloat
throughout the expeditionary operation. |
3-09 | 47 | The Fire Support System
Air-Naval Ground Liaison Company
2-63. The air-naval ground liaison company provides the MAGTF commander a liaison capability to plan,
coordinate, and conduct the terminal control of fires in support of joint and multinational forces operating
within or adjacent to the MAGTF AO. Each air-naval ground liaison company contains USMC and Navy
personnel qualified to plan, coordinate, and integrate all fire support assets available to the MAGTF, as well
as joint and multinational forces.
SPECIAL OPERATIONS COMPONENT FIRE SUPPORT COMMAND AND
CONTROL ORGANIZATIONS AND ELEMENTS
2-64. The joint force special operations component commander (referred to as JFSOCC) coordinates all FS
in support of special operations and, when tasked, FS using SOF assets in support of other elements of the
joint force. Special operations coordinate FS through both external and SOF channels.
2-65. Liaison between SOF and other elements of the joint force is critical to both effective support and the
prevention of friendly fire incidents. SOF liaison elements provide special operations expertise to coordinate,
synchronize, and deconflict operations in support of conventional forces and when special operations are
conducted unilaterally. SOF C2 organizations, such as a special operations C2 element, may provide (or act
as) liaison elements to coordinate FS with their respective Service components. Within SOF channels, various
elements are established to assist commanders in the execution of their FS responsibilities. SOF organizations
and elements that provide C2 capabilities with integrated FS functions include:
* Special operations joint task force (referred to as SOJTF). A SOJTF is the principal organization
designed to meet all special operations requirements in major operations, campaigns, or a
contingency. The SOJTF commander plans, integrates, and executes all special operations in a
designated OA. The SOJTF is a general officer-/flag officer-led modular, tailorable, and scalable
special operations task force (SOTF) designed to integrate and enable joint SOF made available
to the combatant commander (CCDR) and JFCs.
* Joint special operations task force (referred to as JSOTF). The JSOTF is formed to execute special
operations in support of a campaign or other operations. The JSOTF is normally an O-6-led
modular, tailorable, and scalable SOTF designed to provide a capability to C2 multiple SOTFs or
a SOJTF consisting of both conventional forces and SOF.
* Joint special operations air component (referred to as JSOAC). The JSOAC plans and executes
joint special operations air activities and ensures effective coordination, synchronization, and
deconfliction of such activities with conventional air operations. Another key responsibility of the
JSOAC is to ensure close liaison is accomplished with other SOF components. The JSOAC also
has direct liaison with the special operations liaison element (referred to as SOLE). The JSOAC
commander will normally be the commander with the preponderance of aviation assets or the
greatest capacity to plan, coordinate, allocate, task, control, and support assigned and attached
special operations aviation assets.
* Special operations task force (SOTF). A SOTF is a grouping of SOF assets formed to carry out a
specific operation or a continuing mission. SOTFs are scalable organizations built around the
nucleus of Army SOF, USMC special operations units, or naval special warfare units. A SOTF
establishes a FSE for targeting coordination and for integrating fires delivered on surface targets
by fire-support means, under the control, or in support, of the tactical-level force.
* Special operations command and control element (referred to as SOCCE). The SOCCE
synchronizes special operations with land and maritime operations. The SOCCE is normally
employed when SOF conduct operations in conjunction with a conventional force. It co-locates
with the command element of the supported commander and performs C2, or liaison functions
directed by the special operations commander. The focus of fires coordination is on the
synchronization and deconfliction of joint fires.
FIRE SUPPORT NETWORKS
2-66. FS digital systems provide C2, deconfliction and targeting architecture in an automated environment.
FS and C2 systems that are interoperable with all forces help maintain information flow between |
3-09 | 48 | Chapter 2
commanders, their staffs, and subordinate units. The primary FS systems used by Army FS personnel include
Advanced Field Artillery Tactical Data System (AFATDS), Joint Automated Deep Operations Coordination
System (JADOCS), joint targeting integrated command and coordination suite (referred to as JTIC2S), and
the forward observer system, both mounted and dismounted.
2-67. The JADOCS is a software application that presents and manipulates command, control,
communications, intelligence, information, and communications interfaces to and from various systems to
obtain, coordinate, and disseminate information. It maintains a comprehensive fires common operation
picture, through the visualization of friendly air and land tracks, including artillery and radar positions as
well as hostile air tracks received from the air defense systems integration server. It maintains comprehensive
target entity databases including access to the modernized integrated database as well as enemy and friendly
order of battle databases received digitally from the intelligence distributed common ground station - Army.
This digital integration of U.S. and allied fires provides a forum for nominating, vetting and validating suspect
targets, determining methods of engagement, conducting target area risk mitigation in a coordinated and
collaborative digital environment for both deliberate and dynamic targeting. JADOCS can be utilized on any
classification of network and resides at BCT and above. JADOCS works with AFATDS via a direct server-
client interface to execute both deliberate and dynamic targeting.
2-68. The AFATDS is a multi-service, integrated FA system that receives call for fires, processes fire
missions, air support requests, counterfire missions, conducts technical and tactical fire direction of firing
units, issues orders to firing batteries and WLRs, and communicates other related information to coordinate
and maximize the use of all attack/delivery assets. It meets the needs of the FS community for planning the
use of critical resources and for managing, collecting, and passing vital fires data. AFATDS can create, store,
and check FSCMs and ACMs for violations during fire mission processing. It establishes attack guidance
and target selection standards for the expedited execution of the scheme of targeting. It performs detailed
weaponeering and attack analysis for effective target engagement in accordance with the commander's
desired effects. AFATDS can send both preplanned and immediate AIRSUPREQs through each echelon of
command to the supporting AOC via the BCD. AFATDS transmits preplanned and immediate AIRSUPREQs
to the theater battle management core system (referred as TBMCS) via the United States message text format
D670 message. AFATDS can export the United States message text format (USMTF) D670 AIRSUPREQ
message as an excel file formatted like a DD Form 1972 (Joint Tactical Air Strike Request), for record
keeping or email transmittal. AFATDS possesses limited capabilities to validate suspect targets and should
be used with JADOCS for execution of deliberate and dynamic targeting. It is fielded from echelons above
corps down to firing battery levels. The AFATDS can link digitally into the artillery and TA channels to
achieve a rapid counterfire capability from either ground or air systems. AFATDS can communicate over a
variety of networks using standard messaging formats such as variable message format, U.S. message text
format, and Link-16. It is interoperable with select coalition partner fire control systems via the artillery
systems cooperative agreement protocol.
2-69. The forward observer system is an automated FS system used by commanders, FSEs/FSCOORDs,
FSOs, FOs, and surveyors located at or employed remotely from the FS agencies at corps, division, regiment,
brigade, squadron, BN, company, battery, troop, and platoon echelons. The forward observer system provides
automated decision-making, planning, and execution capability, which provides seamless integration of
synchronized and accurate fires into the supported commander's scheme of maneuver. The forward observer
system performs automated, calls for fire, fire mission processing, artillery target intelligence, fire planning,
clearance of fires, and survey and geometry processing supporting the FA mission. Forward observer system
networks with AFATDS which receives its digital messaging using variable message format transmitted on
either tactical radio networks or local area networks.
JOINT AIR OPERATIONS COMMAND AND CONTROL NETWORKS
2-70. Normally, the joint air operation C2 system will be built around the C2 system of the Service
component commander designated as the JFACC. Each Service component has an organic system designed
for C2 of their air operations. Those service systems provided are: the Air Force's theater air control system
(referred to as TACS), the Army air-ground system (referred to as AAGS), Navy tactical air control system
(referred to as NTACS), Marine air command and control system (referred to as MACCS) and the special
operations air-ground system (referred to as SOAGS). When all elements of the theater air control system,
Army air-ground system, NTACS, MACCS hierarchy, and SOAGS integrate, the entire system is labeled the |
3-09 | 49 | The Fire Support System
theater air-ground system (referred to as TAGS). For more information on joint air operations and control
networks see JP 3-30.
SECTION II β FIRE SUPPORT SYSTEM β TARGET ACQUISITION
2-71. Success in battle relies heavily on the ability to accurately identify, locate, and attack HPTs. This calls
for rapid and accurate target development, TA, and post-strike assessment. FS planners and FSCOORDs
work closely with intelligence personnel and the FAIO to identify TA requirements and focus on detecting
HPTs. As an element of the FS system, Target Acquisition is the detection, identification, and location of a
target in sufficient detail to permit effective employment of capabilities that create the required effects (JP 3-
60). Staffs evaluate target information from all sources and route it to the appropriate supporting commands.
This includes information from all echelons and from adjacent and supporting elements. A target is an entity
or object that performs a function for the threat considered for possible engagement or other action (JP 3-60).
2-72. Target acquisition is conducted in accordance with the five principles of the law of war/law of armed
conflict to permit the effective employment of weapons. TA can occur at numerous points along the execution
timeline and at all levels of command, including the attack and deliver system performing the final attack
(for more information see JP 3-09). The target engagement authority utilizes information collection, TA
assets and NAI/TAIs to detect and engage targets.
TARGET ENGAGEMENT AUTHORITY
2-73. Engagement authority is an authority vested with a joint force commander that may be delegated to a
subordinate commander, that permits an engagement decision (JP 3-01). The authority and responsibility to
engage targets rests with the JFC responsible for the AO. The JFC communicates engagement criteria to the
force through ROE specific to each AO. The JFC may delegate target engagement authority to subordinate
commanders. In large-scale combat operations, especially during the offense, it is critical that Target
engagement authority be delegated to the absolute lowest echelon that has the proper resources to identify
and attack enemy formations, facilities, and other capabilities in-accordance with the Law of War and
established ROE. This empowers agility by entrusting engagement decisions to leaders at the tactical edge.
INFORMATION COLLECTION AND TARGET DETECTION
2-74. Target acquisition requirements often comprise a large portion of the overall information collection
effort especially when conducting deep operations or employing sophisticated cross domain fires like
cyberspace operations. In some cases, especially during large-scale combat operations, units must be
prepared to fight in order to acquire targets. The challenges to TA against a peer threat include integrated air
defense systems, long-range fires, counter reconnaissance, cyberspace and EW operations, deception
operations, and camouflage. Commanders allocate maneuver, fires, and multidomain ISR capabilities to
enable TA. For more information on how the staff and intelligence sections overcome collection gaps see
FM 2-0.
NAMED AREA OF INTEREST TO TARGET AREA OF INTEREST
2-75. To effectively target the enemy, the intelligence and FS staffs develop NAIs and TAIs. The staff also
develops an HPTL that can include geographic NAIs and TAIs as well as enemy organizations, networks,
and individuals identified as key or critical to the OE and are taken into account in each COA, and branches
and sequels. NAIs should not be tied to a specific terrain; rather, they should be based upon the enemy
locations or suspected locations. NAIs are used both to confirm or deny an enemy COA and locate HPTs.
TAIs cannot exist outside of an NAI as they are both inextricably linked to the commanderβs priority
information requirements and decision points. For a graphic example of a TAI see figure 2-1. The G-3 tasks
ISR assets to observe NAIs and TAIs.
* A named area of interest is the geospatial area or systems node or link against which information
that will satisfy a specific information requirement can be collected, usually to capture indications
of enemy and adversary courses of action (JP 2-0).
* A target area of interest is the geographical area where high-value targets can be acquired and
engaged by friendly forces (JP 2-0). Not all TAIs (see figure 2-1) will form part of the friendly |
3-09 | 50 | Chapter 2
COA; only TAIs associated with high priority targets are of interest to the commander. These are
identified during the COA development and refined during wargaming and the targeting
integrating process. TAIs differ from engagement areas (EAs) in degree. EAs plan for the use of
all available weapons; TAIs might be engaged by a single weapon and lead to the establishment
of geographical targets, to include point, area, and linear, as recorded on the target list worksheet.
Figure 2-1. Example of target area of interest
TARGET ACQUISITION ASSETS
2-76. Target acquisition capabilities range from visual identification by Soldiers to sophisticated electronic
means. Target acquisition is most effective when comprised of complementary and unique collection assets
and capabilities across echelons and warfighting functions. The expression of accuracy of TA assets is target
location error and is criteria captured by the targeting team on the target selection standards. Target selection
standards are criteria applied to enemy activity (acquisitions and battlefield information) and used in deciding
whether the activity is a target. Target selection standards put nominations into two categories: targets and
suspected targets. Targets must meet accuracy and timeliness requirements for engagement. Suspected targets
must be confirmed before any engagement.
2-77. Some of the many possible TA assets include satellites and other national assets, joint ISR systems to
include the USAF distributed common ground system, unmanned aircraft system (UAS), WLR, FOs, scouts,
and SOF. When planning the TA portion of information collection, it is useful to group those assets into the
four primary information collection tasks and missions of reconnaissance, surveillance, security operations,
and intelligence operations. For more information on intelligence collection capabilities by command
echelon, see FM 2-0.
SECTION III β FIRE SUPPORT SYSTEM β ATTACK AND DELIVERY
CAPABILITIES
2-78. This section discusses lethal and nonlethal weapon systems capabilities including β |
3-09 | 51 | The Fire Support System
* Joint FS surface-to-surface and air-to-surface capabilities.
* CEMA.
* Space operations.
* Information activities.
2-79. For more technical information on joint surface-to-surface and air-to-surface capabilities see ATP 3-
09.32.
SURFACE TO SURFACE CAPABILITIES
2-80. Army, Navy, and USMC surface-to-surface indirect fires include cannon, rocket, and missile systems
as well as mortars organic to maneuver elements. FA attack/delivery systems provide continuously available
fires under all weather conditions, and in all but the most restrictive terrain. FA provides close-support fires
to supported forces. FA can perform counterfire, interdiction, suppression of enemy air defenses (SEAD),
and integrate into strike coordination and reconnaissance (SCAR) missions. FA employs a wide range of
munitions, to include long range precision and near precision munitions that provide all-weather precision
strike capability at great distances. FA support can range from tactical fires in a company AO to strategic
fires across combatant command boundaries. Units must be cognizant that FA units have inherent limitations.
These limitations include:
* A firing signature that makes the unit vulnerable to detection by enemy TA assets.
* Limited self-defense capability against ground and air attacks.
* Limited ability to adequately engage moving targets.
ROCKETS AND MISSILES
2-81. The multiple launch rocket system (MLRS) and High Mobility Artillery Rocket System (HIMARS)
supplements cannon artillery by delivering a large volume of fires in a very short period of time against HPTs
at increasingly greater ranges. MLRS/HIMARS is used for counterfire and deliberate attacks against enemy
air defense, light materiel, and personnel targets. The all-weather MLRS/HIMARS fires free-flight and
guided rockets and missiles. Free-flight or guided rocket options include warheads with either unitary high-
explosive or dual-purpose improved conventional munitions or alternate warhead munitions such as the
Global Positioning System Multiple Launch Rocket System (GMLRS) β alternate warhead.
2-82. The GMLRS conventional and alternate warheads provide commanders with increased accuracy and
much greater range. The extended range GMLRS will double the range of the current capability. Their
extremely high altitude of delivery (apex of missile trajectory, maximum ordinate) requires close
coordination with air planners and liaisons to ensure aircraft are not in the vicinity during launches and
descents.
2-83. The Army Tactical Missile System (ATACMS) provides long-range, fire support. ATACMSs are fired
from an MLRS/HIMARS platform and may consist of antipersonnel/antimaterial submunitions or a unitary
high-explosive warhead. The ATACMS retains the responsiveness of rockets, though it possesses a much
greater range. The ATACMS antipersonnel/antimaterial warhead is designed to engage soft targets and the
unitary high-explosive warhead is designed to engage fixed infrastructure. Due to the range and altitude of
the ATACMS, target engagements require detailed airspace coordination and integration. For more
information on MLRS/HIMARS and ATACMS, see ATP 3-09.60.
2-84. The Precision Strike Missile is a surface-to-surface long range missile fired from MLRS/HIMARS
systems with greater range and lethality. This missile will be able to attack targets on the ground or at sea
and will be a key capability used to penetrate and disintegrated adversary A2/AD capabilities.
2-85. The U.S. Navy Tomahawk is an all-weather, long-range, subsonic cruise missile used for deep land
attack warfare, launched from U.S. Navy surface ships and submarines. The Tomahawk conventional variant
adds the capability to reprogram the missile while in-flight via two-way satellite communications to strike
any of fifteen pre-programmed alternate targets or redirect the missile to any Global Positioning System
(GPS) target coordinates. |
3-09 | 52 | Chapter 2
CANNON ARTILLERY AND MORTARS
2-86. Cannon artillery can perform close support of maneuver, counterfire, interdiction, obscuration, and
SEAD at increasingly extended ranges which will allow these systems to strike operationally or strategically
relevant targets. Cannon artillery provides near immediate response times, 24-hour availability, and 6400 mil
coverage. Cannon artillery offers area and precision fires, such as the Excalibur and precision guidance kit
(referred to as PGK). The Excalibur is a precision-guided, extended-range, 155-millimeter (mm) high-
explosive cannon artillery projectile with an integrated global-positioning system that utilizes an inertial
navigation system (INS) guidance and unitary warhead. It provides artillery capabilities in urban areas and
restrictive terrain, while minimizing collateral damage. The precision guided kit is a trajectory-correcting
fuse kit compatible with standard 155mm munitions. It operates in all weather conditions, engages targets
with increased accuracy, and has a near-vertical terminal trajectory. The replacement for dual purpose
improved conventional munition, is the cannon-delivered area effects munitions. Until this is fielded, units
plan on utilizing the Bonus Mk 2 projectile currently in use by unified action partners. The projectile carries
two sensor-fuzed munitions expelled during flight that detect and attack armored vehicles from above.
2-87. Extended range cannon artillery will provide increased lethality, and range, to provide the division
commander with overmatch and accuracy. Its increased rate of fire will provide the capability to mass fires
at specific points and, to strike targets in the division deep area in order to shape for BCTs.
2-88. Organic mortars are organized as platoons in maneuver and ranger BNs and as sections in Stryker and
infantry BCT rifle companies. Mortars are high-angle, relatively short-range, high rate-of-fire, area fire
weapons. Their mobility makes them well suited for close support of maneuver. Mortars can also be used for
final protective fire (FPF), obscuration, and illumination. For more information on mortars see TC 3-22.90.
NAVAL SURFACE FIRE SUPPORT
2-89. Naval surface fire support is fire provided by Navy surface gun and missile systems in support of a
unit or units (JP 3-09.3). When supporting an amphibious assault, the commander, amphibious task force,
prepares the overall NSFS plan. In general, the mission of NSFS units in an amphibious assault is to support
the assault by destroying or neutralizing shore installations that oppose the approach of ships and aircraft and
to deliver fires against enemy forces that may oppose the landing force, including its post-landing advance.
2-90. When the number of ships permits, individual ships will be assigned as DS to BNs conducting an
amphibious assault. The DS mission establishes the priority in which the ship will process calls for supporting
fire and the anticipated zone of fire (ZF). The ship delivers fires on planned targets and targets of opportunity
in the ZF, which normally corresponds to the zone of action of the supported unit. The GS mission requires
an NSFS ship to support the force, or that portion of the force assigned to the ship, by attacking targets in the
ZF.
2-91. Limitations of naval surface fire support include the observer must remain abreast of the gun-target-
line relationship because the characteristic flat trajectory of naval gunfire results in a pronounced dispersion
pattern along the gun target line (referred to as the GTL) range dispersion. The flat trajectory and high muzzle
velocity of naval gunfire make the adjustment of naval gunfire difficult, particularly on flat terrain. The fall
of shot of naval gunfire can be described as a narrow, elongated pattern as seen along the gun-target-line.
The size of the pattern varies with range.
AIR TO SURFACE CAPABILITIES
2-92. Fixed-Wing Aircraft. Fixed-wing aircraft provide flexibility, range, speed, lethality, precision, and the
ability to mass fires at a desired time and place. Fixed wing aircraft support the joint fires tasks of strategic
attack, countering air and missile threats (including SEAD and offensive counterair), and interdiction. Fixed-
wing aircraft provide joint FS with AI, CAS, airborne C2, ISR, SCAR, SEAD, and FAC(A). The capacity of
aircraft to deliver precision-guided munitions limits collateral damage. Also, aircraft may provide real-time
attack assessment.
* Air interdiction is air operations to perform interdiction conducted at such distances from friendly
forces that detailed integration of each air mission with the fire and movement of friendly forces
is not required (JP 3-03). |
3-09 | 53 | The Fire Support System
* Close air support is air action by aircraft against hostile targets that are in close proximity to
friendly forces and that require detailed integration of each air mission with the fire and movement
of those forces (JP 3-09.3).
* Strike coordination and reconnaissance is an air mission to detect targets and coordinate or
perform attack or reconnaissance on those targets. (JP 3-03). SCAR missions are flown in a
specific geographic area and are an element of the C2 interface to coordinate multiple flights,
detect and attack targets, neutralize enemy air defenses, and provide battle damage assessment
(BDA).
* Suppression of enemy air defenses is activity that neutralizes, destroys, or temporarily degrades
surface-based enemy air defenses by destructive and/or disruptive means (JP 3-01).
2-93. Rotary-wing aircraft can employ a variety of weapons, including precision-guided weapons beyond
line of sight. They can quickly reach and move throughout the depth and breadth of the battlefield. This
mobility and flexibility help the commander seize or retain the initiative. They can also provide terminal
guidance for other weapon platforms, as well as operate during periods of limited visibility. The US Army
normally employs attack helicopters as maneuver units to conduct two basic types of attack missions: attacks
against enemy forces in close, friendly contact with other Army maneuver forces and attacks against enemy
forces out of direct fire contact with friendly forces. Both can be executed as either hasty or deliberate attacks
and are typically supported with integrated joint fires. This type of attack requires detailed planning and the
full integration of manned and unmanned aircraft (UA), and the simultaneous or sequential employment of
CAS, indirect fires, and other enabling capabilities to mass effects, isolate, and destroy key enemy forces and
capabilities. U.S. Army attack helicopters can also perform CAS in support of another component. The
USMC employs its attack rotary-wing aviation primarily as a CAS platform. For more information on Army
fixed-wing aircraft and attack helicopters see ATP 3-09.32.
2-94. In addition to Army aviation responsibilities during SCAR, tactical level maneuver commanders can
employ a method similar to the SCAR - a coordinated attack interdiction mission in which the ground
maneuver commander plans/coordinates/employs a coordinated attack using supporting CAS, Attack
Aviation, UAS, and artillery against HPTs and targets of opportunity inside the ATO cycle planning horizon
and in close proximity to friendly forces (examples include EAs, enemy penetrations, and Level III threats
in a rear area). This method, previously referred to as a joint air attack team or JAAT is a capability a tactical
maneuver commander retains to ensure they can integrate rotary wing and fixed wing aircraft, supported by
other fire support attack/delivery platforms (artillery, CEMA, NSFS, mortars) to locate and attack targets of
opportunity in the close fight.
2-95. In situations such as this, the maneuver commander can designate the Army aviation commander with
the highest situational awareness and ability to provide C2 as the on-scene commander (usually the Air
Mission Commander). The on-scene commander is an individual in the immediate vicinity of an isolating
event who temporarily assumes command of the incident (JP 3-50). The commander will coordinate directly
with the appropriate tactical maneuver HQ FSE and FAC(A)/JTAC to execute the attack. The aviation
commander designated as the on-scene commander temporarily assumes command of the coordinated attack.
This method can be employed anywhere on the battlefield (including the rear area), across the range of
military operations. CAS procedures may or may not be required depending on the proximity to friendly
forces. Maximum synergy occurs when the on-scene commander of the coordinated attack possesses the
authority to coordinate the attack directly with the other team members. When CAS is not available, direct
attack coordination is more efficient because there is no requirement for JTAC/FAC(A) control.
2-96. The long endurance of UA enables them to provide extended support to time sensitive targets (TST),
high-value targets, and HPT missions. UA can also support or conduct CAS, SCAR, AI, and other joint fires
missions. Specific tasks for the UA may include TA and marking, terminal guidance of ordnance, providing
precision coordinates for GPS-aided munitions, delivery of onboard precision-guided ordnance, BDA,
signals intelligence, communication/data relays, and retargeting to include shoot-look-shoot. UA should be
requested, tasked, routed, controlled, and deconflicted in a manner similar to methods used for fixed-winged
and rotary-winged manned aircraft, with exceptions made for their unmanned nature (such as the inability to
see and avoid other air traffic). When the necessary equipment, network, and personnel are included it
becomes a UAS. For more information on UAS employment see ATP 3-04.1. |
3-09 | 54 | Chapter 2
STANDOFF WEAPONS
2-97. A standoff weapon is a medium-range, precision-guided, air to-surface glide weapon employing a
variety of munitions that can be employed against land and sea targets. It is a launch-and-leave weapon that
employs a GPS-aided INS and is capable of day, night, and adverse weather operations. Standoff weapons
provide an ability to engage targets at extended ranges while minimizing the risk to friendly forces. Some
examples of air-to-surface standoff capabilities include:
* The Joint Air-to-Surface Standoff Missile (referred to as JASSM) and its extended-range variant,
which are air-launched, low-observable, subsonic cruise missiles specifically designed to
penetrate air defense systems. The missiles incorporate GPS-aided INS guidance with an infrared
seeker in the terminal phase of flight. Optimizing JASSM's full-precision and low-observable
capabilities requires prior coordination with both strike units and target intelligence agencies.
* The small diameter bomb (referred to as SDB), which is an air-launched, precision guided, glide
weapon. It provides strike aircraft with high-loadout, all-weather, autonomous, standoff-attack
capability outside of point defenses. SDB increment I provides precision capability through a
GPS-aided INS against fixed targets, while SDB increment II incorporates a GPS-aided INS and
additional tri-mode seeker, optimized for engaging fixed, relocatable, moving targets, at any time
of day and in adverse weather conditions.
CYBERSPACE OPERATIONS
2-98. Cyberspace operations are the employment of cyberspace capabilities where the primary purpose is to
achieve objectives in or through cyberspace (JP 3-0). Both the offensive cyberspace operations and defensive
cyberspace operations-response action missions may rise to the level of use of force, where physical damage
or destruction of enemy systems require use of fires in cyberspace. offensive cyberspace operations are
intended to project power by the application of force in and through cyberspace and defensive cyberspace
operations-response action uses defensive measures, including fires, outside the defended network to protect
it.
2-99. Cyberspace attack are actions taken in and through cyberspace that create denial (i.e., degradation,
disruption, or destruction) or manipulation effects in cyberspace and are considered a form of fires (JP 3-12).
2-100. Cyberspace attack actions are a form of fires, are taken as part of an offensive cyberspace operations
or defensive cyberspace operations-response action mission, are coordinated with other USG departments
and agencies, and are carefully synchronized with planned fires in the physical domains. For more
information on CEMA see FM 3-12.
SPACE OPERATIONS
2-101. Many lethal and nonlethal fires capabilities depend on space capabilities to support, integrate, and
deliver fires. Army space capabilities are integrated throughout the fires warfighting function, providing
robust and reliable planning, contributing to target development, and providing positioning, navigation, and
timing, satellite communications, imagery, geolocation, weather, and terrain capabilities.
2-102. As a FS attack/delivery capability, space control operations that create a desired effect on enemy
space systems across all domains by employing a variety of measures to assure the use of space and attribute
enemy attacks. These include terrestrial fires to defend space operations and assets. A capability for, or
employment of, fires may deter threats and/or contain and de-escalate a crisis.
2-103. When deliberate, nonlethal FS attack/delivery capabilities are directed into the space domain, they
must be coordinated between the affected combatant commands if time permits. By honoring the boundaries
of the space domain, CCDRs help preserve space situational awareness, spacecraft life span, and space
system performance. For more information on space operations see JP 3-14. Space domain is the area above
the altitude where atmospheric effects on airborne objects become negligible (JP 3-14). |
3-09 | 55 | The Fire Support System
INFORMATION
2-104. Army forces integrate all relevant military capabilities through the execution of five information
activities (enable, protect, inform, influence, and attack). An information activity is a collection of tasks
linked by purpose to affect how humans and automated systems derive meaning from, use, and act upon, or
are influenced by, information (ADP 3-13). Each information activity incorporates several tasks and subtasks
from the warfighting functions to achieve a variety of friendly and threat-based objectives. The five
information activities are as follows:
* Enable.
* Protect.
* Inform.
* Influence.
* Attack.
2-105. The fires warfighting function is the related tasks and systems that create and converge effects in all
domains against the threat to enable operations across the range of military operations. These tasks and
systems create lethal and nonlethal effects delivered from Army, joint, and multinational forces. The fires
warfighting function contributes to the enable, protect, influence, and attack information activities.
2-106. The fires warfighting function contributes to enabling the exercise of C2 through the targeting
process. The delivery of fires contributes to protecting data and information, affecting threat C2 targets, and
influencing target audiences. Through the targeting process, commanders identify, select, and prioritize
targets and match the appropriate capability (or delivery platform) to targets to create desired effects. This
includes identifying and attacking enemy C2 nodes, information systems, radars, ground control stations, and
sensors to affect the enemyβs decision cycle. Capabilities used to attack these targets range from cannons,
rockets, and missiles to offensive cyberspace operations, electromagnetic attack, and offensive space
operations. See ADP 3-19 for more information on the fires warfighting function. See ADP 3-13 for more
information on information and information activities.
DECEPTION
2-107. Army forces support or conduct three types of deception, military deception, tactical deception,
deception in support of operations security.
2-108. Deception applies to all levels of warfare, across the range of military operations, and is conducted
during all phases of military operations. Physical attack/destruction can support military deception by shaping
an enemy's intelligence collection capability through destroying or nullifying selected ISR capabilities or
sites. Attacks can mask the main effort from the enemy. When properly integrated with operations security
and other information activities, deception can be a decisive tool in altering how the enemy views, analyzes,
decides, and acts in response to friendly military operations. For more information on Army support to
military deception, tactical deception, and deceptions in support of operations security see ADP 3-13 and FM
3-90. |
3-09 | 57 | Chapter 3
Fire Support and the Operations Process
This chapter further discusses FS in the Operations Process in detail. Section 1 further
explains the four FS functions. Section II describes key FS processes and procedures
(as an element of C2) and the principles of FS planning and coordination. Section III
describes FS preparation, primarily rehearsals. Section IV discusses the principles of
FS execution (AWIFM-N). Section V discusses operational and combat assessment as
they relate to FS.
βThe artillery was my strongest tool. I repeatedly said it was more a matter of the infantry
supporting the artillery than the artillery supporting the infantryβ¦. I wish I knew the
countless times that positions were taken or held due solely to TOTβs β¦.β
βMajor General R.O. Barton, US 4th Infantry Division World War II
SECTION I β FIRE SUPPORT FUNCTIONS
3-1. The four functions of FS are the basic requirements the FS system must fulfill to destroy, neutralize,
or suppress the enemy. The basic FS functions describe what FS must do and are used as screening criteria
during FS planning, rehearsals, and assessment of the overall conduct of the FS system.
SUPPORT FORCES IN CONTACT
3-2. The commander must provide responsive FS that ensures freedom of maneuver to forces engaged with
the enemy in the close, deep, and rear areas. A force is always in some form of contact. FM 3-90 describes
the nine forms of contact as: visual; direct; indirect; non-hostile; obstacles; aircraft; CBRN; electromagnetic,
and influence. Units may experience all forms of contact simultaneously. Commanders should assume that
friendly forces are always in contact in one or more domains, both during competition and conflict. Peer
adversaries or enemies have both the cyberspace and space enabled capabilities to observe friendly forces
routinely.
3-3. Throughout large-scale combat operations, FS must:
* Provide deep fires to disrupt, delay, and destroy uncommitted enemy forces before they can
engage friendly forces. This includes enemy A2/AD, CPs, airfields, air defense artillery (ADA),
missiles, bridges and logistical infrastructure.
* Plan counterfire to destroy, neutralize, or suppress the enemy's indirect fire weapon systems. It
Includes counterbattery and countermortar fire.
* Provide close supporting fires. Close support is action of the supporting force against targets or
objectives that are sufficiently near the supported force as to require detailed integration or
coordination of the supporting action with fire, movement, or other actions of the supported force
(JP 3-31). These fires are used to engage enemy troops, weapons, or positions that are threatening
or can threaten the force in either the offense or defense. They allow the commander to multiply
combat power effects. Close support expands the battlefield depth, erodes enemy forces, and
inflicts damage well beyond direct fire ranges.
* Provide fires to suppress known enemy air defense weapons immediately before and during flight
by friendly aircraft within the AO.
* Provide fires in support of rear area operations. |
3-09 | 58 | Chapter 3
SUPPORT THE CONCEPT OF OPERATIONS
3-4. The FS system responds to the supported commander's plan through the scheme of fires, with
integration and delivery of proactive, timely, and accurate FS. The concept of operations is a statement that
directs the manner in which subordinate units cooperate to accomplish the mission and establishes the
sequence of actions the force will use to achieve the end state (ADP 5-0).
3-5. The supported commander must retain direct control over sufficient firepower to influence the battle
by attacking HPTs. Of particular concern to the supported commander in large-scale combat operations is
counterfire, SEAD, deep fires, and support of rear area operations.
SYNCHRONIZE AND CONVERGE FIRE SUPPORT (LETHAL AND
NONLETHAL) ACROSS ALL DOMAINS
3-6. Synchronization is the arrangement of military actions in time, space, and purpose to produce
maximum relative combat power at a decisive place and time (JP 2-0). It is essential that FS planning is
performed concurrently with the development of the scheme of maneuver and unit airspace plan.
Synchronization must occur within the FS system itself and with the other dynamics of combat power.
3-7. FS must be synchronized with other joint force activities to include air operations, cyberspace
operations, ISR functions, special operations, personnel recovery, and information related activities to
optimize limited resources and avoid friendly fire incidents. Synchronization of FS is primarily done through
the Armyβs targeting process decide, detect, deliver, and assess and the joint targeting cycle. Tactical and
technical rehearsals of the FS plan are also key to synchronization of FS across all domains. Successful use
of this methodology helps attack the right target with the best weapon at the right time.
SUSTAIN AND PROTECT THE FIRE SUPPORT SYSTEM
3-8. Sustainment is a central, potentially decisive aspect of ensuring the FS system functions effectively;
additionally, it is an essential component of the endurance tenet of multidomain operations and as such
leaders should strive to integrate it into all FS plans and operations (see table 3-1 on page 3-13). It is not a
separate function or afterthought. Sustainment is the provision of logistics, financial management, personnel
services, and health service support necessary to maintain operations until successful mission completion
(ADP 4-0). FS and FA planners must enable sustainment operations to ensure all elements of the FS system
can continuously and rapidly integrate FS in all domains and ensure proper personnel services and health
support. Ammunition, fuel, food, water, maintenance, transportation, and medical support are all critical to
sustaining the FS system.
3-9. FS planners must also ensure proper protection measures are executed to ensure survivability of CPs,
personnel, networks, TA, and attack/delivery systems. 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). The
FSCOORD, who is also a commander, is responsible for providing the leadership that ensures that the FS
system is sustained, protected, and can support the operation. FSCOORD identifies sustainment and
protection requirements associated with all the elements of the FS system and takes necessary actions to
ensure that they are satisfied. The FSCOORD plans and monitors logistics readiness and training within the
command and ensures that subordinate leaders understand and use external sustainment resources to the best
effect. The FSCOORD ensures that coordination is made with supporting sustainment and protection
elements outside the command.
SUSTAINMENT
3-10. The FSCOORD must ensure the following:
* Formulate tactical plans to reflect logistics limitations and to exploit logistics capabilities.
* Stocks and supplies are properly positioned to sustain FS systems. In large-scale combat
operations, this is particularly critical for FA systems because of the high tonnage of munitions. |
3-09 | 59 | Fire Support and the Operations Process
* Weapon systems and all other equipment are maintained in a high state of readiness and
sustainment systems are properly understood and used.
* Strict controls and priorities on supplies are employed to ensure strength at the decisive point.
While fire support plans help determine a required supply rate. Required supply rate is the amount
of ammunition expressed in terms of rounds per weapon per day for ammunition items fired by
weapons, in terms of other units of measure per day for bulk allotment, and other items estimated
to be required to sustain operations of any designated force without restriction for a specified
period (ATP 3-09.23). They must be adjusted to conform to the controlled supply rate (CSR).
Controlled supply rate is the rate of ammunition consumption that can be supported, considering
availability, facilities, and transportation. It is expressed rounds per unit, individual, or vehicle per
day (ATP 3-09.23). The FSCOORD must identify and mitigate the risk in the gap between the
required supply rate and CSR. The FSCOORD advised by their staffs will determine an
appropriate CSR and how supplies will be distributed to achieve their assigned mission.
* Develop and communicate clear logistical requirements to supporting sustainment elements. FA
personnel must ensure that logistics personnel understand the types and amounts of ammunition
required to support each phase of an operation. Properly submitting required logistical status
reports is critical to this effort. FA units must identify and maintain situational awareness of their
and the supporting logistical unitsβ ammunition haul capacity. At times, FA units may be required
to draw ammunition in excess of their CSR for a specific requirement such as a preparation. The
additional haul capacity will also need to be forecasted. In this case, ammunition may be issued
for immediate consumption and is considered expended when issued.
* Synchronize combat configured loads to support the current and future fires plans informed by the
FS planning and coordination process. Combat configured loads are preplanned packages of
ammunition transported as a single unit for routine resupply, yet flexible enough to provide for a
variety of operations.
* Resupply triggers across all classes of supply are aligned against essential field artillery tasks
(EFATs) and are understood by the unit's sustainment personnel.
* Ensure adequate reconstitution operations are planned and rehearsed for the FS System.
PROTECTION
3-11. The FSCOORD must ensure the following:
* Additional force protection resources (air defense, engineer, military police, maneuver, and
aviation assets) are dedicated or designated as needed. Consider the use of multinational
capabilities whose national caveats allow defensive actions, but not offensive actions. (See table
3-1 on page 3-13).
* Subsequent firing positions for FA units are prepared before the operation, if possible.
* All elements of the FS system take action to counter the enemy's firepower and maneuver by
ensuring that personnel, equipment, and systems are difficult to locate, strike, and destroy using
dispersion, decoys, camouflage, and frequent survivability moves.
* Deception is employed to mislead the enemy (see FM 3-13.4).
* Communication networks are protected, resilient, and redundant.
* Conduct appropriate adjacent unit coordination for mutual support opportunities.
* Engineers provide survivability and mobility assets for radars and firing units.
* Plan and coordinate for opportunity surveillance by manned and unmanned air platforms as well
as maneuver forces transiting the area to include routes, position areas artillery and CPs.
* Ensure protection battle drills are developed and rehearsed to account for reaction to enemy air,
ground, CBRN, indirect fire, jamming, or CEMA attacks.
* Coordinate for and utilize handheld UASs to recon and surveil NAIs developed for protection.
TECHNICAL SUPPORT OF THE NETWORK
3-12. The FSCOORD must ensure the following: |
3-09 | 60 | Chapter 3
* Establish the communications priorities, primary, alternate, contingency and emergency (PACE)
plan.
* C2 (CPs, people, processes, and networks) is redundant where possible.
* FS personnel are well trained and proficient with analog and digital systems, and training must be
continuous. Ensure unit digital sustainment training is planned, resourced, and emphasized at
command levels.
* Develop and utilize a detailed digital standard operating procedure (SOP).
* FS meteorology, survey, and communications are accurate, redundant, and timely.
* Request additional communications support if needed.
SECTION II β PROCESSES AND PROCEDURES
3-13. As discussed in chapter 2, processes and procedures are a component of the overall C2 system. The
primary FS processes are targeting, FS planning and coordination, and the MDMP process. It is important to
understand that all these processes occur continuously and simultaneously with the overall operations process
(see table 3-1 on page 3-13). Two critical FS procedures that all FS planners must understand and integrate
into the operations process are SEAD and counterfire. Since these are so critical, they are described up front
in this section. For more detail on SEAD refer to JP 3-01. For more information on counterfire see ATP 3-
09.12.
SUPPRESSION OF ENEMY AIR DEFENSES
3-14. Army SEAD operations are designed to support operational and tactical plans by protecting Army
aviation assets near the forward line of own troops (FLOT) or during cross-FLOT operations. SEAD also
includes the protection of air component aircraft (such as CAS aircraft) supporting the ground commander's
operation. The basic principle of Army SEAD operations is see-kill. This means that enemy air defense
systems are attacked immediately upon detection, consistent with the commander's intent and the best
application of resources. SEAD fire planning can be conducted and coordinated at division level or higher
and may involve other services. For more information on countering air and missile threats see JP 3-01.
TARGETING AND SYNCHRONIZATION
3-15. The targeting process for SEAD is the same as for any other target set: it is conducted within the
intelligence preparation of the operational environment (IPOE) framework; it leverages the decide, detect,
deliver, and assess process; and it must support the four FS functions identified in CH 1. The synchronization
of SEAD is even more critical and difficult than the synchronization of FS for ground maneuver forces
because of the time sensitivity of air operations. The responsibilities for SEAD targeting and synchronization
run across the corps and division staff sections and are directed through the FSE. The FSCOORD manages
and directs the corps or division SEAD effort.
3-16. SEAD objectives are specified by the JFC, who will consider the unique capabilities of each component
to contribute to counterair operations. Counterair is a mission at the theater level that integrates offensive
and defensive operations to attain and maintain a desired degree of control of the air and protection by
neutralizing or destroying enemy aircraft and missiles, both before and after launch (JP 3-01). Traditionally,
there are three categories of SEAD (AO-/joint operations area-wide joint air defense system suppression,
localized suppression, and opportune suppression), each of which reduces friendly attrition from an
adversary's air defense system and creates more favorable conditions for friendly air operations. For each
category, there are two means of executing SEAD, destructive and disruptive.
AIR COMPONENT CAPABILITIES
3-17. SEAD assets are often used in conjunction with other air operations such as AI, offensive counterair,
attack operations, and airborne operations when surface air defenses are a factor. Specially trained aircrew
and specially equipped aircraft are designed for SEAD missions, especially against an enemy integrated air
defense system (IADS). SEAD dedicated aircraft are normally equipped with special electronic detection and
EA equipment capabilities (directed energy, antiradiation missiles, electromagnetic jamming, flares, chaff, |
3-09 | 61 | Fire Support and the Operations Process
and decoys). SEAD assets may be scarce and categorized as high demand/low-density assets. Thus, during
large-scale combat operations, they usually will not be tasked for missions without a SEAD requirement.
Other fighter-attack and multi-role fighter crews normally are trained to support the SEAD mission,
especially against the enemy air defense infrastructure.
SURFACE COMPONENT CAPABILITIES
3-18. Based on the JFC guidance, the land and maritime surface components' fires cells and FSEs will
determine the weapon systems available to conduct SEAD. Examples of these capabilities include FA,
mortars, naval surface fire, attack helicopters, EW, and surface-to-surface missiles (referred to as SSMs). To
ensure unity of effort and conservation of force, components need to coordinate SEAD activities within their
AO with the JFACC to ensure they meet mission requirements and do not interfere with other planned
operations. The BCD can assist localized suppression operations by coordinating the means to request surface
FS. A rapid and free exchange of SEAD target information between the JFACC and Army commanders is
required for effective surface suppression.
THREAT
3-19. Air defense threats can encompass many national or multinational systems normally integrated into an
IADS. Adversaries' IADS have become increasingly complex and can differ widely from country to country
in terms of organization, sophistication, and operational procedures. An adversary's IADS needs to be
analyzed in-depth for strengths and weaknesses, especially seams in coverage. The goal is to identify target
critical capabilities and vulnerabilities, C2 reliability/redundancy, and defensive weapons systems. SEAD
operations target the HPTs of an IADS:
* C2 nodes/centers.
* Surface-to-air missile sites.
* Surface-to-air missile carriers and storage bunkers.
* Antiaircraft artillery.
* Early warning and fire control radars and ground control intercept sites.
* Air defense operations and maintenance personnel.
* Naval air defense assets.
* Directed energy weapons.
* EW systems.
3-20. SEAD operations are accomplished through denial, degradation, destruction, and disruption.
* Denial eliminates the utility of an enemy's targeted system, usually without physical damage.
Denial prevents an enemy from acquiring accurate information about friendly forces.
* Degradation permanently impairs (partially or totally) the enemy's targeted systems, usually with
physical damage. Degradation may confuse or delay the actions of an enemy.
* Destruction seeks the destruction of the target system or operating personnel.
* Disruption temporarily denies, degrades, delays, or neutralizes enemy surface air defense systems.
ο§ Means include offensive cyberspace operations, EA, and tactics such as avoidance or evasive
flight profiles.
ο§ UA can be used to actively employ disruptive means.
COUNTERFIRE
3-21. Like friendly FS systems, threat FS systems can inflict serious damage on friendly maneuver forces,
FS systems, and supporting infrastructure; therefore, the enemy's FS system must be acquired and eliminated.
Counterfire contributes to the combined arms fight by providing fires against the enemy integrated fires
complex; it protects friendly forces, combat functions, and facilities from enemy indirect fires by neutralizing,
or destroying enemy weapons, TA assets, observers (to include special purpose forces), C2 facilities, and
communications and logistics sites. Counterfire gains freedom of maneuver for all friendly forces. |
3-09 | 62 | Chapter 3
Counterfire is tied to current and future operations and is part of the overall combined arms fight to achieve
fire superiority.
3-22. In large-scale combat operations, the corps commander is responsible for counterfire throughout the
depth of the corps AO. They determine the best way to protect the corps combat forces and to defeat, delay,
or disrupt the threat array. This estimate or analysis includes an assessment of the counterfire capabilities of
the corps and its subordinate divisions. For more information on corps operations see ATP 3-92. The corps
commander's counterfire responsibilities include the following:
* Segmenting the battlefield by delineating maneuver boundaries and assigning areas of
responsibility for corps and its subordinate divisions. This helps establish the delineation of
counterfire responsibilities within the corps zone.
* Assigning missions and responsibilities, to include specific requirements to information collection
assets through the collection manager.
* Allocating resources. Corps assets may be retained at corps or allocated to subordinate divisions.
Conversely, in some situations, the corps commander may require the use of division assets to
support a corps counterfire responsibility. They should provide guidance for use of certain critical
assets such as the any corps aviation assets, AI, ISR capabilities, SOF, and CEMA resources.
* Requesting additional TA and attack/delivery systems from theater or JTF level or from other joint
HQ.
* Detecting and attacking. The corps detects and attacks targets within its AOR, the corps also may
attack targets within a division AO when the division has forwarded such a request to corps based
on priority and need. Within its capability, the corps may respond to requests for additional fires
from adjacent units.
* Assessing. Finally, the corps commander must assess the protection of his combat units and the
effects of counterfire against threat fire support systems. As appropriate, commander adjusts
information collection and/or attack priorities for protection of his force and attack of enemy
targets. Commander may reallocate assets and modify the missions of subordinate units.
3-23. The corps commander decides how the corps will conduct counterfire operations. They influence how
subordinate division commanders fight through the allocation of corps assets, the issuance of attack guidance,
and the identification of corps HPTs. The corps commander can support a division commander's counterfire
efforts by attacking threat fire support systems at depth; by setting the conditions division counterfire fight.
In addition to allocating assets to divisions, the corps commander can further support a division counterfire
fight by responding to the division requests with AI, MLRS, CEMA, and EW. With respect to counterfire in
the division AO, the corps commander:
* Assigns missions to division and corps fire support assets and delineates their areas of
responsibility by establishing boundaries.
* Detects and attacks targets forwarded by the division. As appropriate, the corps, after coordinating
with the division FSE, may attack threat fire support targets within the division zone by massing
fires to achieve required effects. Procedures for attacking threat systems firing from across
boundaries also must be coordinated.
* Task-organizes and allocates assets based on the commander's intent and the mission variables of
mission, enemy, terrain and weather, troops and support available, time available, and civil
considerations, each of which have informational considerations (METT-TC (I)), the corps
commander can give the divisions' added assets for detection and attack of threat fire support.
Most often, corps provides non divisional FA delivery assets to augment DIVARTY fire support
capabilities. This can be done by either of the following actions:
* Assigning a FAB, a support relationship of R or GSR to a DIVARTY.
* Attaching the FAB to the division requiring augmentation. The FAB is normally further attached
to the DIVARTY.
3-24. Typically, most of the reactive counterfire fight takes place within the division AO. Most of the threat
active fire support systems are in this area. The responsibilities of the division commander mirror those of
the corps commander. Although his assets are fewer in number and variety, the division commander does
have organic TA, target processing, and delivery assets to conduct counterfire. The FSCOORD for the |
3-09 | 63 | Fire Support and the Operations Process
division is responsible for orchestrating the division counterfire effort. When a FAB from corps is available
to the division, the DIVARTY commander may assign it the counterfire role. Responsibility for the execution
of the division counterfire effort, however, remains with the DIVARTY commander.
PROACTIVE COUNTERFIRE
3-25. Proactive counterfire is the specific targeting of enemy indirect fire systems including their C2, sensors,
platforms, and logistics before they engage friendly forces. The goal of proactive counterfire is to identify,
locate, and attack to eliminate the enemy's strike capability before it can impact friendly operations. The
proactive measures consist of zone management, site analysis, and position survivability considerations. The
proactive counterfire process begins with targeting and continues throughout the operation. The G-2 and the
targeting officer develop named areas of interest and target areas of interest where the enemy indirect fire
assets are expected. Rocket BNs from the FAB and AI aircraft normally perform the bulk of proactive
counterfire in support of division operations, using TA and fires as well as allocated, joint, national, or
multinational assets to acquire and disable attack components of the enemy's strike capability. Examples of
target sets include cannon, rocket, and missile delivery units, prepared launch sites, artillery ammunition
storage facilities, FDCs, counterfire radars, FOs, fixed or rotary wing airfields and fire support
communication infrastructure. Information collection assets must be synchronized and integrated to
accurately locate targets; and attack assets (such as artillery, mortars, CAS, attack helicopters, naval surface
fire support, and CEMA) must be dedicated against the threat total FS system. Considerations for conducting
proactive counterfire include:
* All available artillery units participate.
* Integrate all available joint FS attack/delivery systems.
* Requires augmentation by Army and joint collection assets to locate and accurately target the
enemy indirect fire systems.
* The G-2/S-2 typically has a leading role in managing this effort; intelligence feeds into common
ground station and cross-cueing radars and UAS are critical.
* Establishing digital interface between the MLRS/HIMARS and cannon FA BN S-2s and the S-
2/liaisons is critical.
* Making maximum use of permissive FSCMs to facilitate the clearance of fires; for example, in
defense the fire support coordination line (FSCL) may be positioned close to friendly troops to
facilitate quick engagements.
* Managing no-fire areas (NFAs) that protect SOF, long-range surveillance detachments,
reconnaissance troops, and scouts is critical.
* Use of AFATDS to clear fires should be maximized.
* Establishing radar zones as required.
REACTIVE COUNTERFIRE
3-26. Reactive counterfire provides immediate indirect and joint fires to neutralize, destroy, and suppress
enemy indirect fire weapons once acquired. The FS system responds primarily to enemy mortar and artillery
fires during or immediately following enemy engagement of friendly forces. Reactive counterfire usually
requires quick response capabilities for optimum effectiveness and can benefit from the establishment of
quick-fire channels.
3-27. FA units employ a variety of counterfire acquisition assets to accurately locate enemy indirect fire
assets as they are engaging friendly forces establishing sensor-to-shooter links to attack the enemy systems.
Ensure that the mission fired report and artillery target intelligence is sent to the all-source analysis section.
Other key considerations for conducting reactive counterfire include airspace clearance, the use of both
permissive FSCMs that facilitate quick engagements and restrictive measures such as NFAs to protect critical
assets, establishing quick-fire channels with sensor-to-shooter links, and designating radar zone managers. |
3-09 | 64 | Chapter 3
THE COUNTERFIRE IMPERATIVES
3-28. Nested with the FS planning, coordination, and execution principles are the 10 counterfire imperatives.
These 10 imperatives are a good tool to use in assessing and coordinating the overall counterfire fight.
* Provide commander's intent and guidance to enable counterfire operations and scheme of fire in
support of the commander's objectives. Counterfire planning begins during the MDMP and
continues throughout the targeting process feeding the targeting working group, targeting decision
board, and information collection plan. Commander's guidance (corps, division, BCT) sets the
conditions for planning counterfire operations. The commander's guidance must be clear, concise,
and easily understood. Whenever commander's guidance for counterfire and targeting is not
clearly understood during the planning of an operation, fire support planners should solicit that
guidance from the commander. Commanders must include endstate in their planning guidance for
counterfire, to promote unity of effort and the integration, and synchronization of available FS and
collection assets. Successful counterfire operations may require commanders to accept risk
elsewhere while seeking to exploit opportunities.
* Develop and execute an information collection plan that supports the targeting and counterfire
fight. Successful counterfire operations require proactive and continuous collection and analysis
of the enemy FS system. WLRs and collection assets must be prioritized, integrated, and
synchronized with counterfire operations. The counterfire officer and the information collection
manager at each echelon ensures that TA assets are properly integrated and synchronized into the
overall collection and FS plan. The FSCOORD is responsible for positioning FS assets to respond
to counterfire requirements. Position radars to support the observation and collection plans
considering the enemy FS capabilities and range. Combat assessments, BDA, munition
effectiveness assessment (MEA) and reattack criteria will drive intelligence collection
requirements for counterfire operations.
* Develop a permissive battlefield design using geometries and FSCMs. Using battlefield
geometries to delineate the AO between corps and divisions is essential to effective counterfire
operations and future planning. Permissive FSCMs allow for maximum use of destructive combat
power to facilitate the attack of enemy indirect fire systems, while mitigating the risk to friendly
forces. The commander adjusts battlefield geometries and FSCMs as required to keep pace with
operations.
* Plan and manage terrain and distribute on common graphics (logistics sites, position area for
artillery (PAA) - primary and alternate). Ensure FA units and sensors are positioned to support
counterfire operations at points of vulnerability such as obstacles, canalizing terrain, bridges or
gap crossings. The counterfire HQ is responsible for logistic support and recommends positioning
of sensors and counterfire delivery systems and ensures PAA and radar position areas are
distributed and common graphics. Plan for primary, alternate, and tertiary PAA and radar position
areas.
* Plan airspace that allows for responsive counterfire (ACMs/airspace coordination
areas/counterair). Close coordination is required to integrate air and space with counterfire
operations. Counterfire operations in large-scale combat operations will require high volumes of
air and space. ATACMS and guided multiple launch rocket system target engagements will
require detailed airspace planning, coordination, and de-confliction. Unit airspace plans must be
developed during MDMP and throughout the targeting and operational process to account for
counterfire operations. When division-assigned airspace is delegated from the airspace control
authority, the JAGIC is the airspace control element serving as the execution node for fires and
airspace control.
* Designate and resource the counterfire HQ (role/manning/location). Define the FFA HQ role
verses counterfire HQ role in the counterfire fight. The corps or division commander can designate
the role of the counterfire HQ to a DIVARTY, FAB, or separate FA BN. The DIVARTY can
provide the counterfire HQ for the division if task organized with the necessary firing units,
sensors, target production section, and TA platoon to coordinate the counterfire fight. FABs can
serve as the FFA HQ or the counterfire HQ for a division or corps. Army National Guard FABs
are routinely assigned to support the divisions and corps as the counterfire HQ. |
3-09 | 65 | Fire Support and the Operations Process
* Develop a sustainment and protection plan for all TA and attack/delivery capabilities. The
execution of sustainment operations across all class of supply are critical to counterfire operations.
CL V sustainment, haul capability, triggers, required supply rate and CSR are crucial to the
counterfire fight. Radar sections do not have the capability to provide force protection for
themselves and firing units often need protection augmentation. A protection plan must be
developed during MDMP to include engineer support, local force protection to secure movement
along main supply and alternate supply routes, short-range air defense, cueing schedules,
frequency management, and deception.
* Communicate at distance using PACE plans, digital architecture, AFATDS database management,
and liaison officers. When conducting counterfire in large-scale combat operations be prepared to
operate in a degraded environment. Establish a PACE plan for the analog and digital architectures
from sensor to shooter. AFATDS database must be verified and continuously updated to include
FSCMs, firing unit data, sensor data, targeting data, and communications architecture. Establish
liaison officers at echelon and in adjacent units for cross boundary fires.
* Conduct tactical fire direction: Tactical fire direction and firing unit management is key to
ensuring responsive fires. During MDMP and the targeting process develop target selection
standards and attack guidance that enables rapid decision making and responsive fires. Plan for a
dedicated all weather counterfire shooter using hot and cold status.
* Maximize radar foundational training strategy. Develop and rehearse the counterfire fight drill
from sensor to shooter covering all elements of the PACE plan and all TA resources possible.
Develop a weekly digital sustainment program that is focused, and event driven at all echelons.
DANGER CLOSE
3-29. Danger close for air-to-surface and surface-to-surface missions is a mandatory call alerting of an
elevated risk to the closest friendly troops from the intended point of a weaponβs impact requiring
specific procedures for risk mitigation. This is included with the method of engagement when the predicted
impact of around or shell is within 600 meters (m) of friendly troops for mortars or artillery and 750 m for
naval surface fires. The creeping fire method of adjustment (no adjustment greater than 100 m for
mortars/artillery or 200 m for NSFS) will be used exclusively during danger close missions. Do not confuse
the creeping fire method with risk-estimate distances or minimum safe distances. See JP 3-09.3 for
procedures on air-to-surface danger close engagement.
THE TARGETING PROCESS
3-30. The supported commander's FS requirements are continually identified, planned, and executed as part
of the targeting process. Targeting is the process of selecting and prioritizing targets and matching the
appropriate response to them, considering operational requirements and capabilities (JP 3-0). Targeting helps
integrate and synchronize FS with other Army and joint functions (C2, intelligence, movement and maneuver,
protection, sustainment, and information). The Army targeting process and the joint targeting cycle
coordinates and synchronizes fire support to shape enemy forces in the deep area to set conditions for
subordinate units. Units use the Army targeting process for their organic systems and the joint targeting cycle
for joint systems as appropriate according to organizational echelon.
3-31. The Army targeting process is integrated with the operations process, joint targeting cycle, and the
MDMP (see figure 3-1 on page 3-10, and table 3-1 on page 3-13). Targeting occurs continuously throughout
an operation. decide, detect, deliver, and assess functions nest with the operations process: planning,
preparing, executing, and assessing. Furthermore, Army units that require joint capabilities to conduct
shaping operations employ and interface with joint planning and processes, for example, the joint targeting
cycle. Therefore, echelons above brigade Army commanders and staffs must understand and interface with
both the Armyβs decide, detect, deliver, and assess targeting processes, and those processes used within the
joint targeting cycle. |
3-09 | 66 | Chapter 3
Figure 3-1. The Army targeting process
3-32. The joint targeting cycle is a six-phase iterative process: commander's objectives, targeting guidance
and intent, target development and prioritization, capabilities analysis, commander's decision and force
assignment, mission planning and force execution, and combat assessment (see figure 3-2). Steps may occur
concurrently, but it provides an essential framework to describe the steps that must be satisfied to conduct
joint targeting successfully. To enable joint targeting the JFC establishes a joint targeting coordination board.
A joint targeting coordination board is a group formed by the joint force commander to accomplish broad
targeting oversight functions that may include, but are not limited to, coordinating targeting information;
providing targeting guidance, synchronization, and priorities; and approving the joint integrated prioritized
target list (JP 3-60). For more information on the Army targeting process and the joint targeting cycle see
FM 3-60 and JP 3-60. |
3-09 | 67 | Fire Support and the Operations Process
Figure 3-2. D3A Crosswalk and joint targeting process
3-33. The joint air tasking cycle begins with the JFC's objectives, incorporates guidance received during JFC
and component coordination, and culminates with assessment of previous actions. The ATO (see figure 3-3
on page 3-12) articulates the tasking for joint air operations for a specific execution timeframe, normally 24
hours. The joint air tasking cycle is synchronized with the JFC's battle rhythm. The JAOC normally
establishes a 72- to 96-hour ATO planning cycle. The battle rhythm articulates briefings, meetings, and report
requirements. It provides suspense for targeting, friendly order of battle updates to produce the air battle plan
that includes the ATO message and other products. The battle rhythm is essential to ensure information is
available when and where required to provide products necessary for the synchronization of joint air
operations with the JFC's concept of the operation and supporting other components' operations. Nonetheless,
air operations must be responsive to a dynamic OE and the joint air tasking cycle must be flexible and capable
of modification during ATO execution.
3-34. The timing of targeting working group sessions is critical. While the time-focus for sessions of the
targeting working group is normally 24 to 96 hours out, the employment of assets and certain targeting
decisions, such as target nominations and air support requests, and other effects requests must be planned in
advance and in conjunction with the division, corps, theater Army, and the joint air tasking cycle. However,
commanders must choose a targeting cycle based on the pace of operations. These cycles may be 6-12 hours
apart if required. The targeting officer at echelon schedules internal targeting huddles so that lethal and
nonlethal effects, to include EW activities related to target nominations, arrive within the BCT and higher
echelon target nomination windows. |
3-09 | 68 | Chapter 3
Figure 3-3. Air tasking cycle |
3-09 | 69 | Fire Support and the Operations Process
Table 3-1. Crosswalk of operations, joint targeting cycle, D3A, MDMP, and fire support tasks
Operations Joint Targeting D3A MDMP Fire Support Task
Process Cycle
12 August 2024 FM 3-09 3-13
tnemssessA
suounitnoC
Plan Commanderβs Decide Mission Analysis Perform target value analysis to develop
Objectives, Targeting high- value targets.
Guidance, and Intent Begin identifying high-payoff targets based
on initial high-value target and initial fire
support tasks.
Provide fire support activities input to the
commanderβs targeting guidance and
desired effects.
Target Development
Further develop and refine high-payoff
and Prioritization
Course of Action target lists.
Development Deconflict and coordinate potential high-
payoff targets.
Develop high-payoff target list.
Establish target selection standards.
Develop attack guidance matrix.
Develop fire support tasks.
Develop associated MOP, and MOE.
Course of Action Refine the high-payoff target list.
Capabilities Analysis Analysis Refine target selection standards.
Refine the attack guidance matrix.
Refine fire support tasks.
Refine associated MOP.
Commanderβs Decision Refine associated MOE.
and Force Assignment
Develop the target synchronization matrix.
Draft airspace control means requests.
Orders Finalize the high-payoff target list.
Production Finalize target selection standards.
Finalize the attack guidance matrix.
Mission Planning and
Force Execution Finalize the targeting synchronization
matrix.
Finalize fire support tasks and execution
matrices.
Finalize associated MOP and MOE.
Submit information requirements to battalion |
3-09 | 70 | Chapter 3
Table 3-1. Crosswalk of operations, joint targeting cycle, D3A, MDMP, and fire support task
(continued)
Operations Joint Targeting D3A MDMP Fire Support Task
Process Cycle
3-14 FM 3-09 12 August 2024
tnemssessA
suounitnoC
Execute Information Collection Plan.
Assess Combat Detect Orders Update information requirements as they
Production are answered.
Assessment
Update the high-payoff target list, attack
guidance matrix, and targeting
synchronization matrix.
D3A
Update fire support tasks.
Execute
Update associated measures of
MDMP performance and measures of
effectiveness.
Execute fire support tasks in accordance
Deliver with the attack guidance matrix and the
targeting synchronization matrix.
Execute Information Collection Plan.
Assess task accomplishment (as
Assess
determined by measures of
Prepare performance).
Assess effects (as determined by
measures of effectiveness).
D3A β decide, detect, deliver, and assess, MOE β measures of effectiveness, MOP β measures of performance,
MDMP β military decision-making process
FIRE SUPPORT PLANNING AND COORDINATION PRINCIPLES
3-35. The commander's ability to orchestrate and employ all available FS resources as a system and to
integrate and synchronize fire support with the concept of operations results from an established process
known as fire support planning and coordination. Fire support planning is the continuous process of
analyzing, allocating, integrating, synchronizing, and scheduling fires to describe how the effects of
fires facilitate supported force actions. Successful FS planning is the result of the FSCOORD's aggressive
contribution to the supported commander's planning and decision-making process. Fire support coordination
is the planning and executing of fire, so targets are adequately covered by a suitable weapon or group of
weapons (JP 3-09). Formal coordination binds FS resources together to create a unity of effort so that the
multiple effects of each fire support asset across all domains are rapidly and continuously integrated and
synchronized with the scheme of maneuver.
3-36. Fighting in large-scale combat operations requires more careful FS planning because of the limited
resources available to acquire and attack targets at extended ranges, and requires detailed coordination and
employment of TA, attack, and assessment needs across all domains.
3-37. The FSCOORD utilizes the principles of fire support planning and coordination when advising the
commander on the execution of fire support. These principles are extensions of our functions of fire support.
The fire support planning and coordination principles are:
* Plan early and continuously. To effectively integrate fire support with the commander's concept
of the operation, planning must begin when the commander states the mission and provides
commander's guidance. The commander's guidance must be clear, concise, and understood.
Whenever commander's guidance is not understood during the planning of an operation, fire
support planners should solicit that guidance from the commander. Planning is continuous and
must keep pace with the dynamics of the operation.
* Ensure the continuous flow of targeting information. The FSCOORD ensures that TA |
3-09 | 71 | Fire Support and the Operations Process
formation. Ensure that target information from all sources are evaluated and routed to the
appropriate attack means to include information from all echelons and from adjacent and
supporting elements.
* Consider the use of all lethal and nonlethal attack capabilities. The FSCOORD considers the full
range of fires and other capabilities available at all levels. This includes coordinating for
attack/delivery assets from available joint and multinational forces.
* Use the lowest echelon capable of furnishing effective support. FS is delivered by the lowest level
that has the effective means to accomplish the mission. Planners decide what is needed and, if
their assets are inadequate, coordinate for additional support from the appropriate echelon.
* Furnish the type of support requested. The fire support requester is in the best position to determine
what is needed. However, the FSCOORD is in a position to weigh the request against the
commander's guidance and the current and future needs for fire support. If a request for fire support
is disapproved, the FSCOORD notifies all concerned. If possible, a new fire support means is
substituted, and all affected agencies must be informed.
* Use the most effective fire support attack/delivery system. The FSCOORD considers the nature
and importance of the target, the engagement time window, the availability of attack assets, and
the effects desired. In some circumstances, it may be necessary to sequence the attack by fixing
the enemy with immediately available fire support assets while coordinating a subsequent, more
detailed attack by more effective assets. An example of this is a situation in which air support is
the most desired means but is about 20 minutes away. In this case, indirect-fire attack/delivery
systems can fix the target until aircraft arrive.
* Avoid unnecessary duplication. A key task for the FSCOORD is to ensure that duplications of fire
support requests are resolved when possible while the desired effects are achieved.
* Consider airspace coordination. The FSCOORD at the BCT and higher levels provides input
concerning fire support use of airspace to those agencies and personnel engaged in airspace
management to ensure that conflicts between surface-based indirect fire and air operations are
minimized. For more information on airspace control see FM 3-52.
* Provide adequate support. The commander's guidance determines the amounts and types of FS
needed for success. The FSCOORD must inform the supported commander when fire support
requirements exceed capabilities.
* Provide for rapid and continuous coordination. The FSCOORD must know the capabilities of the
various fire support attack/delivery systems and have immediate information on their availability.
The FSCOORD must be aware of changes as they develop in order to attack both planned targets
and targets of opportunity and to ensure that coordination channels are functioning smoothly. For
rapid coordination, the following must be considered:
ο§ Exact locations of all friendly forces.
ο§ Scheme of maneuver of the supported force.
ο§ Supported commander's guidance and SOP.
ο§ Active FSCMs.
ο§ Rules of engagement.
* Provide for flexibility. FS personnel anticipate and provide for future contingencies. On-order
missions and careful positioning of assets give the commander the flexibility to respond to
changing battlefield conditions.
* Use of FSCMs. A fire support coordination measure is a measure employed by commanders to
facilitate the rapid engagement of targets and simultaneously provide safeguards for friendly
forces (JP 3-0). They ensure that FS will not jeopardize troop safety, will interface with other fire
support means, and will not disrupt adjacent unit operations. Any change to a FSCM must be
communicated to all units affected. For more information on the use of FSCMs see appendix B.
3-38. In large-scale combat operations, FS planning is a top-down process with bottom-up refinement and
continual coordination. FS planning at echelons above brigade involve deep operations, coordination of FS
for future and current battles, and allocation of resources to subordinate units. At brigade and below levels, |
3-09 | 72 | Chapter 3
FSEs are more involved in the execution of the current battles, and they fight within the parameters
established by the higher HQ and with the resources they have been allocated see figure 3-4.
Figure 3-4. Planning and execution relationship
3-39. This is not meant to imply that brigade and BN FSEs need not plan fires in advance of operations.
They just don't plan as far into future battles as the FSEs at corps and division. In fact, the FS principle of
use the lowest echelon capable of furnishing effective support, must always be considered by FS planners.
FS planning, coordination, and execution should be done at the lowest level possible with the fewest number
of elements necessary to accomplish the mission. For example:
* A FAB asset with a GSR mission to a DIVARTY makes positioning extremely difficult. A
preferred method in the offense is to make that unit R with the necessary restrictions to facilitate
future operations.
* SEAD should be planned and fired by the unit using the air support.
FRATRICIDE PREVENTION AND CLEARANCE OF FIRES
PROCESSES AND PROCEDURES
3-40. FA personnel must always maintain a mindset of violently applying lethal fires in accordance with the
Law of War and established ROE. However, we must simultaneously reduce the risk that lethal fires cause
unintentional killing and destruction to a prudent, acceptable level. This is done in a large part through
fratricide prevention and clearance of fires processes.
3-41. Fratricide is the unintentional killing or wounding of friendly or neutral personnel by friendly
firepower (ADP 3-37). Fratricide increases the possibility of mission failure, causes unacceptable loss of
personnel and equipment, and erodes leadership effectiveness.
3-42. Minimizing exposure to potential fratricide is a command responsibility. Although the potential for
fratricide is greatest during combat when chaos and confusion are at their greatest, it can also occur during
training activities and combat simulations. Leaders must be knowledgeable of conditions that cause fratricide
and implement fratricide countermeasures regardless of the environment. Efforts must be made to overcome
potential hazards such as mistaken identity, navigation errors, or inaccurate or dysfunctional reporting
procedures.
3-43. Although weapon systems can detect, engage, and destroy targets at maximum ranges, weapons
sighting equipment does not have sufficiently high resolution of targets at extended ranges, especially under
limited visibility conditions. Situational awareness helps overcome this deficiency in part and improve
friendly capabilities to positively identify potential targets. |
3-09 | 73 | Fire Support and the Operations Process
FRATRICIDE COUNTERMEASURES
3-44. Fratricide countermeasures preserve and conserve the force. During the wargaming phase of the
MDMP, commanders must identify control measures that reduce potential fratricide situations to an
acceptable level. These must be incorporated into orders and plans to subordinate and adjacent commanders.
In addition, rehearsals can be used to verify and modify the appropriateness of control measures and to ensure
subordinates understand the operation. During execution, FSEs and FA CPs must track the location of
friendly elements. This is especially critical during rapidly paced advances such as during attacks,
exploitations, or pursuits. Specifics include:
* Individual errors are as simple as mistaken identity. If there is a possibility that enemy and friendly
forces are intermixed in the target area, units must positively verify their identity after detection
prior to engagement. Weapons errors include lapses in unit and individual discipline that allow
powder charge errors, accidental discharges, incorrect gun data, and similar incidents. Unit errors
include errors in the use of weapons-engagement areas or sectors or in using fire control measures.
* Strict adherence to procedural control measures such as permissive and restrictive maneuver and
FSCMs. Fratricides can occur when FSCMs are not used and not disseminated. Continuous FSCM
management reduces the risk of fratricide.
* Dissemination and receipt of warnings and reports in sufficient time to allow for appropriate
actions and synchronization.
* Preclusion of land navigation errors to prevent units from straying out of sector, reporting wrong
locations, becoming disoriented, or unknowingly engaging targets out of sector.
* Adequate unit-leader experience. Ensure that junior leaders have the opportunity to gain the
necessary experience and judgment to make rapid decisions under ambiguous, stressful
conditions. Crews must be properly trained to increase the likelihood that they will not engage
friendly forces.
* Special caution during periods of limited daytime visibility and at night.
* Judicious use of materiel solutions, using active and passive measures to provide friendly forces
a unique signature to distinguish friend from foe. These may include marking devices and combat
vehicle identification systems such as thermal beacons, thermal tape, and navigational aids.
CLEARANCE OF FIRES
3-45. The scheme of fires must also provide for clearance of fires. Clearance of fires is the process by
which the supported commander ensures that fires or their effects will have no unintended
consequences on friendly units or the scheme of maneuver. Clearance of fires ensures that fires attack
enemy capabilities at the time, place, and with the effects the commander desires without resulting in
casualties to friendly forces or noncombatants. It may be accomplished through a staff process and control
measures, embedded in automated C2 information systems, or through passive or active recognition systems.
Creating a permissive environment begins during planning and is crucial for the rapid delivery of fires,
especially during large-scale combat operations. It remains a command responsibility at every level. General
clearance of fires responsibilities is shown in table 3-2 on page 3-18. |
3-09 | 74 | Chapter 3
Table 3-2. Clearance of fires responsibilities
Position Responsibilities
Clears fires. Normally this is delegated to their CP and
Supported Commander
executed by the battle staff under the lead of the FSE.
Recommends clearance of fires guidelines to the
FSCOORD
commander.
Ensures friendly force safety through adherence to ROE,
and use of coordination measures, MCM, FSCM and ACM.
Use MCMs, FSCMs, and ACMs to facilitate clearance of
fires.
Coordinate airspace for fires with AE at echelon (AE,
JAGIC, or ADAM/BAE).
FSE Coordinate for clearance of fires across boundaries as
required.
Use automated systems to request clearance of fires.
Warn controlling HQ if FSCMs or commander's attack
guidance is about to be violated.
Use rehearsals to validate responsibilities for clearance of
fires.
ACM β airspace coordinating measure, ADAM/BAE β air defense airspace management brigade aviation element,
AE β airspace element, CP β command post, FSCM β fire support coordination measure, FSCOORD β fire support coordinator
FSE β fire support element, HQ βheadquarters, JAGIC β joint air-ground integration center, MCM β maneuver control measure
ROE β rules of engagement
3-46. During the planning process, staff officers must consider how to position sensors not only to collect
information but also to support information requirements that will assist in assessment and the clearance of
fires. Although sensor placement may primarily focus on gathering enemy information, information collected
on friendly forces is equally important.
3-47. Clear and understandable maneuver control measures are also a significant first step in the clearance
of fires. Again, digital systems will enhance the accurate and rapid transmission of these measures. FSCMs
not only assist in the integration of fires by facilitating the rapid engagement of targets. They also safeguard
friendly forces.
3-48. Permissive measures (if positioned correctly and disseminated to all higher, adjacent, and subordinate
units), such as coordinated fire lines (CFLs) and free-fire areas, offer the opportunity for responsive fires on
targets of opportunity. The size of restrictive measures such as NFAs, restrictive fire areas (RFAs) should be
verified to preclude unwarranted delays for otherwise responsive fires.
3-49. A procedure to consider in certain circumstances is pre-clearing fires. In some very specific instances,
units can clear fires during the planning phase. For example, pre-clearing fires on a planned target or into a
target engagement zone such as a CFFZ requires coordination of both air and ground. Missile flight paths for
selected munitions must be generated and added to the unit airspace plan so that friendly airspace users are
aware of planned munition trajectories. The CFFZ must have been planned in advance and published in the
radar deployment order. Preplanned targets will have definable triggers, specific target types (HPT), and are
engaged according to the scheme of fires.
3-50. When fires are requested that are not pre-cleared or allowed by a permissive FSCM, they must be
positively cleared. This procedure should be a battle drill in CPs. The best method is a redundant drill where
a call for clearance is transmitted over two nets, the FS net, and the maneuver net.
3-51. Positive clearance of fires is normally facilitated through prior planning, rehearsals, and careful
placement of FSCMs. However, the clearance of targets of opportunity often presents special challenges.
They must be delivered on short notice without undue delay in responsiveness and without jeopardizing
friendly force security. For positive clearance of fires, the following should be obtained:
* Best available method of target location.
* Positive identification of targets as enemy.
* Eyes on target, if possible.
* Clearance from appropriate external elements if target is outside unit boundaries.
* Coordination with affected airspace users based on munition trajectory. |
3-09 | 75 | Fire Support and the Operations Process
FIRE SUPPORT AND THE MILITARY DECISION-MAKING
PROCESS
3-52. The FS staff and FA planners must strive to conduct parallel planning with the higher HQ staff. It is
important that staff estimates, to include the intelligence estimate, sustainment estimate, engineer estimate,
FS estimate, and the commander's estimate are updated prior to beginning MDMP and updated continuously
throughout the process.
RECEIPT OF MISSION
3-53. Upon receipt of mission (see table 3-3), the commander and staff consider implications of the new
mission on the current fight and the friendly force current situation. After an initial assessment, FS assets and
supporting FA units are alerted as soon as practicable to initiate their own collaborative and parallel planning
efforts (first warning order). FSEs, and FAIOs should also ensure that all IPOE products to include likely
enemy COAs are released to subordinate HQ as soon as cleared by the force G-2/S-2 to enhance parallel
planning and IPOE preparation at the lower levels of command. This warning order should provide
subordinate FA elements the following as a minimum: FS planning begins with mission analysis. During
mission analysis FS planners provide recommendations for possible FS task inputs based on the commander's
guidance for FS and desired effects.
* Type of operation to be conducted.
* General outline of the AO.
* Any known or anticipated changes in the FA organization for combat.
* FSCMs, communications, and sustainment plan.
* Initial timelines.
3-54. The supported commander's planning guidance normally establishes options to be considered and
essential tasks to be addressed. They may include enemy and friendly COAs to be pursued or rejected,
associated priorities, and a time plan for mission planning, preparation, and execution. The accompanying
commander's proposed intent provides the foundation for developing the eventual concept of operations. By
outlining considerations for developing a scheme of maneuver, the commander also sets the stage for the
allocation of forces and the design of supporting plans and annexes to include the FS and FA support plans.
Table 3-3. Fire support element during receipt of mission
MDMP STEP 1: RECEIPT OF MISSION
Staff Actions Key FSE Actions FSE Output
β’Alert the staff and β’Collect higher HQ OPLAN/OPORD, β’Updated fires running
other key maps, current IPOE, and fires running estimate.
participants. estimate. β’Provide updated facts to
β’Gather the tools. β’Update fires running estimate; gather higher, lower, and adjacent HQ.
β’Update running facts from higher, lower, and adjacent β’Fire support input to IPOE and
estimates. FSEs, Fires Cells, and FA CPs. reconnaissance and
β’Conduct initial β’Provide FS input during formulation of the surveillance tasking.
assessment. commanderβs initial guidance and initial
warning order.
β’Issue the
commanderβs initial
guidance.
β’Issue the warning
order.
CP β command post, FA β field artillery, FS β fire support, FSE β fire support element, HQ β headquarters,
IPOE β intelligence preparation of the operational environment, OPLAN β operation plan, OPORD β operation order
Fire Support Running Estimate
3-55. The FS running estimate helps the commander build and maintain situational understanding and a
realistic analysis of the effort allowing the commander to determine the effectiveness of attacks, revise
support plans based on observed results, and re-prioritize the FS requirements. A running estimate is the |
3-09 | 76 | Chapter 3
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).
3-56. Any variable that could affect the mission is a factor. Before the estimate is started, available relevant
information must be collected. Once this information has been assembled and the factors that could affect
the plan have been identified, they should be listed and arranged in priority. The estimate includes analysis
in the context of the commander's intent for the ongoing and future operations. For more information on
running estimates see ADP 5-0. The FSCOORD and FSE produce and maintain the FS running estimate and
consider:
* The higher HQ specified and implied tasks.
* Active ACMs affecting friendly fires.
* The task organization of subordinate forces and their missions.
* The capabilities and limitations including the status of FA weapons, FA ammunition, FA WLRs,
CAS, and other related fixed wing support, and any other possible asset from the holistic FS
system at each echelon of command (AI/SEAD).
* The position of friendly and enemy fires capabilities.
* FA and WLR survey support.
* Established and recommended FSCMs.
* The impact of ROE and law of land warfare.
* The impact of terrain, and weather on friendly and enemy forces (such as smoke, CAS, and AI.)
* Information collection plan support and requirements.
* Initial HPTL.
* FS input to the IPOE analysis.
ο§ COAs open to the enemy artillery commander, especially the most probable COA. These are
derived from the intelligence estimate and knowledge of enemy artillery doctrine.
ο§ The enemy dispositions (including frontage and depth), the degree of protection afforded the
enemy, objectives for subordinate forces or units, the number of phases, and the likely
frontage and depth of the assault. These will affect the allocation of fire support resources to
subordinate units.
ο§ The mobility of the enemy artillery and its speed of movement to contact and withdrawal.
* The enemy EW situation.
* The identification of HPTs (derived from target value analysis and IPOE).
* The commander's information requirements (derived from the intelligence estimate).
* The availability and condition of roads, trails, and likely position areas. This leads to the
coordination of movement and position areas with the operations staff.
* Ammunition consumption factors (type and quantity), pre-positioning requirements, and priority
of sustainment.
* The reliability and range of communications.
* EFSTs and purposes.
* The time required for positioning and technical preparation to engage targets.
* The time to be ready to support the operation.
Mission Analysis
3-57. Mission analysis by the FSCOORD and the FA staff starts parallel planning activities. Mission analysis
begins with a review of the commander's intent one and two levels higher and focuses on the rapid
development of the supported commanderβs IPOE; identification of specified, implied, and essential tasks to
include those for FA formations; an initial assessment of FS survivability and employment considerations;
and a restatement of the mission. By providing the most current running staff estimates after the first warning
order, FA CPs can assist in updating the supported HQ FS, graphics, facts and assumptions, and staff running
estimates. FA unit input includes but is not limited to analysis on enemy indirect fires systems and formations
through the reverse IPOE process and ammunition, positioning, and security requirements. |
3-09 | 77 | Fire Support and the Operations Process
3-58. A thorough mission analysis is crucial to planning. Mission analysis (see table 3-4) consists of the
tasks identified in ADP 5-0. Participation by FS personnel in the IPOE is critical to setting the conditions for
EFSTs and targeting decisions later in the MDMP.
Table 3-4. Fire support element during mission analysis
MDMP STEP 2: MISSION ANALYSIS
Staff Actions Key FSE Actions FSE Output
β’ Analyze the higher HQ plan β’ Understand next two higher β’ FS system status.
or order. HQ operations and fire β’ Specified targets from
β’ Perform IPOE. support plans. higher HQ FS IPOE.
β’ Determine specified, β’ Receive IPOE products and β’ FS asset range arc
provide FS input to IPOE
implied, and essential depictions.
including enemy courses of
tasks. β’ FS limitations and
action and high-value
β’ Review available assets constrains.
targets by phase or critical
and identify resource events from G-2 and β’ FS portion of the mission
shortfalls.
intelligence cell. analysis briefing.
β’ Determine constraints. β’ Conduct FS running β’ FS related input to the
β’ Identify critical facts and estimate; organize and commanderβs critical
develop assumptions. analyze facts. information requirements.
β’ Begin risk management. β’ Identify specified and β’ Initial FS rehearsal
β’ Develop initial implied tasks for FS. guidance and times.
commanderβs critical β’ Translate status of FS β’ Commanderβs approval of
information requirements assets and resources into initial EFSTs or
and essential elements of fire support capabilities, modification.
friendly information. limitations, and β’ Update FS input to the
vulnerabilities.
β’ Determine initial warning order after the
reconnaissance and β’ Analyze the effects of IPOE mission analysis brief.
surveillance on fire support. β’ FS input to commanderβs
synchronization tools. β’ Develop draft EFSTs with planning guidance.
β’ Determine initial task and purpose. β’ Updated FS-related
reconnaissance and β’ Identify long-lead time fire operational timeline.
surveillance plan.
support tasks.
β’ Initial high-payoff target list
β’ Update plan for the use of β’ Update the FS running
β’ Initial target lists / Target
available time.
estimate.
List Worksheet.
β’ Develop a proposed β’ Provide input for restated
problem statement.
mission, commanderβs
β’ Develop a proposed intent, guidance, and
mission statement. warning including:
β’ Present the mission β’ Desired effects from fire
analysis briefing. support.
β’ Develop and issue initial β’ Initial high-payoff targets
commanderβs intent. from among the high-value
targets.
β’ Develop and issue initial
planning guidance. β’ Attack guidance.
β’ Develop COA evaluation β’ Allocation/positioning of fire
criteria. support assets.
β’ Issue a warning order. β’ Sustainment and protection
for FS.
COA β course of action, EFST β essential fire support task, FS β fire support, FSE β fire support element, G-2 β assistant
chief of staff, intelligence, HQ β headquarters, IPOE β intelligence preparation of the operational environment, MDMP β
military decision-making process |
3-09 | 78 | Chapter 3
Mission Analysis Briefing
3-59. The mission analysis briefing informs the commander of the results of the staff's analysis of the
situation. It helps the commander understand, visualize, and describe the operation. Throughout the mission
analysis briefing, the commander, staff, and other unified action partners discuss the various facts and
assumptions about the situation. Staff officers present a summary of their running estimates from their
specific functional area and how their findings impact or are impacted by other areas. This helps the
commander and staff to focus on the interrelationships among the mission variables METT-TC (I) and to
develop a deeper understanding of the situation. The commander issues guidance to the staff for continued
planning based on situational understanding gained from the mission analysis briefing.
3-60. A comprehensive mission analysis briefing helps the commander, staff, subordinates, and other unified
action partners develop a shared understanding of the requirements of the upcoming operation. Time
permitting, the staff briefs the commander on its mission analysis using the following outline:
* Mission and commander's intent of the HQ two echelons up.
* Mission, commander's intent, and concept of operations of the HQ one echelon up.
* A proposed problem statement.
* A proposed mission statement.
* Review of the commander's initial guidance.
* Initial IPOE products, including civil considerations that impact the conduct of operations to
include:
ο§ Weather.
ο§ Satellite communication impacts.
* Specified, implied, and essential tasks.
* Pertinent facts and assumptions.
* Constraints.
* Forces available and resource shortfalls.
* Initial risk assessment.
* Initial EFSTs (task and purpose).
* Initial high-payoff target list.
* Proposed commander's critical information requirements and essential elements of friendly
information.
* Initial information collection plan.
* Recommended timeline.
* Recommended collaborative planning sessions.
* Proposed evaluation criteria.
3-61. During the mission analysis briefing or shortly thereafter, commanders approve the mission statement
and commander's critical information requirements. They then develop and issue their initial commander's
intent and planning guidance.
COMMANDER'S INTENT AND CONCEPT OF OPERATIONS
3-62. The commander's intent is a clear and concise expression of the purpose of the operation and the
desired objectives and military end state (JP 3-0). FS personnel at all echelons must thoroughly understand
the commander's intent and end state to design a FS and FA plan that best support the concept of operations
and rapidly and effectively adjust to exploit advantages that arise. For an example of commander's intent (see
table 3-5). |
3-09 | 79 | Fire Support and the Operations Process
Table 3-5. Nested Commandersβ intent examples at JFLCC and division levels
Joint Force Land Component Commander's Intent.
Purpose: Is to enable Atropian security and regional stability by defeating any ground forces Ariana employs to attack
Atropia.
Key Tasks:
Project combat power into Atropia and rapidly maneuver 23rd Armored Division east of the Agshu River.
Deny enemy seizure of the Atropian capital and critical oil sites; and reinforce the Atropian defenses of their capital.
Defeat enemy forces by synchronizing Joint Fires against Arianan forces in depth and destroying the 17th and 18th
DTGs, and the 21st Integrated Fires Command.
Protect long range fires platforms, WLRs, and attack aviation.
Endstate: Arianan aggression has been deterred or defeated and JFLCC forces restore the international border.
52nd Division Commander's Intent.
Purpose: The purpose of this operation is to enable partners, restore the sovereignty of Atropia, and defeat Arianan
aggression.
Key Tasks:
Tempo: Anticipate transitions to synchronize fires, maneuver, and sustainment to rapidly cross the Agshu River, seize
OBJ TEXAS, and destroy the 17th and 18th DTG.
Aggressive Reconnaissance: Employ heavy advanced guard to enable flexibility and mass combat power at the
decisive point.
Fires: Maneuver to emplace fires forward and leverage information collection to detect and destroy division HPTs.
Protection: Disciplined and consistent use of tactical dispersion, camouflage, entrenchment, active patrolling and
aggressive counter reconnaissance to protect the force.
Partnership: Partner with Atropian Security Forces to build the capacity for Atropia to exercise its authority within its
boundaries.
Endstate:
Friendly.
52nd ID has seized OBJ DAKOTA, COLORADO, and TEXAS allowing the re-establishment of the International Border,
creating a zone of separation.
52nd ID is partnered with Atropian forces securing major population centers and critical infrastructure.
Enemy.
17th and 18th DTGs destroyed and 19th DTG defeated. Remnants of OSC 2 have withdrawn from Atropia. 995th
Commando BDE (SPF) is neutralized within Atropian borders.
Terrain. A zone of separation between Ariana and Atropia is established.
Civilian.
Conditions are set for the Government of Atropia to exercise its authority within its boundaries.
DTG β division tactical group, HPT β high-payoff target, ID β infantry division,
JFLCC β joint force land component commander, OBJ β objective, OSC β operational strategic corps,
SPF β special forces, WLR β weapons locating radar
3-63. The concept of operations is a statement that directs the manner in which subordinate units cooperate
to accomplish the mission and establish the sequence of actions the force will use to achieve the end state
(ADP 5-0). The scheme of fires (see table 3-6 on page 3-24) is an integral part of the concept of operations.
It describes how to integrate and synchronize the use of FS lethal and nonlethal capabilities to create desired
effects and achieve the commanderβ objectives. |
3-09 | 80 | Chapter 3
Table 3-6. Description of scheme of fires
Annex D (Fires) Scheme of Fires. Describe how fires support the commanderβs intent and concept of operations to
establish the priorities of fires to units for each phase of the operation. The scheme of fires must be concise but
specific enough to clearly state what fires are to accomplish in the operation. The scheme of fires must answer the
βwho, what, when, where, and whyβ of the fires to be provided, but provide enough flexibility to allow subordinate
commanders to determine the βhowβ to the maximum extent possible by ensuring necessary procedural and positive
control. The scheme of fires may include a general narrative for the entire operation that should address the fire
support task and purpose, allocation of assets, positioning guidance for fire support assets and observers, and attack
guidance to include the entire scalable range of effects (lethal to nonlethal effects) to include restrictions. Add
subparagraphs addressing fire support tasks for each phase of the operation use the following format: task, purpose,
execution, and assessment in matrix form. Refer to the base plan or order and Annex C (Operations) as required. (FM
5-0)
Commander's Guidance for Fire Support
3-64. Commanders drive the operations process through understanding, visualizing, describing, directing,
leading, and assessing operations (ADP 5-0). The supported commander must provide clear and concise
guidance on effects expected from fires. Fire support personnel must thoroughly understand the commander's
intent, scheme of maneuver, and guidance for fire support. Commanders must ensure fire support personnel
understand the larger picture of the battle. It provides the staff and subordinate units with the general guidance
and restrictions for the employment of fires, desired effects and the planning and execution of targeting
functions. Commander's guidance for fire support must include the priority of fires. Priority of fires is the
commander's guidance to the staff, subordinate commanders, fires planners, and supporting agencies
to employ fires in accordance with the relative importance of a unit's mission. Mission orders for FA
units should include the supported commander's intent, concept of operations, and priority of fires, EFSTs,
and coordinating instructions.
3-65. The commander's guidance for FS describes the desired effects to be generated by FS attack/delivery
systems, both lethal and non-lethal. An effect is 1. The physical or behavioral state of a system that results
from an action, a set of actions, or another effect. 2. The result, outcome, or consequence of an action. 3. A
change to a condition, behavior, or degree of freedom (JP 3-0). Capabilities associated with one desired effect
may also contribute to other desired effects. For example, delay can result from disrupting, diverting, or
destroying enemy capabilities or targets.
3-66. The most important part of providing guidance for FS is that the FSCOORD and the commander have
a shared understanding of the commander's visualization and description of what FS must accomplish in
support of the concept of operations. Some common terms that commanders may use to describe the desired
effects when providing their guidance for FS are listed below and include:
* Deceive in military deception are actions executed to deliberately mislead adversary military,
paramilitary, or violent extremist organization decision makers, thereby causing the adversary to
take specific actions (or inactions) that will contribute to the accomplishment of the friendly
mission. FS supports tactical deception by misleading the enemy decision makers' understanding
of friendly intent. Tactical deception is a friendly activity that causes enemy commanders to take
action or cause inaction detrimental to their objectives (FM 3-90). This greatly improves the
chances the enemy will assume risks that can expose the enemy to the effects of friendly fires and
maneuver. For example, preparation fire of a false landing zone may contribute to the belief a
friendly attack is about to occur in one place when in fact it is about to occur in another. Deception
fires are best employed to reinforce the pre-conceived notion of the enemy commander.
Operations security is the foundation of deception. This includes the use of nets, camouflage,
communications, and noise and light discipline.
* Defeat is to render a force incapable of achieving its objectives (ADP 3-0). Defeat manifests itself
in some sort of physical action, such as mass surrenders, abandonment of positions, equipment
and supplies, or retrograde operations. A commander can create different effects against an enemy
to defeat that force. For example, a commander's employment of FA fires to attack an enemy force
may result in the enemy no longer having sufficient personnel, weapons systems, equipment, or
supplies to carry out its mission. Likewise, the delivery of massed, synchronized, and intense fires
can cause enemy personnel to lose the will to continue to fight. |
3-09 | 81 | Fire Support and the Operations Process
* Degrade is to reduce the effectiveness or efficiency of a threat. Strategic effect terms, the standard
dictionary definition applies.
* Delay is when a force under pressure trades space for time by slowing down the enemy's
momentum and inflicting maximum damage on enemy forces without becoming decisively
engaged (ADP 3-90). When enemy forces are delayed, friendly forces gain time. For delay to have
a major impact the enemy must face urgent movement requirements, or the delay must enhance
the effect(s) of friendly operations. When delayed enemy forces mass behind a damaged route
segment a more concentrated set of targets and a longer period of exposure to friendly fires results.
* Deny is task to hinder or prevent the enemy from using terrain, space, personnel, supplies, or
facilities (ATP 3-21.20). An example of deny is to destroy the threats communications equipment
as a means of denying his use of the EMS; however, the duration of denial will depend on the
enemy's ability to reconstitute. Denial operations are actions to hinder or deny the enemy the use
of terrain, supplies, or facilities (FM 3-90).
* Destroy is a tactical mission task that physically renders an enemy force combat-ineffective until
reconstituted (FM 3-90). Alternatively, to destroy a combat system is to damage it so badly that it
cannot perform any function or be restored to a usable condition without being entirely rebuilt.
* Destruction in the context of the computed effects of field artillery fires, destruction renders
a target out of action permanently, or ineffective for a long period of time, producing 30-
percent casualties or materiel damage.
* Destruction fire is an element of the method of engagement portion of the call for fire requesting
destruction fire; delivered for the sole purpose of destroying materiel (TC 3-09.81).
* Disrupt 1. A tactical mission task in which a unit upsets an enemyβs formation or tempo and causes
the enemy force to attack prematurely or in a piecemeal fashion. 2. An obstacle effect that focuses
fire planning and obstacle effort to cause the enemy to break up its formation and tempo, interrupt
its timetable, commit breaching assets prematurely, and attack in a piecemeal effort (FM 3-90).
* Diversion is the act of drawing the attention and forces of an enemy from the point of the
principal operation; an attack, alarm, or feint that diverts attention. Diversion causes enemy
forces to consume resources or capabilities critical to enemy operations in a way that is
advantageous to friendly operations. Diversions draw the attention of enemy forces away from
critical friendly operations and prevent enemy forces and their support resources from being
employed for their intended purpose. Diversions can also cause more circuitous routing along lines
of communication, resulting in delays for enemy forces. An option for FA employment in support
of a commander's diversion is to use high explosives (HE) fires to encourage an enemy to adopt a
different route.
* Interdiction is an action to divert, disrupt, delay, or destroy the enemy's military surface capability
before it can be used effectively against friendly forces or otherwise be used to achieve enemy
objectives (JP 3-03).
* Interdiction fires are employed to disrupt, delay, or destroy enemy forces. Interdiction fires
create windows for friendly unit movement and maneuver.
* Isolate is to separate a force from its sources of support in order to reduce its effectiveness and
increase its vulnerability to defeat (ADP 3-0).
* Neutralization in the context of the computed effects of field artillery fires renders a target
ineffective for a short period of time, producing 10-percent casualties or materiel damage.
* Neutralization fire is fire delivered to render the target ineffective or unusable.
* Neutralize is a tactical mission task in which a unit renders the enemy incapable of interfering
with an operation (FM 3-90). A tactical mission task that results in rendering enemy personnel or
materiel incapable of interfering with a particular operation (FM 3-90).
* Preparation fire is a brief, intense bombardment on selected targets or a prolonged effort
over time covering a large number of targets. Commanders must be clear on what they hope to
achieve by this sort of fire. The effectiveness of preparation fire varies with each situation; and its
feasibility depends on such factors as surprise, deployment, ammunition supply, and type of
weapons available. Preparation fire is planned by the commander planning the attack. Normally,
fire begins before H-hour and may extend beyond it. |
3-09 | 82 | Chapter 3
* Counterpreparation fire is the intensive prearranged fire delivered when the imminence of
the enemy attack is discovered. It is designed to break up enemy formations; disorganize the
enemy's system of command, communications, and observation; decrease effectiveness of artillery
preparation; and impair the enemy's offensive spirit.
* Suppress is a tactical mission task in which a unit temporarily degrades a force or weapon system
from accomplishing its mission (FM 3-90).
* Suppression in the context of the computed effects of field artillery fires, renders a target
ineffective for a short period of time producing at least 3-percent casualties or materiel
damage.
* Suppressive fire are fires on or about a weapons system to degrade its performance below
the level needed to fulfill its mission objectives during the conduct of the fires.
* Counterbattery fire is fire delivered for the purpose of destroying or neutralizing indirect fire
weapon systems.
* Harassing fire an unpredictable and intermittent fire designated to disturb enemy troops not
physically engaged in combat with the intent to curtail movement, readiness, ability to fight,
and lower morale.
3-67. The commander can also provide targeting restrictions as part of his guidance for FS support. Targeting
restrictions fall into two categories-the no-strike list and the restricted target list:
* No-Strike List is a list of objects or entities characterized as protected from the effects of military
operations under international law and/or rules of engagement (JP 3-60). The no-strike list is not
a target list. Deliberately engaging or not taking sufficient precaution to avoid these objects or
entities may violate the law of war.
* Restricted target list is a list of restricted targets nominated by elements of the joint force and
approved by the joint force commander or directed by higher authorities (JP 3-60). A restricted
target list is a list of valid military targets that could be on the joint integrated prioritized target list
that have restrictions placed upon their engagement by the JFC or directed by higher authorities.
(for more information see JP 3-60). Examples of possible restrictions are:
ο§ Limit collateral damage by a defined amount and do not strike during daytime.
ο§ Strike only with a certain weapon.
COURSE OF ACTION DEVELOPMENT
3-68. Simultaneously with the supported staff, fire support planners develop a fire support execution matrix
in conjunction with the MDMP COA development, and HPT refinement (see table 3-7) for general
considerations during COA Development). FS planners develop EFSTs based on identified HPTs and
commandersβ guidance. The HPTL, target selection standards, and AGM are developed to ensure each EFST
is adequately addressed. Once EFSTs are completed a FS execution matrix is finalized to create the FS plan.
FA planners develop a FA support plan as an annex to the FS plan. |
3-09 | 83 | Fire Support and the Operations Process
Table 3-7. Fire support element during course of action development
MDMP STEP 3: COURSE OF ACTION DEVELOPMENT
Staff Actions Key FSE Actions FSE Output
β’ Assess relative combat β’ Assist G-2 and intelligence cell in β’ For each COA developed includeβ
power. conjunction with the G-3 in β’ Scheme of fires.
β’ Generate options. d coe lv lee clo tip oi nn g p lt ah ne ain nf do r im tsa st uio pn port for β’ Initial FSCMs.
β’ Array forces. targeting. β’ Draft high-payoff target list.
β’ Develop a broad concept. β’ Determine where to find and attack β’ Target list worksheet. (digital or manual)
β’ Assign HQ. adversary or enemy fire support β’ Draft FS execution matrix.
formations.
β’ Develop COA statements and β’ Target list/overlay.
sketches. β’ Identify high-payoff target in those
formations. β’ Draft observer and TA plan.
β’ Conduct a COA briefing.
β’ Refine EFSTs. β’ Draft targeting synchronization matrix or
β’ Select or modify courses of
modified (high-payoff target list, target
action for continued analysis. β’ Plan assessment for EFSTs,
selection.
including measures of performance
and measures of effectiveness. β’ Target selection standards and attack
Quantify the execution for EFSTs. guidance matrix).
β’ Analyze relative fires combat β’ Draft FS input to the unit airspace plan.
power. β’ Draft risk management plan.
β’ Ensure staff considers all fire β’ FS-related portions of reconnaissance
support aspects of combat power. and surveillance plan.
β’ Develop scheme of fires for each β’ Initial EFSTs and associated measures
COA and assess risk, including of performance and measures of
fratricide. effectiveness.
β’ Nominate high-payoff targets for β’ Refined asset locations.
each COA.
β’ Refined FSCMs.
β’ Integrate CEMA and other nonlethal
input. β’ Draft Annex D, Fires.
β’ Array FS assets/resources needed ο§ Begin request of assets for
to support each COA and propose reconnaissance and surveillance,
generic FS organization for combat. CAS, nonlethal effects to include
Identify planned attack locations cyber electromagnetic activities.
and sequence of attacks: ο§ Determine radar positioning and
β’ Allocate assets to acquire targets. sector search for all radars.
β’ Allocate assets to attack targets. ο§ Determine radar maintenance and
cueing schedule.
β’ Apportion force protection for FS
assets.
β’ Ensure FS is integrated with
movement and maneuver and other
warfighting functions.
ο§ Integrate triggers with
maneuver COA.
ο§ Prepare scheme of fires for
each COA and sketch for
each COA.
β’ Develop FSCMs.
CAS β close air support, CEMA β cyberspace electromagnetic activities, COA β course of action, EFST β essential fire
support task, FS β fire support, FSCM β fire support coordination measure, FSE β fire support element, G-2 β assistant
chief of staff, intelligence, G-3 β assistant chief of staff, operations, MDMP β military decision-making process, TA β target
acquisition
Developing Essential Fire Support Tasks
3-69. The purpose of the EFSTs are to ensure that the supported commander's guidance for fires is
accomplished. The audience for EFSTs is the supported commander and staff. The EFSTs let the commander
know that fires personnel understand and have specific tasks that accomplish the intent for fires. EFSTs drive
the development of Annex D. The task describes what effects (for example, delay, disrupt, divert or destroy)
fires must create on a target. The purpose describes why the task contributes to commander's objective. The |
3-09 | 84 | Chapter 3
effect quantifies successful accomplishment of the task. Once EFSTs are determined the FSCOORD directs
the development of EFATs. For more information on the development of EFSTs and EFATs see annex A.
Force Protection
3-70. The MDMP is the initial point to apportion force protection assets for FS assets. This will allow the
entire staff to be involved in how it affects the mission. When possible, units should standardize force
protection packages for planning purposes. Additionally, these attachments must be listed in coordinating
instructions and specific tasks to subordinate units, not simply Annex D, for clarity and adherence to
survivability standards. Table 3-8 is an example of force protection package minimums:
Table 3-8. Example of minimum force protection package for FA systems
Equipment Force Protection Requirement
Weapons locating radar section 1 infantry squad or military police section (with
transportation).
MLRS/HIMARS battalion 1 mechanized infantry platoon per battalion
Ammunition cache 1 infantry squad or military police section (with
transportation).
HIMARS β High Mobility Artillery Rocket System, MLRS β multiple launch rocket system
Determine Evaluation Criteria
3-71. Before beginning the war game, FS planners develop evaluation criteria to measure the effectiveness
and efficiency of the FS contributions for each COA. They use these to compare courses of action during
COA comparison. These criteria are listed in the FS running estimate and become the outline for the COA
analysis subparagraphs. The FSCOORD and FSE planning personnel develop the criteria for evaluating the
effects of fires by using fires-specific criteria that allow them to explain the FS related advantages and
disadvantages of each COA. Evaluation criteria that may help discriminate among various courses of action
may include:
* Lead time required for implementing EFSTs.
* The number of decision points that require FS.
* The cost of fires versus the expected benefits.
* The risk to friendly assets posed by enemy fires.
COURSE OF ACTION ANALYSIS
3-72. COA analysis or war gaming (see table 3-9) identifies which COA accomplishes the mission with
minimum risk of casualties while positioning to retain the initiative. The war game provides detail and
refinement, validates capabilities, and synchronizes the FS plan. During war gaming and COA comparison
the FSCOORD and DFSCOORD must understand and be able to brief the commander on the strengths and
weaknesses of each COA from a fire support perspective. |
3-09 | 85 | Fire Support and the Operations Process
Table 3-9. Analysis of course of action (wargame)
MDMP STEP 4: COURSE OF ACTION ANALYSIS AND WARGAMING
Staff Actions Key FSE Actions FSE Output
β’ Gather the tools. β’ Gather FS running estimate, FS β’ Refined scheme of fires.
β’ List all friendly forces. portions of event templates, β’ Refined draft Annex D (FIRES)
target value analysis results. See
β’ List assumptions. FM 3-60. and appendices.
β’ List known critical events and β’ Confirm fire support assets for all β’ Refined draft fire support
execution matrix.
decision points. courses of action.
β’ Select the wargaming method. β’ Validate FS relevant facts and β’ Refined draft target list
worksheet (automated or
β’ Select a technique to record and assumptions. manual) and target overlay.
display results. β’ Validate/refine EFSTs and the β’ Refined draft targeting
β’ Wargame the operation and FA contribution to EFSTs. synchronization matrix or
assess the results. β’ Validate/refine evaluation criteria modified targeting
β’ Conduct a war-game briefing to measure the effectiveness of synchronization matrix (high-
(optional). the FS contributions for each payoff target list, target selection
COA. standards, attack guidance
β’ Validate/refine fire support matrix).
execution matrix for each COA. β’ Refined draft FSCMs.
β’ Provide likely adversary FS β’ Refined draft NAI and TAIs.
actions to the G-2; determine
where to find and attack enemy
fire support capabilities.
β’ Ensure FS is integrated into the
commanderβs emerging concept
of operations throughout the war
game.
β’ Formulate a list of advantages
and disadvantages of each COA
from fire support perspective.
β’ Identify synchronization
requirements including
modifications to FS coordination
and airspace coordinating
measures.
β’ Identify decision points, named
areas of interest, decisive terrain
and additional critical events and
how these may influence
positioning or posturing of FS
assets.
β’ Refine high-value targets, high-
payoff targets, the FS portion of
event templates, and develop a
draft high-payoff target list, target
selection standards and attack
guidance matrix.
β’ Integrate nonlethal effects to
include CEMA into these
targeting products.
β’ Provide recommendations for
the commanderβs attack
guidance.
β’ Actively participate in all phases
of wargaming.
CEMA β cyberspace electromagnetic activities, COA β course of action, EFST β essential fire support task,
FA β field artillery, FS β fire support, FSCM β fire support coordination measure, FSE β fire support element,
G-2 β assistant chief of staff, intelligence, MDMP β military decision-making process, NAI β named area of interest,
TAI β target area of interest |
3-09 | 86 | Chapter 3
COURSE OF ACTION COMPARISON
3-73. During COA comparison (see table 3-10), the corps/division staff compares feasible courses of action
to identify the one with the highest probability of success against the most likely enemy COA and the most
dangerous enemy COA. The staff evaluates the advantages and disadvantages of each 12 and presents their
findings. The staff outlines each COA in terms of the evaluation criteria established before war gaming and
identifies the advantages and disadvantages of each with respect to the others. The FS staff records this
analysis in paragraph three of the FS running estimate.
3-74. After the analysis, the G-3, G-2, and the FSCOORD compares strengths and weaknesses, highlights
advantages and disadvantages from the perspective of the fires warfighting function and other warfighting
functions. The staff assess risks and determine which COA promises to be most successful.
Table 3-10. Course of action comparison
MDMP STEP 5: COURSE OF ACTION COMPARISON
Staff Actions Key FSE Actions FSE Output
β’ Conduct advantages and β’ Participate with staff in β’ Final drafts of the:
disadvantages analysis. comparing strengths, β’ Scheme of fires.
β’ Compare courses of action. w die sa ak dn ve as ns tae gs e, sa d ov f a Fn Sta fg oe r s e, a a cn hd β’ Annex D (FIRES) and
β’ Conduct a COA decision COA. appendices.
briefing. β’ Update FS and information- β’ FSEM
related capabilities estimates. β’ Target list worksheet.
β’ Brief results of FS analysis β’ Target overlay
including best COA from FS
β’ Observer plan
perspective.
β’ TSM or modified (HPTL, TSS,
β’ Refine fires paragraphs and
and AGM).
annexes to include EFSTs,
FSEM, target list and overlay, β’ FSEMs
TSM or modified FS products β’ NAIs and TAIs.
(HPTL, TSS, AGM).
β’ Airspace requirements and
β’ Integrate information collection
associated recommended
capabilities and CEMA input into ACMs.
targeting products.
β’ Provide inputs to the information
collection plan.
β’ Update FS running estimate.
β’ FSCOORD briefs FS plan for
each COA.
ACM β airspace coordinating measure, AGM β attack guidance matrix, CEMA β cyberspace electromagnetic activities,
COA β course of action, EFST β essential fire support task, FS β fire support, FSE β fire support element,
FSCM β fire support coordination measure, FSCOORD β fire support coordinator, FSEM β fire support execution matrix,
HPTL β high-payoff target list, MDMP β military decision-making process, NAI β named area of interest,
TAI β target area of interest, TSM β target synchronization matrix, TSS β target selection standards
COURSE OF ACTION APPROVAL
3-75. The inputs to COA approval and the following step, orders production, are the outputs of COA analysis
and comparison. After completing the COA comparison, the corps/division staff identifies its preferred COA
(see table 3-11) and recommends it to commander. The FSCOORD translates the recommended COA into a
FS recommendation for approval by the commander. The commander approves a COA (as presented, or with
any directed modifications). It is a summary of the concept of operations, the scheme of fires, and associated
EFSTs including:
* Priority of fires.
* Allocation of FS resources.
* FA organization for combat.
* Command and support relationships.
* Final HPTL, target selection standards, AGM, or if used the target synchronization matrix. |
3-09 | 87 | Fire Support and the Operations Process
Table 3-11. Course of action approval
MDMP STEP 6: COURSE OF ACTION APPROVAL
Staff Actions Key FSE Actions FSE Output
β’ Recommends a COA, usually β’ Assess implications and take β’ For the approved COA:
in a decision briefing. actions as necessary to finalize β’ Refined scheme of fires.
β’ The commander decides which s ine cle luc dt ie nd g s ac th tee nm de a no tf Hfi Pre Ts L, β’ Refined Annex D (FIRES) and
COA to approve.
TSS, and AGM. appendices.
β’ The commander issues final β’ Integrated information β’ FSEM.
planning guidance.
collection capabilities and β’ Target list worksheet.
β’ Issues warning order to CEMA input into these
subordinate HQ. targeting products. β’ Target overlay.
β’ Observer plan.
β’ Participates in COA approval
briefing. β’ TSM or modified (HPTL, TSS,
and AGM).
β’ Include scheme of fires and
EFSTs. β’ FSEMs.
β’ The FSCOORD assists the β’ NAIs and TAIs.
commander in the β’ Airspace requirements and
development of the refined associated recommended
commanderβs intent and ACMs.
planning guidance.
β’ Prepare FS portions of warning
order including changes to
CCIR, risk guidance, time
sensitive reconnaissance tasks
and EFSTs requiring early
initiation.
β’ Prepare tentative FS portions
of OPORD.
β’ Participate in rehearsals.
ACM β airspace coordinating measure, AGM β attack guidance matrix,
CCIR β commanderβs critical information requirements, CEMA β cyberspace electromagnetic activities,
COA β course of action, EFST β essential fire support task, FS β fire support, FSCM βfire support coordination measures,
FSCOORD β fire support coordinator, FSE β fire support element, FSEMs β fire support execution matrix,
HPTL β high-payoff target list, MDMP β military decision-making process, NAI β named area of interest,
OPORD β operation order, TAI β target area of interest, TSM β target synchronization matrix,
TSS β target selection standards
3-76. During the staff's COA approval briefing to the corps/division commander, the FSCOORD briefs the
scheme of fires as a part of each COA brief. The level of detail for this brief, including the portion briefed by
the FSCOORD varies depending on the commander's level of participation in the war game and any specific
briefing requirements that FSCOORD has issued. Normally, the FSCOORD covers the key details of the
OPORD scheme of fires subparagraph 3e, emphasizing each EFST and any critical FS restrictions,
limitations, or considerations pertinent to that COA. The FSE generally provide a sketch, map overlay, or
terrain model to help convey details of the FS plan more clearly. If the FSCOORD perceives the need, they
may request for additions or changes to the commander's intent or guidance for FS.
3-77. Once a COA is approved, the commander may refine the commander's intent and issue additional
planning guidance. The FSCOORD and FSE prepare the FS portions of the order and participate in the
required back-briefs and rehearsals. The warning order issued after COA approval contains information that
executing units require to complete planning and preparation. Possible fires input to this warning order
includes:
* FS contributions to the commander's intent or concept of operations.
* Changes to the commander's critical information requirements.
* Additional or modified risk guidance.
* Time-sensitive reconnaissance tasks and EFSTs requiring early initiation. |
3-09 | 88 | Chapter 3
DEVELOP THE FIRE SUPPORT PLAN AND ORDERS PRODUCTION
3-78. A fire support plan is a plan that addresses each means of fire support available and describes
how Army indirect fires, joint fire support, and target acquisition are integrated into operations to
facilitate success. An effective fire support plan clearly defines FS requirements and focuses on
accomplishing the commander's EFSTs. The fire support plan is an integral part of the OPLAN or OPORD
(see table 3-12) and is normally comprised of the fires paragraph in the OPLAN or OPORD and Annex D,
FIRES (if used), and its associated appendices, tabs, or enclosures. The FS Plan reflects a detailed
understanding of the commander's intent. The FS Plan also requires the expertise necessary to assemble, to
coordinate, and to direct appropriate information collection, TA, and attack/delivery systems toward a
common objective. Preparation for and execution of the plan also includes the responsibility for both
technical and tactical rehearsals. The fire support plan is refined at the lowest level utilizing top-down
planning and bottom-up refinement.
Table 3-12. Orders production
MDMP STEP 7: ORDERS PRODUCTION
Staff Actions Key FSE Actions FSE Output
β’ Refines approved course β’ Expand scheme of fires into full β’ Warning order to subordinate
action into clear concise FS plan, reflecting current and supporting FS assets.
concept of operations and events, guidance and β’ Scheme of fires subparagraph
required supporting capabilities.
3e to OPORD.
information. β’ Confirm specific command and β’ Annex D (FIRES) to division
β’ Develops OPORD. support relationships.
OPORD.
β’ Implements risk controls by β’ FA tactical mission β’ FSEM.
coordinating and integrating assignments.
them into appropriate β’ HPTL, TSS, AGM, and target β’ EFSTs.
paragraphs and graphics of the synchronization matrix. β’ FS back brief.
order.
β’ Integrate information related β’ Manage refinement.
β’ The commander reviews and
activities and CEMA input into β’ Conduct FS rehearsal.
approves order.
the targeting products.
β’ Commander briefs subordinate β’ Information collection
commanders and staffs and
requirements.
conducts confirmation
briefings. β’ Assessment requirements.
β’ Implement hazard controls. β’ Assist subordinate staff/units
with planning and coordination.
β’ Present FS portions of OPLAN
or OPORD briefing, including
EFSTs.
AGM β attack guidance matrix, CEMA β cyberspace electromagnetic activities, EFST β essential fire support task, FA β
field artillery, FS β fire support, FSE β fire support element, FSEM β fire support execution matrix, HPTL β high-payoff
target list, MDMP β military decision-making process, OPORD β operation order, TSS β target selection standards
SECTION III β FIRE SUPPORT PREPARATION
3-79. Fire support preparation facilitates and sustains transitions, including those to branches and sequels.
Preparation requires action by fire support personnel at every echelon. Preparation consists of those activities
performed by units and Soldiers to improve their ability to execute an operation (ADP 5-0). Preparation
creates conditions that improve friendly forces' opportunities for success. It requires commander, staff, unit,
and Soldier actions to ensure the force is trained, equipped, and ready to execute operations. Preparation
activities help commanders, staffs, and Soldiers understand a situation and their roles in upcoming operations.
Mission success depends as much on fire support preparation as on fire support planning and coordination.
REHEARSALS
3-80. Rehearsals allow leaders and their Soldiers to practice key aspects of the concept of operations. These
actions help Soldiers orient themselves to their environment and other units before executing the operation.
Rehearsals help Soldiers build a lasting mental picture of the sequence of key actions within the operation. |
3-09 | 89 | Fire Support and the Operations Process
A rehearsal is an effective organizational tool in gaining support, improving strategic and operational
understanding, and fostering mutual trust within a commander's sphere of control. The commander and staff
are able to visualize the terrain, and enemy and friendly units arranged by military action in time, space, and
purpose. For more information on rehearsals see FM 6-0.
3-81. Each rehearsal type achieves a different result and has a specific place in the preparation timeline.
Once a rehearsal is complete subordinate leaders must backbrief the commander. The four types of rehearsals
are the:
* Combined arms rehearsal.
* Support rehearsal.
* Battle drill or SOP rehearsal.
* Conduct CP displacement rehearsals.
3-82. Fire support personnel are involved in every type of rehearsal. Multiple rehearsals ensure that
maximum integration and synchronization in supporting the scheme of maneuver with fires. When time is
limited, the number and scope of rehearsals are reduced. In these cases, rehearsals may focus on EFSTs or
aspects of the supported commanderβs plan and the associated FS plan. The FS rehearsal, in coordination
with the FA technical rehearsal, should be conducted prior to the combined arms rehearsal and if possible,
include members of the operations and intelligence staff and other members of the targeting team.
3-83. Rehearsals are based on a completed OPORD. Units may rehearse a contingency plan to prepare for
an anticipated deployment. The rehearsal is a coordination event, not an analysis. It does not replace war-
gaming. Commanders avoid making major changes to OPORDs during rehearsals. They make only those
changes essential to mission success and risk mitigation. Risk management is the process to identify, assess,
and mitigate risks and make decisions that balance risk cost with mission benefits (JP 3-0). For more
information on risk management see ATP 5-19.
BACKBRIEF
3-84. A backbrief is a briefing by subordinates to the commander to review how subordinates intend to
accomplish their mission (FM 6-0). These briefs allow commanders to clarify the commander's intent early
in subordinate planning. Commanders use the backbrief to identify any problems in the concept of operations
and to increase understanding and synchronization through the passage of information. At a minimum the
FSCOORD should cover the following items during the backbrief:
* Commander's guidance for fires.
* Initial scheme of fires.
* Priorities of fires by phase.
* HPTs.
* Initial FSCM recommendations.
* Command and support relationship recommendations.
3-85. Backbriefs should not be confused with confirmation briefs that commanders use immediately after
issuing a plan to determine how well a subordinate commander understands the mission, task, and/or
directive. It differs from a confirmation brief in that leaders are given time to complete their plan rather than
briefing the commander immediately following receipt of an order. Typically, the confirmation brief occurs
at the conclusion of the orders or OPLAN brief when all subordinate commanders are available. The
commander adjourns the session only when they are confident their subordinates understand their mission,
and assigned task and purpose, the commander's intent and the higher commander's intent, the concept of
operation, scheme of maneuver, priorities, the time plan, and type and location of rehearsals.
COMBINED ARMS REHEARSAL
3-86. The combined arms rehearsals are conducted from corps to BN echelon. The fire support plan must be
integrated into the combined arms rehearsal. Key fire support personnel representing or supporting the fire
support system at the combined arms include the FSCOORD, DFSCOORD, DIVARTY or FAB FSE, JAGIC
personnel, BCT FSOs (as available), air defense airspace management and brigade aviation element, ALO, |
3-09 | 90 | Chapter 3
staff weather officer, subordinate and supporting unit FSE representatives, SOF representative, targeting
officers, chief of staff, FAB and DIVARTY S-2s, S-3s, S-4s, S-6s. Assigned and attached combined arms
units that comprise or support the command will participate when possible. Normally, the chief of staff directs
the rehearsal using a synchronization matrix or execution checklist; the FSCOORD or DFSCOORD, should
use the fire support execution matrix.
3-87. Usually, the combined arms rehearsal takes place after the Joint Targeting Cycle and Army Targeting
Process have commenced. Much of the FS Plan for the operation will be refined based on the ongoing
Targeting Cycle to include HPTs, TAIs, ISR plan and allocation, AI nominations, CAS allocations, Priorities
of Fire, FSCMS ACMs, and overall scheme of fires.
3-88. For each phase or time period discussed at the combined arms rehearsal, the FSCOORD should ensure
the following are integrated:
* EFSTs.
* HPTs and TAIs.
* Trigger points for each target and the target engagement criteria.
* Target Acquisition resources and allocation for each HPT/TAI.
* Communications plan for each TA resource.
* Attack guidance, such as unit(s) to fire, shell and fuze combination, and number of volleys,
specified for each target.
* Alternate method of attack when GPS enabled weapons are primary and the area becomes denied,
degraded, and disrupted.
* FSCMs and ACMs including triggers for moving FSCMs.
* Priorities of fire.
* Fire support attack/delivery systems (lethal and nonlethal) available and allocated for each
HPT/TAI.
* Rear Area FS plan.
* CAS, AI, and SCAR apportionment, allocation, and request processes.
FIRE SUPPORT REHEARSAL
3-89. The FS rehearsal is a support rehearsal. It should occur before the combined arms rehearsal and ensure
the integration and synchronization of the fire support effort with the information collection plan, unit
airspace plan, and the supported commanderβs plan. As with the combined arms rehearsal, the FS rehearsal
likely occurs after the initiation of the targeting process. Fire support rehearsals are more detailed than the
combined arms rehearsal and serve to refine the fire support plan and fire support execution matrix with the
supported unit and prove the feasibility of executing EFSTs. If it is held before the combined arms rehearsal,
changes from the combined arms rehearsal may require a second FS rehearsal. A fire support rehearsal may
include all key supported and fire support personnel involved in planning and executing the fire support plan,
to include the supporting FA unit CPs, the corps or division commander or his deputies, FSCOORD,
DFSCOORD, JAGIC personnel, chief of staff, the G-3, the G-2, the G-4, the G-6, staff judge advocate (SJA),
targeting officer, ALO, TACP representative, the FAIO, and liaison officers. There is also a requirement for
SOF representation, FSOs, and unified action partners as necessary. For more information on FS rehearsals
see FM 6-0, ATP 3-09.23, ATP 3-09.42, and ATP 3-09.90.
3-90. The FSCOORD ensures the following are discussed during the FS rehearsal:
* A clear understanding of the supported commander's intent and guidance for FS.
* Establishment of TAIs, NAIs, and HPTs that allow for targeting against specific enemy formations
in accordance with the commander's targeting guidance (information collection plan).
* Airspace integration requirements such as ACMs affecting fires, ensuring FSCMs are added to the
unit airspace plan, clearance of fires procedures above and below the coordinating altitude.
* Allocated primary and alternate TA and FS attack and delivery capabilities for each TA.
* A clear understanding of the scheme of fires.
* A clear understanding of the ROE and procedures for clearing fires. |
3-09 | 91 | Fire Support and the Operations Process
* PACE plan.
* Alternate attack systems to be used in the engagement of specific targets.
* Positioning of munitions, observers, and weapon systems.
* Execution of EFSTs.
* Fire support execution matrix.
* Practicality and functionality of FSCMs.
* Purpose and triggers of FSCMs.
* Clear understanding of attack guidance matrix and target selection standards.
* Priority of fires.
* FS procedures in the rear area.
FIELD ARTILLERY TACTICAL REHEARSALS
3-91. FA tactical rehearsals are support rehearsals that ensure the FA unit OPLAN or OPORD properly plan
and synchronize FA tactical fire control. An FA tactical rehearsal may include the FSCOORD/FA
Commander, supporting and subordinate firing unit commanders (and staffs), FSOs, key firing unit staff to
include the S-2, S-3, S-4, S-6, SJA, Fire Control and Fire Direction personnel, select observers, and the radar
platoon leader. These personnel must be thoroughly familiar with clearance of fires procedures, restrictive
and permissive FSCMs, FA target lists and schedules, trigger points and events, movement and displacement
plans, combat service support provisions, and C2, and communications handover requirements. The FA
Commander also ensures the following are discussed during the FA tactical rehearsal:
* Scheme of maneuver, friendly, and enemy actions that initiate each phase.
* Enemy situation.
* Concept of operations.
* Commander's guidance for fires.
* EFSTs.
* FA organization for combat and command and support relationships.
* Required supply rate and CSR implications.
* Tactical execution of FA essential tasks, the FA support matrix, schedules of fires, and schedules
of targets - primary and backup methods.
* Tactical fire control and mission routing procedures.
* Clearance of fires requirements and procedures.
* Commander's attack criteria and priority of fires considerations.
* Effectiveness of FA movement and positioning plans, primary and alternate, for firing, control,
and sustainment elements.
* Targeting, counterfire, and suppression enemy air defense (SEAD) operations.
* WLR positions and zones.
* Mutual support and continuity operations.
* Communications requirements - use and positioning of retransmission equipment, use of voice
versus digital. Utilizing a PACE plan.
* Survey requirements.
* Timing and synchronization of FA efforts with maneuver, maritime, space, cyberspace, and
airspace operations.
* Clear understanding of ROE and procedures for clearing fires.
* MET requirements.
* Resupply triggers, especially for low-density munitions.
* CBRN decontamination operations.
* Protection requirements for FA units (infantry, ADA, engineer, military police).
* Ensure protection battle drills are developed and rehearsed to account for reaction to enemy air,
ground, CBRN, indirect fire, jamming, or CEMA attacks. |
3-09 | 92 | Chapter 3
* Reconstitution procedures.
FIELD ARTILLERY TECHNICAL REHEARSALS
3-92. FA technical rehearsals are support rehearsals that ensure the supported higher HQ' fire support plan
will be executed by the FSEs, fire control elements, the JAGIC, and subordinate FA unit's OPLAN or
OPORD properly addresses FA technical fire direction and exercise the technical fire direction process. It is
a network rehearsal technique. FA technical rehearsals focus include:
* Technical execution of FA essential tasks and the FA support matrix - digital links and primary
and backup methods. Integration of voice and digital operations. Rehearsal of backups includes
evaluation of reactions to catastrophic loss of digital or voice capability.
* Integration of tactical and technical fire control processes and computation of firing solutions, to
include the communication and interaction among the FSEs, fire direction, and firing elements.
* Identification of technical fire direction issues - site to crest, high-angle fire, minimum safe
distance, target, ammunition, range, FSCM and ACM conflicts.
* Digital database verification - setup, communications, positions, FSCMs, ACMs, target and attack
guidance, mission routing and intervention points, target list, and scheduling data.
* Digital continuity of operations - actions for minor and catastrophic failure.
* Digital interface requirements -fire direction system, digital version differences, and any other
digital systems, including Air Force, Navy, Marine, and multinational unified action partners.
* Technical rehearsal of the echelons above brigade TA capability sensor-to-shooter links.
3-93. Safeguards must be taken to prevent live rounds from being fired at technical rehearsal targets while
maintaining the capability to react to real threats. Units must retain the ability to terminate or postpone
rehearsals instantly when an actual fire mission needs to be processed.
FIRE SUPPORT BATTLE DRILL OR STANDARD OPERATING PROCEDURES REHEARSALS
3-94. FS related battle drills or SOPs should be rehearsed either independent from the above rehearsals or
preferably, integrated as vignettes into the combined arms rehearsal and FS Rehearsal. Examples include:
* Clearance of fires (air and ground).
* Cross boundary fires.
* Unplanned SCAR procedures and coordinated attack see ATP 3-60.2.
* Counterfire.
* FSCM movement triggers.
* Reconstitution operations.
SECTION IV β FIRE SUPPORT EXECUTION
3-95. FS execution begins when the supported commander issues the execute order for the operation to
commence and continues until the operation is terminated or the mission is accomplished. FSCOORDs and
their staffs simultaneously support the supported commander's plan while continuing the planning process
for subsequent operations.
PRINCIPLES OF FIRE SUPPORT EXECUTION
3-96. The FSCOORD uses the principles of FS execution to anticipate the dynamics of large-scale combat
operations, maintain situational awareness of the OE, and leverage interoperable FS C2 systems and
attack/delivery capabilities. FS planners utilize the memory aid AWIFM-N to remember the FS execution
principles and communicate their status to the supported commander:
* Adequate Fire Support for the Committed Units. FS personnel use the allocation of CAS, attack
aviation and nonlethal capabilities to ensure adequate FS for committed units. Adequate Fire
Support for the Committed Units. FS personnel make use of available FA assets and the allocation
of CAS, attack aviation, and nonlethal capabilities to ensure adequate FS for committed units. In |
3-09 | 93 | Fire Support and the Operations Process
large-scale combat operations, the minimum adequate FA support for committed units is normally
one FA BN for each committed brigade.
* Weight to the main effort. The main effort is a designated subordinate unit whose mission at a
given point in time is most critical to overall mission success (ADP 3-0). The purpose for
weighting the main effort is to concentrate the effects of combat power at the most advantageous
place and time. The main effort can be weighted in a variety of ways. The main effort or the
decisive operation can be weighted in a variety of ways with FS:
ο§ Allocation of additional lethal and nonlethal FS attack/delivery systems.
ο§ Command and support relationships designated to expedite execution of attack.
ο§ Ammunition allocation.
ο§ Focused TA assets.
ο§ Priorities of fires.
* Immediately available fire support for the commander to influence the operation. This can be
accomplished through proper allocation of CAS, armed UAS, and attack aviation retained by the
appropriate commander. Sufficient FS resources to include FA are normally retained under
centralized control to concentrate fires at the decisive place and time. Establish FA support
relationships of GS and GSR (discussed in Chapter 4) to enhance flexibility and facilitate the
ability to provide immediately responsive fires. The supported commander lifts or shifts the
priority of fires to exploit opportunities as they are presented. This is essential to ensure success
in the face of unforeseen events.
* Facilitate future operations. To ensure smooth transition from one phase of an operation to another
during execution and planning. This principle can be implemented through the assignment of
command and support relationships, positioning of artillery, positioning of ammunition, and
positioning of TA assets. The assignment of an on-order mission or command and support
relationship allows a unit to anticipate FS attack/delivery system support need in a future situation.
Applying limitations on ammunition expenditure in an earlier phase of an operation in order to
support the future main effort is another way of facilitating future operations.
* Maximum feasible centralized control. The optimum degree of centralized control varies with
each tactical situation. A higher degree of centralized control may be appropriate in a defensive
situation, since the enemy has the initiative, and it is difficult to accurately predict where and when
they will attack. The FSCOORD must anticipate and plan for the transition to offensive operations
for a lesser degree of centralized control because the supported force has the initiative.
* Never leave artillery in reserve. In large-scale combat operations, commanders (advised by their
FSCOORDs) ensure FA units (MLRS, HIMARS, and cannons) always remain in the fight. This
is accomplished by continuously adapting command and support relationships and also by
continuously repositioning fires capabilities to create desired effects. Refer to the principle of
"facilitate future operations" when applying this execution principle.
INTEGRATION OF FIRE SUPPORT AND AIRSPACE
CONTROL/MANAGEMENT DURING EXECUTION
3-97. Airspace control is the exercise of delegated authority over designated airspace and users through
control procedures and coordination measures to maximize operational effectiveness (JP 3-52). Airspace
control relies upon airspace management capabilities provided by airspace control elements. Plans and
procedures that support airspace control and airspace management activities are addressed throughout the
operations process and are approved by the JFC or the designated airspace control authority. An airspace
control system that promotes decentralized execution by utilizing the capabilities of airspace control elements
in assigned sectors improves responsiveness and flexibility to rapidly execute fire missions and coordinate
airspace users' activities inside a manageable volume of airspace.
3-98. Clearance of fires during current operations are streamlined when ground force commanders properly
plan for airspace use and implement the JAGIC TTP. The JAGIC is recognized by the joint force as an
airspace control element of the airspace control system with delegated decentralized execution authority
inside an assigned volume of airspace. The Army primarily uses procedural control to control forces and |
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