1. Seating Chart HHQs (CJTF & Div) X y MNB-V HQs Bde Cdr Bde CoS S3 S2 S1
FSO
ALO Z
Bn Cmd Tms? X

2. Attendees HHQs (CJTF & Div) X y MNB-V HQs Bde Cdr Bde CoS S3 S2 S1 S4
FSO
ALO Z
Bn Cmd Tms? X

3. Command Post Exercise
After Action Review
22 JUN 2012

4. AAR Purpose
Open and professional discussion- what happened? What worked, what did not?
System and technique focus- what to sustain and what to improve
Not a critique- no one has all the answers
Not an evaluation- does not grade success or failure

5. House Rules Be a Learning Organization!!
Participate - It’s your AAR - Get involved!
Open and professional discussion
Always ask yourself, “How can I do this better?”
Learn something and get better every day
Turn-off cell phones
Be a Learning Organization!!

6. Division Mission

7. Brigade Mission

8. Task Organization CJTF CS (VIR) L L L L L L L L CSSUS
(-)
(+)
CS (VIR)
56 SBCT
MNB/ V
LVA
LVA
LTU
VIR US L
2nd IN
34th ARTY L
8th IN
1st MECH
3/2 CR L L L L L L
CSS
TACON from RDC-W (VIR)
CG-61
DIV & Coordinating Services (US)
RQ-7 2xShadow
BSB
(-)
24xUH60
6xAH-64
2xA10
2xF16
DEGENSE
LEAGUE L
6xM270

9. Enemy Mission & Intent
UPDATE

10. Enemy Scheme of Maneuver
UPDATE

11. Enemy Task Organization3 33
RSCC 1 2 3 4 5 6 6 A A A A A A A B B C B C B C B C MI C D D E D E D E B B D E F G F G F C C 7
33d DIV Assets Available 11 A C B
SAP C
2xSS-21 2
B/33 D
E W E F
6xMi-24 1
A/33 8
2xSu-27 A
33AF

12. Command Post Operations Section divider- delete post draft
Key Events Focus
Command Post Operations Section divider- delete post draft

13. Change COMMAND POST FUNCTIONS ANALYZE INFORMATIONFM
PHONE
RECEIVE INFORMATION
ANALYZE INFORMATION
SOURCES
1st MECH BN
2nd IN BN
8th MECH BN
3/2 CR
34th FA BN
EN BN
EST Fires BN
SOURCES
DIV HQ
UAS
CAS/CCA
Defense League
SUBMIT RECOMMENDATIONS
MDMP
IPB
TOC CURRENT
OPS
BATTLE TRACKING
TASK ORGANIZATION
LOGISTICS STATUS
EFST
CCIR IO
COA
DSM
R & S
BOS EMPLOYMENT
PRIORITIES OF PLANS
PRIORITIES OF EFFORT
PRIORITIES OF WORK
TIME MANAGEMENT
Change
DISTRIBUTE INFORMATION
INTEGRATE RESOURCES
REPORTS
BRIEFS
OPORDS FM
FRAGOS
What kind of information should the staff gather?
Info databases on Friendly units and activities
Enemy situation
Status of logistics
Activities of civilians in the brigade AI
The staff combines this information to conduct predictive analysis of probable enemy COAs and anticipated actions required by friendly forces
Did the CCIR focus the staff on this effort?
Did the staff’s analysis help the brigade commander on achieving situational understanding?
The staff develops COA and wargames them against probable enemy COA and submits recommendations to the Brigade Commander
Did the staff’s recommendations meet the brigade commander’s vision and intent?
Staff submits reports to higher and keeps subordinate and adjacent units informed of current situation. Staff publishes orders and instructions and conducts rehearsals to ensure they are understood
Did the subordinates see and understand the COP exactly as the brigade commander sees it?
CPs integrate subordinate units by task organizing them and monitoring the statuts and capabilities of specialized capabilities
Did the staff have SA over specialized capabilities
CPs provide the information link that synchronizes the activities of subordinate units
Did the effect os shaping and sustaining operations support the decisive operations?
Defense League
ENGRS
UAS
CAS/CCA
SYNCHRONIZE RESOURCES
DECISIVE OPS
SHAPING OPS
SUSTAINING OPS

14. Command Post Functions
Receive Information
Analyze Information
Submit Recommendations
Distribute Information
Integrate Resources
Are we helping the Commander
“See Ourselves”
Synchronize Resources FM 14

15. Command Post Functions
RECEIVE INFORMATION
ANALYZE INFORMATION
Receive messages, reports,
and orders from subordinate
units and higher HQ
Monitor tactical situation
Maintain a journal of all SIGACT
and reports
Maintain and update unit locations
and activities
Monitor enemy situation’
Maintain a status of critical classes
of supply
SUBMIT RECOMMENDATIONS
Consolidate reports
Anticipate events and activities,
and take appropriate action
Conduct predictive analysis
based on the tactical situation
ID information that relates to
the CCIR
Conduct MDMP
Identify the need to execute CONPLANS
based on current situation
DSM
CCIR
COA
ISR
EFST
AWF employment
Priorities of plans
Priorities of effort
Priorities of work
DISTRIBUTE INFORMATION
INTEGRATE RESOURCES
Submit reports to higher HQ
Serve as communications relay
between units
Publish orders and instructions
Process and distribute information
to appropriate units or staff sections
Coordinate the integration of
combat multipliers
SYNCHRONIZE RESOURCES
Coordinate the synchronization of
combat multipliers

16. Commander’s Role Assess Lead FM 3-0 Framing / Reframing the problem
Understand
Framing / Reframing the problem
End state
Conditions
Objectives
Visualize
Nature and Design of the Operation
Offense
Defense
Stability
Civil Support
Describe
Time, Space, Resources, Purpose, and Action
Decisive Operations
Shaping Operations
Sustaining Operations
Direct
Warfighting Functions
Intelligence
Fires
Sustainment
Command and control
Movement and maneuver
Protection
PMESII-PT
Principles of war
Operational themes
Experiences
METT-TC
Running estimates
Elements of operational design
Preparation
Initial commander’s intent
Planning guidance
Commander’s critical information
requirements
Essential elements of friendly
information
Plans and orders
Branches and sequels
Execution
METT-TC mission, enemy, terrain and weather, troops and support available, time available, civil considerations
PMESII-PT political, military, economic, social, information, infrastructure, physical environment, time
Assess
FM 3-0
6L/12R

17. Situational Awareness
SEE
OURSELVES
SEE
ENEMY
SEE
TERRAIN
PIR
NAIs
IPB
Pattern Analysis
EVENTEMP
SITEMP
Patrol Debriefs
Bi-lat Debriefs
INTSUMs
TSM
FFIR
Effective CPs
Tracking Charts
Timelines
Rehearsals
Communications
Battle Updates
FRAGOs
DSM
LOGSTATs
026 Report
Staff Estimates
Shift Change
PMESII-PT
SWEAT-MSO
NGOs
UNHCR
HTT
MCOO
ASCOPE
Imagery and Maps
Leaders’ Recon
Tied to Time!

18. Current Operations BATTLE CAPTAIN BATTLE CPT AND NCO TOC SOP CCIR
TOC SETUP AND
EQUIPMENT
BATTLE CPT
AND NCO
DIVISION
OF DUTIES
TOC SOP
TOC
BATTLE DRILLS
KEYS TO SUCCESS
CCIR
BATTLE CAPTAIN
HIGHER HQ
SUBORDINATE
UNITS
ADJACENT AND
SUPPORTED
TASK FORCE
STAFF OFFICERS
RECEIVE
INFORMATION
ANALYZE
DISTRIBUTE
INTEGRATE
SYNCHRONIZE
RESOURCES
MAKE
RECOMMENDATIONS
TO THE CDR
COMMAND POST
FUNCTIONS
Who needs to know
and why?

19. MCP Layout
Change

20. What is the Function of our TOC
A command post is a unit headquarters where the commander and staff perform their activities. It is often divided into echelons.
CPs are the principal facilities commanders use to control operations.
Effective CPs enable commanders to make decisions faster than the enemy.
Relook picture and statement
FM6-0

21. Are we using all the tools we have?
Change

22. CSE S4
OPS
NCO
BIC
BTL
CPT
Change S1 S2
BTL
NCO

23. ALOC
Change

24. The Staff Staffs exist to help the commander make and implement
decisions.
Staff organizations and procedures are structured to meet the
Commander’s Critical Information Requirements (CCIR).
The CDR and his staff focus on recognizing and anticipating
battlefield activities in order to decide and act faster than the
enemy / situation.
All staff organizations and procedures exist to make the
organization, analysis, and presentation of vast amounts of
information manageable for the commander.

25. Six TOC Functions How are we doing?
EFFECTIVE
IMPROVING
NEED WORK
SIX TOC FUNCTIONS
1. RECEIVE INFORMATION
2. ANALYZE INFORMATION
3. SUBMIT RECOMMENDATIONS
4. DISTRIBUTE INFORMATION
5. INTEGRATE RESOURCES
6. SYNCHRONIZE RESOURCES
HIC Opns Focus-
1- Info collection focus primarily on enemy operations
2- Info distribution centers on HHQs and subordinate units
3- Analysis techniques covered by battlefield functions (maneuver, fire support, intelligence, M/CM/Surv, CSS)
4- Provide recommendations to the Cdr and other staff
5- Integration involves primarily organic units
6- Resource Synchronization is Critical

26. TOC Information Management
MINIEX- (Photo) Day 1- (Photo)

27. Change TOC Battle Tracking FM 3-90.61
D-22. Once the BSTB has deployed into an area and is conducting missions, the BSTB TOC maintains a current status, including of all of its subordinate and attached units. This includes personnel, location, and logistics.
The ability to track the availability of resources also enhances its ability to provide the necessary security for the BCT main CP, the BSTB TOC, and to provide assets to the BCT for successful accomplishment of operations elsewhere in the BCT AO.
Change FM

28. Key Events Focus
Situational Awareness & the Common Operating Picture Section divider- delete post draft

29. Common Operating Picture
BN operational graphics 4km difference from BDE graphics
PL Blue restrictive control measure
9 FKIA from SIMM mortar attack
How do we ensure all graphic control measures are synched with BDE?
What controls are in place to ensure a COP at all levels?

30. Intel Board, Rolling BUB, Daily Timeline
COP “A Way”
Intel Board, Rolling BUB, Daily Timeline
FBCB2
CPOF
SIGACTs, TOC LOG
ISR
ROUTE
Status
S-7 and PAO staff developed a engagement worksheet that included:
Strategy, talking points, BIO information and negotiation TTPs
Desired End state: DA is comfortable with BCT presence in the AO and its effect on the local populace

31. Multi National Brigade- Vironia
This concludes your
After Action Review
Multi National Brigade- Vironia
Imbed training photo or unit shields
CPX AAR
22 JUN 2012
Facilitator: LTC Bali
Exercise SABER STRIKE 12

32. Below The Line

33. War Gaming vs. Combined Arms Rehearsal
-Attempts to visualize the flow of the operation given:
FF strengths and dispositions
ENY capabilities and possible COAs
impact and requirements of civilians in the AO
-Simplest form of war gaming is the manual method, often utilizing a tabletop approach with blowups of matrices and templates.
The subordinate units plans are synchronized with the other units in the organization
The plans of all subordinate commander’s will properly achieve the intent of the higher commander.
Key CS/CSS plans must be included: casualty evacuation routes, AXPs, refuel points, Class IV/V resupply points, logistics release points, displacement times/locations/triggers for the BSA, EPW collection points.

34. Three Day Targeting Cycle
CONOP
Operations & Intelligence
Day 1
Day 2
Day 3
Targeting Decision Brief S1
Running Estimate, Civil Military Ops S2
IPB, HVI, ISR, INTEL Summaries, Debriefs, SWEAT Analysis, Cultural Understanding, Leader Engagements, ASCOPE, PMESSII, Target Baseball Card, Weather Effects, HPTL
HVI, PIR, Target Baseball Card , HPTL S3
CDR’s Guidance, ISR Resourcing, TSM, Sync Matrix, MEDIA & PUBLIC AFFAIRS, Host Nation Security Forces, Influence & Inform Operations, Patrol Matrix, PAO, Civil Affairs, Host Nation support, RFI management, AGM/FSCM
Sync Matrix, FRAGO production, ISR Allocation, COA priorities, S4
Running Estimate, As Needed, CERP, I-CERP S6
Running Estimate, As Needed, Frequency Deconfliction PA
Running Estimate, Medical/CLINICS/VET
CHAP
Running Estimate, Religious assessment, As Needed

35. Information Management (Tactical)
CDR
When and how do I interface with my commander?
What needs to go to higher?
What decisions must I make?
What needs to go back down?
What info do I need to make decisions?
XO/S3 Staff
What reports do I need?
Where do I give guidance?
What working groups do I need?
What’s our battle rhythm? S6
What IM / KM tools do we have/need?
What Info Assurance (IA) policies must we follow?

36. RUNNING ESTIMATE DECIDING, CONCEPT OF OPERATIONS TIME SPACE PURPOSE
SEE
ENEMY
LEADING, MOTIVATING
MORAL & PHYSICAL
PRESENCE
TERRAIN
YOURSELF
EMBEDDED -
INTENT,
VISUALIZATION
CURRENT & END STATE
BATTLE
COMMAND
MORALE & PHYSICAL
EMBEDDED-

37. What is our Way Ahead?
Issue
Who Will Fix
When 73

38. CP Functions in a Coin Environment – What’s Different?
6 Basic Functions of a CP
1. Receive information
2. Distribute information
3. Analyze information
4. Submit recommendations to the commander
5. Integrate resources
6. Synchronize resources
HIC Operations
COIN Operations
1. Information collection/management focused by targeting requirements
2. Information distribution may involve NGO’s, international forces, and other members outside TF & CO/TM
3. Analysis is a product of collective TF effort involving more than the S-2
4. Submit recommendations to the commander
5. Integration involves NGO’s, contractors, interpreters, etc.
6. Synchronize resources
1. Information collection focused primarily on enemy operations
2. Information distribution revolves primarily to HHQ and subordinate units
3. Analysis techniques covered by BOS elements
4. Submit recommendations to the commander
5. Integration involves primarily U.S. (organic to DIV) forces
6. Synchronize resources
BOTTOM LINE: Same functions, different focus!

39. Concept of the Operation

40. Concept of the Operation

43. BTL NCO
BTL CPT
OPS NCO S1 S2 S3 S4
MAINT OFF S6 XO
CSM
CDR

44. Squadron Role in COIN Operations
Setting Conditions
Isolating problems for companies
Anticipating Requirements
Identifying and assigning SOI
Establishing Workable SOP
Synchronizing Operations
Employment of Air Assets
Air Ground Integration
Route Clearing Operations Employment of Unmanned Air Systems
Integration of ANA/ANP
Electronic Warfare
Focusing Operations
Anticipating Problems
Assigning Clear Mission Statements
(who - what - when - where - why)
Assigning NAI Coverage
Specifying Information Requirements

45. TOC Operations
To ensure that information is provided to the commander in an efficient and timely manner, periodic update briefs or shift change briefs are conducted. Conducting command shift change or update briefings accomplishes more than just providing the commander a snapshot of current battalion status.
Briefings provide a point in time and place for all staff sections to assemble and ensure that everyone is informed with the same situational understanding. FM

46. Common Operating Picture
Whatever the age or technology, the key to effective C2 is people using information to decide and to act wisely.
Whatever the age or technology, the ultimate criterion of C2 success is always the same: acting faster and more effectively than the enemy to accomplish the mission at the least cost to the friendly force before the enemy can effectively act.
FM 6-0

47. Cognitive Hierarchy FM6-0 Understanding Knowledge Management Focus
Create
Organize
Apply
Transfer
Information Management Focus
Collect
Process
Store
Display
Disseminate
Protect
Information
Analysis
Knowledge
Judgment
Processing
Data
Understanding
CDR

49. ALOC

52. A Highly Effective Unit Needs A Highly Effective Staff...
8 Staff Competencies
ID / Anticipate Requirements
Monitor Operations
Manage Information
Make Recommendations
Direct Actions
Conduct Coordination
Synchronize Operations
Maintain Continuity
A Highly Effective Unit Needs A Highly Effective Staff...

53. Battle Captain - Success
Ensures the consistency, accuracy, and timeliness of information leaving the CP, including preparing and dispatching FRAGOs and WARNOs.
Ensures this posted information is timely, accurate, and accessible.
Must have a working knowledge of all sections in the main CP, understand the unit TACSOP, and ensure the staff section uses the TACSOP.
Must know the current plan and task organization of the unit, and understand the commander’s intent.
Must understand the limits of his decision making and action authority.
Know the technical aspects of the battle plan and understand the time-space relationship to execute any specific support task.
Must understand and enforce the battle rhythm – the standard events or actions that happen during a typical 24 hour period, and ensure that the main CP staff is effective throughout the period.
Use their judgment to adjust staff activities and events to accomplish the CP mission across different shifts, varying tactical circumstances, and changes in CP location. . FM

54. Operations Sergeant Major
3-81. The operations SGM is the senior NCO in the main CP and is responsible for running the CP.
He is responsible for the proper manning, training, equipment, and execution of operations. The operations SGM is responsible for ensuring that all assigned and attached personnel adhere to both unit standards and TACSOPs (including movement setup, maintenance of power and climate control, and internal security).
The success of operations in the CP can be directly attributed to how well the operations SGM runs the CP. FM

55. Control and the Staff
1-15. Success in command is impossible without control. Within command
and control, control is the regulation of forces and battlefield operating
systems to accomplish the mission in accordance with the commander’s
intent. It includes collecting, processing, displaying, storing, and disseminating relevant information for creating the common operational picture, and using information, primarily by the staff, during the operations process. Control allows commanders to disseminate their commander’s intent, execute decisions, and adjust their operations to reflect changing reality and enemy actions. It allows commanders to modify their commander’s visualization to account for changing circumstances. Control also allows commanders to identify times and points requiring new decisions during preparation and execution.
FM 6-0, Mission Command: Command and Control of Army Forces, Aug 2003

56. “A WAY” FM

57. EN TOC

58. Duties / Responsibilities
Executive Officer
Supervise and coordinate the staff
“CHIEF OF STAFF”
Develops/Supervises the Main CP’s Battle Rhythm
Overall in charge of the MDMP Process
Monitor BN combat readiness and direct
actions to improve the status
Integrate, synchronize and anticipate
operations from the Main CP

59. Duties / Responsibilities
Prepares, coordinates, and publishes OPORDs FRAGOs, and WARNOs (ALL STAFF CONTRUBUTE!!)
Supervise and coordinate current ops and plans
Participates in targeting meetings
Runs the BN TAC CP as required by missions
Prepares the Operational Estimate and
Maintains the Running Operational Estimate
(See FM 5-0 App. E)
Integrates fire support into operations

60. Duties / Responsibilities
Battle Captain
Supervise efforts of staff NCOs
Conduct analysis of available information
- Maintains a wide view of operations “step back and see the battlefield”
Assist the review and distribution of information
Assist monitoring location and activity of
friendly units
Assist the S3 during MDMP
Briefs patrol leaders on friendly situation prior to patrol SP
Serve as TOC OIC during absence of field
grades
CALM DOWN, DON’T SPIN, WORK THE ISSUE

61. Duties / Responsibilities
OPS SGM/ S3 NCOIC
Supervise accountability and maint. of equipment
Supervises CP PCCs, PCIs, and battle drill training
Coordinate CP displacement
Coordinate/Supervise CP setup (external/internal)
Supervise publication of orders / graphics
Monitor updating of CP information (SIGACTS,
COP)
Supervise TOC security plan
Manage shift, guard, sleep plans
Assist XO with Battle Rhythm enforcment

62. Duties / Responsibilities
Battle Staff NCOs
Be the SME in their WFF
Supervise distribution of reports / messages
Update maps and charts
Supervise publication of orders / graphics
Supervise TOC setup / breakdown
Manage shift, guard, sleep plans
Assist developing / wargaming COAs
Serve as recorder during MDMP

63. Duties / Responsibilities
RTO / Soldiers
Monitor the radios
Receive and record reports
Update status charts and maps
Assist publication of orders and graphics
Assist TOC setup and breakdown
Serve as recorders during MDMP
Prepare charts and graphics

64. Duties / Responsibilities
Responsible for maintaining unit strength and other human resource support.
Prepares the Personnel Estimate and Maintains the Running Personnel Estimate (See FM 5-0 App. E).
Manages the casualty reporting system including soldiers that are KIA (Killed In Action) and WIA (Wounded In Action).
Plans CASEVAC/MEDEVAC for the unit
Coordinates for finance, legal, and postal activities.
POC for morale support activities.

65. Duties / Responsibilities
Prepares the Intelligence Estimate and
Maintains the Running Intelligence Estimate
(See FM 5-0 App. E)
Roll plays EN forces during MDMP
Prebriefs Patrol Leaders on EN situation and PIR prior to patrol SP
Debriefs Patrol Leaders following RP

66. Duties / Responsibilities
Responsible for logistical planning
Prepares the Logistics Estimate and
Maintains the Running Logistics Estimate
Responsible for Maintenance Planning / Recovery process
Coordinates with the FSC/HHC to ensure that Troops and attachments the unit receive:
- Maintenance support
- Supply support
- Transportation support
- Field services support

67. Duties / Responsibilities
Responsible for communications planning
Prepares the Signal Estimate and Maintains the Running Signal Estimate
Oversees communication status of the unit.
Often serves at the unit EWO

68. NAI Numbers & Description
MND Sentinal ISR Plan
NAI Numbers & Description
NAI 1: IBL V-SL (P1)
NAI 2: Tihemetsa (P2,5)
NAI 3: Karski-Nuia (P3,5)
NAI 4: Pikasilla (P7)
NAI 5: Mereküla (P2, 4, 6)
NAI 6: Viljandi (P2, 4, 6)
NAI 7: Londoni (P7)
NAI 8: Parnü (P6)
NAI 9: Võhma (P7)
P1 When SL forces cross IBL w / Bn or higher and which MC will they use?
P2 Which obj is priority?
P3 ID of AR Bn (Res)?
P4 Initial en atk defeated?
P5 Loc of en Bde Hq
P6 Groups capable of hindering MND FOM in Ph III and IV.
P7 En destruction of Critical Infrastructrure
LEGEND
IBL / MSR
River / water
NAI
Hwy #
En Axis of Advance
En Objectives
Anticipated En LOA
UNCLASSIFIED