NEWSLETTER

No. 95-7 MAY 95

Tactical Operations Center

(TOC)

CENTER FOR ARMY LESSONS LEARNED (CALL)

U.S. ARMY TRAINING AND DOCTRINE COMMAND (TRADOC)
FORT LEAVENWORTH, KS 66027-1327
 Tactical Operations Center (TOC)

PREFACE

Tactical Operations Center (TOC) operations is an area where many units at the
Combat Training Centers (CTCs) experience problems. Some common problems
include:

Poor understanding and implementation of basic TOC functions.

Ineffective utilization of TOC personnel (especially enlisted and

NCOs).

Poor information management and battletracking.

Poor liaison officer (LO) operations.

Lack of organization within the TOC.

These deficiencies significantly hamper the ability of the TOC to influence the
battle by assisting the commander in synchronizing the fight. Doctrine does little to
assist units in solving or preventing these problems. A single doctrinal source that
consolidates tactics, techniques, and procedures (TTPs) for TOC operations does
not exist. FC 71-6, Battalion and Brigade Command and Control, Mar 85, is
currently the best source of information. FC 71-6 explains in detail the role and
functions of the TOC and personnel who work within the TOC. However, this FC is
no longer published and is hard to locate. This newsletter consolidates applicable
doctrinal information and also proven TTPs collected by O/Cs from the various
CTCs. It is designed to serve as a quick reference guide for newly assigned TOC
personnel.
 Tactical Operations
Center (TOC)

TABLE OF CONTENTS COMBINED ARMS

CENTER
SECTION I Assistant Deputy Chief of
TOC Self-Assessment Staff for Training,
SECTION II TRADOC
Brigadier General
TOC Functions
Joe N. Frazar, III
SECTION III
Duties and Responsibilities of CENTER FOR ARMY
TOC Personnel LESSONS LEARNED
SECTION IV Director
Information Management Colonel Orin A. Nagel
SECTION V Managing Editor
Liaison Officer (LO) Operations Mr. Rick Bogdan
SECTION VI Editor plus
TOC Layout Layout and Design
SECTION VII Mary Sue Winneke
Author
Home-Station Training
CPT Philip E. Kaiser
SECTION VIII Distribution
Conclusion SFC William R. Bray
Appendix A
Sample Charts
Appendix B
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 Section I

TOC SELF-ASSESSMENT
This section provides you a means to assess 6. Who posts and updates your operations
the effectiveness of your TOC. Most S3s admit map? Officers, NCOs, or soldiers?
that their TOC is not as effective as they would 7. During the peak of the battle, are
like. When asked why and what they are doing incoming messages occasionally lost or
to fix it, the responses are mixed. Before you misplaced?
can fix something, you must first know what is 8. Do your RTOs know the meaning of the
broken. This self-assessment will assist you in acronym CCIR?
identifying your problems, and where to focus 9. Do your NCOs have a detailed
your time and effort as you attempt to improve understanding of the tactical decisionmaking
your TOC’s effectiveness. process (TDMP)? Do they contribute to the
Answer the following questions as TDMP?
objectively as you can. Discuss these questions 10. Who serves as recorders while your
with all personnel who work in the TOC, staff conducts the wargame process? Officers,
including support units. NCOs, or soldiers?
1. Do you have a current TOC Standing 11. When responding to requests for
Operating Procedure (SOP)? information (such as unit locations or activities),
2. Do your Radio Telephone Operators does your TOC have to make numerous calls on
(RTOs) know what the mission of the TOC is? the radio to get the information before providing
Does your TOC SOP address and explain this an answer?
mission? Answers to these questions can be indicators
3. Can a newly assigned 2LT, SSG, or SPC of how effectively your TOC functions. These
read your TOC SOP and determine what their questions represent areas where the vast majority
duties and responsibilities are in the TOC? of units training at the CTCs experience
4. How often does your TOC deploy to the problems. Do not feel intimidated or combat-
field? Do these deployments include slice ineffective if you have problems in some or all
elements? these areas. Many of these areas can be
5. How often do your RTOs get the hand significantly improved in a short amount of time
mike pulled away from them by an officer? by implementing some very simple TTPs.
 Section II

TOC FUNCTIONS
OBSERVATION: Current doctrinal manuals There are six basic TOC functions:
provide little detail on the specific functions of
the TOC. 1. Receive information.
2. Distribute information.
DISCUSSION: TOCs at the lower echelons of
3. Analyze information.
command are typically manned with junior and
inexperienced personnel (1LTs waiting to attend 4. Submit recommendations to the
the OAC, CPTs waiting on company command, commander.
or NCOs and enlisted personnel unfamiliar with 5. Integrate resources.
staff operations). These relatively junior 6. Synchronize resources.
personnel often have never worked in a TOC
and, as a result, are not familiar with the intricate Each of these functions are critical and
details of TOC operations. Most manuals interrelated. The order in which these functions
provide a general overview of TOC functions, occur may vary at times. A more detailed
but fail to provide detailed guidance to assist description of each function and their associated
newly assigned and inexperienced personnel. tasks are listed below.
The TOC serves as the unit's command and
control hub, assisting the commander in Receive Information
synchronizing operations. The TOC is the Receive messages, reports, and orders from
location where the majority of the planning, staff
subordinate units and higher headquarters
coordination, and monitoring of key events
(HHQ).
occurs. The personnel manning the TOC are Monitor tactical situation.
responsible for ensuring that all resources are in Maintain a journal of all significant
the right place at the right time. They must
activities and reports.
function efficiently and effectively as a team in a
Maintain and update unit locations and
fast-paced, unforgiving environment. This is no
activities.
simple task for an inexperienced staff officer or Monitor enemy situation.
NCO to accomplish. Each member of the TOC
Maintain a status of critical classes of
must understand the overall function of the TOC,
supplies.
and how they individually and collectively
contribute.
 Distribute Information Synchronize Resources
Submit reports to HHQs. Coordinate the synchronization of combat
Serve as a communications relay between multipliers.
units.
Publish orders and instructions. These functions and tasks are not easily
Process and distribute information to accomplished, nor can they be effectively
appropriate units or staff sections. accomplished by a single or small group of
individuals. Each individual (especially NCOs
Analyze Information and enlisted personnel) within the TOC serves a
Consolidate reports. role that ultimately contributes to the
Anticipate events and activities, taking accomplishment of these functions. Before
appropriate action as required. personnel can contribute, they must possess a
Conduct predictive analysis based on the clear understanding of what the TOC's mission is.
tactical situation.
Identify information that relates to the Procedures:
commander’s critical information 1. Incorporate the six basic TOC functions
requirements (CCIRs). in the TOC SOP.
Conduct the Tactical Decisionmaking 2. Modify the existing TOC SOP, as
Process. required, to incorporate TOC functions.
Identify the need to execute contingency
plans based on the current situation. Techniques:
1. Clearly define what you expect of the
Recommend TOC. Be specific. Translate expectations into
Submit recommendations to the viable procedures.
commander based on information available 2. Train TOC personnel to perform their
and analysis conducted. respective tasks in the execution of TOC
functions, and to understand how their tasks
relate to the other TOC functions.
Integrate Resources
Coordinate the integration of combat
multipliers.
 Section III

DUTIES AND RESPONSIBILITIES OF

TOC PERSONNEL
This section discusses the duties and responsibilities of personnel who work in the TOC.
Whoever in your TOC fulfills each one of these duties is a function of personnel strength, capabilities,
and commander preference.

OBSERVATION: Typically at the CTCs, O/Cs Executive Officer:

observe executive officers (XOs) and battle The XO's primary responsibility is to
captains attempting to accomplish many of these synchronize and coordinate the efforts of all staff
tasks with little or no assistance from the NCOs sections. This responsibility normally requires
or enlisted personnel. him to operate from, and supervise all activities
DISCUSSION: OCs report observing battalion within, the TOC. This is especially critical during
XOs and battle captains talking on the radio, the battle when synchronization and integration
posting maps, and logging entries in journals of resources are crucial. During the preparation
while NCOs stand by observing. MORE phase of the mission, these duties can often be
OFTEN THAN NOT, THIS IS BECAUSE fulfilled by the battle captain. However, the
THE OFFICER HAS NOT TAKEN THE battle captain typically lacks the appropriate
TIME TO TRAIN HIS SUBORDINATES, experience necessary to accomplish these duties
NOT BECAUSE THE NCO IS INCAPABLE. during the battle. Other important duties of the
This technique often leads to inefficient XO are:
operations, as well as tired and ineffective Supervising and coordinating the staff
leaders. It also prevents the XO or battle during the TDMP.
captain from doing his job of integrating Supervising the analysis and
resources and synchronizing the fight. Lack of assessment of all information and submitting
clearly defined roles and responsibilities is the recommendations to the commander
major contributor to this problem. FC 71-6 accordingly.
provides a detailed list of duties and Supervising and ensuring proper
responsibilities for key personnel within the information flow within the TOC.
TOC. These duties and responsibilities are Anticipating and synchronizing
highlighted below: operations from the TOC.
NOTE: The role of the XO is METT-T- (page B-4, FM 7-20, The Infantry
dependant. The current situation may Battalion, Apr 92). The TOC NCO, if trained
prevent the XO from focusing all of his time and utilized properly, can be of much more use
and effort at the TOC. to the battalion in the TOC. Duties and
responsibilities may include:
Battle Captain: Ensuring that reports and messages are
The role of the battle captain is similar to distributed properly.
that of the XO. The battle captain assists the XO Updating units statuses on maps and
in synchronizing and coordinating the staff's charts.
effort. The distinction between the two Supervising the publication of orders
individuals lies in their level of experience. and graphics.
During the battle, synchronizing and coordinating Supervising the setting up and
the staff is normally best served by the XO. dismantling of the TOC.
During the preparation phase, the battle captain Supervising all enlisted personnel
can normally fulfill these duties. Experience at assigned to the S3 section.
the CTCs shows that during the battle, the battle Managing guard rosters, sleep plans,
captain should focus his efforts on supervising and shift schedules.
the soldiers within the S3 operations cell, rather Assisting in developing and wargaming
than synchronizing the efforts of other staff COAs during the TDMP.
members. Additional duties of the battle captain Serving as a recorder during the
include: TDMP.
Supervising the efforts of staff NCO's
within the S3 section. Radio Telephone Operators (RTOs)/Clerk
Conducting analysis and assessment of Typist:
available information. The RTOs are another good example of an
Assisting in the review and underutilized soldier. Typically, the RTOs do
dissemination of information within the TOC. not talk on the radio. This function is often
Assisting in monitoring the location performed by officers due to a lack of confidence
and activities of friendly units. in the RTOs’ ability. Once again this lack of
Serving as the TOC OIC during the confidence often stems from a lack of adequate
absence of field grade officers. training and not a lack of capabilities. Duties of
Assisting the S3 during the TDMP. the RTOs and other enlisted soldiers can include:
Monitoring the radios.
Operations NCO/Shift NCO: Receiving and recording reports.
The operations NCO is generally the most Updating status charts as necessary.
underutilized individual in the TOC. The Assisting in the publication of orders
operations NCO seldom works inside the actual and graphics.
TOC. He is typically only responsible for the Assisting in the setting up and
logistics support, movement, and security of the dismantling of the TOC.
TOC. These are important tasks, but do not Serving as recorders during the TDMP.
require total commitment of the senior TOC Cleaning and preparing charts and
NCO. Doctrinally for some types of units these overlays for the TDMP.
tasks are the responsibility of the HHC
 This list of personnel and duties is not all highlights the S3 section, but can be modified,
encompassing. It is intended to provide a developed, and applied to any section. The
framework for how the duties and responsibilities matrix below reflects how these duties and
within the TOC can be delegated. This list responsibilities may look when consolidated.

DUTY POS BATTLE OPS NCO/ RTO CLERK/

TOC FUNCTION XO CPT STAFF NCO TYPIST

RECEIVE INFORMATION:
MONITOR SITUATION X X X X X
RECEIVE MESSAGES/REPORTS X X X
MAINTAIN JOURNAL X X X
UPDATE/POST UNIT LOCATIONS X X
UPDATE STATUS BOARDS/CHARTS X X X

DISTRIBUTE INFORMATION
SUBMIT REPORTS X X X
PUBLISH ORDERS X X X
PASS MESSAGES/REPORTS WITHIN TOC X X X X

ANALYZE INFORMATION
REVIEW IN/OUT GOING REPORTS/ORDERS X X X
CONDUCT PREDICTIVE ANALYSIS X X X
IDENTIFY CCIR X X X X X
CONDUCT TDMP X X X
SERVE AS RECORDERS X X X
DEVELOP TERRAIN SKETCHES X X
PREPARE CHARTS AND OVERLAYS X X

MAKE RECOMMENDATION TO COMMANDER X X X

INTEGRATE/SYNCHRONIZE RESOURCES X X

TTP: After defining the specific functions responsibilities you have identified, these soldiers
of the TOC, determine who will accomplish the will make significant contributions to TOC
specific tasks. As you identify what duty operations. In today’s environment where units
position will accomplish each task, be as specific are operating with significant personnel
as possible. Keep in mind the capabilities of shortages, delegation of duties and
assigned personnel. Do not let lack of training or responsibilities is crucial to effective TOC
patience from leaders prevent you from utilizing operations.
your NCOs and enlisted personnel. If trained
and utilized properly, based on the duties and
 Section IV

INFORMATION MANAGEMENT
This chapter discusses three aspects of The ability of a TOC to function effectively
information management that units typically is largely due to its ability to manage information.
experience problems with during CTC rotations: This is not a simple task when considering the
volumes of message traffic that pass through a
information display techniques battalion or brigade TOC daily. It is very easy
message handling for units to experience information overload
battle tracking unless they have simple and effective systems in
place to receive and process information.

INFORMATION DISPLAY TECHNIQUES

OBSERVATION: Most units do not have information. These techniques minimize the
an effective means of displaying information passing of message slips between staff sections
within the TOC to provide commanders and and making numerous entries in the staff journal.
other key personnel a quick update of the unit's The use of status boards or charts are
status. normally applied during four phases of an
DISCUSSION: A commander should be operation. These phases are: planning, battle
able to sit in front of his map board and get a preparation, execution, and post battle.
complete situation report (SITREP) for his unit Identifying the required charts for each phase is
without asking the shift officer numerous difficult and may produce an abundance of charts
questions. This will only happen if the unit has if not managed carefully. Avoid having to many
an effective system in place to visually display charts. TOO MANY CHARTS IS WORSE
critical data. THAN TOO FEW CHARTS. Not only are they
Effective visual information display overwhelming inside the TOC, but they require
techniques have numerous advantages. First, room to transport.
they offer the commander a quick and easy Below is a recommended starting point to
means of getting a snap shot of his unit. assist in identifying what information should be
Questions to the staff should be the exception displayed and monitored. Not all of the
rather than the norm. Also, they provide the staff information or charts listed below are required or
with a quick and efficient means of processing recommended.
 Planning Phase
Specified, implied, and mission-essential tasks.
Higher headquarters mission statement and intent.
Weather data.
Constraints and limitations.
Critical facts and assumptions.
Time line (include expected enemy events).
Restated mission.
Task organization.
Commander’s guidance.
COA development sketch.
Synchronization matrix.
Wargame worksheet.
CCIR.
COA comparison.
Decision support matrix.

Battle Preparation Phase

Offensive Operations:
CL III/V status.
Subordinate units order issue and rehearsal status.
PCI tracking.
Task organization completion status.
Maintenance status.
Combat power.
Status of breach assets and rehearsals.
Defensive Operations:
CL III/IV/V status.
Obstacle completion status.
Combat power.
Survivability status.
Engagement area (EA) and repositioning rehearsals.
Target reference point (TRP) emplacement.
Subordinate units order issue and rehearsal status.

Note: This type of information (Battle Preparation Phase) lends itself to one large chart used to track
numerous tasks and subordinate units (See Appendix A for examples) .
 Execution Phase
Combat power.
Unit locations and activities.
CL III/V status.
Enemy contacts, locations, and movements.
Enemy BDA.
Main aid station and forward aid station locations.
Brigade or division assets in your sector (GSR, MPs, etc.)
Status of adjacent units.

Post Battle Phase

Unit equipment readiness.
Unit personnel strength.
Resupply status of CL III/V/IX.
Unit locations.
Consolidations and reorganization status.
Maintenance and casualty collection status.

TTP: Units that have and utilize charts tend to tear, and also helps maximize use of available
manage large amounts of information better than cargo space.
those that do not. Charts alone will not make Keep a miniature version of all charts
you successful. You must first identify what in a notebook for use while moving. This will
critical information must be tracked. A TOC facilitate maintaining an accurate status
cannot process every piece of information that it during offensive operations or while moving
receives, especially during the battle. Units must the TOC.
prioritize and train their personnel to distinguish Some units use 36"x18" boards; others
between critical information and routine use 8.5"x11" sheets of paper in document
information. Charts have proved to be useful in protectors. Both techniques are fine and have
handling some types of information. Before proven successful. The only draw back to the
developing charts, consider the following: small sheets is that they are difficult to read
Determine what critical information from a distance while conducting a briefing or
must be tracked and displayed. Avoid wargaming session.
information and chart overload. Use your charts in garrison to discover
Charts used during the planning their value and to train your personnel on
process significantly reduce briefing time. their use. Conduct AARs on your tracking
Build a box to store and transport systems. Identify what is useful and what
charts. This reduces unnecessary wear and needs to be improved.
Appendix A contains sample charts.
 MESSAGE-HANDLING TECHNIQUES

OBSERVATION: Units who have established function to disappear or be degraded is the

methods and procedures for processing messages analysis of the situation by the staff.
and other types of information are more effective Let's first determine what happens as a
than those who do not. message is received in the TOC. Before we
DISCUSSION: Units at the CTCs typically discuss this, review the basic functions of the
receive, process, and disseminate information TOC. This will assist us in determining what
rather efficiently during slow-paced operations. must happen as a message is received. As you
Units achieve this success even though they recall they are: receive information, distribute
normally do not have established procedures to information, analyze information, recommend,
ensure uniformity and efficiency. However, and integrate/synchronize resources. To assist
during fast-paced operations, the end result is us in understanding this process, a tactical
significantly different. Typically the unit is so scenario will be used to explain and identify
overwhelmed with information during the peak techniques used to process information.
of the battle that it quickly becomes bogged
down. Once the TOC is overwhelmed, the first

Tactical Scenario

Time: 1900.
Place: National Training Center.
Mission: Mechanized Battalion Task Force conducts a defense in sector.
Situation: TF Scout platoon screening forward of TF front; TF elements preparing defensive positions
and conducting local security patrols.

Time Event Action(s) Taken

1905 Scout OP observes 1. Scout Platoon Ldr reports on
suspected enemy dismounted TF O&I net; requests mortar
movement vic. boundary fire on enemy grid location.
between TM B and TM C.

1906 TF S2 RTO receives the report. 1. RTO writes SPOTREP using

SALUTE format (on pre-
printed form that produces
multiple copies);
 keeps one copy and hands other
copies to Battle CPT; records
msg in S2 journal and passes
msg to S2 NCOIC.
2. S2 NCOIC plots report and
begins analysis of enemy
SITEMP previously prepared.
3. Battle CPT reads msg; gives
copy to S3 shift NOC and TF
FSE NCO; plots report on his
map.

1911 Battle CPT realizes fire msn 1. Battle CPT directs FSE
located vic boundary between NCO to tell Mortar Pldr to be
TM B and TM C, within 800m prepared to fire the mission.
of friendly location. 2. Battle CPT directs S3 Shift
NCO to contact Tms B & C to
verify their locations for
clearance of fires.
3. S3 shift NCO logs rpt to
journal; posts report on S3
operations overlay, and clears
the grid with TMs B & C.

1919 Battle CPT gets confirmation 1. Battle CPT directs the FSE
on location for clearance of to notify the mortars to fire the
fires. mission and stand by for
adjustments from the Scout
Pldr.

1927 Analysis by S2 NCOIC, Battle 1. Battle CPT recommends to

CPT, FSE NCO and TF XO TF XO that TM B conduct a
confirms that enemy mounted patrol through the
dismounted patrol location did area after the fire mission is
not conform to his SITEMP. complete.
2. TF XO directs the S2 to
relook the overall enemy
situation and report back with
his analysis in NLT 30 minutes.
cont...
 3. XO discusses the situation
with the TF commander and
recommends TM B conduct the
patrol. TF commander concurs.
4. Battle CPT contacts TM B
to execute the patrol mission.

This scenario is an example of what might occur in the TOC. Although this example is rather
basic, critical actions occurred that involved numerous staff sections and personnel within each staff
section.
Here are some of the actions that occurred by TOC function:

Receive Information
RTOs received report and recorded it on pre-printed message forms.
RTOs logged message in duty journal.
Staff sections plot report on map.

Distribute Information
Battle Captain reviews and distributes report to all applicable sections.

Analyze Information
Battle Captain reviews and plots report.
Battle Captain realized that fire mission is vicinity boundary between two units,
and identifies need to notify TM B/C for clearance of fires.
S2, X0, Battle Captain, and other staff officers continue to analyze enemy
situation.

Recommends COA
Battle Captain recommends TF conduct mounted patrol throughout area upon
completion of fire mission.

Integrate/Synchronize
Clears fires with TM B/C.
Integrates mortar platoon into mission.
The diagram below may help to visualize how the process may occur.

FSO PASSES MISSION TO MORT PLT

SCT MORT
SCT PLT LDR SENDS FSO
SPOT REPORT

BATTLE CPT PASSES

MISSION TO FSO

S2

S2 SECTION:
ENG
RECEIVES MESSAGE
BATTLE CPT
REVIEWS AND PLOTS REPORT
FORWARDS MESSAGE
CONDUCTS ANALYSIS
BATTLE CPT:
-REVIEW AND PLOTS MESSAGE
-CONDUCTS ANALYSIS
ADA
-DISSEMINATES MESSAGE
S3 -INTEGRATES AND SYNCHRONIZES ASSETS

A CO
OPS NCO CLEARS FIRES
B CO ALO

TTP: First identify how specific types of messages and information must be processed within the
TOC. Not all information is processed the same. After identifying the different types of messages to
be processed, determine who conducts the actions required. (See Section II, TOC Functions, and
Section III, Duties and Responsibilities.) Lastly, practice the process. Only repetition will increase
the efficiency of processing information within the TOC. As the efficiency of the staff increases while
practicing, slowly begin to increase the volume of the traffic. Additionally:
Use pre-printed message forms that automatically produce multiple copies.
Keep noise level in the TOC to a minimum. The most effective TOCs are very
quiet (even during the battle). RTOs using headsets will help.
 BATTLE-TRACKING TECHNIQUES

OBSERVATION: Units who are successful in received in the TOC that needs to be posted onto
battle tracking have established systems in place a map with additional information that needs to
and enforce them. be posted elsewhere (such as a journal or log).
This situation creates confusion and often results
DISCUSSION: Information display, message in loss of critical information. The unit location
handling, and battle-tracking techniques are may get posted on the map, but the description
inseparable. This observation integrates the of what the unit is doing often gets lost in a pile
techniques and procedures discussed previously of similar SPOTREPs. The “activity” portion of
in the chapter. You cannot effectively track the the SPOTREP is often the most critical. This is
battle unless you can handle basic message especially true while attempting to track an
traffic, and have an effective means of displaying attacking enemy. A technique that has worked
or recording information. Most units do well for some units involves developing unit symbol
tracking the battle during slow-paced operations. stickers that can be applied to a map, and also a
What separates functional TOCs from SPOTREP/activity chart. To explain how this
dysfunctional TOCs is their ability to track the technique is used, we will refer back to our
battle effectively during fast-paced operations. tactical situation.
The initial problem that units experience As you recall from the previous example, the
involves identification of what information to Blue TF is defending against an attacking enemy.
track. This area is already discussed in detail in The unit has completed its preparation of the
the Information Display Techniques section. defense, and has already made contact with the
This is the most critical step in developing an enemy CRPs. The enemy main body formations
effective battle-tracking system. There is such a have not been observed. Activity within the
thing as tracking too little/much information. By TOC is slowly approaching its peak. However,
tracking too much information, a TOC will get an untrained observer would not realize what is
bogged down by information of little or no going on due to the lack of typical yelling and
significance. When this occurs, critical messages blaring radios within the TOC. The TF XO and
are often lost in the process. battle captain have complete control of the
The next challenge becomes, how does the situation. Radio volumes are relatively low and
TOCs process the information once they receive RTOs are using headsets. Instead of yelling,
it. Experience shows that TOCs normally individuals are walking over to the appropriate
receive the right types and amounts of individuals and either passing or getting
information, but they do not have a system to information as required. The XO and battle
process it. This system may include the use of captain are sitting in front of the operations map.
charts, overlays, matrices, or some other means The XO is focused on the big picture, while the
of recording or processing the information. battle captain is focused on supervising the
Another problem units have involves activities of only S3 section personnel and
information, activities, and locations regarding assisting the XO when required.
both friendly and enemy units. Often a report is
 The S3 RTO receives a SPOTREP from the types of enemy units he expects to plot. He
scout platoon leader, now on the battalion assigns and places a number on the sticker that
command net, who reports observing over 30 corresponds to a number he will annotate on the
enemy combat vehicles moving west to east. The butcher board. As the situation continues to
RTO quickly records the information using the develop, combat power reports, friendly
pre-printed message form. The XO and battle LOGREPs, and enemy BDA, will be updated on
captain monitor the report and immediately charts and posters positioned throughout the
realize the significance of the report. The battle TOC. Journals will not be used until time is
captain takes the remaining copies of the report available to record the reports. Messages are still
and passes a copy to the S2 and FSE. The S3 logged using the message form, but the messages
RTO passes his copy of the message to his shift are now placed in a folder until later. This
NCO. Normally the shift NCO would log the technique is extremely useful in the defense.
message in the staff journal, but due to the lack Variations of this technique can be developed for
of time, he posts the message on a butcher board offensive operations.
positioned between the S3 and S2 map boards
(Blue remarks indicate friendly information; Red TTP: Tracking a fast-paced operation, such as
indicates enemy). The message is then placed in an attacking motorized rifle regiment (MRR) at
a folder and will be recorded in the journal when the NTC, is difficult at best, but is far from
time permits after the battle. The S2 pulls an impossible. Implementing some of these
enemy battalion-sized sticker out of his binder recommended techniques may help:
where he has stickers premade for the various
 Recommended Techniques:
Identify and prioritize critical information to be tracked.
Develop a system to track the information determined necessary to track. This system may
include charts, matrices, unit symbols, or a butcher board.
Develop a system to track both friendly and enemy units. Successful techniques include
using color-coded cellophane stickers, color-coded thumb tacks, or color-coded dot-type stickers.
Ensure all participants understand and use the system.
Ensure everyone plays a role. Do not let two or three personnel attempt to accomplish this
themselves while the other 10 people drink coffee.
Keep the noise level in the TOC to an absolute minimum. This will contribute significantly
to the overall effectiveness of the TOC.
Do not let the entering of messages into a journal create a backlog in your information
management system at the expense of posting maps, disseminating information, and receiving reports.
If time does not facilitate updating your journal as you receive them, keep them in a folder and record
them later.
Develop standardized map boards so overlays can be easily and quickly transferred from
map to map. An inexpensive metal eyelet device is available and can be used to assist with overlays.
Consider laying your current operations map on a table instead of hanging it from a tent
frame. This technique allows more personnel to gather around and view the map more effectively,
instead of looking over someone else’s shoulder.
 Section V

LIAISON OFFICER (LO) OPERATIONS

OBSERVATION: Units that habitually exercise shortfall is not due to lack of effort. When asked
and properly resource their Liaison Officers what their duties and responsibilities are, the
(LOs) are more apt to receive timely and typical response is, “to serve as a courier for
appropriate information from their higher orders and graphics.” This is how the majority of
headquarters, resulting in more planning time and LOs are employed. Lieutenants are capable of
a better understanding of how the higher making more significant contributions than this.
commander sees the battle developing. Once again, the problem begins with clearly
DISCUSSION: More often than not, LOs who defining the specific duties and responsibilities of
are observed at the CTCs are newly assigned the LO. For the duties and functions of LOs at
2LTs or 1LTs waiting to attend the advanced lower levels (BN and BDE), FM 101-5, Staff
course. These lieutenants have the best of Organization and Operations, May 84, has the
intentions, but normally lack the experience to most detailed description. The more critical
make significant contributions to the unit. This duties and responsibilities include:

Before Departure from Assigned Unit

Clearly understand the mission and duties of the LO.
Know the current situation of your assigned unit. This includes, but is not
limited to: concept of operations, unit locations, combat power status, and status of
critical supplies.
Possess current graphics.
Obtain information and liaison requirements from each staff section.
Obtain and understand the commander’s critical information requirements
(CCIRs).

Upon Arrival at Supported Headquarters

Report to Commander or XO; be prepared to brief unit situation.
Establish communications with assigned unit.
Visit each staff section and exchange information as required.
 During Liaison Tour
Keep abreast of the situation of assigned unit and provide updates to
supported Headquarters.
Monitor and assist in the planning process of supported unit. This includes:
Advise staff on how to best employ assets of assigned unit.
Especially critical for heavy/light operations.
Record all critical information and pass to unit as soon as
possible. Include specified/implied tasks, mission-essential tasks,
constraints/limitations, etc. This will later assist your unit in
conducting its mission analysis.
Receive and pass all enemy SITEMPs and other intelligence products
as soon as possible. This is perhaps the most critical role of the
LO during the planning process.
Conduct adjacent unit coordination as appropriate.

Upon Return to Assigned Headquarters

Immediately brief the Commander, XO, or S3 on information received.
Exchange information with appropriate staff sections.
Assist unit in conducting the TDMP.
Be prepared to respond to additional liaison requirements.

TTPs:
Take the time to clearly define what you expect of your LO. Use the above list as a starting point.
The list you develop may be significantly different based on individual capabilities and unit
requirements.
Once you have defined what you expect of your LO, ensure he clearly understands his duties and
responsibilities.
Don't accept your LO only serving as a courier. He is far more capable and can make significant
contributions if provided guidance and direction.
Identify your LO and begin training him as soon as possible. This process must take place at home
station prior to the rotation or real-world mission.
Provide LO with appropriate equipment, such as radios, vehicles, and GPS.

OBSERVATION: Battalion TFs typically have have less than 24 hours to plan and prepare for
problems developing a fully integrated and the mission. Doctrinally, a unit should publish its
synchronized plan in the relatively short amount order in approximately 8 hours. This is no
of time provided at the CTCs. This may not simple task. What often hinders the planning
sound like an issue involving LO operations; process at battalion level is the development of
however, this is one area where a trained LO can the S2's IPB. If a unit uses the doctrinal planning
make significant contributions to a unit. process, the IPB must be at or near completion
DISCUSSION: From the time of receipt of the prior to the mission analysis brief.
brigade order until execution, battalions typically
Granted, the IPB process is continuous and must during heavy/light operations. As the brigade
be constantly updated, but the initial enemy staff selects and begins to refine a COA, the LO
SITEMPs must be complete. S2s usually do not can immediately begin the preliminary mission
see any of the brigade intelligence products until analysis for the battalion staff. This technique
the brigade order is issued. As a result, it is can save significant amounts of time and be of
difficult for the battalion S2 to develop SITEMPs great use to the battalion staff.
in a timely fashion. This is where a well-trained TTPs: For the techniques discussed here,
LO can be of significant value. the LO must be experienced and possess a
The brigade S2 should have an “initial draft” thorough understanding of the planning process.
of his enemy SITEMPs complete well before the These skills are not common to most young
brigade order is issued. These SITEMPs are lieutenants. This may require the battalion to
used to develop and analyze friendly COAs. An utilize one of the more experienced battle
LO who thoroughly understands the planning captains as an LO. One recent brigade S3 was
process and is playing heads-up ball can approached with this technique and responded by
immediately get a copy of these and send them to saying, “I can not afford to give up my best battle
his parent unit. The battalion S2 section may not captain to serve as an LO.” The brigade
be able to begin working with them immediately, commander responded by saying, “I disagree, I
but at least will have them available so when time can't afford not to give up my best battle captain.
does permit, it can use them. The role of the LO is too critical.”
Additionally, as the brigade staff develop Ensure your LO thoroughly understands
and analyze COAs, the LO should be an active the planning process.
participant in the process. He can assist and Have the LO pass any and all brigade
advise the brigade staff in integrating the intelligence products as soon as they become
capabilities of his unit. This is critical for units available.
who do not habitually work together, such as
 Section VI

TOC LAYOUT
The physical layout of a TOC can have a significant impact on how effective the TOC functions.
The layout contributes to how efficiently messages are passed from one staff section to another, and
how easily sections communicate with one another. This section describes techniques that have
proven useful to units at the CTCs.

OBSERVATION: There is no approved as he begins the mission analysis brief? This

technique on how a TOC should be configured. problem, or some form of it, has happened to
O/Cs at all the CTCs have seen numerous each of us at one time or another. This may
techniques that work well and others that did not sound ridiculous, but if you watched and
work well. However, most TOCs that monitored the amount of time units spent in
functioned effectively had three factors in similar situations, you would probably be
common. They are: surprised.
A high degree of organization.
Configured in a manner that was TTP: Develop packing lists for supply
functional to the unit and did not segregate staff footlockers and field desks. Once developed, use
sections. and enforce them.
Planning areas were segregated from
TOC briefing and operations areas.
Functionality
DISCUSSION: The common factors listed
above are not surprising or difficult to attain. Functionality of the TOC refers to how it is
However, OCs report that finding a TOC that physically configured. A BDM study conducted
employs all three factors is more difficult than at JRTC in FY 93 determined that TOC
one would imagine. operations were better facilitated when the S2
and FSE were both positioned beside the S3.
The study also determined that the
Organization synchronization of fires was most effective when
Organization is the simplest to correct, but the FSE and S2 were beside one another. Who
the most difficult to maintain. This entails is physically positioned where in the TOC is
nothing more than employing the old saying, “A determined by the factors of METT-T. In some
place for everything, and everything in its place.” environments, such as a peace enforcement or
How much time have you seen someone spend disaster relief operations, you may want the civil
searching for the roll of 100-MPH tape, while the affairs officer to be positioned beside the S3/S2
S2 is standing there holding an enemy SITEMP instead of the FSE.
 The JRTC/BDM study also identified that TTP: Different environments and conditions
when the XO or battle captain was centrally may require different TOC configurations. Be
located inside the TOC, it was normally more flexible, and anticipate these requirements. Some
functional. This technique facilitated more units utilize a red, yellow, and green TOC
efficient message dissemination, integration, and configuration system. This system is outlined
synchronization of resources. below.
The last point to be discussed involves
miscellaneous activities occurring inside the The red TOC configuration is used most
TOC. Often the TOC becomes a place to during offensive operations. All equipment is
congregate, eat an MRE, or to get warm during stored in vehicles and trailers. The command and
cold weather. There is a time and a place for control vehicles are then parked in a diamond
each of these requirements, but inside the TOC is configuration with the rear bumpers side by side.
not the answer. The most effective TOCs are The operations map is then placed between the
those that ruthlessly enforce these standards. vehicles, with ramps or tailgates down. Staff
officers then gather around the map to monitor
the tactical situation. This technique facilitates
rapid movement as necessary.
M577

WORK
M577 M577
AREA
M577

The yellow TOC configuration is used most during defensive operations when displacement is
expected. All equipment is packed with the exception of one tent. This tent contains the current
operations map and charts required to track the battle. This configuration can be dismantled and
moved in a short amount of time.

The green configuration is the TOC setup in its entirety. This configuration is normally used
during the planning process and when rapid displacement is not expected.
 When developing your SOPs, consider Armored Brigade, Battalion/Task Force, and
where elements such as civil affairs, PSYOPS Company/Team, Sep 92
and other nontraditional sections would be Appendix B, FM 7-20, The Infantry
positioned. Do not wait until they show up to Battalion, Apr 92
determine where they will go.
Keep your XO and battle captain Planning and Briefing Areas
centrally located in your TOC.
Keep traffic in and through your TOC If your planning is going to be effective,
to a bare minimum. planners must have a work area that minimizes
Reproduction equipment requires distractions. This area must be separate from the
significant amounts of space to store and current operations cell and, if possible, from the
operate. Some units have dedicated a trailer or 5- briefing area. Due to limited resources, it is very
ton truck to reproduction equipment and difficult for a battalion to establish three separate
operations. These techniques have proved to be areas solely dedicated to operations, planning,
very useful. This will not only save space in the and briefing. However, most units have
TOC, but also will facilitate more efficient resources to establish an area that doubles as a
reproduction operations. A dedicated trailer or planning and briefing area.
vehicle with pre-made storage containers
prevents unnecessary wear and tear of equipment TTP:
as well. Use a separate tent as your
For additional ideas on how to set up plans/briefing area. Some units use the older
your TOC, see the following sources: frame tent as a briefing or planning area.
During periods of good weather,
Chapter 1, FM 71-123, Tactics and conduct briefings outside when feasible to free
Techniques for Combined Arms Heavy Forces: space for your planning cell.
 Section VII

HOME-STATION TRAINING
This section provides additional ideas on how to train and implement some of the TTPs
previously identified.

1. Depending on how familiar your TOC procedures. This will also help develop your
personnel are with their duties and confidence in their abilities. Some units have
responsibilities, the planning process, and basic gone as far as using tactical communications
staff operations, you may want to start with a systems for internal communications.
series of classes. Recommended topic areas are: Develop and post your daily CCIR. This
TOC functions. will provide your section the opportunity to
TOC battle drills. process basic information throughout the day.
TDMP. Also, use as many of the same planning and
Communications systems. status charts in garrison as you do in the field.
Review of your TOCSOP. (Combat power, CCIR, mission analysis, and
Reports. timeline.)
LO duties. When feasible, use your TOC shift-change
Battle tracking. SOP as an agenda for your daily/weekly
As you conduct these classes, they should meetings.
not be designed as an officer professional 3. Conduct a TOC exercise (TOCEX) once
development session where only officers attend. a month. This can be a very inexpensive training
These classes should include any and all soldiers opportunity, but a very valuable one. Use this
who normally work in and around the TOC. TOCEX to accomplish the following:
This is your opportunity to teach and explain to Develop, rehearse, and improve TOC
your junior soldiers what you expect of them. battle drills. Recommended battle drills include
Determine what classes are needed most, and TOC displacement, site selection and
conduct them immediately. reconnaissance procedures, TOC security,
2. Attempt to implement as many of your actions on contact, and shift-change briefs.
TOC SOPs as possible in garrison. Staff duties Rehearse and improve the TDMP.
conducted in garrison are not significantly Familiarize, test, and validate TTPs you
different from those conducted in the field. Use decide to incorporate. If these TTPs don't work,
this to your advantage and as an opportunity to develop new ones.
train. Recommendations include: Determine which TOC setup best suits the
Let your RTOs answer all phone calls. units needs.
This will help develop their confidence in RTO Include support units as much as possible.
 4. Develop a scripted master events list Provided soldiers that are better trained,
used to conduct a command post exercise. This more involved, and more interested.
script could simulate a battle, providing company
RTOs the opportunity to submit reports to your 7. Ensure all your soldiers are licensed and
TOC. Use these reports as a means to track trained to operate vehicles, generators, and any
combat power, unit locations and activities, other critical pieces of equipment.
status of critical supplies, SPOTREPs, etc.
Incorporate this into your monthly TOCEX. (See 8. Schedule your NCOs for the Battle Staff
Appendix B.) Course. Upon graduation, stabilize their
assignment in a staff position for as long as
5. Force yourself and your immediate possible.
subordinates to place more and more
responsibility on your junior officers, NCOs, and 9. Minimize personnel turbulence as much
soldiers on a daily basis. This includes training as possible.
meetings and staff meetings. You will not
always be there to accomplish many of the 10. Integrate your TOC into all unit
associated tasks yourself, and it will also assist in exercises, to include ranges, gunnery, platoon
developing their skills as a leader. and company lanes.

6. After conducting your training session, 11. Develop a TOC training lane. This lane
reassess your TOC using the initial checklist. exercise should include TOC displacement drills,
Once again, include your TOC personnel in this actions on contact, moving the TOC during an
assessment. If you have made an honest and operation, conducting shift change briefings, and
legitimate effort, you have probably exercising the TAC or jump TOC. This type of
accomplished the following: training is just as critical as platoon and
Increased effectiveness of your TOC. company-level lane training.
Provided better synchronization and
integration of the combat multipliers. 12. Integrate the Retrans element into all
Published more effective operations orders training exercises. This will increase the level of
in less time. training for these soldiers and also increase your
confidence in their ability.
 Section VIII

CONCLUSION
Effective TOC operations require frequent training under realistic conditions. Skills that lead to
effective TOC operations are perishable and require constant attention. The techniques and
procedures outlined in this newsletter are used by various units as part of their standing operating
procedures. All are feasible, some can be implemented rather easily, others require more time and
training. Many of the techniques and procedures can be incorporated into day-to-day garrison
operations. This may seem awkward at first, but will eventually lead to more effective operations in a
tactical environment.
 Appendix A

SAMPLE CHARTS

TF RESTATED MISSION

COMMANDER’S INTENT

AS OF ______
 SLANT REPORT
UNIT TNKS BFV PLOW TOW DRAG MORT SCT ENG SQD DOZER SEE
TM _
TM _
TM _
TM _
TM _
TM _
SCT
MOR
AT
ENG
ADA

AS OF ______

INTENT ONE LEVEL UP

INTENT TWO LEVELS UP

AS OF _______
 SYNCHRONIZATION MATRIX
TIME/
EVENT
ENEMY
ACTION
DECISION
POINT

CCIR

R/S

TM ___

TM ___

TM ___
TM ___

TM ___
FIRE
SUPPORT
ENG

ADA

CSS
C2

SPECIFIED TASKS
INTEL MANEUVER

FIRE SUPPORT ENGINEER

ADA CSS

C2

AS OF ________
 SPECIFIED/IMPLIED TASKS
INTEL MANEUVER

FIRE SUPPORT ENGINEER

ADA CSS

C2

AS OF _________

WARGAME WORKSHEET
SEQ. ACTION REACTION COUNTER ACTION ASSETS TIME REMARKS
FACTS/ASSUMPTIONS
INTEL MANEUVER

FIRE SUPPORT ENGINEER

ADA CSS

C2

AS OF _________
 COA SKETCH
TIME LINE AS OF___________

TIME EVENT POC

SCHEME OF MANEUVER TASK/PURPOSE OF SUBORDINATE UNITS

PROPOSED TASK ORGANIZATION

 DEFENSIVE BATTLE OFFENSIVE BATTLE
PREP TRACKING AS OF_______ PREP TRACKING AS OF_______

TASK TMA TMB TMC TMD SCT MOR ADA ENG TASK TMA TMB TMC TMD SCT MOR ADA ENG
EA RECON CO/PLT ORDER ISSUE
BP RECON CO. REHEARSALS
BP OCCUPIED TASK ORG. COMPL.
ALT BP RECON CL III DELIVERED
PLT/CO SECT. SKET. CL V DELIVERED
TRP’S MARKED PCI COMPLETE
REPO. REHER. ADJ. UNIT COORD.
TASK ORG COMP. GRAPHICS UPDATED
OBS. COMP.
DOZER HAND OFF
SURVIV. STATUS
CO/PLT ORDER
EA REHER. COMP
CL III DELIVERED
CL IV DELIVERED
CL V DELIVERED
GRAPHIC UPDATED
 Appendix B

COMMAND POST EXERCISE

This appendix provides you a simple not ready to conduct split TOC operations, set
scenario you can use to conduct an exercise up your main CP and conduct this exercise from
within your unit. This exercise is designed to a static location. As you conduct this exercise,
develop the skills of battle captains, and improve ensure you have someone designated as an O/C.
the ability of your TOC to process different types This O/C should not only observe the exercise to
of information. This exercise can be conducted provide feedback, but also control and
relatively easily with limited resources. synchronize the exercise to ensure the training
Subordinate units can use this exercise as an objectives are met. The O/C may want to
opportunity to train their RTOs on radio review the script and answer key with all RTOs
procedures and in submitting reports. Provided to ensure they understand the events.
is a tactical scenario and master events list. The NOTE: Realistically these events may
master events list generates numerous occur over a five-hour timeframe. However, you
SPOTREPs, call-for-fire missions, and BDA may not have this much time to commit to the
reports. These reports provide your TOC the exercise. The exercise can be easily compressed
opportunity to conduct the following: track unit and conducted in much less time. The intent is to
locations, update friendly combat power, friendly provide you with a ready to use tool that will
unit locations, enemy SPOTREPs, and clear fires. assist in increasing the effectiveness of your
It also provides your battle captains with simple TOC.
scenarios where basic actions and decisions must
be made. Also included is a list of recommended Background Information:
actions. This list provides you the problems that Your Battalion TF completed a deliberate
should have been identified during the exercise, attack earlier this morning. Subordinate units
and recommended actions your battle captain have spent the last few hours consolidating,
may have taken. It provides you the ability to reorganizing, and preparing for future operations.
assess the effectiveness of how well your TOC From the previous Brigade order, you know that
did. If this exercise does not meet your unit you are to conduct a tactical road march
needs, use this as an example and develop your beginning at 1830 and immediately begin
own. The scenario is generic in nature and can preparations for defensive operations. Your
be used by most armor, mechanized infantry, and scout platoon and quartering party are to SP at
light infantry units. This scenario portrays a unit 1500 and 1700 respectively.
conducting a tactical road march at the NTC and You are the S3 for TF 1-23.
facilitates exercising your jump TOC. If you are
 Task Force 1-23 Task Organization:

TM C Armor Task Force Control

1st plt tank Mortar Plt
2d plt tank Scout Plt (HMMWV)
3d plt mech TOW Plt (HMMWV)
TM D Armor Field Trains
1st plt tank Combat Trains
2d plt tank TOC
3d plt mech Engineer Plt
ADA Plt
A Co (AASLT) Truck Co(-)

B Co (AASLT)

Enemy Situation: brigade sector conducting counter-

The enemy Motorized Rifle Regiment reconnaissance operations.
(MRR) is expected to attack in the next 36-48
hours. Contact with the enemy during the Mission Statement:
tactical road march is possible, but not expected. TF 1-23 conducts a tactical road march
The S2 expects elements of the enemy Division along route red and route blue beginning 151830
Reconnaissance Battalion to enter into the Mar 95 to occupy TAA Bulldog (NK433105)
brigade sector sometime in the next 12 hours. and immediately begin defensive preparations.

Friendly Situation: Concept of Operation:

1st Brigade is conducting a tactical road The task force scout platoon will SP at
march along route red and blue. Upon closure 1500. It will follow TF 2-34 along route red,
into the brigade TAA, the brigade is to begin and then move along route blue. The scouts are
defensive preparations. The brigade is to be responsible for reconnoitering the TAA. The
prepared to defend in 36 hours. TF 2-34 is first task force quartering party will be led by the TF
in the brigade order of march and will move CSM and will SP at 1700. The quartering party
along route red to its TAA. TF 1-23 is second in consists of representatives from each of the
the order of march and will move along route subordinate units. See movement table below for
red, to route blue, to the TAA. TF 2-34 other march times. Convoy speed is 20 MPH.
currently has two company teams forward in the Separation times between units is provided.
EENT is 1915, and the illumination is extremely
poor.
ROUTE SP CP1 CP2 CP3 RP
RED/BLUE (NJ470986) (NK568031) (NK583073) (NK527114) (NK473122)
10K 4K 8K 6K

SCT PLT 1500 1700

QUARTER 1700 1724 1734 1753 1807
PARTY
TM C 1830 1854 1904 1923 1937
TOC 1845 1909 1919 1938 1952
TM D 1900 1924 1934 1953 2007
ENG 1915 1939 1949 2008 2022

MORT 1930 1954 2004 2023 2037

PLT(-)
TOW PLT 1945 2009 2019 2038 2052
TM A 2000 2024 2034 2053 2107
TM B 2015 2039 2049 2108 2122
ADA 2030 2054 2104 2123 2137
COMBAT 2045 2109 2119 2138 2152
TRNS
FIELD 2115 2139 2149 2208 2222
TRNS

Starting Combat Power is as identified below:

UNIT/ TNK BFV MINE INF TOW SCT 4.2 BSFV DOZ SEE
EQUIP PLOW SQD VEH MOR
TM C 8 3 3
TM D 9 4
TM A 8
TM B 7
SCT 7
MORT 5
TOW 3
ADA 4
ENG 2 2

Master Events List:

Event No. Time Event

1 1700 Scout platoon leader reports RP and says he is
beginning the reconnaissance of the TF AA.

2 1700 TF CSM reports quartering party SP.

3 1725 TF CSM reports quartering party CP 1.

4 1730 The scout platoon leader reports that he completed

his reconnaissance of the TF TAA, and it appears
clear of enemy activity.

5 1735 The TF CSM reports CP 2. He also reports that there

is no brigade traffic control point (TCP) located at the
intersection of Route red and blue as briefed in the
movement order. He also states he is concerned this
may create problems once it gets dark and that follow-
on elements may miss the turn.
6 1745 Scout platoon leader reports that his platoon
occupied the following OPs and has established his
screen line along PL Hammer; OP1 NK367080, OP2
NK387093, and OP3 NK939121. (Note: The grid of
OP3 has been intentionally transposed. The correct
grid of the OP3 is NK399121. The battle captain
should identify this problem because the incorrect
grid does not make tactical sense.)

7 1753 TF CSM reports passing CP 3.

8 1810 TF CSM reports reaching the RP. Quartering party

will immediately begin to establish the TF AA.

9 1830 The mortar platoon leader reports that he received a

call from one of his vehicles that was enroute to the
combat trains to get fuel. He states the vehicle just
ran out of gas and is located at vicinity NJ 405995.
The crew attempted to contact the S4 on the A/L net,
but is getting no response.

10 1830 TM C reports SP.

11 1850 TF CSM report that the TF AA is established.

Quartering party representatives are all located at the
RP and are prepared to guide respective units to the
AA.

12 1855 TM D reports that he is scheduled to SP in 10 min.

and he has not linked up with his attached mech plt.

13 1855 TM C reports CP1.

14 1900 TM D reports SP.

15 1910 TM C reports CP2 and that his lead platoon has

become intermixed in a column of vehicles from
another convoy. He is not sure where the platoon is
located. He thinks he has a break in contact, but is
not sure.

16 1915 Engineer platoon reports SP.

17 1920 TM C reports CP3 and that he has re-established
contact with his lead platoon and is continuing to
move.

18 1925 TM D reports CP1.

19 1930 Mortar platoon reports SP.

20 1935 TM D reports CP2.

21 1940 TM C reports RP and linkup with quartering party.

22 1940 Engineer platoon leader reports that with the heavy

equipment in his convoy, he is moving slower than
anticipated. He is enroute to CP1 and has lost one of
his tractor trailers. He is not sure what happened. He
also reports that he has lost visual contact with the
trail elements of TM D.

23 1940 TM C commander calls and states he has lost one of

his tanks due to maintenance. His mechanics are
looking at it now, but they are unable to repair it and
will need assistance. He has attempted to contact
the BMO on the A/L net, but cannot reach them due
to poor communications because of the terrain. Also
reports CP 3.

24 1945 Engineer platoon leader reports CP1. Is sending

platoon sergeant to look for missing tractor trailer.

25 1945 TOW platoon reports SP.

26 1953 TM D reports CP3.

27 1955 Mortar platoon leader identifies an overturned tractor
trailer on the west side of the road vicinity CP 1. The
platoon leader’s RTO states that the trailer had a
dozer loaded on the back of it. He is not sure who
the dozer belongs to. He will confirm who it belongs
to and notify the TOC. The RTO also states that
there were no injuries involved, and the unit has
continued its movement.

28 2000 Mortar platoon leader calls back and states the

overturned dozer belongs to the engineer platoon
attached to your TF.

29 2000 TM A reports SP.

30 2005 Mortar platoon leader reports CP2 and also observes

the engineer platoon missing the turn at CP 2.

31 2010 TM D reports RP and linkup with its quartering

party.

32 2010 Tow platoon reports CP1.

33 2015 TM B reports SP.

34 2020 Tow platoon reports CP2.

35 2025 Mortar platoon reports CP3.

36 2028 TM A reports CP 1.

37 2030 Engineer platoon leader reports that his platoon

sergeant has linked up with the overturned tractor
trailer. He confirms no injuries, but states that both
the truck, trailer, and dozer have sustained damages
and are inoperable. He requests assistance. He also
says that he missed the turn at CP2 and is behind a
convoy from TF 2-34. He states he knows where he
is and will continue to follow TF2-34 and will link up at
the RP.

38 2030 ADA platoon leader reports SP.

39 2030 TM C observes an enemy BTR vicinity NK400120.
He requests indirect fires on this grid.

40 2037 Mortar platoon reports RP and linkup with quartering

party.

41 2038 Tow platoon reports CP3.

42 2040 TM A reports that one of his 5-ton trucks loaded with

infantrymen overheated and is unable to complete the
tactical road march. He requests an additional truck.
The vehicle is located between CP 1 and CP 2. Lead
element just reached CP2.

43 2040 TM B reports CP1.

44 2045 S4 reports SP for combat trains.

45 2050 TM B reports CP2.

46 2055 ADA platoon leader reports CP1.

47 2055 Tow platoon leader reports RP and linkup with quartering

party.

48 2055 TM A reports CP3.

49 2105 ADA platoon leader reports CP2.

50 2108 TM B reports CP3.

51 2110 TM A reports RP and linkup with quartering party.

He requests a status on his downed truck.

52 2110 S4 reports CP1.

53 2115 Field trains report SP.

54 2120 S4 reports CP2.

55 2125 The scout platoon leader reports that OP1 observes

two unidentifiable vehicles moving west to east at
vicinity NK345080.
56 2130 The ADA platoon leader reports that one of his TCs
is injured and needs an air MEDEVAC. The soldier
was struck in the head and neck by the TC hatch.
The hatch did not have a safety pin. The soldier is
complaining of numbness in his lower extremities. He
currently has his platoon sergeant and a combat life
saver at the scene, but needs a medic. The soldier is
located vicinity NK525115.

57 2145 Scout platoon leader reports his OP1 has lost visual
contact with two unidentifiable vehicles previously
reported.

58 2155 ADA platoon leader reports RP and linkup with

quartering party. He also states his platoon
sergeant is still at the accident site assisting in the
MEDEVAC.

59 2155 Combat trains report RP and linkup with quartering

party.

60 2200 Engineer platoon leader report RP and linkup with

quartering party.
 RECOMMENDED ACTIONS
Provided is a list of recommended action that should have been taken by the battle captain/TOC.
It will also provide you with an update combat power report upon completion of the tactical
roadmarch.

Event No. Time Event

5 1735 TF CSM reported no TCP at CP2.
Recommended action:
Tell the CSM to mark the intersection.
Notify Bde of the problem.
Give warning order to TM C to be prepared to man
TCP as it passes CP2.

6 1745 Plotting of Scout OP3. TOC should have realized the grid was
inaccurate as the TOC attempted to plot it. The grid sent
by the scout platoon leader is not on the NTC map
sheet.
Recommended action:
Clarify location and disseminate correct grid to
subordinate units.

9 1830 Mortar vehicle out of fuel.

Recommended action:
Contact the S4, and tell them to stay on the radio.
Notify combat trains of vehicle location and situation.
Conduct radio check with combat trains on A/L net.
Update combat power chart.
Notify mortar platoon leader that message was sent,
and that should attempt to contact them on the
A/L net.

12 1855 TM D task organization not complete.

Recommended action:
Contact the parent organization of the platoon and
get a SITREP.
Attempt to contact the platoon.

15 1910 Other convoy along same route.

Recommended action:
Notify brigade and TF 2-34.
23 1940 TM C tank with maintenance problems.
Recommended action:
Find out from TM C what the maintenance problem
is, what is required to fix it, and vehicle location.
Pass this information to the combat trains.

27 1955 Overturned dozer.

Recommended action:
Get exact location of accident.
Instruct vehicle crew to mark the accident site and to
guide passing traffic around the site.
Notify BMO of problem and need for recovery
assets.
Net call to all units alerting them of accident and
dangerous terrain.
Contact engineer platoon leader, and confirm the
vehicle belongs to TF 1-23.
Notify brigade.

28 2000 Overturned dozer update.

Recommended action:
Update combat power chart.
Notify brigade and request additional dozer
support.

30 2005 Engineer unit misses turn at CP2.

Recommended action:
Contact engineer platoon, and verify
route/location.

37 2030 Engineer platoon confirms missing turn at CP2.

Recommended action:
Contact TF 2-34 of engineer convoy and intent
of platoon leader.

39 2030 Report of enemy BTR and request for fire mission.

Recommended action:
If scout OP location was clarified, do not clear grid,
and notify TM C of OP location.
If scout OP location was not clarified and you
approve the mission, a fratricide incident just occurred.
 42 2040 Truck overheated.
Recommended action:
Get location of vehicle.
Ask the commander if he can safely cross-load
soldiers onto other trucks.
Contact BMO, and notify him of truck.
Contact support platoon leader if another truck is
necessary.

55 2125 Scout enemy spot report.

Recommended action:
Contact TF 2-34 and determine if this is a friendly
vehicle belonging to them.
Pass report to brigade.
Put report out on net call.

56 2130 ADA platoon MEDEVAC.

Recommended action:
Contact units already in TAA and coordinate to get
medic on site ASAP.
Initiate request for air MEDEVAC.
Find out how the MEDEVAC PZ will be marked, and
pass this info to the MEDEVAC aircraft.
Tell the ADA platoon leader to mark the site, and
provide guides to mark detour around accident
site.

57 2145 Scout spot report/lost visual on two vehicles.

Recommended action:
Pass information to brigade and subordinate units.

Additional issues that should have been identified:

Field trains only called in their SP, failing to call in any other CPs.
TM B did not report RP and linkup with quartering party.
Net call to all units.
UNIT/ TNK BFV MINE INF TOW SCT 4.2 BSFV DOZ SEE
EQUIP PLOW SQD VEH MOR
TM C 7 3 3
TM D 9 4
TM A 8
TM B 7
SCT 7
MORT 4
TOW 3
ADA 4
ENG 1 2

Update Combat Power Report