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HEADQUARTERS ARTEP 1-111-MTP

DEPARTMENT OF THE ARMY

MISSION TRAINING PLAN

FOR THE

AVIATION

BRIGADES

JUNE 2002
*ARTEP 1-111-MTP 

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited. 

*This publication supersedes ARTEP 1-111-MTP, 23 September 1998. 

i

Army Training and Evaluation Program 

No. 1-111-Mission Training Plan 

Headquarters 

Department of the Army 

Washington, DC, 17 June 2002

MISSION TRAINING PLAN FOR THE 

AVIATION BRIGADES 

Contents 

 Page 

PREFACE ................................................................................................................................v

CHAPTER 1 UNIT TRAINING................................................................................................. 1-1

1-1. General........................................................................................................ 1-1

1-2. Supporting Material. .................................................................................... 1-1

1-3. Contents...................................................................................................... 1-2

1-4. Missions and Tasks..................................................................................... 1-3

1-5. Principles of Training................................................................................... 1-5

1-6. Training Strategy......................................................................................... 1-7

1-7. Conducting Training. ................................................................................. 1-12

1-8. Force Protection (Safety). ........................................................................ 1-14

1-9. Environmental Protection.......................................................................... 1-14

1-10. Evaluation................................................................................................ 1-15

1-11. Feedback................................................................................................. 1-15

CHAPTER 2 TRAINING MATRIXES....................................................................................... 2-1

2-1. General........................................................................................................ 2-1

2-2. Mission Listing............................................................................................. 2-1

2-3. Mission-to-Collective Tasks Listing............................................................. 2-2

CHAPTER 3 TRAINING PLANS............................................................................................. 3-1

3-1. General........................................................................................................ 3-1

3-2. Long-Range Planning. ................................................................................ 3-2

3-3. Short-Range Planning................................................................................. 3-8

3-4. Near-Term Planning.................................................................................. 3-10

3-5. Training the Headquarters. ....................................................................... 3-14

3-6. Developing Training Exercises. ................................................................ 3-18

3-7. Mission Outlines........................................................................................ 3-19
ARTEP 1-111-MTP __________________________________________________________________________

ii

CHAPTER 4 TRAINING EXERCISES .....................................................................................4-1

4-1. General. .......................................................................................................4-1

4-2. Field Training Exercise. ...............................................................................4-1

4-3. Situational Training Exercise. ......................................................................4-1

4-4. Other Training Exercises. ............................................................................4-1

CHAPTER 5 TRAINING AND EVALUATION OUTLINES ......................................................5-1

5-1. Introduction. .................................................................................................5-1

5-2. Structure.......................................................................................................5-1

5-3. Format..........................................................................................................5-1

5-4. Use...............................................................................................................5-2

CHAPTER 6 EXTERNAL EVALUATIONS..............................................................................6-1

6-1. General. ......................................................................................................6-1

6-2. Preparing the Evaluation..............................................................................6-1

6-3. Resource Requirements and Planning Considerations..............................6-3

6-4. Selecting and Training Observer/Controllers..............................................6-4

6-5. Selecting and Training Opposing Forces....................................................6-6

6-6. Conducting the Evaluation..........................................................................6-6

6-7. Recording External Evaluation Information. ...............................................6-8

6-8. Conducting the After Action Review. ........................................................6-11

APPENDIX A COMBINED ARMS TRAINING STRATEGY.....................................................A-1

A-1. General...................................................................................................... A-1

A-2. Aviation CATS. .......................................................................................... A-1

APPENDIX B EXERCISE OPERATION ORDERS ..................................................................B-1

B-1. General...................................................................................................... B-1

B-2. Tailoring Orders......................................................................................... B-7

APPENDIX C RISK MANAGEMENT .......................................................................................C-1

C-1. Background. ..............................................................................................C-1

C-2. Application.................................................................................................C-1

C-3. Responsibilities. ........................................................................................C-1

C-4. Risk Management Procedures..................................................................C-3

C-5. Definitions................................................................................................C-11

APPENDIX D AIRCRAFT SURVIVABILITY ............................................................................D-1

SECTION I. FUNDAMENTALS AND THREAT CONSIDERATIONS........................................D-1

D-1. Fundamentals of Aircraft Survivability.......................................................D-1

D-2. ASE Tenets. ..............................................................................................D-2

D-3. Threat Considerations...............................................................................D-2

D-4. Threat Weapon Sensors. ..........................................................................D-3
_________________________________________________________________________ ARTEP 1-111-MTP 

iii

SECTION II. AIRCRAFT SURVIVABILITY EQUIPMENT (ASE) ...............................................D-4

D-5. General......................................................................................................D-4

D-6. AH-64 ASE Suite. ......................................................................................D-5

D-7. EH-60/UH-60 Suites. .................................................................................D-5

D-8. OH-58D ASE Suite. ...................................................................................D-6

D-9. ASE System Descriptions..........................................................................D-6

D-10. ASE Configuration Settings.....................................................................D-7

D-11. Tactical Operations Officers and ASE/EWOs. ........................................D-7

SECTION III. OPERATIONAL EMPLOYMENT CONSIDERATIONS........................................D-8

D-12. General....................................................................................................D-8

D-13. Mission Planning. ....................................................................................D-8

D-14. ASE Considerations in Risk Management. ...........................................D-10

SECTION IV. MISSION EXECUTION.......................................................................................D-14

D-15. Mission Execution..................................................................................D-14

D-16. Conclusion.............................................................................................D-14

APPENDIX E TRAINING AIDS, DEVICES, SIMULATORS, AND 

SIMULATIONS (TADSS) .............................................................................................................E-1

E-1. General. .....................................................................................................E-1

E-2. TADSS Overview.......................................................................................E-1

E-3. Unit-Level TADSS Training........................................................................E-2

E-4. Simulations in Command and Staff Training. ............................................E-5

E-5. Simulations and Simulators Available for Brigade Training.......................E-5

E-6. Unit Simulations Training Strategy. ...........................................................E-8

E-7. TADSS Training in Practice.....................................................................E-10

APPENDIX F AVIATION BRIGADE DEEP OPERATIONS TRAINING .................................. F-1

SECTION I. INTRODUCTION..................................................................................................... F-1

F-1. General. ..................................................................................................... F-1

F-2. Deep Operations Coordination Cell........................................................... F-1

F-3. Overview of Deep Operations Planning..................................................... F-3

SECTION II. TRAINING CONSIDERATIONS ............................................................................ F-5

F-4. Fundamentals. ........................................................................................... F-5

F-5. Rehearsals................................................................................................. F-5

F-6. DOCC Aviation Cell Responsibilities and Functions. ................................ F-6

SECTION III. TRAINING METHODOLOGY ............................................................................... F-9

F-7. Staff METL. ................................................................................................ F-9

F-8. Training Echelons. ................................................................................... F-10

F-9. Combined Arms Training Strategy........................................................... F-10

F-10. Deep Attack Critical Training Gates....................................................... F-10
ARTEP 1-111-MTP __________________________________________________________________________

iv

F-11. DOCC/Deep Attack Task Hierarchy. ..................................................... F-10

F-12. Training the Aviation Brigade Staff with the DOCC............................... F-11

F-13. Training the Brigade Staff Separately.................................................... F-12

SECTION IV. TRAINING EXERCISES..................................................................................... F-14

F-14. Deep Operations Training Exercises..................................................... F-14

F-15. Condition Options. ................................................................................. F-14

F-16. Situation Options. .................................................................................. F-15

F-17. Complex Situations................................................................................ F-18

SECTION V. SUPPORTING KNOWLEDGES......................................................................... F-18

F-18. Targeting Methodology.......................................................................... F-18

F-19. Targeting Synchronization..................................................................... F-19

F-20. Battlefield Delineation. ........................................................................... F-19

F-21. Air Tasking Order................................................................................... F-19

F-22. Close Air Support, Air Interdiction, and Joint Air Attack Team.............. F-20

F-23. Joint SEAD............................................................................................. F-20

F-24. Battlefield Organization.......................................................................... F-21

GLOSSARY ................................................................................................................... Glossary-1

REFERENCES ......................................................................................................... References-1

USER FEEDBACK ...............................................................................................User Feedback-1
_________________________________________________________________________ ARTEP 1-111-MTP 

v

Preface 

This Army Training and Evaluation Program (ARTEP) mission training plan (MTP) provides the aviation 

brigade guidelines for training and evaluation. Specifically, it describes a mission-oriented training 

program for the aviation brigade command group and staff to perform their critical wartime missions as 

viewed from the commander’s perspective. The objective is to develop bold and decisive commanders 

and staffs who lead their subordinates to disrupt enemy plans, act inside the enemy decision cycle, 

seize the initiative, balance agility with synchronization, exploit enemy vulnerabilities, marshal 

resources, and win. 

This MTP stresses the themes of developing a mission essential task list (METL), conducting a training 

assessment, identifying which collective tasks in the MTP should be trained, executing correct Army 

doctrine as found in FM 1-111, and training to win the battle. These themes support a successful 

training system as discussed in FM 25-100 and FM 25-101. 

This MTP is specifically designed for units organized under the following tables of organization and 

equipment (TOE): 

01040A000 Division Aviation Brigade, Airborne Division 

01042A000 HHC, Division Aviation Brigade (ABN) 

01100A400 Division Aviation Brigade, Light Infantry Division 

01102A000 HHC, Division Aviation Brigade (LID) 

01200A100 Division Aviation Brigade, Air Assault Division 

01202A100 HHC, Division Aviation Brigade (AASLT) 

01200A200 Division Aviation Brigade (ATK/RCN) 

01202A200 HHC, Division Aviation Brigade (ATK/RCN) 

01300A200 Division Aviation Brigade, Armor/Mechanized Infantry Division 

01300A700 Division Aviation Brigade (HVY) 

01302A000 HHC, Division Aviation Brigade (HVY/MED) 

01400A100 Corps Aviation Brigade (XVIII) 

01400A200 Corps Aviation Brigade (I) 

01400A300 Corps Aviation Brigade (III) 

01400A400 Corps Aviation Brigade (V) 

01402A000 HHC, Corps Aviation Brigade 

01600A100 Theater Aviation Brigade (NEA/SWA) 

01602A000 HHC, Aviation Brigade (NEA/SWA) 

01600A200 Theater Aviation Brigade (EUR) 

01602A100 HHC, Aviation Brigade (EUR) 

The proponent of this publication is Headquarters, U.S. Army Training and Doctrine Command 

(TRADOC). Send comments and recommendations on DA Form 2028 (Recommended Changes to 

Publications and Blank Forms) directly to Commander, U.S. Army Aviation Center, Directorate of 

Training, Doctrine, and Simulation, ATTN: ATZQ-TDS-D, Fort Rucker, AL 36362-5000. 

Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to 

men. 

This publication has been reviewed for operations security considerations. 

1-1

Chapter 1 

UNIT TRAINING 

1-1. General. This mission training plan (MTP) provides the commander and leaders with guidance 

on how to train key missions of the aviation brigade. The specific details of the unit’s training 

program depend on the following factors: 

a. Unit’s mission essential task list (METL). 

b. Chain of command training directives and guidance. 

c. Training priorities of the unit. 

d. Availability of training resources and areas. 

Note: Use of the term aviation brigades throughout this document is meant to include attack 

regiments, aviation regiments, and cavalry brigades. 

1-2. Supporting Material. The fundamental purpose of the aviation brigade is to plan, coordinate, 

and execute aviation and combined arms operations to support the division or corps commander’s 

scheme of maneuver. As an integrated member of the combined arms team, the brigade will find, fix, 

and destroy enemy forces through fire and maneuver as well as provide combat support and combat 

service support. In so doing, the brigade facilitates the commander’s ability to maneuver divisions, 

brigades, and battalions. Aviation soldiers must be prepared to support operations at all levels of 

command. Often this support is conducted with minimal guidance, little prior planning, and under 

some of the most severe adverse environmental conditions. The brigade training program is oriented 

toward its critical wartime missions and is based on the publications listed below. 

a. Soldier’s manuals (SMs) for the appropriate military occupational specialty (MOS) and skill 

level. Refer to the References section for a complete listing of appropriate soldier training 

publications (STPs). 

b. Military qualification standards (MQS) manual for aviation officers (STP 1-15II-MQS) and 

MQS II manual of common tasks (STP 21-II-MQS). 

Note: MQS manuals will be phased out upon replacement by officer foundation standards 

(OFS) products. 

c. ARTEPs 1-112-MTP, 1-113-MTP, 1-114-MTP, and 1-245-MTP.

d. FM 1-100. 

e. FM 1-111. 

f. FM 1-112. 

g. FM 1-113. 

h. FM 1-114. 

i. FM 1-120. 

j. FM 1-140. 

k. FM 1-300. 

l. FM 3-04.500 (FM 1-500). 

m. FM 1-130. 

n. FM 17-95. 
ARTEP 1-111-MTP _________________________________________________________________________

1-2

o. FM 90-4. 

p. FM 100-15. 

q. FM 100-14. 

r. FM 71-100. 

s. TC 1-210. 

Figure 1-1 illustrates the relationship among the publications (listed above) that support the brigade 

training program. 

Figure 1-1. MTP Echelon Relationships. 

1-3. Contents. This MTP comprises six chapters and six appendixes: 

a. Chapter 1, Unit Training. This chapter provides a variety of information on the training 

program. It stresses aspects of training unique to aviation units. It serves as a foundation for other 

chapters and appendices and explains their use. It explains how to use the MTP in establishing an 

effective training program. 

b. Chapter 2, Training Matrixes. This chapter provides matrixes that show the relationship 

between brigade missions and supporting collective tasks. It also contains references for each 

collective task sorted by battlefield operating system (BOS). 

c. Chapter 3, Training Plans. This chapter describes the use of the MTP for developing 

brigade level training plans and has mission outlines that provide a common thread from mission to 

training exercises discussed in chapter 4. It is designed to assist commanders in preparing training 

plans for critical wartime missions. 

d. Chapter 4, Training Exercises. This chapter provides guidance on planning, preparing, and 

executing brigade training exercises such as field training exercises (FTXs) and situational training 

exercises (STXs). These exercises may be modified to suit the training requirements of each 

individual unit. 
_________________________________________________________________________ ARTEP 1-111-MTP 

1-3

e. Chapter 5, Training and Evaluation Outlines. This chapter provides training criteria for all 

collective tasks that the brigade must master so the unit can perform its critical wartime missions. 

Each training and evaluation outline (T&EO) makes up a part of one or more critical missions. In 

various combinations, T&EOs compose larger training vehicles such as FTXs and STXs described in 

chapter 4. 

f. Chapter 6, External Evaluations. This chapter is a guide to use to plan, prepare, and 

execute evaluations of brigade training exercises. Evaluation involves determining proficiency based 

on the training objectives of the exercises and this particular MTP. This chapter goes into detail to 

describe how to conduct an after action review (AAR). 

g. Appendix A, Combined Arms Training Strategy (CATS). This appendix addresses the 

over-arching strategy of training in the combined arms realm as it applies to aviation. CATS is the 

U.S. Army’s training strategy that captures training event frequency, critical gates, and supporting 

resources. This strategy describes the mix of training in the institution and unit, and for the individual, 

both now and in the future. In addition, it prescribes the mix of training resources aviation units 

require for present and long-range training. 

h. Appendix B, Exercise Operation Orders (OPORDs). This appendix provides a sample 

OPORD. The OPORD leads the trainer through the process of developing an order to coordinate the 

execution of an operation. The sample OPORD is a combat order, i.e., it pertains to strategic, 

operational, or tactical operations and their service support. 

i. Appendix C, Risk Management. This appendix helps the trainer or commander assess 

tactical, operational, and fratricidal hazards associated with a mission. It can be used to make a 

thorough risk assessment that includes mitigating factors to reduce the overall risk, thus protecting 

the force. 

j. Appendix D, Aircraft Survivability. This appendix centers on the fundamentals of aircraft 

survivability. It discusses how survivability equipment reduces the vulnerability of Army aircraft. It 

encompasses the functions of electronic attack (EA), electronic protection (EP), and electronic 

support (ES), and includes a five-fold approach to ensure that Army aircrews are able to accomplish 

their mission. It provides examples of threat considerations and threat weapon sensors, as well as 

the categories of aircraft survivability equipment (ASE) systems. It plays an important role by 

furnishing the tactical operations officer (TOO) with guidelines on mission planning, risk assessment, 

and mission execution. 

k. Appendix E, Training Aids, Devices, Simulators, and Simulations (TADSS). This 

appendix presents the United States Army Aviation Center (USAAVNC) simulation strategy. This 

strategy is a management and planning tool for the Army aviation simulation community. The 

strategy addresses current and future systems requirements. It supports the Army Aviation 

Modernization Plan and the process of continuous transformation to Force XXI. It includes 

recommended training, exercises, military operations for all echelons, example rehearsals, and 

evaluations of completed missions. 

l. Appendix F, Aviation Brigade Deep Operations Training. This appendix covers the 

training needed by the aviation brigade staff to perform in the deep operations coordination cell 

(DOCC) during deep attack operations. It includes the DOCC organization, aviation staff 

responsibilities, and training that focuses on critical tasks. 

1-4. Missions and Tasks. 

a. Table(s) of organization and equipment (TOE) include the following wartime missions for 

aviation brigades: 

(1) Find, fix, and destroy enemy forces using fire and maneuver to concentrate and sustain 

combat power to support division operations (airborne division). 

(2) Plan, coordinate, and execute aviation and combined arms operations to support the 

division scheme of maneuver (light infantry division). 

(3) Plan, coordinate, and execute aviation operations as an integrated maneuver element of 

the combined arms team to support division operations (air assault division). 
ARTEP 1-111-MTP _________________________________________________________________________

1-4

(4) Find, fix, and destroy enemy forces using maneuver to concentrate and sustain combat 

power at the critical time and place as an integrated member of the combined arms team (armor or 

mechanized infantry division). 

(5) Plan, coordinate, and execute aviation and combined arms operations to support the 

corps scheme of maneuver (corps). 

(6) Plan, coordinate, and execute aviation and combined arms operations to support the 

theater scheme of maneuver (echelons above corps). 

b. Aviation brigade METLs include the following tasks: 

(1) Deploy worldwide; find, fix, and destroy enemy forces through fire and maneuver; 

provide combat support and combat service support as an integrated member of the combined arms 

team (light infantry division). 

(2) Deploy to designated contingency areas and conduct aviation operations as part of a 

mechanized division or a designated force headquarters. On order, conduct aviation combat 

operations in support of regional stability requirements (mechanized infantry division). 

(3) Deploy to a designated contingency area of operations; conduct reception, staging, 

onward movement, and integration. On order, conduct combat operations and re-deploy (armor 

division). 

(4) Deploy to the theater command area of responsibility and provide aviation general 

support to the corps. Provide trained and ready forces to support the corps commander‘s validated 

operational requirements (corps). 

c. The key to training and sustaining proficiency of wartime missions and tasks is to understand 

how we train to fight at every echelon. Training programs must result in demonstrated tactical and 

technical competence, confidence, and initiative of soldiers and their leaders. FM 25-100 establishes 

the Army’s training doctrine. FM 25-101 includes techniques and procedures for planning, executing, 

and assessing training. TC 1-210 contains unique guidance for aviation commanders. Every 

commander is expected to know, understand, and apply the concepts found in these manuals. 

(1) Battle-Focused Training. Battle focus is a concept used to derive peacetime training 

requirements from wartime missions and tasks. Battle focus guides the planning, execution, and 

assessment of each organization‘s training program to ensure its members train as they are going to 

fight. Battle focus is critical throughout the entire training process and is used by commanders to 

allocate resources for training based on training priorities. Implementation of battle focus enables 

commanders to structure a training program that copes with nonmission-related requirements while 

focusing on mission essential training activities. Battle focus recognizes the fact that a unit cannot 

attain proficiency to standard on every task that it is capable of performing, due to time or other 

resource constraints. However, commanders can achieve a successful training program by 

narrowing the focus to a reduced number of mission essential tasks. 

(2) Mission Training Plans. Collective training builds combat teams. It develops critical 

teamwork needed by units. It provides a challenging environment in which units at various echelons 

can train to progressively tougher and more realistic conditions. Collective training events prepare 

soldiers to perform collective tasks that are essential for success in combat. ARTEP 1-111-MTP is 

the basic source document for the collective training that is required by an aviation brigade. It is a 

descriptive training document that provides leaders with an inventory of critical tasks that describe 

“what“ to train. It gives a suggested method on “how“ to train to achieve critical wartime mission 

proficiency. The CATS complements MTPs by describing “who,” “when,” “where,” and “how“ 

collective tasks will be trained. 

(3) Combined Arms Training Strategy. The CATS is the Army‘s over-arching training 

architecture. It contains approved training and doctrinal strategy, and provides the framework for 

total Army structured training for both units and institutions. CATS functionally groups tasks to guide 

the integration of tasks into combined arms oriented training strategies. The current CATS provides 

doctrine-based training strategies. It integrates training horizontally among levels of a type unit and 

vertically across the combined arms and services team. The aviation CATS includes a crosswalk of 
_________________________________________________________________________ ARTEP 1-111-MTP 

1-5

individual, crew, and collective METL tasks that require flying hours. As such, it provides a basis for 

preparation of the unit‘s flying hour program. 

(a) The training program developed and executed by an aviation brigade is a 

component of the Army‘s CATS. The CATS provides direction and guidance on how the total Army 

will train. The CATS identifies the resources required to support that training. The CATS provides 

the tools that enable the Army to focus and manage training in an integrated manner. Central to the 

CATS is a series of proponent-generated unit and institutional strategies that describe the training 

and resources required to train to standard. They provide the commander with a descriptive menu 

for training. 

(b) The CATS is a descriptive training strategy. It provides a means to train the unit 

to standard. It lists required training events, critical training gates, training event frequencies, and 

training resources. The commander selects from this MTP those tasks required to train his METL. 

He then uses the strategies in the CATS to develop a battle-focused training plan. He does this by 

integrating and linking METL-driven MTP tasks with CATS training events. 

(c) The building blocks of the training program for each critical operation are 

individual tasks found in appropriate SMs, MQS manuals, and aircrew training manuals (ATMs); crew 

tasks found in the ATM; and collective unit tasks covered by the T&EOs in chapter 5 of this MTP. 

These tasks may be trained individually or combined with others to form more complex exercises, 

such as FTXs and STXs (see chapter 4). Tasks are selected for training using the process outlined 

in 

FM 25-100 and in chapter 3 of this MTP. 

(d) The aviation CATS is built on the premise that about 75 to 80 percent of individual 

and crew aviator training can be done while performing collective tasks. Individual, crew, and 

collective tasks requiring flying hours have been crosswalked. The purpose of the crosswalk is to 

determine the operating tempo (OPTEMPO) required to maintain individual, crew, and collective 

proficiency. In addition, the CATS provides guidance on the use of simulators to train specific tasks; 

it provides information on task requirements for readiness reporting in conjunction with TC 1-210. 

The CATS is available via the Standard Army Training System (SATS) for use by commanders. 

(4) Integration of Soldier, Leader, and Collective Training. A critical aspect of the battle 

focus concept is the linkage between collective mission essential tasks and the individual and crew 

tasks that support them. In Army aviation, the commander must not only satisfy his own individual 

and aircrew training requirements, but must provide the training guidance, resources, and focus to 

ensure that the aviators under his command are effectively and efficiently trained to standard. 

Fortunately, along with aviation noncommissioned officers (NCOs), aviation commanders are 

resourced with senior warrant officers with the technical and tactical expertise to train, evaluate, and 

provide management assistance to the commander. As a team, the commander, command sergeant 

major, and senior standardization officer coordinate the collective mission essential tasks, individual 

tasks, and crew training tasks on which the unit will concentrate its training effort. NCOs have the 

primary role to train and develop individual soldier skills. Standardization officers have the primary 

role to train and develop individual aviator skills. Officers at every level remain responsible for the 

unit training to standard during both individual and collective training. 

1-5. Principles of Training. FM 25-100 outlines the training principles upon which this MTP is 

based. These principles, in turn, are based on the premise that training is the process that melds 

human and material resources into the required capabilities for the Army to accomplish assigned 

strategic roles. Aviation units are expected to fight and train as members of combined arms and joint 

teams. The commander must prepare his staff to plan for operations across the BOS. 

a. Train as a Combined Arms Team. Army doctrine places a premium on teamwork. When 

committed to battle, each unit must be prepared to execute combined arms, joint, and coalition 

operations. They must do so without additional training or lengthy adjustment periods. Combined 

arms proficiency develops when units train with other members of the combined arms team. Leaders 

must regularly practice METL tasks across the full wartime spectrum of combat, combat support 

(CS), and combat service support (CSS). Commanders must actively seek opportunities to train 
ARTEP 1-111-MTP _________________________________________________________________________

1-6

across the BOS. Participation in and coordination of training strategies with other commanders, 

formally and informally, are critical to the process. Quarterly training briefs (QTBs), preparation of 

long-range training calendars, and the development of annual flying hour programs all offer 

opportunities to plan combined arms training exercises. 

b. Train as You Fight. The goal of combat-level training is to achieve METL task proficiency. 

Units fight as they have been trained. To ensure success in combat, soldiers and units must perform 

to established standards, which are rigidly enforced by leaders. It is impossible to predict which the 

type of weather and terrain a unit will face in the future when actually executing a combat mission; 

therefore, training should be conducted under varying conditions. Conditions must be both realistic 

and progressively more challenging. Night operations, using night vision devices, are especially 

critical to the success of aviation forces. Aviation units must learn to live in and operate (to include 

doing maintenance) in the field. They must do realistic gunnery, operate against capabilities-based 

opposing forces (OPFORs), exercise their ASE, and instinctively employ self-protection measures. 

They must also be prepared to execute missions with strict adherence to published rules of 

engagement. 

c. Use Appropriate Doctrine. Training must conform to current Army doctrine. Operational 

and supporting doctrinal manuals describe common procedures and uniform methods that permit 

commanders and organizations to adjust rapidly to changing situations. Aviation leaders and staffs 

must understand the doctrine of the echelon commander they are supporting. A traditional challenge 

for aviation commanders is the responsibility to ensure that supported units understand aviation 

doctrine. Critical to this understanding are aviation liaison officers (LNOs). Aviation commanders 

must consider themselves the primary LNO in their unit. They must be prepared to conduct training 

for LNOs and to take the initiative to coordinate training opportunities. Units must train by performing 

tasks to the standards specified in MTPs, aircrew training manuals (ATMs), drills, SMs, regulations, 

and other training and doctrinal publications. 

d. Use Performance-Oriented Training. Aviators know that frequent performance of critical 

tasks and missions is essential to building experience and expertise. The task-based aviation CATS 

has an underlying premise: that proficiency in critical individual, crew, and collective tasks can be 

maintained only by making optimal use of available training resources. This means practicing 

accepted tasks, conditions, and standards on a continuing basis. Flying hours must be prioritized to 

ensure necessary skills are trained to proficiency. Aviation commanders must use structured training 

to optimize the expenditure of limited flying hours, to include the use of available TADSS. In addition, 

leaders are encouraged to become familiar with the insertion of high technology training techniques 

and other Army Training XXI initiatives such as distance learning and the General Dennis J. Reimer 

Digital Library (RDL). 

e. Train to Challenge. Tough, realistic, and intellectually and physically challenging training 

excites and motivates soldiers and leaders. This training builds competence and confidence by 

developing and honing skills. Aviators must be proficient in the operation of their assigned aircraft; 

they must be able to lead tactical missions. They must be confident, proficient aviators rather than 

merely current pilots. Individuals and crews must be prepared to fight the combined arms fight, often 

at night utilizing night vision devices in adverse environmental conditions. Individual, crew, and 

collective training must be conducted to standard on a continuing basis. Leaders, staffs, 

commissioned officers, warrant officers, enlisted personnel, and aviation maintenance, rearming, 

and refueling personnel must all be challenged to optimize the capabilities of their unique personnel 

and equipment. 

f. Train to Sustain Proficiency. Major changes were made to the aircrew training program 

(ATP). Historically, aviation units focused on currency at the individual level vice proficiency. The 

aviation combined arms training strategy reflects sustained individual, crew, and collective 

proficiency. TC 1-210, individual aircraft ATMs, and this MTP outline the process. The CATS was 

crosswalked with the Battalion Level Training Model (BLTM) to ensure adequate OPTEMPO (live and 

simulated); it was also crosswalked with AR 220-1 to reflect readiness requirements. Commanders 

will develop and execute a training program that builds collective proficiency based upon sustained 

individual and crew training. 
_________________________________________________________________________ ARTEP 1-111-MTP 

1-7

g. Train Using Multiechelon Techniques. Aviation is a complicated, sophisticated business. 

Thus, it requires technically and tactically proficient soldiers. It is expensive, requiring commanders 

to use all available resources to maximum efficiency. The aviation CATS reflects multiechelon 

training to optimize training opportunities at all levels. As such, individual and crew sustainment 

training must be an integral part of a unit’s ongoing collective training. However, not all individual and 

crew training can be done while units are engaged in training a collective task. Some training 

resources must be allocated to individual and crew training as outlined in appropriate ATMs. Again, 

the CATS takes this training into consideration and reflects the OPTEMPO required to support these 

tasks. 

h. Train to Maintain. Maintenance training is a vital part of every training program. Readiness 

is a function of training, personnel, and equipment availability; it directly reflects the number of 

missions a unit can accomplish. To balance the often-competing demands of a high mission 

OPTEMPO with good maintenance, training proficiency is the challenge of leaders at all levels. 

During surges of high aviation training—such as FTXs, ARTEPs, and combat training center (CTC) 

rotation—-aircraft readiness often decreases. An increase usually follows as the training intensity 

lessens. However, better maintenance also results in fewer precautionary landings, which enable 

more mission training time. Commanders are challenged to balance maintenance and training to 

remain in the training band of excellence. 

i. Make Commanders the Primary Trainers. One of the keys to success is proficient 

leadership at each level of command. Leaders must understand the training process and their 

unique responsibilities. They must be given the resources and guidance to train their unit to 

warfighting standards. Commanders set the standards personally and professionally, both in and out 

of the cockpit. They plan, integrate, and provide guidance and resources. The toughest training 

challenge for most commanders is to train a competent warfighting staff that has mastered the myriad 

tasks included in this MTP. Commanders are responsible for safety and standardization programs 

and the ATP. All aviation commanders have subordinate leaders (officers and NCOs), TOOs, and 

standardization instructor pilots (SIPs). These officers are specifically trained to support aviation 

training. Commanders may fight and lead from their designated aircraft. As such, they are expected 

to maintain the highest level of proficiency in the aircraft. They are responsible for training and 

evaluating. They must issue training guidance and ensure that combined arms training is integrated. 

Subordinate commanders are responsible for integrating their unit into the combined arms fight. 

They may become a pilot in command or a highly proficient crewmember and leader in the aircraft. 

They task organize their subordinate units and execute training. They are responsible for mentoring 

and training subordinate leaders and evaluating their performance. The commander is assisted by 

subordinate leaders and unit instructor pilots to ensure that crews are properly trained. 

1-6. Training Strategy. This MTP’s role is to make planning, preparation, and execution of unit 

training easier. A commander plans, prepares, and conducts unit training. He requires significant 

help from numerous agencies within the chain of command to ensure that his unit’s training is 

maximized within available resourcing. The commander must not only understand Army training 

doctrine 

(FM 25-100 and FM 25-101) as it relates to his specific warfighting requirements, but he must also 

understand the resourcing and training development processes designed to facilitate his success. 

a. Training Development Process. Figure 1-2 depicts the process the Army uses to develop 

training for soldiers. This process begins at the USAAVNC. Aviation doctrine is developed and 

continually updated with feedback from commanders in the field. Aviation doctrine includes FMs; 

tactics, techniques, and procedures (TTP); training publications, including MTPs, ATMs, STPs; and 

training support packages (TSP). These manuals are being placed into a digital database for access 

by commanders, staffs, and resourcing personnel. Commanders and staffs must become familiar 

with the RDL process to enable them to access these digital publications. 
ARTEP 1-111-MTP _________________________________________________________________________

1-8

Figure 1-2. Training Development Process. 

b. Standard Army Training System. SATS is central to training planning. SATS is the 

commander’s interface with the Army’s information database, which is the source of training and 

doctrinal publications such as this MTP and the ATM, resourcing information, and tools that support 

training. The SATS database provides computer-based access to the CATS and the T&EOs in this 

MTP, as well as to the supporting collective and individual tasks. SATS users obtain the CATS and 

T&EOs via the Internet, through TRADOC’s General Dennis J. Reimer Digital Library (RDL) at 

http://155.217.58.58/atdls.htm. Through SATS, units are able to download current doctrine from the 

RDL, which contains Army field manuals, training circulars, Army Training and Evaluation Program 

(ARTEP)-MTPs, and STPs. They can then tailor task content to specific unit training needs and print 

the revised T&EOs for use in training exercises. The SATS database also provides users with other 

management tools, such as a training schedule generator and resourcing information to determine 

required OPTEMPO. SATS is a unit-level training development tool that ties into the TRADOC 

training development database, Automated System Approach to Training (ASAT), at 

http://www.asat.army.mil. Units can log on to the RDL data repository site at http://155.217.58.100 to 

read the database users manual and download a SATS database file that is compatible with SATS. 

Note: See paragraphs 3-1b(1), 3-2h, and 3-4i for more information about SATS capabilities 

to assist units with long- and near-term training plans. 

c. Aviation Training Vision. The aviation branch’s training vision is to develop a realistic and 

executable training strategy. The strategy will continue to provide the Army force with highly 

motivated aviation soldiers and leaders equipped with modern systems, and trained to world class 

proficiency. They will operate in organizations that are inherently versatile with maneuver advantage 
_________________________________________________________________________ ARTEP 1-111-MTP 

1-9

and warfighting effectiveness that will influence all dimensions of the current and future battlespace. 

Aviation commanders are expected to be proficient task force commanders, capable of planning and 

leading forces from across the BOS. Aviation commanders are expected to develop training 

strategies that will— 

(1) Develop battle-focused training based on current training doctrine. 

(2) Conduct task-based training based on the unit CATS and METL. 

(3) Train leaders at every level. 

(4) Train combined arms staffs. 

(5) Focus on proficiency rather than currency. 

(6) Focus on warfighting needs and readiness. 

(7) Maximize individual, crew, and collective simulation to allow units to enter live training at 

a higher level. 

(8) Maximize available resources. 

(9) Manage unit maintenance. 

(10) Install a climate of risk management. 

d. Commander’s Training Strategy. The commander’s training strategy reflects his approach 

to structured training; training that will prepare his soldiers to deploy, fight, and win in combat at any 

intensity level, anywhere in the world. His strategy allows for task-based, structured training. It 

incorporates the three levels of simulation (constructive, virtual, and live). His strategy focuses on his 

target audience (soldiers, leaders, staffs, or subordinate units). It allows for training progression in a 

crawl, walk, run fashion through the training environments. This process ensures proficiency is 

gained at the lower level before moving to the next level. The strategy reflects a thorough analysis 

and understanding of his unit’s METL, CATS, ATM, and this MTP, in synchronization with his specific 

set of resource constraints and training emphasis. 

(1) The unit METL forms the basis for the organization’s training plans. It is stabilized, 

when approved. It normally is modified only if changes occur in wartime missions. There should be 

no attempt to prioritize tasks within the METL. By definition, all tasks that have been placed on the 

METL are equally essential to ensure mission accomplishment. The METL and available resources 

will form the framework of the brigade training strategy. The METL will establish the width; the 

available resources will set the depth. 

(2) The training planning process, as outlined in FM 25-101, links unit METL and individual 

soldier and aircrew training with the execution of battle-focused training. Commanders initiate the 

process using subordinates, key staff members, warrant officers, and NCO leaders to assess the 

training level on mission essential tasks. The process is two-phased, including long- and short-range 

planning. The aircrew training is an integral part of these plans; it must be reflected on long- and 

short-range calendars. Most importantly, it must be specifically addressed in the commander‘s 

quarterly training guidance (QTG), and must be an integral part of QTBs at all levels of command. 

Aviation commanders must become intimately familiar with FM 25-100 and FM 25-101. They are the 

training bibles for the Army; they are used to format training plans, QTBs, and resourcing documents 

within divisions and corps. 

(3) FM 25-100 and FM 25-101 do not consider some unique aspects of aviation training; 

therefore, additional guidance for aviation commanders is included in TC 1-210. It is a guide for 

aviation commanders to use as they develop and execute a training program that is focused on 

individual, crew, and collective proficiency. It provides guidance on the integration of the CATS, 

MTP, ATMs, and appropriate resourcing and readiness regulations. 

(4) Maintenance capabilities and training plans must be synchronized. Army training 

doctrine challenges commanders to train to sustain proficiency, or, in other words, sustain proficiency 

within the band of excellence. The aviator’s challenge comes with the often-competing demands of 

keeping aviation maintenance within the band and sustaining training excellence. Aviation 

commanders must include the maintenance factor in planning to sustain their band of excellence. 
ARTEP 1-111-MTP _________________________________________________________________________

1-10

(5) A key element in any unit training strategy is identification of critical training gates. 

These gates are defined as training events that must be executed to standard before the soldier or 

unit moves on to a more difficult or resource-intensive training event or task. 

(a) Training gates follow the crawl-walk-run methodology. For instance, if the training 

strategy requires the unit to conduct an FTX, and an STX has been identified as a critical training 

gate for the FTX, the unit must execute the training tasks contained in the STX to standard before 

conducting the FTX. Furthermore, the unit may be required to execute the training tasks contained in 

a staff exercise (STAFFEX), emergency deployment readiness exercises (EDREs), or a command 

post exercise (CPX) to standard, before conducting the STX. 

(b) Standards for all tasks must be clearly defined so that the trainer can assess 

whether his soldiers or units are ready to move to more complex training events. The provision for 

critical training gates recognizes that the unit’s METL, and the commander’s assessment of his unit’s 

training status, will determine the selection and timing of the collective training exercises in the unit’s 

training strategy. 

e. Gunnery. Units in the brigade must have a gunnery training program. It must be a 

comprehensive, progressive, and continuous program that allows for integration of new 

crewmembers while maintaining qualified crews. Once crews qualify, the unit may begin work on the 

advanced tables that focus on collective training. Resources required for gunnery training—such as 

ammunition and range time—are expensive, limited, and sometimes require longer than normal lead 

times. Gunnery training provides optimum conditions during which rearm/refuel crews can be 

trained. Leaders can help prepare rearm/refuel crews for high OPTEMPO gunnery exercises by 

conducting station training on static aircraft with inert training ammunition. Based upon the unit‘s 

METL, aircrew training can be integrated into gunnery training. This integration would enhance 

crewmember proficiency with weapon systems, save resources, and provide for a more realistic 

training environment. Realism is the most important factor in gunnery training. It can be 

accomplished by training tough, realistic target acquisition and engagement situations. Not all of 

these situations require a range or live ammunition. Maximum use of simulators and part-task 

trainers is encouraged. 

f. Standardization Program. The aviation commander is responsible for his unit‘s 

standardization program. The objectives of standardization are to improve and sustain the 

proficiency and readiness of soldiers and units throughout the Army (AR 34-4). Universal application 

of approved practices and procedures—and a reduction of the adverse effects of personnel 

turbulence (such as retraining) following reassignment—will accomplish this goal. The commander‘s 

primary standardization staff members include subordinate commanders, unit standardization 

instructor pilots, and NCOs. 

g. Aviation Training Balance. The status of aviation unit training depends upon the 

proficiency level of individuals, crews, and unit collective training. Developing individual and crew 

skills through readiness level progression initially sets the foundation for collective proficiency. The 

key to success in training is balance and consistent flying as opposed to peaks and valleys. 

Commanders should ensure that collective training is conducted whenever possible with an 

uncooperative OPFOR. The Aircraft Survivability Equipment Trainer (ASET-IV) or Tactical Radar 

Threat Generator (TRTG) should be used, as well as observer/controller (OCs). Additionally, the 

Multiple Integrated Laser Engagement System/Air Ground Engagement System (MILES/AGES) 

should be used whenever possible. Balance means that collective training is not resourced at the 

expense of individual and crew training. However, commanders can conduct individual and crew 

training as part of collective training events. 

A major opportunity will be the integration of the Aviation Combined Arms Tactical Trainer (AVCATT) 

into the unit’s collective training strategy as a mission planning, rehearsal, execution, and AAR tool. 

h. Resourcing. Resourcing is a major challenge for all commanders. The CATS (discussed in 

appendix A of this MTP) helps commanders identify, quantify, and acquire training resources. 

Aviation commanders must understand and work the resourcing processes. Unfortunately, funding 

for flying hours and the allocation of flying hours do not flow from Headquarters, Department of the 

Army (HQDA) together. It is not unusual to receive flying hours without adequate dollars to support 
_________________________________________________________________________ ARTEP 1-111-MTP 

1-11

the expenditure of these hours. To be successful, dollars and hours must be tracked concurrently. 

Often it is a matter of educating higher level commanders and staffs, which can be done very 

effectively during a division commander‘s QTB. 

i. Readiness. A brigade commander submits a recurring unit status report (USR) according to 

AR 220-1 and TC 1-210. The report compares selected personnel, equipment, and training factors to 

wartime requirements. It reports the commander’s overall assessment of the unit. The unit training 

level indicates the current ability of the unit to perform assigned wartime missions. Performance is 

based on the demonstrated proficiency of subordinate units, leaders, soldiers, and the availability of 

critical resources required to support METL training. Proficiency is measured in terms of the unit’s 

demonstrated ability to perform the tasks as stated in the approved unit METL. To measure 

proficiency, commanders use results from recent external evaluations of MTP standards, training 

densities at the CTCs, EDREs, FTXs, CPXs, combined arms live-fire exercises (CALFEXs), 

operational readiness exercises, and other training events described in the units’ CATS and chapter 

3 of this MTP. TC 1-210 includes crew readiness guidelines that emphasize collective proficiency 

rather than currency as the standard for individual aviators, crews, and units. Most aviation units are 

resourced to a command and control (C2

) level of readiness. 

j. Sustainment Training. Once individuals and units have trained to a required level of 

proficiency, leaders must structure collective and individual training plans to repeat critical task 

training at the minimum frequency necessary for sustained proficiency. Army units prepare to 

accomplish wartime missions by frequent sustainment training on critical tasks rather than by 

infrequent “peaking” to the appropriate level of wartime proficiency. Sustainment training enables 

crews and individuals to operate in the band of excellence described in FM 25-100 by appropriate 

repetitions of critical task training. MTPs, ATMs, and the individual training evaluation program 

(ITEP) are tools to help achieve and sustain collective, crew, and individual proficiency. The aviation 

CATS crosswalks these tools to support the development of unit training plans. 

k. Training Management. Historically, the ATP has reflected the requirements necessary to 

train individual aviators to some level of proficiency as outlined in appropriate ATMs and to maintain 

currency as outlined in AR 95-1. With the advent of aviation forces capable of conducting maneuver 

operations, the concept of an ATP has grown to include training of those individual, crew, and 

collective training tasks necessary to accomplish successful joint and combined arms operations. 

The commander‘s collective challenges include: developing a battle-focused ATP in concert with the 

battle-focused plans of the other combined arms team members; synchronizing individual, crew, and 

collective training; and, managing scarce resources (flying hours, time, maintenance support, etc.) to 

insure proficiency at all levels. Training and resourcing an aviation brigade is no different than 

training and resourcing other brigades, with one exception. The division three-cycle time 

management system for planning and conducting training does not usually apply. The resulting 

challenge is to ensure that aviation brigades have the same opportunities and time as other brigades 

to prepare adequately for their METL. 

l. Using TADSS Effectively. It is difficult to train and maintain a modern aviation brigade at a 

“T” level of proficiency without the use of TADSS (discussed in appendix E of this MTP). Resources, 

environmental restrictions, personnel tempo (PERSTEMPO), and safety seriously limit the dictum 

“to train as we fight.” ATPs must reflect structured training programs that use available TADSS for 

individual, crew, and collective training. Structured training programs with supervision and AARs are 

necessary for individual, crew, and collective simulation training periods. Commanders must ensure 

that TADSS are included in long-range planning. Commanders are encouraged to become familiar 

with the Army‘s training modernization process, Army Training XXI. This knowledge should ensure 

that they can capitalize on high technology training concepts such as Distance Learning via 

Classroom XXI. 

m. Protecting the Force (Safety). The protection of aviation soldiers and their weapon 

systems is a way of life in aviation. An effective training program that is well thought out and planned 

with appropriate regulations and guidance is arguably the most important factor in any unit’s safety 

program when every soldier in the unit embraces it. Flying “by the book” does not hinder a unit‘s 

battle focus; it will actually enhance it. Risk management, crew coordination training, crew 
ARTEP 1-111-MTP _________________________________________________________________________

1-12

endurance programs, and all of the other facets of an ATP set the tasks, conditions, and standards 

for training as we will fight. Appendix C of this MTP specifically addresses risk management. 

1-7. Conducting Training. The role of this MTP is to make it easier to plan, prepare, coordinate, 

and execute unit training in a logical and efficient manner. Coordination is not discussed as a 

separate step; it must take place throughout the entire eight-step process. Continuous coordination 

reduces the likelihood of unforeseen training distracters. It helps ensure that sufficient resources will 

be on hand for training. It provides the commander with a proactive means to identify and address 

issues before they become serious challenges. Coordination is the thread that binds the eight steps 

of the training process together. It should be encouraged at each level of command. Coordination 

between ground and air commanders, for example, can often lead to valuable, mutually supporting 

training opportunities for both units. As in tactical operations, planning lays the foundation for 

successful execution of the brigade’s training plan. It is an expression of the commander’s vision 

based on an understanding of the unit’s mission, doctrine, capabilities, supporting and supported 

units’ doctrine and capabilities, enemy capabilities, training philosophy, and the training environment. 

The following discussion covers several aspects of the planning process. 

a. Planning for the training program involves leaders at all levels of the unit organization. Each 

subordinate must understand the higher’s intent. In turn he must develop his own intent, and 

synchronize his training into his commander’s plan. 

(1) The aviation brigade commander is the primary trainer of all the units within the brigade. 

He is responsible for developing a comprehensive, long-term training strategy. This strategy 

encompasses a variety of training events, such as FTXs and STXs. Based on the unit’s METL, the 

commander makes an initial assessment of the entire brigade to identify systemic weaknesses. He 

can develop a training focus and specify the individual, crew, and collective tasks he wants to train 

and evaluate. Critical to the planning process of an aviation brigade is the synchronization of its 

training plan with higher commanders and supported units to maximize aviation training while flying in 

support of supported commanders. 

(2) The brigade commander will use the division commander’s plan to define his 

responsibilities and to develop and execute his own training strategy. He assists his subordinate unit 

commanders with planning and executing training for their units. Usually, he focuses on individual 

leader training, crew training, collective tasks, and battle drills, primarily through the use of FTXs. 

Again, it is important for the brigade commander to coordinate and synchronize his training program 

with supported units to maximize training opportunities. 

(3) Subordinate leaders then focus on individual, crew, and collective training, primarily at 

the crew level. Units should be able to perform all collective tasks and battle drills according to 

standards and guidelines provided by the appropriate field manuals, MTPs, ATMs, and unit standing 

operating procedures (SOPs). To accomplish this, units should plan and execute limited STXs 

before taking part in brigade-level training. These exercises can increase the confidence level of 

individual crewmen and provide valuable operational experience. In addition, commanders can use 

the AVCATT, sand table exercises, rock drills, and OPORD drills to ensure that their aircrews have a 

basic understanding of the tasks they must execute. 

(4) TC 1-210 provides critical guidance to commanders at all levels on how to integrate 

individual, crew, and collective training in their aviation training strategy. Aviation commanders use a 

crawl-walk-run strategy for individual and crew training, and then integrate individual and crew 

sustainment training into their collective training strategy. 

b. In developing the brigade training plan, leaders at all levels should adhere to the principles 

outlined in FM 25-100 and FM 25-101. In addition, they should use this MTP, the ATM, and 

TC 1-210 as guides, employing the following development tools from this MTP: 

(1) The matrixes in chapter 2 and the CATS identify the brigade collective tasks and leader 

tasks used during training exercises. 
_________________________________________________________________________ ARTEP 1-111-MTP 

1-13

(2) The mission outlines in chapter 3 show the hierarchical diagram of related missions that 

also must be trained to meet the commander’s goals. The outlines are adjustable, allowing leaders to 

tailor STXs to their needs. 

(3) Chapter 4 provides guidance for planning and conducting exercises used to train 

designated missions (FTXs) or single tasks or groups of related tasks (STXs). TC 1-210 and the 

CATS support the integration of individual and crew training into these FTXs and STXs. 

(4) Chapter 5 contains T&EOs for the brigade collective tasks that support the critical 

wartime missions. 

(5) Chapter 6 provides guidance to plan, conduct, and evaluate unit exercises. 

c. There is never enough time to train everything. In developing their training plans, therefore, 

leaders must prioritize the tasks that require training, focusing on their units’ biggest operational 

challenges and their most difficult sustainment skills. Before training begins, commanders must meet 

with all unit leaders—including subordinate commanders, unit sergeant majors, standardization 

officers, and unit safety officers—to analyze training requirements and prioritize tasks in accordance 

with TC 25-30. 

d. Once unit leaders have identified the tasks to be trained, they must integrate them into a 

training strategy. Unit commanders may submit a list of the tasks and related training events 

selected to the brigade commander. The commander, in turn, develops his own list after reviewing 

subordinate commanders’ recommendations. Once the commander has approved the list of tasks 

and related training events, he includes them on the brigade training priorities. The brigade 

commander can use the following procedure: 

(1) List the tasks according to their priority and the frequency with which they need to be 

trained. 

(2) Determine the amount of time required and decide how multiechelon training will be 

used. 

(3) Determine the site for the training. 

(4) Determine who will be responsible for what. The leader of the element being trained 

must always be involved. 

(5) Organize training priorities into blocks of time and required training resources, such as 

ammunition, MILES equipment, and suitable training areas. 

e. Aviation OPTEMPO is a major resourcing challenge for the Army and it receives significant 

attention. Most aviation units are resourced at a C2

 level of readiness as defined by the CATS. 

Commanders must be aware of the funds allocated to fund the flying hour program; they must ensure 

that they are programmed to fund the maintenance necessary to execute the training strategy. 

Maintenance cannot be separated from training; as such, it must be included in any training plan. 

f. The importance of a QTB—annual training brief (ATB) for RC units—to the brigade 

commander cannot be over emphasized. It is the forum where commanders identify their training 

resource needs and get resource commitments from the higher commander. It provides an 

opportunity for the brigade’s leadership to spend some focused time discussing warfighting and 

training challenges with their senior commander. The focus should be on the unit’s proficiency level 

at the individual, crew, and collective levels. QTBs are considered to be short-range briefings 

conducted by the brigade operations and training staff officer (S3) to review and approve the training 

plans of subordinate units. It is an opportunity for a senior commander to coach and teach 

subordinates on the fine points of his philosophy and strategies in all aspects of warfighting. It is also 

an excellent opportunity for a subordinate commander and his key leaders to gain a better 

understanding of how their METL relates to the battle-focused training programs of their senior 

commanders and peers. 

g. Army National Guard aviation units continue to face multiple challenges. These challenges 

include equipment modernization, declining resources, and ever-increasing operational requirements. 

Tactically, the most challenging issue for the commander of an Army National Guard aviation unit is 

accomplishing collective training. Managing and allocating resources—based on a tier concept to 
ARTEP 1-111-MTP _________________________________________________________________________

1-14

meet readiness requirements—requires commanders to become more innovative in their approach to 

training opportunities. Inactive duty training (IDT) and additional flight training periods (AFTPs) are 

used predominately for individual and crew training. Annual training (AT) periods, to include 

rotational deployments in support of Joint Chiefs of Staff (JCS) exercises, National Training Center 

(NTC)/Joint Readiness Training Center (JRTC) support, and worldwide partial selective reserve callups (PSRCs) are focused on collective training. In addition, Army National Guard aviation units 

remain a valuable asset in state and local emergencies. 

1-8. Force Protection (Safety). 

a. Military history clearly reveals risk as a principle of operations and the severe consequences 

of not effectively managing it. Military operations are inherently risky and dangerous whether in 

training or in actual operations. The element of risk, along with the combined effects of terrain, time, 

and the environment—and the designed efforts of the enemy to induce failure—can combine to 

produce disastrous results. The outcome cannot be left to play out according to chance or in the 

hope that things will work out well. As an institution, the Army demands responsible action, which 

includes protecting soldiers as they accomplish their mission. As such, complacency or a cavalier 

acceptance of risk is not acceptable. Articulating risk—collecting data, quantifying risk, and making a 

decision—is a command responsibility. 

b. The purpose of risk management is to identify operational risks and to take reasonable 

measures to reduce or eliminate hazards. Risk management allows units to operate successfully in 

high-risk environments. Leaders at every level identify hazards, take measures to reduce or 

eliminate hazards, and, then, accept risk only to the point that the benefits outweigh the potential 

losses. The Army’s doctrinal manuals articulate the risk management process as the principal 

risk-reduction tool. Risk management is not an add-on feature to the decisionmaking process, but 

rather a fully integrated element of planning and executing operations. The goal is to make risk 

management a routine part of planning and executing operational missions. As such, it is fully 

integrated into this MTP (see appendix C). 

1-9. Environmental Protection. Protection of natural resources is an ever-increasing concern to 

the Army. All unit leaders should decrease, and if possible, eliminate damage to the environment 

when conducting training. The commander’s challenge is to conduct tough, realistic training within 

the environmental restrictions he faces. 

a. Environmental Awareness. The three general areas most commonly applied to 

environmental awareness are maneuver, logistics, maintenance, and gunnery. 

(1) Maneuver. All defensive and offensive operations of a tactical nature require an area in 

which to maneuver. Most training areas have environmental restrictions units must follow when 

conducting tactical operations. Some examples of these are where to cross a stream, what area to 

drive over, where to place a forward area arming and refueling point (FARP), or where to dig a battle 

position. Unique to aviation units are flight route parameters resulting from environmental and noise 

complaint restrictions. These restrictions must be considered while planning aviation missions and 

during mission briefs. Training must be conducted to accommodate the environmental restrictions. 

(2) Maintenance and Logistical Support. Aviation units use large amounts of hazardous 

materials while conducting routine maintenance. Commanders are held responsible for the proper 

disposal of oils, lubricants, rags, etc. The operation of forward arming and refueling points (FARPs) 

is especially challenging because of the potential for a major environmental catastrophe. Most 

training areas have specific environmental SOPs for operations in that area. The SOPs will specify 

the proper disposal of oils and lubricants, the use of drip pans and spill kits, and the procedure for 

washing grease and oil off vehicles. 

(3) Gunnery. All gunnery ranges will have environmental SOPs. These restrictions will 

include normal environmental guidance as well as specific instructions for the disposal of casings and 

ammunition boxes, for the maneuvering of weapon systems, and for range-related fires. 
_________________________________________________________________________ ARTEP 1-111-MTP 

1-15

Note: Each U.S. installation is subject to local and state environmental regulations in addition 

to federal legislation. For information concerning a specific location, contact the installation 

environmental office. If overseas or on deployment, contact a higher unit Assistant Chief of 

Staff, Operations (G3) for information. 

b. Environmental Risk Management. Environmental risk management parallels safety risk 

management and is based on the same philosophy and principles. It consists of the following steps: 

(1) Identify Hazards. Identify potential sources of environmental degradation during 

analysis of the factors of mission, enemy, terrain, troops, time, and civilian considerations 

(METT-TC). Environmental hazards are conditions with the potential for polluting air, soil, or water 

and/or destroying cultural or historical artifacts. 

(2) Assess Hazards. Using the environmental risk management matrix (figure 1-3), 

analyze the potential severity of environmental degradation for each training activity. The matrix 

allows trainers to quantify the risk to the environment. The risk impact value is an indicator of the 

level of severity. 

(3) Make Environmental Risk Decisions. Leaders may make risk management decisions 

based on the results of the assessment. Other than the overall risk rating, the risk management 

matrix can also be used to aid in making environmental risk decisions. For example, the unit 

operations most likely to cause damage (see Step 2) can be the focus of risk controls. The 

environmental areas most at risk can be also be determined (see Step 3). 

(4) Brief the Chain of Command. Brief all responsible individuals and agencies—

including the installation environmental office, if applicable—on proposed plans and pertinent highrisk environmental factors. Risk decisions are made at the level of command that corresponds to the 

degree of risk. 

(5) Implement Controls. Implement environmental protection measures by integrating 

them into plans, orders, SOPs, training standards, and rehearsals. 

(6) Supervise. Enforce environmental protection standards during supervision of all 

training activities. 

1-10. Evaluation. The T&EOs in chapter 5 describe standards that must be met for each task. 

a. All training must be evaluated. Evaluations can be internal or external. Internal evaluations 

are conducted at all levels. They must be inherent in all training. External evaluations usually are 

more formal; they normally are conducted by a headquarters two levels above the unit being 

evaluated (see chapter 6). 

b. The ARTEP concept is based on simultaneous training and evaluation. Too often, leaders do 

not practice continuous evaluation. Instead, soldiers or small units are trained to perform a task to 

standard; then later, when they execute that task as part of a training exercise, they execute it poorly 

or incorrectly and are not corrected. For this program to work, trainers and leaders must continually 

evaluate training as it is being executed. 

c. Leaders should emphasize direct, on-the-spot evaluations. Correcting poor performance 

during individual or small group training is easy to do. In higher level exercises, it is usually not 

feasible to do this with outside evaluators, but on the spot evaluations should not be totally 

eliminated. Plan AARs at frequent, logical intervals during the exercise—usually after the completion 

of a major subordinate task. This is a proven technique that allows leaders to correct performance 

shortcomings while they are still fresh in everyone’s mind, which prevents reinforcement of bad 

habits. 

d. FM 25-101 provides detailed instructions for conducting an AAR and detailed guidance on 

coaching and critiquing during training. 

1-11. Feedback. Recommendations for improving this MTP are requested. Feedback will help 

ensure that appropriate changes are included in future training publications in addition to this MTP. A 
ARTEP 1-111-MTP _________________________________________________________________________

1-16

questionnaire is included at the end of this MTP to facilitate the submission of recommendations and 

comments. The mailing address is: Commander, U.S. Army Aviation Center, Directorate of Training, 

Doctrine, and Simulation, ATTN: ATZQ-TDS-D, Fort Rucker, AL 36362-5000. 

Figure 1-3. Environmental Risk Management Matrix.

Category Range Environmental

Damage

Decision Maker

Low 0-58 Little or none IAW SOP

Medium 59-117 Minor IAW SOP

High 118-149 Significant Division Commander

Extremely High 150-175 Severe MACOM

Commander

Risk Categories

Step 1: Rate the risk impact of each unit operation on each environmental 

area, from 5 to 0; high risk = 5; low risk = 0.

Step 2: Add each column to determine the overall risk rating for each type of 

unit operation.

Step 3: Add each row to determine the overall risk rating for each 

environmental area.

Step 4: Determine the overall risk rating (bottom right corner of matrix).

Step 5: Determine the risk category based on the overall risk rating.

Step 6: Based on the results of the environmental risk assessment, make 

decisions and develop control measures to reduce environmental risks.

Environmental Areas

Air Pollution

Archeological and historical sites

Hazardous material/waste

Noise pollution

Threatened/endangered species

Water pollution

Wetland protection

Overall Rating

Movement of heavy vehicles/systemsMovement of personnel and light systems

Assembly area activities

Field maintenance of equipment

Garrison maintenance of equipment

Overall Rating

Unit Operations

Overall Environmental Risk Assessment Form

Risk Rating:

High - 5

Low - 0
2-1

Chapter 2 

TRAINING MATRIXES 

2-1. General. Mission identification assists the commander in planning the training of his unit's 

personnel. 

2-2. Mission Listing. The mission identification table listed below (figure 2-1) provides a 

consolidated listing of missions that may be performed by aviation brigades. Aviation brigade 

missions are also listed in FM 1-111 and the appropriate TOE. The METL for your aviation brigade 

has the applicable missions for your unit. 

• Army Airspace Command and Control 

• Casualty Evacuation (CASEVAC) 

• Conduct Air Assault Operations 

• Conduct Air Defense Operations 

• Conduct Air Movement Operations 

• Conduct Combat Search and Rescue 

• Conduct Theater Missile Defense 

• Deep Operations 

• Legal Support 

• Logistical Support 

• Maintenance Support 

• Maneuver 

• Mission Support 

• Project the Force 

• Protect the Force 

• Provide Command and Control 

• Provide C4I 

• Provide Medical Services 

• Reconnaissance and Security 

• Special Operations 

• Staff Planning Supervision 

• Sustain the Force 

Figure 2-1. Mission Identification Table. 
ARTEP 1-111-MTP _________________________________________________________________________

2-2

2-3. Mission-to-Collective Tasks Listing.

MISSION: ARMY AIRSPACE COMMAND AND CONTROL (A2C2) 

Collective Task(s) 

(01-6-0011.01-0111) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (A2C2) 

(01-6-0028.01-0111) EXECUTE ARMY AIRSPACE COMMAND AND CONTROL (A2

C2) IN THE DIVISION 

 AREA 

MISSION: CASUALTY EVACUATION (CASEVAC) 

Collective Task(s) 

(01-2-7707.01-0111) EVACUATE CASUALTIES 

MISSION: CONDUCT AIR ASSAULT OPERATIONS 

Collective Task(s) 

(01-6-5105.01-0111) CONDUCT AIR ASSAULT OPERATIONS 

MISSION: CONDUCT AIR DEFENSE OPERATIONS 

Collective Task(s) 

(01-6-0027.01-0111) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (AIR 

DEFENSE) 

MISSION: CONDUCT AIR MOVEMENT OPERATIONS 

Collective Task(s) 

(01-6-2032.01-0111) CONDUCT AIR MOVEMENT 

MISSION: CONDUCT COMBAT SEARCH AND RESCUE (CSAR) 

Collective Task(s) 

(01-6-2045.01-0111) CONDUCT COMBAT SEARCH AND RESCUE (CSAR) OPERATIONS 

MISSION: CONDUCT THEATER MISSILE DEFENSE (TMD) 

Collective Task(s) 

(01-6-0027.01-0111) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (AIR 

DEFENSE) 

MISSION: DEEP OPERATIONS 

Collective Task(s) 

(01-6-0417) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) 

(LIAISON OFFICER) 

(01-6-0418) ESTABLISH THE AVIATION DEEP OPERATIONS PLANNING CELL 

(01-6-0420) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S1) 

(01-6-0421) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S2) 

(01-6-0422) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S3) 

(01-6-0423) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S4) 
_________________________________________________________________________ ARTEP 1-111-MTP 

2-3

MISSION: LEGAL SUPPORT 

Collective Task(s) 

(01-6-0074.01-0111) PROVIDE LEGAL SUPPORT 

MISSION: LOGISTICAL SUPPORT 

Collective Task(s) 

(01-6-0068.01-0111) COORDINATE TRANSPORTATION AND MOVEMENT 

MISSION: MAINTENANCE SUPPORT 

Collective Task(s) 

(01-4-1029.01-0111) PERFORM VEHICLE RECOVERY OPERATIONS 

(01-4-7723.01-0111) PERFORM UNIT-LEVEL MAINTENANCE 

MISSION: MANUEVER 

Collective Task(s) 

(01-6-0211.01-0111) CONDUCT DELIBERATE ATTACK 

(01-6-0413) CONDUCT AN EXPLOITATION 

(01-6-0414) CONDUCT A PURSUIT 

MISSION: MISSION SUPPORT 

Collective Task(s) 

(01-2-0001.01-0111) PLAN/ORGANIZE THE MOVE 

(01-2-0013.01-0111) RESPOND TO A CHEMICAL/BIOLOGICAL ATTACK 

(01-2-0017.01-0111) RESPOND TO A NUCLEAR ATTACK 

(01-2-0101.01-0111) OCCUPY AN ASSEMBLY AREA 

(01-2-0102.01-0111) SECURE AND DEFEND UNIT POSITION 

(01-2-0201.01-0111) PREPARE FOR OPERATIONS UNDER NUCLEAR, BIOLOGICAL, AND CHEMICAL 

 (NBC) CONDITIONS 

(01-2-0203.01-0111) CAMOUFLAGE VEHICLES AND EQUIPMENT 

(01-2-0280.01-0111) CROSS A RADIOLOGICALLY CONTAMINATED AREA 

(01-2-0609.01-0111) CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

(01-2-0610.01-0111) PERFORM OPERATIONAL DECONTAMINATION 

(01-2-0611.01-0111) CONDUCT THOROUGH DECONTAMINATION 

(01-2-0702.01-0111) PREPARE UNIT FOR DEPLOYMENT 

(01-2-0715.01-0111) PERFORM FIELD SANITATION 

(01-2-2035.01-0111) IMPLEMENT FRATRICIDE PREVENTION MEASURES 

(01-2-2036.01-0111) REPORT INFORMATION 

(01-2-2047.01-0111) CONDUCT TROOP LEADING PROCEDURES 

(01-2-2048.01-0111) CONDUCT UNIT MOVEMENT 

(01-2-2051.01-0111) EMPLOY PASSIVE AIR DEFENSE MEASURES 

(01-2-2052.01-0111) EMPLOY ACTIVE AIR DEFENSE MEASURES 

(01-2-2054.01-0111) COORDINATE UNIT-LEVEL SUPPLY OPERATIONS 

(01-2-2064.01-0111) PERFORM COMPANY STRENGTH MANAGEMENT 

(01-2-2160.01-0111) CONDUCT MISSION-ORIENTED PROTECTIVE POSTURE (MOPP) GEAR 

EXCHANGE 

(01-2-7039.01-0111) CONDUCT HASTY ASSEMBLY AREA DISPLACEMENT 

(01-2-7707.01-0111) EVACUATE CASUALTIES 
ARTEP 1-111-MTP _________________________________________________________________________

2-4

(01-2-7714.01-0111) SUBMIT CASUALTY FEEDER REPORTS AND WITNESS STATEMENTS 

(01-4-7708.01-0111) PROVIDE FOOD SERVICE SUPPORT 

(01-6-0026.01-0111) PERFORM LIAISON OPERATIONS 

(01-6-0045.01-0111) ADVISE THE COMMANDER AND STAFF ON WEATHER FORECASTS, 

 OBSERVATIONS, AND CLIMATOLOGY 

(01-6-0056.01-0111) CONDUCT THE COMMAND RELIGIOUS SUPPORT PROGRAM 

(01-6-0059.01-0111) PROVIDE MAIN COMMAND POST (CP) SECURITY 

(01-6-7102.01-0111) SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

MISSION: PROJECT THE FORCE 

Collective Task(s) 

(01-6-0063.01-0111) SUPERVISE DEPLOYMENT/REDEPLOYMENT ACTIVITIES 

MISSION: PROTECT THE FORCE 

Collective Task(s) 

(01-6-0057.01-0111) COORDINATE THE SAFETY PROGRAM 

(01-6-0058.01-0111) ADVISE THE COMMANDER ON RISK MANAGEMENT 

(01-6-0079.01-0111) MONITOR THE STATUS OF BRIGADE PERSONNEL 

(01-6-0409) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(SAFETY) 

MISSION: PROVIDE COMMAND AND CONTROL 

Collective Task(s) 

(01-6-0042.01-0111) RELOCATE MAIN COMMAND POST (CP) 

(01-6-0057.01-0111) COORDINATE THE SAFETY PROGRAM 

(01-6-0058.01-0111) ADVISE THE COMMANDER ON RISK MANAGEMENT 

(01-6-0063.01-0111) SUPERVISE DEPLOYMENT/REDEPLOYMENT ACTIVITIES 

(01-6-0066.01-0111) SUSTAIN THE BRIGADE 

(01-6-0079.01-0111) MONITOR THE STATUS OF BRIGADE PERSONNEL 

(01-6-0080.01-0111) SUPERVISE KEY OPERATIONAL AND SUPPORT FUNCTIONS 

(01-6-0082.01-0111) CONDUCT MILITARY DECISIONMAKING PROCESS (MDMP) 

(01-6-0083.01-0111) DIRECT THE BRIGADE STAFF 

(01-6-0087.01-0111) EXECUTE CONTINGENCY PLANS 

(01-6-0409) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(SAFETY) 

(01-6-0411) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

 (STANDARDIZATION) 

MISSION: PROVIDE COMMAND, CONTROL, COMMUNICATIONS, COMPUTERS, 

AND INTELLIGENCE (C4

I) 

Collective Task(s) 

(01-6-0052.01-0111) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

(01-6-1414.01-0111) PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, COMPUTERS, 

 AND INTELLIGENCE (C4I) SYSTEMS PLANNING 
_________________________________________________________________________ ARTEP 1-111-MTP 

2-5

MISSION: PROVIDE MEDICAL SERVICES 

Collective Task(s) 

(01-6-0035.01-0111) ADVISE THE COMMANDER AND STAFF ON HEALTH SERVICES AVAILABLE 

AND MEDICAL UNIT CAPABILITIES AND READINESS 

(01-6-0039.01-0111) SUPERVISE MEDICAL SUPPORT SERVICES 

MISSION: RECONNAISSANCE AND SECURITY 

Collective Task(s) 

(01-6-0019.01-0111) DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN 

(01-6-0031.01-0111) COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN 

(01-6-1347.01-0111) CONDUCT AREA SECURITY OPERATIONS 

(01-6-2039.01-0111) CONDUCT A SCREEN 

(01-6-2042.01-0111) CONDUCT OPERATIONS AS PART OF A GUARD FORCE 

(01-6-2043.01-0111) CONDUCT OPERATIONS AS PART OF A COVERING FORCE 

MISSION: SPECIAL OPERATIONS 

Collective Task(s) 

(01-6-6101.01-0111) CONDUCT RECONNAISSANCE OPERATIONS 

MISSION: STAFF PLANNING SUPERVISION OF BRIGADE OPERATIONS 

Collective Task(s) 

(01-6-0001.01-0111) CONDUCT INTELLIGENCE FUNCTIONS FOR DEPLOYMENT 

(01-6-0002.01-0111) INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE 

BATTLEFIELD (IPB) 

(01-6-0003.01-0111) PRODUCE INTELLIGENCE PRODUCTS 

(01-6-0004.01-0111) COORDINATE COUNTERINTELLIGENCE MEASURES FOR OPERATION 

SECURITY (OPSEC) WITH THE S3 

(01-6-0005.01-0111) MAINTAIN THE BRIGADE INTELLIGENCE DATABASE 

(01-6-0006.01-0111) ESTABLISH SECURITY MEASURES 

(01-6-0007.01-0111) PROCESS ENEMY PRISONERS OF WAR (EPW) 

(01-6-0008.01-0111) ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

(01-6-0009.01-0111) PROCESS INFORMATION INTO INTELLIGENCE 

(01-6-0010.01-0111) SYNCHRONIZE DEEP, CLOSE, SECURITY, RESERVE, AND REAR OPERATIONS 

(01-6-0012.01-0111) SUPERVISE TACTICAL AIR CONTROL PARTY FUNCTIONS 

(01-6-0013.01-0111) PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS 

(01-6-0014.01-0111) COORDINATE TACTICAL AIR SUPPORT WITH AVIATION FORCES 

(01-6-0015.01.0111) ADVISE THE COMMANDER AND STAFF ON THE CAPABILITIES, LIMITATIONS, 

AND EMPLOYMENT OF TACTICAL AIR SUPPORT 

(01-6-0016.01-0111) INTEGRATE AIRCRAFT SURVIVABILITY MEASURES 

(01-6-0018.01-0111) ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

(01-6-0019.01-0111) DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN 

(01-6-0020.01-0111) EMPLOY OPERATIONS SECURITY (OPSEC) MEASURES 

(01-6-0022.01-0111) CONDUCT DEPLOYMENT ALERT ACTIVITIES 

(01-6-0025.01-0111) DEVELOP BRIGADE ORDERS 

(01-6-0026.01-0111) PERFORM LIAISON OPERATIONS 

(01-6-0029.01-0111) MAINTAIN THE CURRENT SITUATION 

(01-6-0030.01-0111) CONDUCT BATTLE TRACKING 

(01-6-0031.01-0111) COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN 
ARTEP 1-111-MTP _________________________________________________________________________

2-6

(01-6-0033.01-0111) COORDINATE FIRE SUPPORT 

(01-6-0036.01-0111) PREPARE FOR A CHEMICAL/BIOLOGICAL AGENT ATTACK 

(01-6-0038.01-0111) PREPARE FOR A NUCLEAR ATTACK 

(01-6-0040.01-0111) EVALUATE NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) CONTAMINATION 

 INFORMATION 

(01-6-0044.01-0111) PROCESS NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) REPORTS 

(01-6-0046.01-0111) PERFORM PUBLIC AFFAIRS FUNCTIONS 

(01-6-0047.01-0111) ESTABLISH AND COORDINATE SECURITY OF TEMPORARY ENEMY 

PRISONERS OF WAR (EPW) COLLECTION POINT 

(01-6-0048.01-0111) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S1) 

(01-6-0049.01-0111) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

(01-6-0050.01-0111) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

(01-6-0051.01-0111) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S4) 

(01-6-0053.01-0111) PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(CHEMICAL) 

(01-6-0055.01-0111) PROVIDE OTHER LOGISTIC SERVICES 

(01-6-0060.01-0111) COORDINATE DEPLOYMENT LOGISTICS SUPPORT 

(01-6-0061.01-0111) COORDINATE DEPLOYMENT ADVANCE PARTY ACTIVITIES 

(01-6-0062.01-0111) COORDINATE PRE-DEPLOYMENT ACTIVITIES 

(01-6-0064.01-0111) PERFORM PORT OF EMBARKATION ACTIVITIES FOR DEPLOYMENT 

(01-6-0065.01-0111) PERFORM PORT OF DEBARKATION ACTIVITIES FOR DEPLOYMENT 

(01-6-0068.01-0111) COORDINATE TRANSPORTATION AND MOVEMENT 

(01-6-0069.01-0111) MONITOR LOGISTICS OPERATIONS 

(01-6-0070.01-0111) PERFORM STRENGTH MANAGEMENT 

(01-6-0071.01-0111) CONDUCT REPLACEMENT OPERATIONS 

(01-6-0072.01-0111) CONDUCT CASUALTY REPORTING 

(01-6-0073.01-0111) COORDINATE MORALE, WELFARE, AND RECREATION SERVICES 

(01-6-0075.01-0111) PROVIDE PERSONNEL AND ADMINISTRATIVE SERVICES 

(01-6-0211.01-0111) CONDUCT DELIBERATE ATTACK 

(01-6-0412) CONDUCT TARGETING PROCESS 

(01-6-0413) CONDUCT AN EXPLOITATION 

(01-6-0414) CONDUCT A PURSUIT 

(01-6-0415) CONDUCT OPERATIONS AS PART OF A MOBILE DEFENSE 

(01-6-0416) CONDUCT OPERATIONS AS PART OF AN AREA DEFENSE 

(01-6-0417) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) 

(LIAISON OFFICER) 

(01-6-0418) ESTABLISH THE AVIATION DEEP OPERATIONS PLANNING CELL 

(01-6-0419) CONDUCT MISSION REHEARSAL 

(01-6-0420) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S1) 

(01-6-0421) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S2) 

(01-6-0422) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S3) 

(01-6-0423) PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S4) 

(01-6-1014.01-0111) PROCESS NONCOMBATANTS 

(01-6-1342.01-0111) CONDUCT CIVIL-MILITARY OPERATIONS 

(01-6-1343.01-0111) CONDUCT AVIATION URBAN OPERATIONS 

(01-6-1344.01-0111) LIMIT LOCAL POPULATION INTERFERENCE WITH U.S. MILITARY OPERATIONS 

(01-6-1345.01-0111) PROVIDE ENVIRONMENTAL ASSISTANCE 

(01-6-1346.01-0111) PROVIDE HUMANITARIAN SUPPORT 

(01-6-1347.01-0111) CONDUCT AREA SECURITY OPERATIONS 

(01-6-1348.01-0111) ESTABLISH BASE OPERATIONS 

(01-6-1349.01-0111) CONTROL A CIVIL DISTURBANCE 

(01-6-1350.01-0111) CONDUCT OPERATIONS AS A SHOW OF FORCE 

(01-6-1351.01-0111) DEVELOP A MEDIA PLAN 

(01-6-1354.01-0111) CONDUCT MEDIATION AND NEGOTIATION 
_________________________________________________________________________ ARTEP 1-111-MTP 

2-7

(01-6-1358.01-0111) ENFORCE PEACE AGREEMENTS 

(01-6-1359.01-0111) EMPLOY A QUICK REACTION FORCE 

(01-6-2032.01-0111) CONDUCT AIR MOVEMENT 

(01-6-2039.01-0111) CONDUCT A SCREEN 

(01-6-2042.01-0111) CONDUCT OPERATIONS AS PART OF A GUARD FORCE 

(01-6-2043.01-0111) CONDUCT OPERATIONS AS PART OF A COVERING FORCE 

(01-6-2044.01-0111) CONDUCT BATTLE HANDOVER/RELIEF IN PLACE 

(01-6-2045.01-0111) CONDUCT COMBAT SEARCH AND RESCUE (CSAR) OPERATIONS 

(01-6-5105.01-0111) CONDUCT AIR ASSAULT OPERATIONS 

(01-6-6101.01-0111) CONDUCT RECONNAISSANCE OPERATIONS 

(01-6-6107.01-0111) CONDUCT HASTY ATTACK 

(01-6-6109.01-0111) CONDUCT MOVEMENT TO CONTACT 

(01-6-7105.01-0111) PERFORM PASSAGE OF LINES 

MISSION: SUSTAIN THE FORCE 

Collective Task(s) 

(01-4-0320.01-0111) PROVIDE UNIT SUPPLY SUPPORT 

(01-6-0066.01-0111) SUSTAIN THE BRIGADE 

(01-6-0080.01-0111) SUPERVISE KEY OPERATIONAL AND SUPPORT FUNCTIONS 

(01-6-7726.01-0111) CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) OPERATIONS 

3-1

Chapter 3 

TRAINING PLANS 

3-1. General. This chapter describes the use of the MTP to develop brigade-level training plans 

and also provides mission outlines. It assists commanders in preparing training plans for critical 

wartime missions. FM 25-100 and FM 25-101 provide detailed information on training management 

and should be used along with this MTP. 

a. Training Management Cycle. Figure 3-1 depicts the stages of the training management 

cycle. The training management cycle is METL-based and depends on continuous feedback. This 

cycle is a common thread throughout chapter 3. 

Figure 3-1. Training Management Cycle. 

b. Training Management Automation. Successful accomplishment of Army Training XXI 

training management automation objectives will support unit training. 

(1) Standard Army Training System. The SATS program combines training doctrine with 

automated information management technologies to help commanders plan, manage, develop, 

execute, record, and report on training programs. It supports active component (AC) and RC units 

from squad to Army level. It automates training management doctrine found in FM 3-0, FM 25-100, 

and FM 25-101. Through the use of SATS, units are able to download current doctrine for use in 
ARTEP 1-111-MTP _________________________________________________________________________

3-2

training and training development. Information on how to obtain SATS software and a user’s guide 

for the database is available through the SATS project manager at the U.S. Army Training Support 

Center, Fort Eustis, VA 23604. The Internet address for SATS is http://www.sats.army.mil. See 

paragraphs 1-6b, 3-2h, and 3-4i for more information about SATS capabilities to assist units with 

long- and near-term training plans. 

(2) Training Support Packages. Warfighter TSPs provide unit-tailored training scenarios 

for live, virtual, and constructive simulation training. Warrior TSPs and WarMod TSPs provide 

scenarios, courses, and materials for individual and systems training, respectively. TSPs minimize 

unit preparation time and increase actual training time. TSPs are available on the General Dennis J. 

Reimer Digital Library (RDL) Web site at http://www.adtdl.army.mil/atdls.htm. 

(3) Training Aids, Devices, Simulators, and Simulations. TADSS is a set of training 

tools to offset the financial, safety, environmental, and technological constraints associated with 

training. TADSS also provides enhanced realism through the synthetic application of all BOSs, 

related units, and diverse training environments. It includes physical devices for institutional training, 

collective training, and synthetic environment (SE) tools. 

(4) Standard Army After Action Review System. The Standard Army After Action 

Review System (STAARS) is a system of after-action systems that provide standardized and 

automated data/information storage, distribution, and retrieval. It supports trainers, doctrine writers, 

testers, analysts, materiel developers, combat developers, and training developers. It provides 

doctrine, training, leader development, organization, materiel, and soldier (DTLOMS)-based data. 

(5) General Dennis J. Reimer Digital Library. The RDL is an information repository that 

allows trainers, trainees, training developers, and doctrine writers to store and retrieve training and 

doctrine products and materials via the Internet. See paragraph 1-6b for more information about the 

RDL and SATS. The Internet address of the RDL is http://www.adtdl.army.mil/atdls.htm. The 

Internet address for the RDL data repository (DR) is http://155.217.58.100. 

c. Battle Focus Planning. As in tactical operations, planning lays the foundation for successful 

execution of any training plan. Planning involves leaders at all levels of the organization. It is an 

extension of the battle-focus concept that links organizational METL with the execution and 

evaluation of training. Battle focus allows the commander to narrow his scope of planning to wartime 

mission essential tasks. All training planned and conducted must be linked to the METL and support 

collective battle tasks. It includes improving proficiency on some tasks and sustaining performance 

on others. When planning training, aviation commanders should include the senior warrant officer 

and the senior NCO at each level of command as the senior trainers in their unit. Commanders are 

responsible for three types of training plans: long-range, short-range, and near-term. 

3-2. Long-Range Planning. 

a. Command Training Guidance. The command training guidance (CTG) is published at 

division, brigade, and battalion levels. It documents the organization’s long-range—sometimes called 

annual—training plan. It is the training analogue to the organization’s operational war plan. Every 

commander must read and understand it because it is used as a ready reference to plan, execute, 

and assess training throughout the long-range planning period. 

b. Unit METL Development. METL development is the initial process in developing a battlefocused, long-range training plan. The METL is an unconstrained statement of tasks required to 

accomplish wartime missions. It must be continuously reviewed and crosswalked with the unit 

modified table of organization and equipment (MTOE), CATS, and this MTP. It must support and 

complement the METL of the next higher headquarters and be based on the wartime mission. All 

members of the organization must understand their unit METL. The process for METL development is 

listed below. 

(1) The division commander provides a restated wartime mission and approved METL to 

the brigade commander. 

(2) The brigade commander identifies specified and implied tasks. 
_________________________________________________________________________ ARTEP 1-111-MTP 

3-3

(3) Collective tasks that support critical wartime missions, and other tasks required to 

execute war plans, are identified using the mission-to-collective-task matrix found in chapter 2 of this 

MTP. 

(4) All collective tasks are compiled in a list sequenced as they are expected to occur 

during the execution of the wartime mission. 

(5) The restated mission is analyzed; only those tasks essential to accomplish the wartime 

mission are selected from the task list. Subordinate commanders, key warrant officers, and key 

NCOs participate in selecting the tasks. When the tasks are approved, these mission essential tasks 

compose the brigade’s METL and battle tasks (not to be confused with the all-inclusive collective task 

list found in this document). 

(6) The division commander then approves the brigade’s METL. A unit’s METL is stabilized 

when approved; it is normally modified only if changes occur in wartime missions. FM 25-101 covers 

METL development in detail. 

(7) The brigade’s restated mission and approved METL are provided to the subordinate 

chain of command. Figure 3-2 depicts a METL development crosswalk for an aviation brigade in a 

heavy division. 

METL Development 

Crosswalk: DIVISION METL BRIGADE METL 

Deploy the force. 

Protect the force. 

Conduct combined arms, division-level, 

offensive and defensive operations. 

 Provide C4I.

Project the force. 

Protect the force. 

Conduct attack operations. 

Conduct reconnaissance and security 

operations. 

Conduct aviation CS and CSS. 

Sustain the force. 

Provide C4I.

Figure 3-2. METL Development Crosswalk, Aviation Brigade, Heavy Division. 

c. Training Objectives Established. After the METL is approved, the commander establishes 

training objectives. The training objectives are conditions and standards that describe the situation or 

environment and ultimate outcome criteria the unit must meet to successfully perform the tasks. 

Training objectives and standards for METL can be obtained from this MTP, the STP, higher 

headquarters command guidance, and the local SOP. It is important that every task have a condition 

and a standard so that all training can be evaluated and critiqued to the standard. 

d. Commander’s Training Assessment. Every commander has specific training goals. 

These goals are based on his vision, guidance from higher commanders, and guidance in 

appropriate doctrinal manuals. An initial METL assessment is the starting point for developing the 

brigade training strategy. An ongoing evaluation process must ensure that the brigade continues to 

be focused on preparing for its wartime missions. Aviation commanders must always include, in their 

assessment, the proficiency of individual aviators and aircrews. The training assessment is the 

commander’s continuous comparison of the unit’s current proficiency with the proficiency required to 

fight and win on the battlefield. The commander, his staff, and subordinate commanders assess the 

organization’s current proficiency on mission essential tasks against the required standard. The 
ARTEP 1-111-MTP _________________________________________________________________________

3-4

commander then indicates the current proficiency by rating each task as “T” (Trained), “P” (Needs 

Practice), or “U” (Untrained). The outcome of the training assessment identifies the unit’s training 

requirements. The METL assessment compares current levels of training with the Army standard 

and is used to update unit goals and objectives. Figure 3-3 summarizes the METL assessment 

process. Table 3-1 depicts a sample commander’s training assessment for an aviation brigade in a 

heavy division. Notice the overall rating compared to the subordinate units’ ratings. 

Training Assessment 

• Is made by the commander. 

• Compares current level of training with the Army standard. 

• Is the cornerstone of the long-range planning process. 

• Is based on firsthand observations and input from all leaders. 

• Is a continuous process. 

• Is used to set or update unit goals and objectives. 

• Is influenced by future events. 

Figure 3-3. Training Assessment Summary. 

Table 3-1. Sample Brigade Commander’s Training Assessment. 

MISSION ESSENTIAL 

TASKS 

CAVALRY 

SQUADRON 

ATTACK 

HELICOPTER 

BATTALION 

GENERAL 

SUPPORT 

AVIATION 

BATTALION

AVIATION 

SUPPORT 

BATTALION 

OVERALL 

Project the Force T T T P T 

Protect the Force P P T P P 

Conduct Attack 

Operations 

P T N/A N/A P 

Conduct Recon and 

Security Operations 

P T N/A N/A P 

Conduct Aviation CS and 

CSS 

N/A N/A T N/A T 

Sustain the Force P P T T P 

Provide C4I P P T P P 

Tips for conducting the commander’s training assessment are listed below: 

(1) Review all formal and informal (internal/external) evaluations, such as CTC after action 

reports, command inspection program (CIP) results, and Aviation Resource Management Survey 

(ARMS) inspection trends. Pay particular attention to recurring deficiencies. 

(2) Review past QTBs to determine how the previous commander assessed the unit with 

respect to the METL and his training strategy. 

(3) Review all equipment availability and readiness reports to detect deficiencies. 

(4) Talk to the headquarters and headquarters company (HHC) commander, aviation 

maintenance officer, motor officer, and aviation support battalion commander. 
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3-5

(5) Review past USR data for readiness information. 

(6) Review command information system (CIS) reports on individual training records; check 

weapons qualification, common task training (CTT), and physical training (PT) scores. 

(7) Talk with commanders, review individual aircrew-training folders for overall correctness, 

the commander’s task list, and minimum training requirements. Discuss aviation training with the 

aviation standardization officer. Have the standardization officer give you a review of the aircrew 

training program, pilot in command (PC) status, no-notice evaluation program, and a report of who is 

on-track, behind, and ahead with respect to ATM progression. 

(8) Army National Guard commanders face additional challenges in the training 

assessment process. Sources that may offer training insight include the brigade final exercise report 

(FER) if the unit has recently completed a brigade command and battle staff training (BCBST) 

rotation, and the training assessment module (TAM) after an annual training (AT) exercise. 

(9) Review selected individual flight records to ensure that pilots maintain medical 

qualification and have current (commander-signed) “up-slips” (DA Form 4186 (Medical 

Recommendation for Flying Duty)) on file for annual exams and all temporary groundings. Discuss 

training with the flight surgeon. 

(10) Review the unit’s gunnery programs. 

(11) Talk to key leaders within the organization (staff, commanders at all levels, senior 

warrant officers, and NCOs) for their assessment of unit training. 

(12) Review the personnel status report for critical personnel shortages. Note personnel 

turnover trends. Pay particular attention to low-density MOS turnover. 

(13) Take part in several unit-level training exercises. 

(14) Talk to the soldiers. 

(15) Determine operator proficiency on newly fielded equipment, i.e., a new series of cargo 

vehicles, new generators, and new or updated personal weapons. 

(16) Consult with the aviation safety officer. Review the unit safety record, paying particular 

attention to trends in accidents and incidents. 

(17) Consult with the division commander, G3, and command sergeant major (CSM). The 

perceptions of the brigade’s training status by these three individuals will have tremendous impact on 

the commander’s training assessment. 

e. Develop Training Strategy and Commander's Guidance. The training strategy is 

developed using the outcome of the training assessment. With the training strategy, the commander 

and his staff establish training priorities by determining the minimum frequency each mission 

essential task will be trained during the upcoming planning period. It includes the commander’s 

guidance, which includes the commander’s training vision. To develop unit goals, the commander 

must— 

(1) Review higher commanders’ goals. 

(2) Spell out, in real-world terms, what his unit will do to comply with the goals of higher 

commanders. 

(3) List in broad terms his goals for the unit. Figure 3-4 provides a sample of the 

commander’s guidance with training goals, objectives, and priorities. 
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3-6

Commander’s Guidance 

Training Goals: 

• All battalion METL proficiencies trained to standard. 

• Battle staff proficiencies and TOC/ALOC battle tracking procedures 

refined. 

• Brigade ready to conduct a well-planned and precisely executed FTX 

during next quarter. 

Training Objectives: 

• Newly assigned soldiers/leaders trained and confident on SOPs/TTPs. 

• Newly assigned aviators incorporated into the commander’s ATP 

within 10 days of arrival in the unit. 

• One hundred percent of crews Qualified Table VIII (Day/Night). 

• Battalions and brigade staff trained for upcoming brigade FTX. 

Training Priorities: 

• Individual/crew proficiency sustainment. 

• Mission collective training. 

• Gunnery skills. 

• Staff battle tracking procedures. 

• NBC training. 

Figure 3-4. Sample Commander’s Guidance. 

f. Establish Training Priorities. Priorities are established for training METL tasks based on 

training status, the criticality of the task, and the relative training emphasis the task should receive. 

g. Long-Range Planning Calendar. Long-range planning is the process of integrating the 

brigade’s training strategy into the division’s long-range training calendar. This process ensures that 

resources—such as major training areas, ammunition, and fuel—are allocated and shortfalls are 

identified. It synchronizes supporting units and agencies so that training events can be executed 

properly. The tools used to develop a long-range training plan are the brigade training strategy, the 

division and corps CTG, and the division and corps long-range training calendar (12 to 18 months 

out). Included below are some basic steps to follow in developing the brigade long-range planning 

calendar. 

(1) Required Training Events on the Calendar. These are requirements directed by the 

division or higher headquarters. These events provide excellent training opportunities. Evaluate the 

training strategy and determine what areas the brigade can train on during these events. 

(2) Other Requirements. Identify other requirements that affect training such as 

announced inspections, weekly sergeants’ time, new equipment fielding, community and installation 

support events such as post cleanup and parades. 

(3) Time Management. Highlight prime time training periods available to the unit and 

support periods. Focus resources and training exercise planning to take advantage of prime-time 

training. Account for holiday periods. 

(4) Training Cycle Management. Many headquarters use a training cycle system to 

insulate units from training distracters during peak training periods. Capitalize on training 

opportunities during these peak periods. However, the nature of support in an aviation brigade often 

mandates some level of continuous support to other combat units, even during peak training cycles. 
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3-7

Alignment of aviation units in habitual support relationships will significantly impact training 

management. 

(5) Integrate Unit Exercises and Other Training. Schedule events that will improve or 

sustain METL proficiency in conjunction with the higher headquarters directed training requirements. 

(6) Aircrew Training Program. A major consideration in developing the long-range 

training plan for any aviation unit is the ATP and factors that impact it. Consideration must be given 

to: 

(a) Individual pilot proficiency. 

(b) Aircrew proficiency (battle roster). 

(c) The unit maintenance program. 

(d) Flight hour allocation to supported units where aviation training is conducted in 

conjunction with supported unit missions. 

(e) Individual and aircrew training that is usually accomplished while not in a support 

role, i.e., emergency procedure training, flight evaluations, instrument proficiency training. 

(f) Pilot training accomplished in the crew and collective simulators such as the 

AVCATT. 

(g) Training accomplished with the ASET system. 

h. Use of SATS during Long-Range Planning. Using SATS, the commander and S3 

automate many of the long-range planning steps. 

(1) METL Development. During METL development, SATS can be used to download the 

MTOE for the brigade. By selecting the RDL icon and following the instructions, one can download a 

generic mission statement for the brigade in the MTOE. At the SATS terminal, one can obtain the 

brigade’s official mission as approved by the division commander, together with the division’s 

approved METL. With this information, and the commander’s guidance, the S3 prepares a strawman 

METL to discuss with the battalion commanders. After incorporating the results of these discussions 

and examining implied battle tasks, informal coordination can be made with the division G3. The 

brigade commander then approves the unit’s proposed METL and sends it to the division commander 

for approval. 

(2) Commander’s Training Assessment. The commander, or the S3, uses SATS to 

access the RDL and download the brigade’s MTP and other appropriate publications, such as 

FM 25-100. Either of the two may examine the previous commander’s training assessment. In 

coordination with the CSM, battalion commanders, senior warrant officers, SGMs, and the staff, the 

commander updates the commander’s training assessment based on training evaluations, personal 

observations of leaders, and the new METL. From this process, the brigade commander develops 

his training vision, goals, and priorities that he issues as the commander’s guidance. Face-to-face 

coordination occurs throughout this process. The assessment documentation is shared electronically 

via SATS. 

(3) Long-Range Planning Calendar. For the new annual training calendar, the S3 

carefully studies the division CTG and the key training events requiring participation of his unit. The 

TSPs that relate to these events can be found in SATS via the RDL. Based on the commander’s 

training assessment, the S3 tailors the T&EOs or STXs for each event to emphasize the METL tasks 

that need practice. The METL tasks that must be trained will be the focus of brigade-directed 

training. The S3 selects appropriate training scenarios with supporting operation plans (OPLANs) 

from the TSPs in the SATS database. OPLAN annexes provide details on resources, sequences, 

and duration of training. In coordination with the division, corps, and military community, the S3 

chooses training event dates that do not conflict with other key calendar events. The proposed 

annual training calendar is now ready to be published. It is completely coordinated, has been 

approved by the brigade commander, meets the requirements of the CTG, and is resourced. The S3 

includes the newly approved METL and establishes training objectives for each mission essential 

task. The S3 also identifies long-lead-time resources and long-term coordination requirements for 

CTC rotations. 
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3-8

Note: See paragraphs 1-6b, 3-1b(1), and 3-4i for more information about SATS capabilities 

to assist units with long- and near-term training plans. 

3-3. Short-Range Planning. A short-range training plan defines in greater detail the broad 

guidance on training events and other activities contained in the long-range training guidance and on 

the long-range calendar. It begins with a review of the commander’s training assessment and the 

division QTG. It results in the quarterly training calendar and the QTB. The short-range plan is 

prepared using the following steps: 

a. Review the Training Program. The commander reviews the training program described in 

the long-range planning process to determine whether assessments made during long-range 

planning are still valid. The commander reviews— 

(1) The QTG. Each level of command publishes short-range (quarterly) training guidance. 

The QTG enables commanders and staffs to prioritize and refine mission essential training guidance 

contained in the long-range CTG. Brigade commanders publish their QTG after receiving the division 

QTG, usually about 90 days prior to the start of each quarter. The roles of the CSM and 

standardization officer are important aspects of the QTG development process. They help identify 

the individual and crew training tasks that must be integrated into the collective mission training 

during the short-range planning period. 

(2) Training Goals and Priorities. This review determines whether goals are still valid. 

Established priorities must support these goals. To update priorities during the short-range planning 

process, the commander uses the same process used in establishing priorities during the long-range 

planning process. 

(3) Long-Range Planning Calendars of the Unit and Higher Headquarters. This review 

identifies entries that affect short-range planning. Changes to the long-range planning calendar may 

affect the unit’s ability to accomplish its training program. 

(4) Previous Short-Range Planning Calendars. This review looks for training 

accomplished, training pre-empted, and lessons learned (reserve components review monthly 

training schedules). 

b. Review Current Unit Proficiency. The commander reviews unit proficiency to update 

priorities. The commander’s training assessment provides a snapshot of the unit’s current soldier, 

leader, and collective task proficiency. Individual and crew training sustainment must be included in 

the plan. 

c. Review Resources. The commander reviews resources to determine if it is still possible to 

execute the program described on the long-range planning calendar. 

d. Review the Training Environment. The commander reviews the training environment a 

second time. This review takes on added importance as training events and activities approach. 

Factors that affect the training environment and that collectively impact on the training program are— 

(1) Personnel assigned. 

(2) Personnel turbulence. 

(3) Morale. 

(4) Education programs. 

(5) Mandatory training. 

(6) Visits, inspections, and tests. 

(7) Supplies and equipment. 

(8) Nonmission-related activities. 

(9) Other programs. 
_________________________________________________________________________ ARTEP 1-111-MTP 

3-9

e. Develop a Detailed Plan of Action. Develop a detailed plan for the duration of the shortrange plan. To develop the detailed plan of action, the commander— 

(1) Validates the need for scheduled events. He examines the events identified on the 

long-range training plan to determine whether they are still valid. 

(2) Transfers valid events to a quarterly training calendar. 

(3) Determines desired outcomes for scheduled events. He determines what he expects to 

accomplish with each event and then plans backward to achieve the desired outcome. 

(4) Analyzes supporting missions to determine the related individual, leader, and collective 

tasks. The success of collective training is a function of the training achievement of crews and of 

individuals. Figure 3-5 depicts the relationships among training levels and exercises that support that 

training. 

(5) Selects specific training objectives for missions and tasks to be trained. The T&EOs in 

chapter 5 provide the commander with conditions, standards, task steps, and performance measures 

for the collective tasks that support the unit’s missions. 

(6) Prepares a quarterly training calendar. When preparing the quarterly training calendar, 

the S3 studies the division CTG and the brigade annual training calendar. He refines and expands 

the annual calendar, as appropriate; he identifies, allocates, and coordinates short lead-time 

resources such as local training facilities. The S3 pays particular attention to CTC lessons learned—

obtained from STAARS and the RDL on the SATS terminal—as he begins to develop training 

objectives and tasks for inclusion in an FTX OPORD. He allocates time on the AVCATT and other 

critical training resources. The S3 cross-references each event with specific training objectives and 

coordinates with all supporting agencies, the brigade staff, and unit commanders. 

Figure 3-5. Training Exercises and Training Levels. 
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3-10

(7) Reviews short-range plans with higher headquarters. 

(8) Issues guidance that specifically addresses how training will be accomplished. 

Commanders may pass guidance to lower echelons in many ways, including— 

(a) Memorandums of instruction. 

(b) Training meetings. 

(c) Command and staff calls. 

(d) Published S3 notes. 

(e) QTG. 

3-4. Near-Term Planning. Near-term planning covers a 6- to 8-week period before training. It 

defines specific actions required to execute the short-range plan. It is the final phase of planning 

before training execution. 

a. Battalion-Level Planning. 

(1) The brigade staff uses the training plan to define responsibilities and assist the battalion 

commanders to plan and execute training for their units. In preparation for training, the battalion 

commander may execute his own training strategy. Flight commanders focus on individual pilot and 

aircrew training; they take maximum advantage of training opportunities afforded by flight hours 

allocated to supported units. Maintenance commanders focus on individual soldier/maintainer 

development and maintenance team development. 

(2) Flight leaders focus on individual pilot proficiency training and on collective training of 

aircrews. The unit should be able to perform all of its collective tasks and battle drills according to 

standards and guidelines provided by the appropriate ATM, MTP, FMs, and unit SOPs. To 

accomplish this, units can plan and execute limited STXs before taking part in higher-level training. 

These exercises can increase the confidence level of individual aircrews and provide valuable 

operational experience. In addition, leaders can use sand table exercises, rock drills, and OPORD 

drills to ensure subordinates have a basic understanding of the tasks and drills they must execute. In 

developing the training plan, leaders at all levels should adhere to the principles outlined in FM 25-

100 and FM 25-101, as well as using this MTP as a guide. Leaders should crosswalk-training 

references to identify the collective tasks and the crew, leader, and individual tasks used during 

training exercises. 

b. Tips for Commanders. In near-term planning, commanders— 

(1) Conduct brigade and battalion training meetings to coordinate and finalize all training 

events, activities, and resources. 

(2) Provide specific guidance to trainers. 

(3) Prepare training objectives. 

(4) Prepare T&EOs. 

(5) Ensure attached or operational control (OPCON) units have been integrated. 

(6) Determine time for pre-execution checks. 

(7) Prepare detailed training schedules. 

(8) Crosswalk aircraft requirements with aircraft maintenance. 

(9) Review AARs from previous training. 

c. Training Meetings. Training meetings should be held at the brigade level. At the battalion 

and below levels they are non-negotiable: they must be held. During training meetings, commanders 

provide guidance on forming training schedules, conduct near-term planning, and resource longrange planning. At the brigade level, the primary focus of training meetings is management issues for 

the next 6 weeks. At the battalion level, training meetings focus on the specifics of training to be 

conducted. Well-structured, well-organized, and recurring training meetings result in training events 

that are exciting, demanding, and directly related to the unit’s mission. Training meetings are 

conducted in three phases: Phase I—assessment of completed training; Phase II—coordination; and 
_________________________________________________________________________ ARTEP 1-111-MTP 

3-11

Phase III—future planning. They produce coordinated and locked-in training schedules. Training 

meetings are— 

(1) Run and conducted by the commander. 

(2) Focused on training issues only. 

(3) Conducted weekly. 

(4) Routinely scheduled on the same day and time. 

(5) Posted on the training schedule. 

(6) Agenda oriented. 

(7) Attended by all necessary participants to include all commanders. 

(8) Focused on training that is METL oriented. 

(9) Designed to ensure that risk management is integrated. 

(10) Forums to identify and overcome problems or distracters. 

d. Training Schedules. The training schedule is the primary management tool to ensure that 

training is conducted on time, by qualified trainers, and with the necessary resources. Draft training 

schedules must be initiated at least 6 to 8 weeks out to ensure that resources are coordinated and 

external support is requested. Once it has been approved and signed, the training schedule 

constitutes an official order. Training schedules must be living documents; however, the S3 should 

approve all changes. He ensures that they are up-to-date and posted where every soldier in the unit 

can read them. Training schedules ensure that information is disseminated and that every soldier 

knows who is to be at the scheduled training, with what equipment, and the date/time/place where the 

training will take place. 

e. Preparation for Training. As with any tactical unit, aviation units must be proficient at the 

myriad of tasks necessary to deploy, establish assembly areas, and conduct operations, perform 

maintenance, and defend organizational assets from a field site. Additionally, aviation units must 

maintain extremely high standards of crewmember proficiency. The following discussion covers 

preparation for training for both ground oriented tasks and aircrew tasks. 

(1) Train and Certify Leaders. This important step covers all trainers, evaluators, and unit 

leaders involved in unit training. The proficiency and preparedness of the evaluation team directly 

affects the quality of training and the proficiency units gain at the training site. Before execution of 

training, senior leaders must certify all trainers and leaders to ensure their technical and tactical 

proficiency in relation to the unit they will train and evaluate. Trainers and leaders can be certified 

using a series of officer professional development (OPD) and NCO professional development 

(NCOPD) sessions, followed by certification exercises or examinations. These can take many forms, 

e.g., written exams and sand table evaluations. The trainers should have held the position of the 

individuals they are selected to evaluate. Leaders must also undergo training before the unit takes 

part in a collective training exercise. Commanders at each level must ensure that subordinate 

leaders are able to perform the required leader tasks to support the collective tasks to be trained. In 

turn, the leadership will train subordinate leaders on the individual and crew tasks supporting the 

collective tasks. 

(2) Reconnoiter the Site. After trainers, evaluators, and leaders are certified, the 

commander and evaluation team must make a site reconnaissance of the area where the training will 

be conducted. At this point, they can begin to develop graphic control measures for the exercise. 

They also conduct a terrain analysis to identify all key terrain as well as the following locations: 

(a) STX lanes. 

(b) OPFOR positions. 

(c) Assembly areas.

(d) Leader training sites. 

(e) AAR sites. 

(f) Logistical support locations. 
ARTEP 1-111-MTP _________________________________________________________________________

3-12

(g) Command post locations. 

(h) Retraining areas. 

(3) Conduct Risk Management. Risk management can be a great asset to training 

realistically and safely. Identifying hazards, assessing hazards, making decisions, implementing 

controls, and supervising execution—whether formal or informal—is the commander’s business. 

Training realistically for war requires commanders to properly manage the risks that are inherent in 

the business. This means eliminating all unacceptable risks and properly dealing with the acceptable 

calculated risks that remain. Risk management is covered in detail in appendix C of this MTP. 

(4) Issue the Plan. After planning and coordination are completed, the training event 

begins. The leader receives the OPORD and begins his troop-leading procedures. While he 

formulates his plan, the rest of the unit conducts the various activities of troop-leading procedures, 

including crew training, in preparation for the exercise. The trainer and/or commander evaluate(s) 

the leader on his understanding of the OPORD, requiring him to back-brief the order. This ensures 

that the leader is ready to issue the OPORD. It also tests his ability to understand oral orders and 

build his confidence before stepping in front of his team leaders, pilots, and vehicle commanders to 

issue the order. 

(5) Brief the Mission. The mission briefing communicates mission specifics—specified 

and implied tasks and intent—to the aircrew or flight. Communicating information and intent is the 

commander’s business. The mission briefing is an indicator of the amount of preparation that has 

gone into a given mission. An incomplete, poor briefing sheet may be a false indicator of adequate or 

better planning, or it may be a true indicator of less than-adequate planning. 

(6) Rehearse. The key to successful execution is practice. No matter what its level of 

proficiency, a unit will benefit from rehearsals. Rehearsals ensure understanding of the mission, the 

concept of the operation, the commander’s intent, the specific responsibilities and timing of actions, 

and the backup procedures. Though time may be critical, some form of rehearsal must be done 

before mission execution. Try not to be redundant unless necessary. Know the desired outcome of 

the rehearsal and establish standards. In accordance with FM 101-5, rehearsal techniques are full 

dress, reduced force, terrain model, sketch map, map and radio. A well-thought-out and executed 

rehearsal results in synchronized, successful execution of combat actions. The rehearsal should 

cover the mission from start to finish, concentrating on actions in the objective area. If time is limited, 

the commander must decide which are the critical events of the mission and rehearse them first. 

(a) Minimize changes at the rehearsal. Rehearsals generally occur at the eleventh 

hour; major changes at this point can be disastrous. Instill in the members of the unit that, if they see 

a potential conflict, they should not wait until the rehearsal to voice it—the more time to implement a 

change, the better. 

(b) Insist that members of each participating crew attend the rehearsal. There is no 

more important duty than this critical preparation task. Think risk management! 

(c) Build and use an easily transportable rehearsal box/kit. Contents may include 

engineer tape, paint, chalk, string, rope, tent stakes, 3x5 cards, and model threat and friendly 

vehicles and aircraft. 

(d) Reinforce earlier training and increase proficiency in the critical tasks to be 

evaluated. 

(e) Synchronize the actions of team leaders, vehicle commanders, aircraft crews, and 

other subordinate elements. 

(f) Confirm coordination requirements between adjacent units. 

(g) Improve each soldier’s understanding of the concept of the operation, the fire 

support plan, anticipated contingencies, and possible actions and reactions for various situations that 

may arise during the operation. 

f. Training Execution. Execution of a training exercise should be attempted only when the 

unit/crew/individual has a clear understanding of how to execute the mission. The trainer makes this 

determination at the conclusion of the rehearsals. At that point, he either allows the unit to execute 
_________________________________________________________________________ ARTEP 1-111-MTP 

3-13

the task or continues with additional rehearsals, focusing on leader training. During the execution 

phase, the trainer conducts a detailed evaluation for use during the AAR, which is conducted 

immediately following the exercise. 

g. Properly Conducted AAR. A properly conducted AAR is the key to assessing your training 

program. There are two types of AARs: formal and informal. Formal AARs normally are scheduled 

and conducted as part of an external or internal evaluation. Informal AARs require less planning and 

the focus is on-the-spot reviews of soldier and collective training performance. AARs should take the 

format of issues, discussion, and recommendations. They should identify the fix, who is responsible 

for the fix, and when to make the fix, if appropriate. They analyze the training event through the 

planning, preparation, and execution phases of the operation. The AAR is a professional discussion 

that requires the active participation of those being trained. This structured review process allows 

training participants to discover for themselves what happened, why it happened, and how the unit 

can improve its performance. Crews should conduct informal AARs after every training flight. These 

lessons learned should be captured and shared at the next pilot briefing. AARs should always— 

(1) Be standards-based and capture the good and bad aspects of the training. 

(2) Provide the participants with a rating for each task trained during the exercise. 

(3) Tell a story about what was planned, what happened, why it happened, and what could 

be done differently to improve performance. 

(4) Tell what was good and needs to stay the same. 

(5) Reinforce and increase the learning that took place. 

(6) Increase soldier and leader interest and motivation. 

(7) Identify and analyze both strengths and weaknesses. 

(8) Involve all participants. 

(9) Guide the training unit toward achieving learning objectives. 

(10) Link lessons learned to subsequent training. 

h. Task Retraining. Based on the evaluation results, the unit should undergo retraining on 

each task for which it receives a No-Go rating. Trainers and leaders must develop a training program 

to meet these specific requirements. The unit can then be reevaluated at a later date. 

i. Automated Near-Term Planning. To do the monthly training schedule using automated 

tools, the S3 calls up TADSS on the SATS terminal and allocates training resources to specific 

trainers. He uses the STAARS to ensure appropriate AARs are included in training and that lessons 

learned from other units are studied before training begins. He also uses STAARS to ensure that 

new lessons learned are captured when the event ends. The S3 must supervise to ensure that all 

training events are presented as scheduled—that they are accurate, well-structured, efficient, 

realistic, safe, and effective. He must ensure that informal evaluation and feedback by trainers and 

senior leaders is continuous, and that formal evaluations are included in training plans. Evaluation 

documentation can range from annotated T&EOs to CTC take-home packages. The STAARS can be 

accessed to provide simple, codified methods to capture and disseminate the results of formal 

evaluations as well as lessons learned using standard Center for Army Lessons Learned (CALL) 

formats. Using the command assessment program established earlier by the brigade commander, 

the S3 gathers all the related reports, results, feedback, scores, evaluations, and related data used to 

assist in the commander’s organizational assessment. This assessment appraises the brigade’s 

overall go-to-war readiness in every area, not just training. The commander uses the assessment 

results to update the unit files in STAARS. The information is then available for input to the Unit 

Level Logistics System (ULLS), for the Standard Installation/Division Personnel System (SIDPERS) 

to update the resource database, to update the RDL, and to link to the Status of Resource and 

Training System (SORTS). 

Note: See paragraphs 1-6b, 3-1b(1), and 3-2h for more information about SATS capabilities 

to assist units with long-range and near-term training plans. 
ARTEP 1-111-MTP _________________________________________________________________________

3-14

3-5. Training the Headquarters. 

a. Training at the Brigade Level. Planning training for the brigade staff presents the 

commander with unique challenges. The staff and headquarters are involved in day-to-day priority 

operations and support of subordinate unit training. It is difficult to find the time to address the 

training needs of these elements; however, they must be capable of fulfilling their roles in order for 

the unit to perform its wartime missions. The brigade executive officer (XO)/deputy commander must 

drive the training and assist the commander to ensure that staff tasks are mastered while still 

accomplishing the day-to-day priorities. 

b. Training the Coordinating Staff. Chapter 5 of this MTP identifies the training tasks for the 

brigade staff. The strategy used to train the staff varies based on the considerations used in planning 

training (such as level of proficiency and training support available). FM 25-101 contains detailed 

information on the conduct of exercises. Methods of training the staff are discussed below. 

(1) Tactical Exercise without Troops. 

(a) General. The tactical exercise without troops (TEWT) is a low-cost, low-overhead 

exercise conducted in the field on actual terrain suitable for training units for specific missions. It is 

used to train subordinate leaders and battle staffs on terrain analysis and unit and weapons 

emplacement. The TEWT also provides training to plan the execution of a unit mission, which may 

include employing CS and CSS assets. A TEWT can be used to train personnel to— 

1 Analyze terrain. 

2 Employ units according to terrain analysis. 

3 Emplace weapon systems to best support the unit’s mission. 

4 Plan conduct of the unit’s mission. 

5 Plan and place CS and CSS assets. 

6 Coach subordinates on the best use of terrain. 

(b) Planning Phase. TEWTs require limited resources—maps, graphic materials, 

and organic vehicles for transportation during the exercise. Commanders and staffs begin planning 

using the following steps: operations, tasks, objectives, personnel trained, and resources. 

1 When conducting reconnaissance of the terrain, inspect the area for all military 

aspects. Take detailed notes about the area, and select rendezvous points, briefing or AAR sites, 

parking areas, and routes. 

2 In developing the scenario, include the general situation, initial situation, 

requirements, and time schedule. Check the scenario to ensure it fits the terrain. During this check, 

wargame likely responses by the staff to various situations and requirements. 

3 Ensure narratives for the scenario (situations) are short and create a realistic 

battlefield picture. 

4 Finalize plans and the scenario. The starting point for a TEWT can be either 

the issuance of an OPORD or the commander’s concept of the operation and intent; then 

reconnaissance, planning, coordination, and preparation can begin. The higher headquarters staff 

should assist in preparation of the OPORDs. 

(c) Preparation Phase. Conduct a rehearsal by wargaming with the staff. 

(d) Execution Phase. Ensure all participants are present, to include staff, 

subordinate commanders, attached or OPCON commanders, and CS and CSS personnel. If the staff 

and commander are initially preparing an OPORD, only the planning staff need be present. The 

execution phase should include— 

1 Explain the purpose and objectives of the exercise. 

2 Present the general situation. (This may be given earlier.) 

3 Orient personnel on the terrain and identify prominent features. 
_________________________________________________________________________ ARTEP 1-111-MTP 

3-15

4 Present the initial situation and requirements. Include the location and time of 

rendezvous for briefing the plan. Solutions or plans can be briefed at the same point, depending on 

the similarity of missions. 

5 Form personnel into groups and release groups to conduct reconnaissance. 

Maintain combat organization (battalion commanders with company commanders; staff with special 

elements). 

6 Move through the area to observe personnel conducting reconnaissance and 

formulating plans. 

7 Ensure all personnel meet at designated time and place. 

8 Select the order and personnel to brief. 

9 Ensure briefers use sand tables or map boards with graphics and walk the 

terrain. 

10 Personnel may listen to each briefing or may brief the commander on their plan 

separately and then move to the next position. 

11 Ask specific questions or provide a format for the briefer. For example, the 

commander may want leaders to brief on organization and employment of CS and CSS elements. 

12 At the end of subordinate back-briefs, the commander may conduct a sand 

table or terrain board rehearsal of the operation. 

13 Conduct TEWTs using the same procedures and techniques as for planning 

and preparing an actual operation. 

(e) After Action Review. At the conclusion of each plan or after all solutions have 

been presented, conduct an AAR, covering solutions, employment of forces, and the seven BOSs. 

Conduct the final AAR using the same steps and procedures as an FTX. 

(2) Map Exercise. 

(a) General. The map exercise (MAPEX) is a low-cost, low-overhead training 

exercise. It requires a minimum number of support personnel and portrays military situations on 

maps and overlays. It may be supplemented with training aids such as terrain models and sand 

tables. 

A MAPEX enables a commander to train the staff and leaders to plan, coordinate, and execute 

operations under simulated wartime conditions. The commander uses a MAPEX to train his staff and 

leaders to— 

• Function as an effective team. 

• Exchange information. 

• Prepare estimates. 

• Give appraisals. 

• Make recommendations and decisions. 

• Prepare plans. 

• Issue orders. 

• Coordinate execution of orders. 

1 MAPEXs can be conducted internally or with higher headquarters MAPEXs. 

They should include all leadership of attached and supporting elements. 

2 MAPEXs can be conducted several ways. One method involves only the staff 

and commander. The commander issues a higher headquarters order to his staff and then 

wargames, plans, and develops an OPORD. Another method involves staff and subordinate 

commanders. The commander and staff plan as in the first method and present the OPORD to the 

orders group. The subordinate commanders and leaders then prepare orders and position forces on 

sand tables, map boards, or overlays. The orders group wargames through the operation. The 

commander presents different “what-if” situations to test the participants. In these MAPEXs, the 

commander acts as the primary trainer, but participation from higher headquarters and supporting CS 

and CSS elements increases the value of the exercise. 
ARTEP 1-111-MTP _________________________________________________________________________

3-16

(b) Planning Phase. The commander uses the following sequence to plan and 

conduct a MAPEX for his unit: 

1 As part of short-range planning, determine the tasks, operations, and 

objectives to be evaluated. Normally, tasks on which staff performance is weak, as identified during 

FTXs, have priority. 

2 Determine who will be trained. The first MAPEX may involve commander and 

staff; follow-on exercises can include leaders down to company level. Staff planning should involve 

all CS and CSS leaders: air defense artillery (ADA); aviation support battalion (ASB); engineers; 

forward air controller (FAC); nuclear, biological, chemical (NBC); military intelligence (MI); and 

organic elements. The higher headquarters staff should provide the OPORD and representatives 

during the exercise. 

3 Develop an outline plan (scenario). 

4 Determine the location of the exercise and resources required (classroom, 

tents, map boards, sand tables, butcher paper). 

(c) Preparation Phase. The XO/deputy commander performs the following actions 

in preparing for a MAPEX: 

1 Conducts training on staff coordination, estimates, recommendations, or orders 

preparation. 

2 Sets up the MAPEX site. 

3 Writes orders. This is normally done by the higher headquarters staff to 

promote coordination and teamwork between the headquarters and the subordinate units. 

(d) Execution Phase. The XO/deputy commander explains to his staff and leaders 

the objectives, sequence of events, and procedures, as outlined below: 

1 Begin the exercise when the higher headquarters OPORD is received by the 

staff. 

2 Give initial guidance and start the military decisionmaking process (MDMP). 

3 Using FM 101-5, develop the plan or order. 

4 Stop the sequence of events at any time to conduct an AAR or provide 

guidance to the staff. 

5 After the staff completes the plan, issue the OPORD to the staff, battalion 

commanders, and other attached or OPCON unit commanders. Commanders plan and position their 

forces on a map board or sand table. 

6 OPFOR may be used to drive a MAPEX, depicting various enemy actions and 

allowing the commander and staff to practice their own reactions and execution procedures. 

Simulations (discussed below) can also be used to make MAPEXs more execution-oriented and to 

assist evaluation planning. 

(e) After Action Review. AARs are conducted throughout the exercise, with a final 

AAR at the end of the MAPEX. Because there are no assessed results of the battle, the need for an 

in-depth discussion of what happened, why, and how to improve is even more critical. 

(3) Command Post Exercise. 

(a) General. The command post exercise (CPX) is a medium-cost, mediumoverhead exercise that may be conducted from garrison locations or between participating 

headquarters, and in which the forces are simulated. At a minimum, it requires the establishment of 

unit command posts with their necessary communications equipment. However, normal battlefield 

distances between CPs may be reduced. The CPX trains commanders and staff to prepare and 

transmit estimates, plans, and orders, as well as establish and use communications equipment. CPX 

trains commanders and staffs to: 

• Execute the MDMP. 

• Refine SOPs. 

• Build teamwork and cohesion. 
_________________________________________________________________________ ARTEP 1-111-MTP 

3-17

• Exchange information correctly using tactical SOPs. 

• Prepare estimates, plans, and orders. 

• Establish and use tactical communications. 

• Displace headquarters and CPs. 

• Integrate synchronized BOSs. 

1 Brigades often conduct either a STAFFEX or a tactical operations center 

exercise (TOCEX), or they may conduct both before conducting a CPX. In a STAFFEX, principal and 

special staff’s practice organizing for war (such as establishing CPs and conducting staff calls) and 

conduct training of wartime missions. In a TOCEX, the command group and staff practice setting up 

their command posts. 

2 Brigades may participate in a CPX as part of a larger force, and they may also 

conduct internal CPXs. Simulation systems (as discussed below) assist in conducting realistic CPXs. 

(b) Planning Phase. The CPX requires most of the senior leadership and staff 

elements to conduct extensive battlefield planning, preparation, and command and control while 

using their tactical communications equipment and tactical command posts (TAC CPs). In addition to 

the following considerations, see the sections on MAPEXs and TEWTs above for more planning 

considerations. 

1 Normal battlefield distances between CPs may be reduced. 

2 CPXs should be conducted under battlefield conditions to validate staff and 

unit procedures. Tactical exercises integrate nuclear and chemical weapons employment; NBC 

warning and reporting; reconnaissance; mission-oriented protective posture (MOPP), logistical, and 

decontamination operations; and perimeter defense. 

3 Electronic warfare (EW) should be portrayed to show its importance to all 

elements and to illustrate how it hinders commanders and staff who are not prepared. 

4 CPXs require controllers and evaluators. The controllers, directed by the chief 

controller, manage the exercise and cause play to flow to a logical conclusion. The evaluators 

observe player activities to determine if tasks are performed to established standards at each 

echelon. 

5 Brigade produces a letter of instruction (LOI) that provides the basis for subunit planning as well as for briefing controllers and evaluators. 

(c) Preparation Phase. Controllers and players require training in certain basic 

subjects before starting the exercise. Subjects that planners should consider include— 

• Purpose and scope of the exercise. 

• Training objectives. 

• Controller duties. 

• Casualty and damage assessment. 

• Controller records and reports. 

• Intelligence play. 

• Wargame procedures. 

• AARs. 

• Rules of engagement (ROE). 

(d) Execution Phase. This phase begins with the chief controller and staff giving the 

player commander and staff a commander’s update briefing. The briefing covers any changes to the 

LOI or other items that must be addressed. Immediately following the commander’s update briefing, 

the chief controller assumes the role of the players’ higher commander and is briefed by controllers 

representing the higher staff. The chief controller converts the OPLAN to an OPORD, and 

announces the staff is available for coordination with player counterparts. This marks the start of 

exercise (STARTEX). 

(4) Field Training Exercises and Situational Training Exercises. FTXs and STXs are 

high-cost, high-overhead exercises conducted under simulated combat conditions in the field. They 

exercise command and control of all echelons in battle functions against actual or simulated opposing 
ARTEP 1-111-MTP _________________________________________________________________________

3-18

forces. They are both discussed in detail in chapter 4. The commander can combine a number of 

STXs to create an FTX that meets his unit’s specific training needs. Also, smaller exercises can be 

used to progressively train up portions of the staff, or the entire staff, for the STX/FTX. This 

technique is discussed in more detail below, and in chapter 4. 

(5) Progressive Exercises. For subordinate units, a method to optimize staff and unit 

training is to integrate TEWTs, MAPEXs, and CPXs to prepare the orders and plans for upcoming 

brigade FTXs. This technique exercises the entire spectrum of the staff effectively and also makes 

optimum use of unit field training time. The AVCATT (see below) provides an excellent medium to 

conduct battalion level command and staff training. The bottom line: each unit is different and only 

the commander can determine the best method of training his staff. 

(6) Staff Training Using TADSS. Constructive and virtual simulation systems are making 

staff and unit training easier as these TADSS become accessible to units. The following simulations 

may contribute to training the brigade and battalion staffs. 

(a) Brigade and Battalion Simulation. This constructive simulation system trains 

officers and NCO leaders at brigade and battalion levels in all facets of combat, CS, and CSS 

operations in a CPX or STAFFEX mode. Brigade and battalion simulation (BBS) is a training tool that 

exercises the full spectrum of battle command and staff execution orders. The virtual combat 

environment remains transparent to the training audiences, who conduct operations from their normal 

tactical configurations. Workcells within the simulation center replicate units fighting on the battlefield 

and provide realistic battle events derived from the BBS through SOP-based reports to their higher 

headquarters. BBS aids in building effective teams by causing participants to coordinate tasks, refine 

and standardize processes, and exchange information. BBS can be exercised from within a local 

simulation center, or deployed to remote locations. Exercises may run from 2 to 36 hours, 

depending on training objectives. AARs may be formal or informal and generally last two hours. 

(b) Janus Army. This constructive, two-sided, interactive combat simulation model 

employs a dynamic graphical representation to simulate force-on-force engagements. Janus Army 

(A) focuses on individual fighting system engagements and assessments, with aggregation capability 

up to company-size elements. Command and control of the individual systems can be exercised; 

however, simulation of CS and CSS is limited. Janus trains officers and NCO leaders at the platoon 

and company level in an educational setting. Simulation supports training of tactical leadership skills 

and is excellent for evaluating OPORDs and battle synchronization. Leaders can experiment and 

receive immediate individual feedback. It is relatively easy to set up an exercise, but setup requires 

approximately 8 hours. A typical exercise takes approximately 4 hours, followed by an AAR lasting 

about an hour and a half. 

(c) Aviation Combined Arms Tactical Trainer. The AVCATT aviation 

reconfigurable manned simulator is the centerpiece of Army aviation’s collective training strategy and 

will train up to six crews simultaneously in a virtual simulation environment. It is a modular suite of 

reconfigurable helicopter platforms. It will provide individual, crew, combined arms, joint task force, 

brigade and battalion staff training for attack, reconnaissance, assault, and heavy helicopter units in 

both the ACs and RCs worldwide. Included in the AVCATT are friendly and opposing semiautomated forces, environmental conditions, terrain databases, and realistic depiction of 

communication, navigation, weapons, aircraft survivability equipment, and sensor systems. 

3-6. Developing Training Exercises. Chapter 4 provides sample exercises for the unit to use or 

modify to meet specific training needs. Units may also use TSPs in developing their training 

exercises. TSPs are task-based and provide structured situational training scenarios for live, virtual, 

or constructive training. TSPs include all needed training products and subsequently simplify the 

commander’s tasks of planning, executing, and assessing training. This section provides general 

procedures for the staff to use for FTX preparation and for the unit supporting STXs. Exercise plans 

are normally prepared as part of the short-range plan. The following topics should help in preparing 

your unit exercise: 
_________________________________________________________________________ ARTEP 1-111-MTP 

3-19

a. Selection of Missions and Tasks for Training. Select missions and tasks for training 

during the development of the long-range plan; refine them during the development of the short-range 

plan. 

b. Training Site Selection. Confirm selection of a training maneuver area. 

c. Scenario Development. After missions and tasks are selected, prepare a detailed scenario 

for the exercise as follows: 

(1) List the missions, tasks, and events in the preferred sequence of occurrence. 

(2) Identify events necessary for the control of the exercise. These activities would 

normally include the issuance of orders, AARs, and any other administrative or logistical actions 

necessary to conduct the exercise. 

(3) Prepare the exercise overlays that show the sequence of actions and the terrain to be 

used for each event. 

(4) Determine the estimated time for each event using the overlay and scenario. The total 

time is determined to ensure the scenario can be completed in the time allocated for the exercise. 

d. Selection of Observer/Controllers and Opposing Forces. OCs and OPFOR are normally 

desired for every FTX and STX. Ideally, higher headquarters or sister units should provide OCs and 

OPFOR. It is difficult for a unit to provide these from its own resources. When OCs and OPFOR 

must be provided from within the unit, leaders may have to serve as the OCs for their units. The 

OPFOR may be selected from personnel or units not essential for attainment of the exercise 

objectives. 

e. Preparation of the Control Plan. Control plans are developed to coordinate the actions of 

the training units, OPFOR, and OCs. The scenario is used and a detailed control plan is prepared. 

The control plan includes— 

(1) Detailed schedules of OPFOR actions. 

(2) Detailed instructions for the OPFOR, to include ROE. 

(3) Detailed schedule of activities for units. 

(4) OPORDs and FRAGOs for friendly units. Normally, friendly unit actions are controlled 

through the issuance of OPORDs and FRAGOs. 

(5) Administrative preparation instructions. 

(6) AAR schedule and instructions. 

f. Preparation of the Evaluation Plan. All training is evaluated by someone, either internally 

or externally. The evaluation plan identifies the tasks to be evaluated, by whom, and at what time. 

The evaluation plan includes— 

(1) Specific instructions for the OCs. 

(2) A sequential list of T&EOs to be evaluated by each OC. 

(3) Detailed time schedules for evaluation of tasks and AARs. 

3-7. Mission Outlines. The mission outline is designed to provide a graphic portrayal of the 

relationship of the critical wartime missions to FTXs and STXs, and to illustrate the relationship 

between the missions and their collective supporting tasks. An outline provides the trainer a diagram 

of the unit missions and the supporting collective tasks. Because unit training is mission oriented, 

mission outlines show how task training contributes to the ability of the unit to perform its missions. 

The mission outline assists the commander and staff in the preparation of training. An example 

mission outline, leading to an FTX/STX, is shown in figure 3-6. 
ARTEP 1-111-MTP _________________________________________________________________________

3-20

Figure 3-6. Example Mission Outline to FTX/STX.
4-1

Chapter 4 

TRAINING EXERCISES 

4-1. General. Collective training exercises help trainers at all levels to develop, sustain, and 

evaluate units performing collective tasks that constitute critical wartime tasks and special mission 

requirements. The ultimate purpose of these exercises is to prepare units to execute combat, CS, or 

CSS missions. The commander has several types of exercises available to use in conducting 

collective training. They vary from simple to complex, inexpensive to resource-intensive, and 

simulations to hands-on. Table 4-1 shows examples of two of these exercise types: FTXs and STXs. 

They are developed later in this chapter. 

Table 4-1. Training Exercises. 

Exercise 

Number Title Page 

FTX-1 Conduct Offensive Operations 4-3 

STX-A Project the Force 4-10 

STX-B Conduct Military Decisionmaking Process (MDMP) 4-15 

STX-C Conduct Attack Operations N/A 

4-2. Field Training Exercise. The FTX is a high-cost, high-overhead exercise conducted under 

simulated combat conditions in the field. It exercises command and control of all echelons in battle 

functions against actual or simulated opposing forces. An FTX should be oriented toward the unit’s 

METL. It provides a method for training major portions of a brigade’s METL and a means to perform 

the tasks practiced in an STX. The FTX outlined in this chapter is developed only to the extent 

necessary to link it to the example supporting STXs. The commander can combine a number of STXs 

to create an FTX that meets his unit’s specific training needs. 

4-3. Situational Training Exercise. The STX is a mission-related, limited exercise designed to 

train a group of collective tasks. It is characterized by distinct start and stop points, representing a 

segment of battle. The STXs in this chapter are mission-oriented exercises covering a group of 

closely related tasks that collectively compose a tactical brigade function. The STXs can be used to 

train a separate unit or as part of the parent unit’s training. These STXs support the referenced FTX, 

and should involve the unit’s full complement of external combat, CS, and CSS assets. 

4-4. Other Training Exercises. Listed below are brief descriptions of other recognized exercises. 

Exercises that are conducive to staff training are discussed in chapter 3. 

a. Battle Simulation Exercise. The battle simulation exercise (BSX) is a military wargame that 

recreates combat situations on a map or terrain model. Pieces or markers represent units. Specific 

rules govern movement, fire, losses, and other aspects of actual combat. The BSX is best suited for 

leader training, especially in terms of fire and maneuver. 

b. Combined Arms Live Fire Exercise. The CALFEX is a high-cost, resource-intensive 

exercise in which player units’ maneuver, employing organic and supporting weapons systems with 

full-service ammunition. This exercise integrates all combat, combat support, and CSS functions. 

c. Computer Assisted Exercise. The computer assisted exercise (CAX) is a command post 

exercise in which a computer driver provides force simulation. 

d. Command Field Exercise. The command field exercise (CFX) is a field training exercise 

with reduced troop and vehicle density, but with full command and control, CS, and CSS elements; 

for example, a platoon leader in his aircraft, representing the entire platoon. The CFX lies between 
ARTEP 1-111-MTP _________________________________________________________________________

4-2

the CPX and FTX in terms of resources; it may serve as a backup for an FTX if maneuver damage, 

weather, or other factors prohibit FTX execution. The CFX is less expensive and exercises 

intersystem linkages and actual distances. 

e. Communications Exercise. The communications exercise (COMEX) is a low-cost, lowoverhead exercise whose primary purpose is to ensure the operational abilities of communications 

systems as well as the training status of operators, staffs, and leaders. The COMEX should include 

proper use of the signal operation instructions (SOI); the establishment of, entry into, and exit from 

the radio net; and communications discipline, at a minimum. 

f. Command Post Exercise. The CPX is a medium-cost, medium-overhead exercise that may 

be conducted from garrison locations or between participating headquarters. The forces in the 

exercise are simulated. At a minimum, this exercise requires the establishment of unit command 

posts with their necessary communications equipment. However, normal battlefield distances 

between CPs may be reduced. The CPX trains commanders and staff to prepare and transmit 

estimates, plans, and orders, as well as set up and use communications equipment. 

g. Combined Training Exercise. The CTX is a training exercise jointly conducted by military 

forces of more than one nation. It is also referred to as “multi-national training.” 

h. Deployment Exercise. The deployment exercise (DEPEX) is an exercise that provides 

training for soldiers, units, and support agencies in the tasks and procedures used to deploy from 

home stations or installations to areas of potential employment. 

i. Decisionmaking Exercise. The decisionmaking exercise (DMX) is a low-cost, low-overhead 

exercise that assesses how a unit’s key leadership reviews and performs case study analysis of 

wargaming decisions previously made. A DMX usually incorporates a MAPEX. 

j. Digital Training Exercise. The digital training exercise (DTX) is an exercise conducted on a 

simulated battlefield. It is used to train battalion- and brigade-level staffs, and subordinate elements. It 

can involve a constructive simulation-based MAPEX linked to collective virtual simulators (such as 

the AVCATT) or aircraft virtual simulators (such as the AH-64 Combat Mission Simulator), with both 

ground and air forces participating from remote locations. 

k. Emergency Deployment Readiness Exercise. The EDRE is a minimum-notice exercise to 

test unit deployment capabilities for contingency operations. 

l. Fire Coordination Exercise. The fire coordination exercise (FCX) is a medium-cost, 

reduced-scale exercise that can be conducted at the platoon, company team, or battalion task force 

level. It exercises command and control skills through the integration and synchronization of organic 

weapon systems, indirect fires, supporting fires, and maneuver. Targets, ranges, and weapon 

densities may be reduced for participating units, and subcaliber devices substituted for service 

ammunition. 

m. Joint Training Exercise. The joint training exercise (JTX) involves forces of more than one 

Service. A joint/combined exercise is an exercise that involves forces of more than one Service, from 

more than one nation. 

n. Logistical Coordination Exercise. The logistical coordination exercise (LCX) is a mediumcost, medium-overhead exercise where leaders train to conduct unit sustainment operations such as 

supply, transportation, medical, personnel replacement, maintenance, and graves registration. The 

LCX clarifies the key elements of the unit’s logistics apparatus, as well as their relationships; it 

incorporates a tactical wargame that produces a wide variety of logistical requirements, while 

exercising the flow of logistical information. 

o. Live Fire Exercise. The live fire exercise (LFX) is a resource-intensive exercise wherein 

player units maneuver and employ organic and supporting weapons systems using full service 

ammunition. Extensive range and resource requirements limit unit sizes to platoon and company 

team level, resulting in a focus on small units and their integration of weapon systems. 

p. Logistics Exercise. The logistics exercise (LOGEX) is a training exercise that concentrates 

on tasks associated with the CSS battlefield operating system. 
_________________________________________________________________________ ARTEP 1-111-MTP 

4-3

q. Lane Training Exercise. The lane training exercise (LTX) is a technique for training 

company/team-level and smaller units on a series of selected soldier, leader, and collective tasks 

using specific terrain. 

r. Map Exercise. The map exercise (MAPEX) is a low-cost, low-overhead training exercise that 

requires a minimum number of support personnel and portrays military situations on maps and 

overlays. It may be supplemented with training aids, such as terrain models and sand tables. A 

MAPEX enables a commander to train the staff, and leaders to plan, coordinate, and execute 

operations under simulated wartime conditions. 

s. Mobilization Exercise. The mobilization exercise (MOBEX) is a major-scale exercise 

conducted by Forces Command (FORSCOM), usually as part of an Army-wide involvement in a JCS 

or Headquarters, Department of the Army (HQDA) exercise. It involves actions necessary to deploy 

Active and Reserve components on short notice up to the point of actually moving to the proposed 

deployment location. The MOBEX is used to test plans, procedures, and systems for mobilization, 

deployment, sustainment, redeployment, and demobilization. All or parts of this exercise can be 

executed, depending on the commander’s assessment. 

t. Partnership for Peace Exercise. The Partnership for Peace exercise (PFPX) is a NATO 

exercise conducted as one of a series of training events to enhance the coordination of military forces 

for peacekeeping, humanitarian assistance, and search and rescue operations. Based on non-lethal 

scenarios, the PFPX program seeks to expand and intensify military and political cooperation 

throughout Europe. 

u. Staff Exercise. The STAFFEX is a training exercise in which the principal and special staffs 

organize CPs and cells to progressively train up for MTP wartime missions. 

v. Sealift Emergency Deployment Readiness Exercise. The sealift emergency deployment 

readiness exercise (SEDRE) is a minimum-notice exercise to test surface deployment capabilities of 

the unit, installation, and transportation-operating agency for contingency operations. 

w. Tactical Exercise without Troops. The TEWT is a low-cost, low-overhead exercise 

conducted in the field on actual terrain suitable for training units for specific missions. It is used to 

train subordinate leaders and battle staffs on terrain analysis and unit and weapons emplacement. 

The TEWT also provides training on planning the execution of a unit mission, which may include the 

employment of CS and CSS assets. 

FTX-1: CONDUCT OFFENSIVE OPERATIONS 

Note. The critical training gates depicted in the combined arms training strategy (CATS) are discussed in 

appendix A, and should be conducted before executing the field training exercise (FTX). Current CATS, in 

rich text format, are posted on the RDL at http://www.adtdl.army.mil. From the RDL home page, click on 

documents, Combined Arms Training Strategy, and select the CATS for the headquarters and 

headquarters company (HHC), aviation brigade. 

1. Objective. This sample FTX (FTX-1) provides training for the aviation brigade to conduct offensive 

operations. It is designed to train the brigade staff in deployment operations, moving to an assembly area, 

conducting the tactical military decisionmaking process (MDMP), and conducting subsequent attack 

operations. During the exercise, the unit will practice deployment tasks and tactical operational staff 

planning tasks. Prior to the FTX, the unit may conduct staff exercises (STAFFEXs), command post 

exercises (CPXs), and/or tactical exercises without troops (TEWTs). Within the FTX, the unit should 

incorporate situational training exercises (STXs) to train unit deficiencies or to take advantage of training 

resources not usually available, such as integration of new constructive or virtual simulation systems before 

and/or during live training. The brigade staff may train with brigade units, as a separate staff, or a 

combination of both. All exercises may or may not be conducted with division staff support. The success of 

the exercise will depend on the unit’s ability to conduct timely staff planning and sustain tactical operations. 
ARTEP 1-111-MTP _________________________________________________________________________

4-4

2. Interface. STX-A, Project the Force, STX-B, Conduct Military Decisionmaking Process, and STX-C, 

Conduct Attack Operations support this FTX. Figure 4–1 depicts the general relationship between this FTX 

and the supporting STXs. 

Figure 4-1. FTX/STX Relationship. 

3. Training Enhancers. Chapter 2 shows the collective tasks that must be mastered to perform this critical 

wartime mission. Training events that will enhance the unit’s ability to perform the missions are— 

(a) Staff training. The emergency deployment readiness exercise (EDRE) and sealift emergency 

deployment readiness exercise (SEDRE) can be used to train up for STX-A, Project the Force. After the 

commander’s assessment is completed, the executive officer (XO)/deputy commander/coordinating staff 

officer may use the crawl, walk, run concept to progressively train up portions of the staff, or the entire staff, 

using one or a combination of the STAFFEX-CPX-TEWT-tactical operations center exercise (TOCEX). These 

are exercises that can be used to progressively train up portions of the staff in preparation for STX-B, 

Conduct Military Decisionmaking Process. These staff exercises are discussed in more detail in chapter 3, 

paragraph 3-5 of this MTP. 

(b) The MAPEX and sand table exercises used to train key leaders, officers, and NCOs. 

(c) Classes on threat force capabilities, tactics, and doctrine, and how to counter them (all soldiers to a 

varying degree). 

(d) Adventure training to increase morale and confidence, such as escape and evasion exercises, land 

navigation, and orienteering. 

(e) Reverse–cycle training. 

(f) Review of tables of organization and equipment (T&EOs) (all key leaders). 

(g) Review of FTX training objectives (all key leaders). 

(h) Review of STX training objectives (all key leaders). 

(i) Review of field tactical standing operating procedures (TACSOP), to include load plans (all key 

leaders). 

(j) Exercises with artillery simulation, fire support, and close air support. 

4. Condition Options. After the unit has demonstrated proficiency in the tasks for this FTX and the leaders 

are trained in the leader tasks, this FTX may be conducted under several condition options: 

(a) With opposing forces (OPFORs). 

(b) With night tactical movement and assembly area establishment. 

(c) Within a nuclear, biological, chemical (NBC) environment. 

5. Complex Situations. The exercise should be tailored to the appropriate level of unit proficiency. As the 

unit becomes increasingly proficient, trainers may add more complex situations such as: 
_________________________________________________________________________ ARTEP 1-111-MTP 

4-5

(a) Ground attack. 

(b) Ambush. 

(c) Decontamination operations. 

6. Task Standards in the T&EOs. During training, leaders must enforce the task standards in the T&EOs. 

As training progresses and more realistic conditions are added, the unit must be able to maintain those 

standards or retrain on the particular task steps and procedures or entire tasks that were performed below 

standard. 

7. Conduct of FTX-1. 

(a) This exercise must be tailored to the specific requirements of the brigade with defined training 

goals. It should be based on mission priorities, TOE structure, and tactical proficiency. This sample FTX 

begins with an alert or recall exercise, preliminary to the receipt of an operation order (OPORD), and 

assumes the maximum application of unit deployment standing operating procedures (SOPs) prior to the 

start. The FTX ends after all stated training objectives are satisfactorily demonstrated. 

(b) An after action review (AAR) should be conducted during the FTX, after major events, after 

completing each STX, and following the end of the FTX. 

(c) Figure 4-2 graphically portrays the general scenario performed for FTX-1. 

(d) Table 4-2 shows a suggested time allocation for FTX-1. The table provides a sample of the thought 

process trainers must use when planning an FTX rather than exact times for planning. Many training tasks 

listed may be part of a STX. It has approximate times required to perform tasks. Many factors, such as the 

location of and distance to training areas, may cause actual times to vary. It is imperative that leaders and 

trainers identify all relevant training objectives and that they collectively establish an FTX schedule that 

accomplishes all training goals. The schedule should include flexible events and timetables to allow for 

weather variables. It may also provide time for a second iteration of a particular task to ensure proper 

training. 

8. T&EO Sequence. Table 4-3 lists the T&EOs in chapter 5 to be used for this FTX.
ARTEP 1-111-MTP _________________________________________________________________________

4-6

Figure 4-2. General Scenario for FTX-1. 
_________________________________________________________________________ ARTEP 1-111-MTP 

4-7

Table 4–2. Time Allocation. 

 FTX-1—Conduct Offensive Operations 

Number Task or Event Time Required 

1 Administrative preparations. Pre-FTX 

2 Brigade executes STX-A: Project the Force (after 

receiving alert notification). 

Start STX-A 

3 Brigade initiates personnel recall and issues warning 

order/FRAGO. 

2 hours 

4 Brigade prepares for and conducts deployment. 72 hours 

*5 Brigade prepares for and conducts tactical movement. 4 hours (AAR if required) 

6 Brigade staff executes STX-B: Conduct MDMP. 50 hours 

*7 Coordinate required assistance during movement. 6 hours 

8 Brigade issues OPORD to subordinate elements. 1 hour 

*9 Monitor movement of subordinate elements. 6 hours 

*10 Conduct advance party operations. 2 hours 

11 Main body conducts tactical move. 2 hours 

*12 Advance party secures assembly area (AA) and 

establishes hasty defense. 

1 hour 

13 Main body crosses a contaminated area 

(decontamination is not performed; crossing is to train or 

evaluate crossing procedures only). 

1 hour (AAR if required) 

14 Main body continues tactical move to AA. N/A 

15 Main body reacts to hostile aircraft. 1 hour (AAR if required) 

16 Main body continues tactical move to AA. N/A 

17 Main body closes on and occupies AA. 1 hour (per unit SOP) 

*18 Brigade establishes perimeter defense. 1 hour 

19 Brigade headquarters establishes tactical operations 

center (TOC). 

1 hour 

*20 Brigade establishes communications with higher HQ 

(may be simulated). 

1 hour 

*21 Brigade establishes internal communications. 1 hour 

22 Conduct AAR. 2 hours 

23 Brigade conducts tactical sustainment. 41 hours 

*24 Brigade executes STX-C: Conduct Attack Operations. 12 hours (AAR if required) 

25 Brigade receives FRAGO to redeploy to home station. 1 hour 

26 Brigade prepares for redeployment. 3 hours 

27 Brigade issues redeployment OPORD. 1 hour 
ARTEP 1-111-MTP _________________________________________________________________________

4-8

Table 4–2. Time Allocation. 

 FTX-1—Conduct Offensive Operations 

Number Task or Event Time Required 

*28 Conduct advance party operations. 2 hours 

29 Main body conducts tactical move. 2 hours 

30 Main body closes on and occupies AA home station. 3 hours (May be extended 

for equipment servicing and 

storage) 

 31 Conduct final AAR. 2 hours 

Total Time 183 hours 

*Indicates time is not added to the total time because tasks are performed simultaneously with 

other tasks. 

Notes.

• Additional time is required if large portions of the exercise are conducted at night, under limited 

visibility, or under MOPP conditions. 

• Train events to standard, not time limitations. The time required to train an event will vary, 

based on the factors of METT-TC and the proficiency of the staff. 

• AARs are not time-constrained. 

Table 4-3. T&EOs Supporting the FTX. 

Task Number Task Title 

01-6-0022.01-0111 Conduct Deployment Alert Activities 

01-6-0062.01-0111 Coordinate Pre-Deployment Activities 

01-2-0702.01-0111 Prepare Unit for Deployment 

01-6-0063.01-0111 Supervise Deployment/Redeployment Activities 

01-6-0060.01-0111 Coordinate Deployment Logistics Support 

01-6-0061.01-0111 Coordinate Deployment Advance Party Activities 

01-6-0001.01-0111 Conduct Intelligence Functions for Deployment 

01-6-0068.01-0111 Coordinate Transportation and Movement 

01-6-0064.01-0111 Perform Port of Embarkation Activities for Deployment 

01-6-0065.01-0111 Perform Port of Debarkation Activities for Deployment 

01-2-0001.01-0111 Plan/Organize the Move 

01-2-2048.01-0111 Conduct Unit Movement 

01-6-2032.01-0111 Conduct Air Movement 

01-2-2052.01-0111 Employ Active Air Defense Measures 

01-2-0201.01-0111 Prepare for Operations under Nuclear, Biological, and Chemical 

(NBC) Conditions 

01-2-0280.01-0111 Cross a Radiologically Contaminated Area 

01-2-0101.01-0111 Occupy an Assembly Area 

01-2-0102.01-0111 Secure and Defend Unit Position 
_________________________________________________________________________ ARTEP 1-111-MTP 

4-9

Table 4-3. T&EOs Supporting the FTX. 

Task Number Task Title 

01-6-0042.01-0111 Relocate Main Command Post (CP) 

01-6-0059.01-0111 Provide Main CP Security 

01-6-0082.01-0111 Conduct Military Decisionmaking Process (MDMP) 

01-6-0083.01-0111 Direct the Brigade Staff 

01-6-0018.01-0111 Establish and Maintain a Tactical Operations Center (TOC) 

01-6-0008.01-0111 Establish and Maintain the Administrative and Logistics Operations 

Center (ALOC) 

01-6-7102.01-0111 Support the TOC and the ALOC 

01-6-0014.01-0111 Coordinate Tactical Air Support with Aviation Forces 

01-6-0020.01-0111 Employ Operations Security (OPSEC) Measures 

01-6-1414.01-0111 Provide Tactical C4I Systems Planning 

01-6-0013.01-0111 Plan, Coordinate, and Control Tactical Operations 

01-6-0048.01-0111 Participate in the Military Decisionmaking Process (S1) 

01-6-0049.01-0111 Participate in the Military Decisionmaking Process (S2) 

01-6-0050.01-0111 Participate in the Military Decisionmaking Process (S3) 

01-6-0051.01-0111 Participate in the Military Decisionmaking Process (S4) 

01-6-0052.01-0111 Participate in the Military Decisionmaking Process (S6) 

01-6-0011.01-0111 Participate in the Military Decisionmaking Process (A2C2) 

01-6-0027.01-0111 Participate in the Military Decisionmaking Process (Air Defense) 

01-6-0053.01-0111 Participate in the Military Decisionmaking Process (Chemical) 

01-6-0409 Participate in the Military Decisionmaking Process (Safety) 

01-6-0411 Participate in the Military Decisionmaking Process (Standards) 

01-6-0002.01-0111 Integrate the Staff in Intelligence Preparation of the Battlefield (IPB) 

Process 

01-6-0019.01-0111 Develop Reconnaissance and Surveillance Plan 

01-6-0031.01-0111 Coordinate Reconnaissance and Surveillance Plan 

01-6-0003.01-0111 Produce Intelligence Products 

01-6-0033.01-0111 Coordinate Fire Support 

01-6-0025.01-0111 Develop Brigade Orders 

01-6-0026.01-0111 Perform Liaison Operations 

01-6-0058.01-0111 Advise the Commander on Risk Management 

01-6-0057.01-0111 Coordinate the Safety Program 

01-6-0079.01-0111 Monitor the Status of Brigade Personnel 

01-6-0016.01-0111 Integrate Aircraft Survivability Measures 

01-6-0412 Conduct Targeting Process 

01-6-0028.01-0111 Execute Army Airspace Command and Control (A2C2) Measures in 

the Division Area 

01-6-0070.01-0111 Perform Strength Management 

01-6-0071.01-0111 Conduct Replacement Operations 
ARTEP 1-111-MTP _________________________________________________________________________

4-10

Table 4-3. T&EOs Supporting the FTX. 

Task Number Task Title 

01-6-0072.01-0111 Conduct Casualty Reporting 

01-6-0066.01-0111 Sustain the Brigade 

01-6-7105.01-0111 Perform Passage of Lines 

01-6-6107.01-0111 Conduct Hasty Attack 

01-6-0211.01-0111 Conduct Deliberate Attack 

01-6-0029.01-0111 Maintain the Current Situation 

01-6-0030.01-0111 Conduct Battle Tracking 

01-6-2044.01-0111 Conduct Battle Handover/Relief in Place 

01-6-7726.01-0111 Conduct Forward Arming and Refueling Point (FARP) Operations 

01-4-0320.01-0111 Provide Unit Supply Support 

01-6-0074.01-0111 Provide Legal Support 

01-6-0045.01-0111 Advise the Commander and Staff on Weather Forecasts, 

Observations, and Climatology 

01-4-7708.01-0111 Provide Food Service Support 

01-6-0039.01-0111 Supervise Medical Support Services 

01-4-1029.01-0111 Perform Vehicle Recovery Operations 

01-4-7723.01-0111 Perform Unit-Level Maintenance 

01-6-0056.01-0111 Conduct the Command Religious Support Program 

STX-A: PROJECT THE FORCE 

1. Objective. This sample situational training exercise (STX) trains the organization to conduct 

deployment activities. During the exercise, the unit will deploy from a home station in reaction to a threat 

situation. This STX will help the unit develop, test, and improve standing operating procedures (SOPs) as 

well as maintain operational efficiency. 

2. Interface. This STX supports FTX-1, Conduct Offensive Operations, and is not supported by drills. 

3. Preliminary Leader Training. Before the unit conducts this STX, unit leaders must be proficient in 

the collective tasks to be trained. Leader training may include the following: 

(a) After the commander’s assessment is completed, the executive officer (XO)/deputy 

commander/coordinating staff officer may use the crawl, walk, run concept to progressively train up 

portions of the staff, or the entire staff, using one or a combination of the emergency deployment 

readiness exercise (EDRE) and sealift emergency deployment readiness exercise (SEDRE) to train up 

for STX-A, Project the Force. 

(b) Classroom discussion on how to plan the exercise and implement unit SOPs. 

(c) Conduct a map exercise (MAPEX) using the exact area where the STX is to be conducted. 

4. Leader Training Tips. 

(a) Know the fundamentals of deployment as discussed in FM 1-111. 

(b) Review the training and evaluation outline (T&EO) requirements for conducting deployment. 
_________________________________________________________________________ ARTEP 1-111-MTP 

4-11

STX-A: PROJECT THE FORCE 

(c) Become familiar with the other T&EOs listed in Table 4-5 that support this exercise. 

(d) If possible, personally conduct a reconnaissance of the training area before the MAPEX or 

training exercise without troops (TEWT). 

(e) Develop a plan based on mission, enemy, terrain, troops, time, and civilian considerations 

(METT–TC). Some general questions to consider are: 

(1) How large is the area and how long must the brigade conduct deployment activities? 

(2) What is the likelihood of a ground, air, or nuclear, biological, and chemical (NBC) attack? 

(3) What effect will adverse weather have on the mission? 

(4) What is the condition of unit personnel and equipment? 

(5) How many aircraft are required? 

(6) How many aircraft are available? 

(7) How are they to be organized? 

(8) What aircraft and crew configurations are required? 

(9) What is required of the supported unit(s)? 

(10) What intelligence is available for mission planning? 

(11) What supporting fires are required? 

(12) What are the combat search and rescue (CSAR) and downed aircraft/aircrews recovery 

team (DART) arrangements? 

(13) How much time is needed to prepare? 

(14) How long will it take to complete the operation? 

(15) How much planning time is available? 

5. Training Enhancers. 

(a) After the unit has demonstrated proficiency in the tasks for this STX and the leaders are trained 

in the leader tasks, this STX may be conducted under several condition options: 

(1) With opposing forces (OPFOR). 

(2) At night, using night vision devices. 

(3) Within an NBC environment. 

(b) The exercise should be tailored to the appropriate level of unit proficiency. As the unit becomes 

increasingly proficient, trainers may add more complex situations such as: 

(1) Threat air defense artillery (ADA). 

(2) Downed aircrew recovery and/or escape and evasion. 

(3) Simulated loss of a leader (pre- or mid-mission). 

(4) Incidents of meaconing, interference, jamming, and intrusion (MIJI). 

(5) En route change/modification of mission. 
ARTEP 1-111-MTP _________________________________________________________________________

4-12

STX-A: PROJECT THE FORCE 

(c) During training, leaders must enforce the task standards in the T&EOs. As training progresses 

and more realistic conditions are added, the unit must be able to maintain those standards or retrain on 

the particular task steps and procedures or entire tasks that were performed below standard. 

(d) The OPFOR is a vital element in the training process. In the early stages of training, the 

leadership should discuss OPFOR tactics and ways to defeat them. As training progresses, walk-through 

training can be conducted to show the unit how to defeat the threat. When the unit can perform all tasks 

at an acceptable level, the OPFOR should be employed to enhance and reinforce training. An OPFOR 

evaluator or observer must monitor OPFOR actions. 

(e) During the exercise, leaders should take advantage of any information on suspected OPFOR 

activity or adverse conditions. Alternate flight routes should be reconnoitered, planned, and briefed for 

each mission. 

(f) When the unit has demonstrated proficiency in this STX as a stand-alone event, the unit 

sustains proficiency by executing the STX as part of the field training exercise (FTX). Personnel turnover 

will require leaders to assess the need for additional training to maintain proficiency. 

6. Conduct of STX-A. 

(a) This exercise must be tailored to the specific requirements of the brigade with defined training 

goals. It should be based on mission priorities, table(s) of organization and equipment (TOE) structure, 

and tactical proficiency. This sample STX begins with an alert or recall exercise preliminary to the receipt 

of an operation order (OPORD). The STX ends after all stated training objectives are satisfactorily 

demonstrated. 

(b) An after action review (AAR) should be conducted during and at the end of the STX. 

(c) Figure 4-3 graphically portrays the general scenario performed for STX-A. 

(d) Table 4–4 shows the estimated time needed for each part of this exercise as a training event 

during this STX. This table provides a sample of the thought process trainers must use when planning an 

STX rather than exact times for planning.

7. Support Requirements. 

(a) Minimum trainers or observer/controllers. The commander is the primary trainer. One observer/ 

controller (OC) is the minimum required to conduct this exercise. For internal evaluations, the commander 

is also the primary OC. At least one other OC is required if OPFOR is used. 

(b) Opposing forces. Use opposing forces (OPFORs) in this exercise after the troop has 

demonstrated basic proficiency and is at the "run” phase of training. If used, the OPFOR should be 

familiar with area reconnaissance operations, and employ thoroughly planned tactics to disrupt mission 

execution. Such tactics may affect assembly area occupation, aircraft availability and employment, and 

other aspects of the operation. 

(c) Vehicles and communications. Every attempt should be made to use only vehicles and 

communications equipment that are organic and on hand. When OPFORs are employed, additional 

vehicles and communications equipment will be required for the OPFOR and the OC. These additional 

vehicles and equipment should come from outside the unit. 

(d) Maneuver area. The training area should be large enough to allow for tactical displacement of 

all required organic aircraft and equipment. 

(e) General information on pyrotechnic and ammunition support requirements. 
_________________________________________________________________________ ARTEP 1-111-MTP 

4-13

STX-A: PROJECT THE FORCE 

(1) Pyrotechnics and ammunition are not required to conduct this STX. If used, pyrotechnic 

training aids and ammunition authorizations are found in DA Pam 350–38. It is the proponent publication 

for their authorization and is subject to change. DA Pamphlet 350–38 is available via the Internet from the 

Army Electronic Library Online at http://books.army.mil/cgi-bin/bookmgr/BOOKS. Training managers 

should verify the currency of their information when preparing yearly forecasts and when ordering these 

training aids, devices, simulators, and simulations (TADSS) for a particular exercise. 

(2) Ammunition requirements for aerial gunnery training are found in FM 1-140. This 

publication is available from the General Dennis J. Reimer Digital Library (RDL) at http://155.217.58.58/. 

(3) Unit trainers must divide these resources among their subordinate units as the training 

situation dictates. Commanders may desire to use more or fewer pyrotechnics for a particular exercise. 

However, units cannot exceed their annual allocation. 

(4) Pyrotechnic requirements for combat training centers (CTCs) are resourced separately 

and are not part of the unit’s annual allocation. 

8. T&EO Sequence. Table 4-5 lists the T&EOs in chapter 5 to be used for this STX. 

Figure 4-3. General Scenario for STX-A. 
ARTEP 1-111-MTP _________________________________________________________________________

4-14

Table 4–4. Suggested Time Allocation. 

STX-A—PROJECT THE FORCE 

Event Action Time Required 

1 Administrative preparations. Pre STX 

2 Brigade executes STX-A: Project the Force (after 

receiving alert notification). 

Start STX-A 

3 Brigade initiates personnel recall and issues warning 

order/FRAGO. 

2 hours 

4 Brigade prepares for deployment. 72 hours 

*5 Brigade prepares for tactical movement. 4 hours 

6 Conduct AARs. N/A 

*7 Units conduct sustainment operations. N/A 

Total Time 74 hours 

*Indicates time is not added to the total time because tasks are performed simultaneously with 

other tasks. 

Notes.

• Additional time is required if large portions of the exercise are conducted at night, under limited 

visibility, or under MOPP conditions. 

• Events will be trained to standards, not time limitations. The time required to train an event will 

vary based on METT-TC factors and the proficiency of the staff. 

• AARs are not time-constrained. 

Table 4-5. T&EOs Supporting STX-A. 

Task Number Task Title 

01-6-0022.01-0111 Conduct Deployment Alert Activities 

01-6-0062.01-0111 Coordinate Pre-Deployment Activities 

01-2-0702.01-0111 Prepare Unit for Deployment 

01-6-0063.01-0111 Supervise Deployment/Redeployment Activities 

01-6-0060.01-0111 Coordinate Deployment Logistics Support 

01-6-0061.01-0111 Coordinate Deployment Advance Party Activities 

01-6-0001.01-0111 Conduct Intelligence Functions for Deployment 

01-6-0068.01-0111 Coordinate Transportation and Movement 

01-6-0064.01-0111 Perform Port of Embarkation Activities for Deployment 

01-6-0065.01-0111 Perform Port of Debarkation Activities for Deployment 

01-2-0001.01-0111 Plan/Organize the Move 

01-2-2048.01-0111 Conduct Unit Movement 

01-6-2032.01-0111 Conduct Air Movement 

01-2-2052.01-0111 Employ Active Air Defense Measures 

01-2-0201.01-0111 Prepare for Operations Under Nuclear, Biological, and Chemical (NBC) 

Conditions 
_________________________________________________________________________ ARTEP 1-111-MTP 

4-15

Table 4-5. T&EOs Supporting STX-A. 

Task Number Task Title 

01-2-0280.01-0111 Cross a Radiologically Contaminated Area 

01-2-0101.01-0111 Occupy an Assembly Area 

01-2-0102.01-0111 Secure and Defend Unit Position 

01-6-0042.01-0111 Relocate Main Command Post (CP) 

01-6-0059.01-0111 Provide Main CP Security 

STX-B: CONDUCT MILITARY DECISIONMAKING PROCESS

1. Objective. This sample STX trains the brigade staff in conducting the military decisionmaking process 

(MDMP). The unit will begin in an assembly area, having received an operation order (OPORD) to conduct 

offensive operations, after deploying to a threat area. This STX will help the brigade staff develop 

cohesiveness and maintain operational efficiency. 

2. Interface. This STX supports FTX-1, Conduct Offensive Operations, and is not supported by drills. 

3. Preliminary Leader Training. Before the unit conducts this STX, unit leaders must be proficient in the 

required tasks. Leader training includes the following: 

(a) After the commander’s assessment is completed, the executive officer (XO)/deputy 

commander/coordinating staff officer may use the crawl, walk, run concept to progressively train up 

portions of the staff, or the entire staff, using one or a combination of the staff exercise (STAFFEX)-

command post exercise (CPX)-training exercise without troops (TEWT)-tactical operations center exercise 

(TOCEX). These are exercises that can be used to progressively train up portions of the staff in 

preparation for STX-B, Conduct Military Decisionmaking Process. During a TEWT, emphasis may be 

given to threat capabilities, active and passive defensive techniques, movement techniques, visual 

signals, reorganization following enemy contact, risk management, and safety. 

(b) Classroom discussion on how to plan the exercise implement the unit standing operating 

procedure (SOP). 

(c) Map exercise (MAPEX) using the exact area where the STX is to be conducted. 

(d) Terrain board or sand table exercises that permit the use of simulations or miniatures to gain a 

three-dimensional perspective while rehearsing the exercise. 

4. Leader Training Tips. 

(a) Know the aviation brigade staff functions as discussed in FM 1-111 and FM 101-5. 

(b) Review the T&EO requirements for conducting and participating in the military decisionmaking 

process. 

(c) Become familiar with the other tables of organization and equipment (TOEs) listed in table 4-7 

that support this exercise. 

(d) If possible, personally conduct a reconnaissance of the training area before the MAPEX or 

TEWT. 

(e) Develop a plan based on mission, enemy, terrain, troops, time, and civilian considerations 

(METT–TC). Some general questions to consider are: 

(1) How large is the area and how long must the brigade conduct the exercise? 

(2) What is the likelihood of a ground, air, or nuclear, biological, and chemical (NBC) attack? 

(3) What effect will adverse weather have on the mission? 
ARTEP 1-111-MTP _________________________________________________________________________

4-16

STX-B: CONDUCT MILITARY DECISIONMAKING PROCESS

(4) What is the condition of unit personnel and equipment? 

(5) How many aircraft are required? 

(6) How many aircraft are available? 

(7) How are they to be organized? 

(8) What aircraft and crew configurations are required? 

(9) What is required of the supported unit(s)? 

(10) What intelligence is available for mission planning? 

(11) What supporting fires are required? 

(12) What are the combat search and rescue (CSAR) and downed aircraft/aircrews recovery 

team (DART) arrangements? 

(13) How much time is needed to prepare? 

(14) How long will it take to complete the operation? 

(15) How much planning time is available? 

5. Training Enhancers. 

(a) After the unit has demonstrated proficiency in the tasks for this STX and the leaders are trained 

in the leader tasks, this STX may be conducted under several condition options: 

(1) With opposing forces (OPFORs). 

(2) At night, using night vision devices. 

(3) Within an NBC environment. 

(b) The exercise should be tailored to the appropriate level of unit proficiency. As the unit becomes 

increasingly proficient, trainers may add more complex situations such as: 

(1) Threat air defense artillery (ADA). 

(2) Downed aircrew recovery and/or escape and evasion. 

(3) Simulated loss of a leader (pre- or mid-mission). 

(4) Incidents of meaconing, interference, jamming, and intrusion (MIJI). 

(5) En route change/modification of mission. 

(c) During training, leaders must enforce the task standards in the T&EOs. As training progresses 

and more realistic conditions are added, the unit must be able to maintain those standards or retrain on 

the particular task steps and procedures or entire tasks that were performed below standard. 

(d) The OPFOR is a vital element in the training process. In the early stages of training, the 

leadership should discuss OPFOR tactics and ways to defeat them. As training progresses, walk-through 

training can be conducted to show the unit how to defeat the threat. When the unit can perform all tasks at 

an acceptable level, the OPFOR should be employed to enhance and reinforce training. An OPFOR 

evaluator or observer must monitor OPFOR actions. 

(e) During the exercise, leaders should take advantage of any information regarding suspected 

OPFOR activity or adverse conditions. Alternate flight routes should be reconnoitered, planned, and 

briefed for each mission. 

(f) When the unit has demonstrated proficiency in this STX as a stand-alone event, the unit 
_________________________________________________________________________ ARTEP 1-111-MTP 

4-17

STX-B: CONDUCT MILITARY DECISIONMAKING PROCESS

sustains proficiency by executing the STX as part of the field training exercise (FTX). Personnel turnover 

will require leaders to assess the need for additional training to maintain proficiency. 

6. Conduct of STX-B. 

(a) This exercise must be tailored to the specific requirements of the brigade with defined training 

goals. It should be based on mission priorities, TOE structure, and tactical proficiency. This sample STX 

begins with the brigade staff in an assembly area in receipt of an operation order (OPORD). The STX 

ends after all stated training objectives are satisfactorily demonstrated. 

(b) An after action review (AAR) should be conducted during and at the end of the STX. 

(c) Figure 4-4 graphically portrays the general scenario performed for STX-B. 

(d) Table 4–6 shows the estimated time needed for each part of this exercise as a training event 

during this STX. This table provides a sample of the thought process trainers must use when planning an 

STX rather than exact times for planning. 

7. Support Requirements. 

(a) Minimum trainers or observer/controllers (OCs). The commander is the primary trainer. One OC 

is the minimum required to conduct this exercise. For internal evaluations, the commander is also the 

primary OC. At least one other OC is required if OPFOR is used. 

(b) Opposing forces. Use OPFOR in this exercise after the troop has demonstrated basic 

proficiency and is at the “run” phase of training. If used, the OPFOR should be familiar with area 

reconnaissance operations, and employ thoroughly planned tactics to disrupt mission execution. Such 

tactics may affect assembly area occupation, aircraft availability and employment, and other aspects of the 

operation. 

(c) Vehicles and communications. Every attempt should be made to use only vehicles and 

communications equipment that are organic and on hand. When OPFORs are employed, additional 

vehicles and communications equipment will be required for the OPFOR and the OC. These additional 

vehicles and equipment should come from outside the unit. 

(d) Maneuver area. The training area should be large enough to allow for tactical displacement of 

all required organic aircraft and equipment. 

(e) General information on pyrotechnic and ammunition support requirements. 

(1) Pyrotechnics and ammunition are not required to conduct this STX. If used, pyrotechnic 

training aids and ammunition authorizations are found DA Pam 350–38. It is the proponent publication for 

their authorization and is subject to change. DA Pam 350–38 is available via the Internet from the Army 

Electronic Library Online, at http://books.army.mil/cgi-bin/bookmgr/BOOKS. Training managers should 

verify the currency of their information when preparing yearly forecasts and when ordering these training 

aids, devices, simulators, and simulations (TADSS) for a particular exercise. 

(2) Ammunition requirements for aerial gunnery training are found in FM 1-140. This 

publication is available from the General Dennis J. Reimer Digital Library (RDL) at http://155.217.58.58/. 

(3) Unit trainers must divide these resources among their subordinate units as the training 

situation dictates. Commanders may desire to use more or fewer pyrotechnics for a particular exercise. 

However, units cannot exceed their annual allocation. 

(4) Pyrotechnic requirements for combat training centers (CTCs) are resourced separately and 

are not part of the unit’s annual allocation. 

8. T&EO Sequence. Table 4-7 lists the T&EOs in chapter 5 to be used for this STX. 
ARTEP 1-111-MTP _________________________________________________________________________

4-18

Figure 4-4. General Scenario for STX-B. 
_________________________________________________________________________ ARTEP 1-111-MTP 

4-19

Table 4-6. Suggested Time Allocation. 

STX-B: Conduct Military Decisionmaking Process 

Event Action Time Required 

1 Administrative preparations. Pre-STX 

2 Brigade executes STX-B: Conduct Military 

Decisionmaking Process (MDMP) after receiving higher 

OPORD. 

Start STX-B 

3 Brigade issues warning order/FRAGO. 1 hour 

4 Commander initiates MDMP. 1 hour 

5 Brigade staff participates in the MDMP. 48 hours 

*6 XO/deputy commander directs the staff. 4 hours 

7 Conduct AARs. N/A 

Total Time 50 hours 

*Indicates time is not added to the total time because tasks are performed simultaneously with 

other tasks. 

Notes.

• Additional time is required if large portions of the exercise are conducted at night, under limited 

visibility, or under MOPP conditions. 

• Events will be trained to standards, not time limitations. The time required to train an event will 

vary based on METT-TC factors and the proficiency of the staff. 

• AARs are not time-constrained. 

Table 4–7. T&EOs Supporting STX-B. 

Task Number Task Title 

01-6-0082.01-0111 Conduct Military Decisionmaking Process (MDMP) 

01-6-0083.01-0111 Direct the Brigade Staff 

01-6-0018.01-0111 Establish and Maintain a Tactical Operations Center (TOC) 

01-6-0008.01-0111 Establish and Maintain the Administrative and Logistics Operations Center 

(ALOC) 

01-6-7102.01-0111 Support the TOC and the ALOC 

01-6-0014.01-0111 Coordinate Tactical Air Support with Aviation Forces 

01-6-0020.01-0111 Employ Operations Security (OPSEC) Measures 

01-6-1414.01-0111 Provide Tactical C4I Systems Planning 

01-6-0013.01-0111 Plan, Coordinate, and Control Tactical Operations 

01-6-0048.01-0111 Participate in the Military Decisionmaking Process (S1) 

01-6-0049.01-0111 Participate in the Military Decisionmaking Process (S2) 

01-6-0050.01-0111 Participate in the Military Decisionmaking Process (S3) 

01-6-0051.01-0111 Participate in the Military Decisionmaking Process (S4) 

01-6-0052.01-0111 Participate in the Military Decisionmaking Process (S6) 

01-6-0011.01-0111 Participate in the Military Decisionmaking Process (A2C2) 
ARTEP 1-111-MTP _________________________________________________________________________

4-20

Table 4–7. T&EOs Supporting STX-B. 

Task Number Task Title 

01-6-0027.01-0111 Participate in the Military Decisionmaking Process (Air Defense) 

01-6-0053.01-0111 Participate in the Military Decisionmaking Process (Chemical) 

01-6-0409 Participate in the Military Decisionmaking Process (Safety) 

01-6-0411 Participate in the Military Decisionmaking Process (Standards) 

01-6-0002.01-0111 Integrate the Staff in Intelligence Preparation of the Battlefield (IPB) 

Process 

01-6-0019.01-0111 Develop Reconnaissance and Surveillance Plan 

01-6-0031.01-0111 Coordinate Reconnaissance and Surveillance Plan 

01-6-0003.01-0111 Produce Intelligence Products 

01-6-0033.01-0111 Coordinate Fire Support 

01-6-0025.01-0111 Develop Brigade Orders 

01-6-0026.01-0111 Perform Liaison Operations 
5-1

Chapter 5 

TRAINING AND EVALUATION OUTLINES 

5-1. Introduction. This chapter contains the training and evaluation outlines (T&EOs) for the 

aviation brigade. T&EOs are the foundation of the MTP and the collective training of the units. 

T&EOs are training objectives (task, conditions, and standards) for the collective tasks that support 

critical wartime operations. The unit must master designated collective tasks to perform its critical 

wartime operations. T&EOs may be trained separately, in a situational training exercise (STX), in a 

field training exercise (FTX), or in other exercises. For collective live-fire standards, the trainer needs 

to refer to the applicable gunnery manual for the appropriate course of fire. Those standards and 

courses of fire need to be integrated into the training exercise. 

5-2. Structure. Tables 5-1 and 5-2 in this chapter list the T&EOs for the aviation brigade. The 

Mission-to-Collective Task listing in chapter 2 outlines the T&EOs required to train aviation brigade 

critical wartime missions. 

5-3. Format. The T&EOs are prepared for every collective task that supports critical wartime 

operation accomplishment. Each T&EO contains the following items: 

 a. Element. This identifies the unit or unit element(s) that perform the task. 

 b. Task. This is a description of the action to be performed by the unit, and provides the task 

number. 

 c. References. These are in parenthesis following the task number. The reference, which 

contains the most information (primary reference) about the task, is listed first and underlined. 

 d. Iteration. Used to identify how many times the task is performed and evaluated during 

training. The "M" identifies when the task is performed in mission-oriented protective posture 4 

(MOPP4). 

 

 e. Commander/Leader Assessment. The commander's assessment of the unit's ability to 

perform a task to standard is subjective in nature. The leader uses all available evaluation data and 

subordinate leader input to develop an assessment of the organization's overall capability to 

accomplish the task. The following ratings may be used: 

 (1) T - Trained. The unit is trained and has demonstrated its proficiency in accomplishing the 

task to wartime standards. 

 (2) P - Needs practice. The unit needs to practice the task. Performance has demonstrated 

that the unit does not achieve standard without some difficulty or has failed to perform some task 

steps to standard. 

 (3) U - Untrained. The unit cannot demonstrate an ability to achieve wartime proficiency. 

 f. Condition. A statement of the situation or environment in which the unit is to do the collective 

task. 
ARTEP 1-111-MTP _________________________________________________________________________

5-2

 g. Task Standard.

 (1) The task standard states the performance criteria that a unit must achieve to successfully 

execute the task. This overall standard should be the focus of training. Every soldier should 

understand it. 

 (2) The trainer or evaluator determines the unit's training status using performance 

observation measurements (where applicable) and his judgment. The unit must be evaluated under 

the factors of mission, enemy, terrain, troops, time, and civilian considerations (METT-TC). These 

conditions should be as similar as possible for all evaluated elements. This will establish a common 

baseline for unit performance. 

 h. Task Steps and Performance Measures. This is a listing of actions required to complete the 

task. These actions are stated in terms of observable performance for evaluating training proficiency. 

The task steps are arranged sequentially along with supporting individual tasks and their reference. 

An asterisk indicates leader tasks within each T&EO (*). Under each task step are listed the 

performance measures that must be accomplished to correctly perform the task step. If the unit fails 

to correctly perform one of these task steps to standard, it has failed to achieve the overall task 

standard. 

 i. GO/NO-GO Column. This column is provided for annotating the unit's performance of the task 

steps. Evaluate each performance measure for a task step and place an "X" in the appropriate 

column. A major portion of the performance measures must be marked a "GO" for the task step to be 

successfully performed. 

 j. Task Performance/Evaluation Summary Block. This block provides the trainer a means of 

recording the total number of task steps and performance measures evaluated and those evaluated 

as "GO." It also provides the evaluator a means to rate the units demonstrated performance as a 

"GO" or "NO-GO." It also provides the leader with a historical record for five training iterations. 

 k. Supporting Individual Tasks. This is a listing of all supporting individual tasks required to 

correctly perform the task. Listed are the reference, task number, and task title. 

 l. OPFOR Standards. These standards specify overall OPFOR performance for each collective 

task. These standards ensure that OPFOR soldiers accomplish meaningful training and force the 

training unit to perform its task to standard or "lose" to the OPFOR. The OPFOR standards specify 

what must be accomplished—not how it must be accomplished. The OPFOR must always attain its 

task standards, using tactics consistent with the type of enemy they are portraying. 

5-4. Use. The T&EOs can be used to train or evaluate a single task. Several T&EOs can be used 

to train or evaluate a group of tasks such as an STX or FTX. Table 5-1 below lists the T&EOs by 

element; table 5-2 lists the T&EOs by battlefield operating systems (BOSs), and includes a hyperlink 

to the T&EO for that task. 

Table 5-1. List of T&EOs by Element.

Page

COMMAND SECTION 

Brigade Commander 

Conduct Military Decisionmaking Process (MDMP) (1-6-0082.01-0111) ...........................................................5-345 

Brigade Executive Officer/Deputy Brigade Commander 

Relocate Main Command Post (CP) (1-6-0042.01-0111)...................................................................................5-321 

Supervise Deployment/Redeployment Activities (1-6-0063.01-0111)...................................................................5-54 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-3

Sustain the Brigade (1-6-0066.01-0111) ...........................................................................................................5-261 

Direct the Brigade Staff (1-6-0083.01-0111) ......................................................................................................5-350 

Execute Contingency Plans (1-6-0087.01-0111)................................................................................................5-354 

Command Sergeant Major 

Monitor the Status of Brigade Personnel (1-6-0079.01-0111)............................................................................5-341 

Supervise Key Operational and Support Functions (1-6-0080.01-0111)............................................................5-343 

Aviation Safety Officer 

Coordinate the Safety Program (1-6-0057.01-0111)..........................................................................................5-207 

Advise the Commander on Risk Management (1-6-0058.01-0111) ...................................................................5-210 

Participate in the Military Decisionmaking Process (MDMP)(Safety) (1-6-0409)................................................5-356 

Aviation Standardization Officer 

Participate in the Military Decisionmaking Process (MDMP) (Standardization) (1-6-0411)................................5-358 

BRIGADE S1 

Perform Public Affairs Functions (1-6-0046.01-0111) ........................................................................................5-247 

Participate in the Military Decisionmaking Process (MDMP) (S1) (1-6-0048.01-0111) ......................................5-324 

Coordinate Pre-Deployment Activities (1-6-0062.01-0111)..................................................................................5-51 

Perform Strength Management (1-6-0070.01-0111) ..........................................................................................5-268 

Conduct Replacement Operations (1-6-0071.01-0111) .....................................................................................5-270 

Conduct Casualty Reporting (1-6-0072.01-0111)...............................................................................................5-272 

Coordinate Morale, Welfare, and Recreation Services (1-6-0073.01-0111).......................................................5-274 

Provide Personnel and Administrative Services (1-6-0075.01-0111).................................................................5-276 

BRIGADE S2 

Conduct Intelligence Functions for Deployment (1-6-0001.01-0111) ...................................................................5-12 

Integrate the Staff in IPB Process (1-6-0002.01-0111) ........................................................................................5-14 

Produce Intelligence Products (1-6-0003.01-0111)..............................................................................................5-17 

Coordinate Counterintelligence Measures for OPSEC with the S3 (1-6-0004.01-0111) ......................................5-21 

Maintain the Brigade Intelligence Database (1-6-0005.01-0111) .........................................................................5-23 

Establish Security Measures (1-6-0006.01-0111) ................................................................................................5-25 

Process Enemy Prisoners of War (EPW) (1-6-0007.01-0111) .............................................................................5-27 

Process Information into Intelligence (1-6-0009.01-0111)....................................................................................5-29 

Develop Reconnaissance and Surveillance Plan (1-6-0019.01-0111) .................................................................5-31 

Coordinate Reconnaissance and Surveillance Plan (1-6-0031.01-0111).............................................................5-34 

Participate in the Military Decisionmaking Process (MDMP) (S2) (1-6-0049.01-0111) ......................................5-326 

BRIGADE S3 

Supervise Tactical Air Control Party Functions (1-6-0012.01-0111) ..................................................................5-290 

Plan, Coordinate, and Control Tactical Operations (1-6-0013.01-0111) ............................................................5-292 

Coordinate Tactical Air Support with Aviation Forces (1-6-0014.01-0111).........................................................5-295 

Advise the Commander and Staff on the Capabilities, Limitations, and Employment of 

 Tactical Air Support (1-6-0015.01-0111).......................................................................................................5-298 

Integrate Aircraft Survivability Measures (1-6-0016.01-0111) ............................................................................5-190 

Establish and Maintain a Tactical Operations Center (TOC) (1-6-0018.01-0111)..............................................5-300 

Employ Operations Security (OPSEC) Measures (1-6-0020.01-0111)...............................................................5-192 

Conduct Deployment Alert Activities (1-6-0022.01-0111).....................................................................................5-46 

Develop Brigade Orders (1-6-0025.01-0111).....................................................................................................5-303 

Perform Liaison Operations (1-6-0026.01-0111)................................................................................................5-309 

Maintain the Current Situation (1-6-0029.01-0111)............................................................................................5-316 

Conduct Battle Tracking (1-6-0030.01-0111).....................................................................................................5-318 

Coordinate Fire Support (1-6-0033.01-0111) .....................................................................................................5-158 

Participate in the Military Decisionmaking Process (MDMP) (S3) (1-6-0050.01-0111) ......................................5-328 

Coordinate Deployment Advance Party Activities (1-6-0061.01-0111).................................................................5-48 

Conduct Targeting Process (1-6-0412)..............................................................................................................5-160 
ARTEP 1-111-MTP _________________________________________________________________________

5-4

Offense, Defense 

Synchronize Deep, Close, Security, Reserve, and Rear Operations (1-6-0010.01-0111)..................................5-153 

Conduct Deliberate Attack (1-6-0211.01-0111)....................................................................................................5-64 

Conduct an Exploitation (1-6-0413)......................................................................................................................5-66 

Conduct a Pursuit (1-6-0414)...............................................................................................................................5-70 

Conduct Operations as Part of a Mobile Defense (1-6-0415)...............................................................................5-73 

Conduct Operations as Part of an Area Defense (1-6-0416)................................................................................5-76 

Conduct Air Movement (1-6-2032.01-0111).......................................................................................................5-127 

Conduct a Screen (1-6-2039.01-0111)...............................................................................................................5-129 

Conduct Operations as Part of a Guard Force (1-6-2042.01-0111) ...................................................................5-132 

Conduct Operations as Part of a Covering Force (1-6-2043.01-0111)...............................................................5-136 

Conduct Battle Handover/Relief in Place (1-6-2044.01-0111)............................................................................5-140 

Conduct Combat Search and Rescue (CSAR) Operations (1-6-2045.01-0111).................................................5-216 

Conduct Air Assault Operations (1-6-5105.01-0111)..........................................................................................5-142 

Conduct Reconnaissance Operations (1-6-6101.01-0111) ................................................................................5-145 

Conduct Hasty Attack (1-6-6107.01-0111).........................................................................................................5-147 

Conduct Movement to Contact (1-6-6109.01-0111) ...........................................................................................5-149 

Perform Passage of Lines (1-6-7105.01-0111) ..................................................................................................5-151 

Deep Operations Coordination Cell (DOCC) 

Participate in the Deep Operations Coordination Cell (DOCC) Liaison Officer (LNO) (1-6-0417) ........................5-79 

Establish the Aviation Deep Operations Planning Cell (1-6-0418) .....................................................................5-360 

Conduct Mission Rehearsal (1-6-0419)..............................................................................................................5-362 

Participate in the Deep Operations Coordination Cell (DOCC) (S1) (1-6-0420).................................................5-365 

Participate in the Deep Operations Coordination Cell (DOCC) (S2) (1-6-0421).................................................5-367 

Participate in the Deep Operations Coordination Cell (DOCC) (S3) (1-6-0422)..................................................5-369 

Participate in the Deep Operations Coordination Cell (DOCC) (S4) (1-6-0423).................................................5-373 

Stability and Support Operations 

Provide Environmental Assistance (1-6-1345.01-0111) .......................................................................................5-96 

Provide Humanitarian Support (1-6-1346.01-0111)............................................................................................5-100 

Conduct Area Security Operations (1-6-1347.01-0111) .....................................................................................5-104 

Establish Base Operations (1-6-1348.01-0111) .................................................................................................5-107 

Control a Civil Disturbance (1-6-1349.01-0111) .................................................................................................5-111 

Conduct Operations as a Show of Force (1-6-1350.01-0111)............................................................................5-114 

Develop a Media Plan (1-6-1351.01-0111) ........................................................................................................5-116 

Conduct Mediation and Negotiation (1-6-1354.01-0111)....................................................................................5-119 

Enforce Peace Agreements (1-6-1358.01-0111)................................................................................................5-121 

Employ a Quick Reaction Force (1-6-1359.01-0111) .........................................................................................5-124 

Urban Operations 

Process Noncombatants (1-6-1014.01-0111) ......................................................................................................5-81 

Conduct Civil-Military Operations (1-6-1342.01-0111) .........................................................................................5-84 

Conduct Aviation Urban Operations (1-6-1343.01-0111) .....................................................................................5-89 

Limit Local Population Interference with U.S. Military Operations (1-6-1344.01-0111)...........................................5-93 

Chemical 

Prepare for a Chemical/Biological Agent Attack (1-6-0036.01-0111) .................................................................5-194 

Prepare for a Nuclear Attack (1-6-0038.01-0111) ..............................................................................................5-199 

Evaluate NBC Contamination Information (1-6-0040.01-0111) ..........................................................................5-201 

Process Nuclear, Biological, and Chemical (NBC) Reports (1-6-0044.01-0111)................................................5-203 

Participate in the Military Decisionmaking Process (MDMP) (Chemical) (1-6-0053.01-0111)............................5-337 

Communications 

Participate in the Military Decisionmaking Process (MDMP) (S6) (1-6-0052.01-0111) ......................................5-333 

Provide Tactical C4

I Systems Planning (1-6-1414.01-0111)...............................................................................5-375 

Army Airspace Command and Control (A2C2) 

Participate in the Military Decisionmaking Process (MDMP) (A2C2) (1-6-0011.01-0111) ...................................5-288 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-5

Execute Army Airspace Command and Control (A2

C2)in the Division Area (1-6-0028.01-0111) .......................5-313 

Air Defense 

Participate in the Military Decisionmaking Process (MDMP) (Air Defense) (1-6-0027.01-0111)........................5-311 

BRIGADE S4 

Establish and Maintain the ALOC in Coordination with the S1 (1-6-0008.01-0111) ...........................................5-241 

Establish and Coordinate Security of Temporary EPW Collection Point (1-6-0047.01-0111) ............................5-249 

Participate in the Military Decisionmaking Process (MDMP) (S4) (1-6-0051.01-0111........................................5-331

Provide Other Logistics Services (1-6-0055.01-0111)........................................................................................5-251 

Coordinate Deployment Logistics Support (1-6-0060.01-0111) .........................................................................5-257 

Perform Port of Embarkation Activities for Deployment (1-6-0064.01-0111)........................................................5-57 

Perform Port of Debarkation Activities for Deployment (1-6-0065.01-0111).........................................................5-61 

Coordinate Transportation and Movement (1-6-0068.01-0111) .........................................................................5-263 

Monitor Logistics Operations (1-6-0069.01-0111)..............................................................................................5-265 

Class III/V 

Conduct Forward Arming and Refueling Point (FARP) Operations (1-6-7726.01-0111) ....................................5-282 

MEDICAL TREATMENT 

Advise the Commander and Staff on Health Services Available and Medical Unit 

 Capabilities and Readiness (1-6-0035.01-0111)...........................................................................................5-243 

Supervise Medical Support Services (1-6-0039.01-0111)..................................................................................5-245 

UNIT MINISTRY 

Conduct the Command Religious Support Program (1-6-0056.01-0111)...........................................................5-253 

USAF WEATHER 

Advise the Commander and Staff on Weather Forecasts, Observations, and 

Climatology (1-6-0045.01-0111) .................................................................................................................5-205 

COMMAND JUDGE ADVOCATE 

Provide Legal Support (1-6-0074.01-0111)........................................................................................................5-214 

HQ AND HQ COMPANY (HHC) 

HHC Company Headquarters 

Provide Main Command Post Security (1-6-0059.01-0111)...............................................................................5-212 

Support the TOC and the ALOC (1-6-7102.01-0111).........................................................................................5-280 

Plan/Organize the Move (1-2-0001.01-0111).......................................................................................................5-37 

Respond to a Chemical/Biological Attack (1-2-0013.01-0111)...........................................................................5-163 

Respond to a Nuclear Attack (1-2-0017.01-0111)..............................................................................................5-166 

Occupy an Assembly Area (1-2-0101.01-0111) ...................................................................................................5-40 

Secure and Defend Unit Position (1-2-0102.01-0111) .........................................................................................5-42 

Prepare for Operations Under NBC Conditions (1-2-0201.01-0111)..................................................................5-168 

Camouflage Vehicles and Equipment (1-2-0203.01-0111).................................................................................5-170 

Cross a Radiologically Contaminated Area (1-2-0280.01-0111) ........................................................................5-172 

Cross a Chemically/Biologically Contaminated Area (1-2-0609.01-0111)..........................................................5-174 

Perform Operational Decontamination (1-2-0610.01-0111) ...............................................................................5-176 

Conduct Thorough Decontamination (1-2-0611.01-0111)..................................................................................5-178 

Prepare Unit for Deployment (1-2-0702.01-0111)..............................................................................................5-218 

Perform Field Sanitation (1-2-0715.01-0111).....................................................................................................5-220 

Implement Fratricide Prevention Measures (1-2-2035.01-0111)........................................................................5-180 

Report Information (1-2-2036.01-0111)................................................................................................................5-10 

Conduct Troop-Leading Procedures (1-2-2047.01-0111) ..................................................................................5-284 

Conduct Unit Movement (1-2-2048.01-0111).......................................................................................................5-44 

Employ Passive Air Defense Measures (1-2-2051.01-0111)..............................................................................5-183 

Employ Active Air Defense Measures (1-2-2052.01-0111) ................................................................................5-185 
ARTEP 1-111-MTP _________________________________________________________________________

5-6

Coordinate Unit-Level Supply Operations (1-2-2054.01-0111)...........................................................................5-222 

Perform Company Strength Management (1-2-2064.01-0111) ..........................................................................5-224 

Conduct Mission-Oriented Protective Posture (MOPP) Gear Exchange (1-2-2160.01-0111) ............................5-187 

Conduct Hasty Assembly Area Displacement (1-2-7039.01-0111) ....................................................................5-286 

Evacuate Casualties (1-2-7707.01-0111)...........................................................................................................5-226 

Submit Casualty Feeder Reports and Witness Statements (1-2-7714.01-0111)................................................5-229

HHC, Supply 

Provide Unit Supply Support (1-4-0320.01-0111)...............................................................................................5-231 

HHC, Automotive Maintenance 

Perform Vehicle Recovery Operations (1-4-1029.01-0111) ...............................................................................5-233 

Perform Unit–Level Maintenance (1-4-7723.01-0111) .......................................................................................5-238 

HHC, Food Service 

Provide Food Service Support (1-4-7708.01-0111)............................................................................................5-235

Table 5-2. List of T&EOs by Battlefield Operating Systems (BOSs).

Page 

Develop Intelligence

REPORT INFORMATION (01-2-2036.01-0111) ...............................................................................................5-10

CONDUCT INTELLIGENCE FUNCTIONS FOR DEPLOYMENT (01-6-0001.01-0111) ...................................5-12

INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE BATTLEFIELD (IPB) (01-6-

0002.01-0111)..............................................................................................................................................5-14

PRODUCE INTELLIGENCE PRODUCTS (01-6-0003.01-0111) ......................................................................5-17

COORDINATE COUNTERINTELLIGENCE MEASURES FOR OPERATION SECURITY (OPSEC) WITH 

THE S3 (01-6-0004.01-0111).....................................................................................................................5-21

MAINTAIN THE BRIGADE INTELLIGENCE DATABASE (01-6-0005.01-0111)...............................................5-23

ESTABLISH SECURITY MEASURES (01-6-0006.01-0111) ............................................................................5-25

PROCESS ENEMY PRISONERS OF WAR (EPW) (01-6-0007.01-0111)........................................................5-27

PROCESS INFORMATION INTO INTELLIGENCE (01-6-0009.01-0111) ........................................................5-29

DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN (01-6-0019.01-0111)......................................5-31

COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN (01-6-0031.01-0111)............5-34

Deploy/Conduct Maneuver

PLAN/ORGANIZE THE MOVE (01-2-0001.01-0111) .......................................................................................5-37

OCCUPY AN ASSEMBLY AREA (01-2-0101.01-0111)....................................................................................5-40

SECURE AND DEFEND UNIT POSITION (01-2-0102.01-0111)......................................................................5-42

CONDUCT UNIT MOVEMENT (01-2-2048.01-0111) .......................................................................................5-44

CONDUCT DEPLOYMENT ALERT ACTIVITIES (01-6-0022.01-0111)............................................................5-46

COORDINATE DEPLOYMENT ADVANCE PARTY ACTIVITIES (01-6-0061.01-0111)...................................5-48

COORDINATE PRE-DEPLOYMENT ACTIVITIES (01-6-0062.01-0111)..........................................................5-51

SUPERVISE DEPLOYMENT/REDEPLOYMENT ACTIVITIES (01-6-0063.01-0111).......................................5-54

PERFORM PORT OF EMBARKATION ACTIVITIES FOR DEPLOYMENT (01-6-0064.01-0111)....................5-57

PERFORM PORT OF DEBARKATION ACTIVITIES FOR DEPLOYMENT (01-6-0065.01-0111) ....................5-61

CONDUCT DELIBERATE ATTACK (01-6-0211.01-0111)................................................................................5-64

CONDUCT AN EXPLOITATION (01-6-0413) ...................................................................................................5-66

CONDUCT A PURSUIT (01-6-0414) ................................................................................................................5-70

CONDUCT OPERATIONS AS PART OF A MOBILE DEFENSE (01-6-0415)..................................................5-73

CONDUCT OPERATIONS AS PART OF AN AREA DEFENSE (01-6-0416)...................................................5-76

PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (LIAISON OFFICER) 

(01-6-0417) ..................................................................................................................................................5-79

PROCESS NONCOMBATANTS (01-6-1014.01-0111).....................................................................................5-81

CONDUCT CIVIL-MILITARY OPERATIONS (01-6-1342.01-0111) ..................................................................5-84

CONDUCT AVIATION URBAN OPERATIONS (01-6-1343.01-0111)...............................................................5-89
_________________________________________________________________________ ARTEP 1-111-MTP 

5-7

LIMIT LOCAL POPULATION INTERFERENCE WITH U.S. MILITARY OPERATIONS 

(01-6-1344.01-0111) .................................................................................................................................... 5-93

PROVIDE ENVIRONMENTAL ASSISTANCE (01-6-1345.01-0111) ................................................................ 5-96

PROVIDE HUMANITARIAN SUPPORT (01-6-1346.01-0111) ....................................................................... 5-100

CONDUCT AREA SECURITY OPERATIONS (01-6-1347.01-0111).............................................................. 5-104

ESTABLISH BASE OPERATIONS (01-6-1348.01-0111) ............................................................................... 5-107

CONTROL A CIVIL DISTURBANCE (01-6-1349.01-0111)............................................................................. 5-111

CONDUCT OPERATIONS AS A SHOW OF FORCE (01-6-1350.01-0111)................................................... 5-114

DEVELOP A MEDIA PLAN (01-6-1351.01-0111)........................................................................................... 5-116

CONDUCT MEDIATION AND NEGOTIATION (01-6-1354.01-0111)............................................................. 5-119

ENFORCE PEACE AGREEMENTS (01-6-1358.01-0111) ............................................................................. 5-121

EMPLOY A QUICK REACTION FORCE (01-6-1359.01-0111) ...................................................................... 5-124

CONDUCT AIR MOVEMENT (01-6-2032.01-0111) ....................................................................................... 5-127

CONDUCT A SCREEN (01-6-2039.01-0111)................................................................................................. 5-129

CONDUCT OPERATIONS AS PART OF A GUARD FORCE (01-6-2042.01-0111)....................................... 5-132

CONDUCT OPERATIONS AS PART OF A COVERING FORCE (01-6-2043.01-0111) ................................ 5-136

CONDUCT BATTLE HANDOVER/RELIEF IN PLACE (01-6-2044.01-0111).................................................. 5-140

CONDUCT AIR ASSAULT OPERATIONS (01-6-5105.01-0111) ................................................................... 5-142

CONDUCT RECONNAISSANCE OPERATIONS (01-6-6101.01-0111) ......................................................... 5-145

CONDUCT HASTY ATTACK (01-6-6107.01-0111)........................................................................................ 5-147

CONDUCT MOVEMENT TO CONTACT (01-6-6109.01-0111) ...................................................................... 5-149

PERFORM PASSAGE OF LINES (01-6-7105.01-0111)................................................................................. 5-151

Employ Firepower

SYNCHRONIZE DEEP, CLOSE, SECURITY, RESERVE, AND REAR OPERATIONS 

(01-6-0010.01-0111) .................................................................................................................................. 5-153

COORDINATE FIRE SUPPORT (01-6-0033.01-0111)................................................................................... 5-158

CONDUCT TARGETING PROCESS (01-6-0412).......................................................................................... 5-160

Protect the Force

RESPOND TO A CHEMICAL/BIOLOGICAL ATTACK (01-2-0013.01-0111).................................................. 5-163

RESPOND TO A NUCLEAR ATTACK (01-2-0017.01-0111).......................................................................... 5-166

PREPARE FOR OPERATIONS UNDER NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) 

CONDITIONS (01-2-0201.01-0111)......................................................................................................... 5-168

CAMOUFLAGE VEHICLES AND EQUIPMENT (01-2-0203.01-0111) ........................................................... 5-170

CROSS A RADIOLOGICALLY CONTAMINATED AREA (01-2-0280.01-0111) ............................................. 5-172

CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA (01-2-0609.01-0111)........................... 5-174

PERFORM OPERATIONAL DECONTAMINATION (01-2-0610.01-0111)...................................................... 5-176

CONDUCT THOROUGH DECONTAMINATION (01-2-0611.01-0111) .......................................................... 5-178

IMPLEMENT FRATRICIDE PREVENTION MEASURES (01-2-2035.01-0111) ............................................. 5-180

EMPLOY PASSIVE AIR DEFENSE MEASURES (01-2-2051.01-0111)......................................................... 5-183

EMPLOY ACTIVE AIR DEFENSE MEASURES (01-2-2052.01-0111) ........................................................... 5-185

CONDUCT MISSION-ORIENTED PROTECTIVE POSTURE (MOPP) GEAR EXCHANGE 

(01-2-2160.01-0111) .................................................................................................................................. 5-187

INTEGRATE AIRCRAFT SURVIVABILITY MEASURES (01-6-0016.01-0111).............................................. 5-190

EMPLOY OPERATIONS SECURITY (OPSEC) MEASURES (01-6-0020.01-0111)....................................... 5-192

PREPARE FOR A CHEMICAL/BIOLOGICAL AGENT ATTACK (01-6-0036.01-0111) .................................. 5-194

PREPARE FOR A NUCLEAR ATTACK (01-6-0038.01-0111)........................................................................ 5-199

EVALUATE NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) CONTAMINATION INFORMATION 

(01-6-0040.01-0111) .................................................................................................................................. 5-201

PROCESS NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) REPORTS (01-6-0044.01-0111)................. 5-203

ADVISE THE COMMANDER AND STAFF ON WEATHER FORECASTS, OBSERVATIONS, AND 

CLIMATOLOGY (01-6-0045.01-0111) ..................................................................................................... 5-205

COORDINATE THE SAFETY PROGRAM (01-6-0057.01-0111).................................................................... 5-207
ARTEP 1-111-MTP _________________________________________________________________________

5-8

ADVISE THE COMMANDER ON RISK MANAGEMENT (01-6-0058.01-0111)..............................................5-210

PROVIDE MAIN COMMAND POST (CP) SECURITY (01-6-0059.01-0111)..................................................5-212

PROVIDE LEGAL SUPPORT (01-6-0074.01-0111) .......................................................................................5-214

CONDUCT COMBAT SEARCH AND RESCUE (CSAR) OPERATIONS (01-6-2045.01-0111)......................5-216

Perform CSS and Sustainment

PREPARE UNIT FOR DEPLOYMENT (01-2-0702.01-0111) .........................................................................5-218

PERFORM FIELD SANITATION (01-2-0715.01-0111)...................................................................................5-220

COORDINATE UNIT-LEVEL SUPPLY OPERATIONS (01-2-2054.01-0111).................................................5-222

PERFORM COMPANY STRENGTH MANAGEMENT (01-2-2064.01-0111)..................................................5-224

EVACUATE CASUALTIES (01-2-7707.01-0111)............................................................................................5-226

SUBMIT CASUALTY FEEDER REPORTS AND WITNESS STATEMENTS (01-2-7714.01-0111) ................5-229

PROVIDE UNIT SUPPLY SUPPORT (01-4-0320.01-0111) ...........................................................................5-231

PERFORM VEHICLE RECOVERY OPERATIONS (01-4-1029.01-0111) ......................................................5-233

PROVIDE FOOD SERVICE SUPPORT (01-4-7708.01-0111)........................................................................5-235

PERFORM UNIT-LEVEL MAINTENANCE (01-4-7723.01-0111)....................................................................5-238

ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

IN COORDINATION WITH THE S1 (01-6-0008.01-0111) .......................................................................5-241

ADVISE THE COMMANDER AND STAFF ON HEALTH SERVICES AVAILABLE AND MEDICAL UNIT 

CAPABILITIES AND READINESS (01-6-0035.01-0111) .........................................................................5-243

SUPERVISE MEDICAL SUPPORT SERVICES (01-6-0039.01-0111) ...........................................................5-245

PERFORM PUBLIC AFFAIRS FUNCTIONS (01-6-0046.01-0111) ................................................................5-247

ESTABLISH AND COORDINATE SECURITY OF TEMPORARY ENEMY PRISONERS OF WAR (EPW) 

COLLECTION POINT (01-6-0047.01-0111).............................................................................................5-249

PROVIDE OTHER LOGISTICS SERVICES (01-6-0055.01-0111) .................................................................5-251

CONDUCT THE COMMAND RELIGIOUS SUPPORT PROGRAM (01-6-0056.01-0111)..............................5-253

COORDINATE DEPLOYMENT LOGISTICS SUPPORT (01-6-0060.01-0111) ..............................................5-257

SUSTAIN THE BRIGADE (01-6-0066.01-0111) .............................................................................................5-261

COORDINATE TRANSPORTATION AND MOVEMENT (01-6-0068.01-0111)..............................................5-263

MONITOR LOGISTICS OPERATIONS (01-6-0069.01-0111).........................................................................5-265

PERFORM STRENGTH MANAGEMENT (01-6-0070.01-0111).....................................................................5-268

CONDUCT REPLACEMENT OPERATIONS (01-6-0071.01-0111)................................................................5-270

CONDUCT CASUALTY REPORTING (01-6-0072.01-0111) ..........................................................................5-272

COORDINATE MORALE, WELFARE, AND RECREATION SERVICES (01-6-0073.01-0111)......................5-274

PROVIDE PERSONNEL AND ADMINISTRATIVE SERVICES (01-6-0075.01-0111) ....................................5-276

SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE ADMINISTRATIVE AND 

LOGISTICS OPERATIONS CENTER (ALOC) (01-6-7102.01-0111) .......................................................5-280

CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) OPERATIONS 

(01-6-7726.01-0111) ..................................................................................................................................5-282

Exercise Command and Control

CONDUCT TROOP-LEADING PROCEDURES (01-2-2047.01-0111) ...........................................................5-284

CONDUCT HASTY ASSEMBLY AREA DISPLACEMENT (01-2-7039.01-0111)............................................5-286

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (A2C2) 

(01-6-0011.01-0111) ..................................................................................................................................5-288

SUPERVISE TACTICAL AIR CONTROL PARTY FUNCTIONS (01-6-0012.01-0111) ...................................5-290

PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS (01-6-0013.01-0111) ............................5-292

COORDINATE TACTICAL AIR SUPPORT WITH AVIATION FORCES (01-6-0014.01-0111).......................5-295

ADVISE THE COMMANDER AND STAFF ON THE CAPABILITIES, LIMITATIONS, AND EMPLOYMENT 

OF TACTICAL AIR SUPPORT (01-6-0015.01-0111)...............................................................................5-298

ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER (01-6-0018.01-0111)..........................5-300

DEVELOP BRIGADE ORDERS (01-6-0025.01-0111)....................................................................................5-303

PERFORM LIAISON OPERATIONS (01-6-0026.01-0111).............................................................................5-309
_________________________________________________________________________ ARTEP 1-111-MTP 

5-9

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (AIR DEFENSE) 

(01-6-0027.01-0111) .................................................................................................................................. 5-311

EXECUTE ARMY AIRSPACE COMMAND AND CONTROL (A2C2) IN THE DIVISION AREA 

(01-6-0028.01-0111) .................................................................................................................................. 5-313

MAINTAIN THE CURRENT SITUATION (01-6-0029.01-0111) ...................................................................... 5-316

CONDUCT BATTLE TRACKING (01-6-0030.01-0111).................................................................................. 5-318

RELOCATE MAIN COMMAND POST (CP) (01-6-0042.01-0111).................................................................. 5-321

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP)(S1) (01-6-0048.01-0111) ........ 5-324

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) (01-6-0049.01-0111) ....... 5-326

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) (01-6-0050.01-0111) ....... 5-328

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S4) (01-6-0051.01-0111) ....... 5-331

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) (01-6-0052.01-0111) ....... 5-333

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (CHEMICAL) 

(01-6-0053.01-0111) .................................................................................................................................. 5-337

MONITOR THE STATUS OF BRIGADE PERSONNEL (01-6-0079.01-0111)................................................ 5-341

SUPERVISE KEY OPERATIONAL AND SUPPORT FUNCTIONS (01-6-0080.01-0111) .............................. 5-343

CONDUCT MILITARY DECISIONMAKING PROCESS (MDMP) (01-6-0082.01-0111) ................................. 5-345

DIRECT THE BRIGADE STAFF (01-6-0083.01-0111)................................................................................... 5-350

EXECUTE CONTINGENCY PLANS (01-6-0087.01-0111)............................................................................. 5-354

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (SAFETY) (01-6-0409)............ 5-356

PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (STANDARDIZATION) 

(01-6-0411) ................................................................................................................................................ 5-358

ESTABLISH THE AVIATION DEEP OPERATIONS PLANNING CELL (01-6-0418) ...................................... 5-360

CONDUCT MISSION REHEARSAL (01-6-0419) ........................................................................................... 5-362

PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S1) (01-6-0420) ................ 5-365

PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S2) (01-6-0421) ................ 5-367

PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S3) (01-6-0422) ................ 5-369

PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S4) (01-6-0423) ................ 5-373

PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, COMPUTERS, AND 

INTELLIGENCE (C4

I) SYSTEMS PLANNING (01-6-1414.01-0111) ........................................................ 5-375
ARTEP 1-111-MTP _________________________________________________________________________

5-10

ELEMENT: COMPANY HEADQUARTERS 

TASK: REPORT INFORMATION (01-2-2036.01-0111) 

(FM 21-75) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Reports are being received through 

normal channels. Spot report (SPOTREP) formats and procedures are defined in the unit SOP. 

Enemy activity has been observed. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: All observations of enemy activity are reported immediately. All reports 

contained essential information. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC personnel submit SPOTREP to next higher HQ. 

 a. Observed enemy activity and reported information in the format for 

reporting enemy (SALUTE—size, activity, location, unit identification, time, 

and equipment). 

 

 (1) Described the size of the enemy unit. 

 (2) Described the enemy activity. 

 (3) Provided grid coordinates of enemy or reference from a known point. 

 (4) Described distinctive uniforms, patches, signs, or symbols. Provided 

vehicle identification markings or numbers. 

 

 (5) Provided the time the activity was observed. 

 b. Included available maps, photos, overlays, sketches, captured documents, 

enemy material, and other supporting material with oral or written 

SPOTREP. 

 

 c. Dispatched SPOTREPs by the most expeditious means available. 

 d. Submitted reports even if the information was incomplete or "negative 

activity." 

 

 e. Information was relayed to the S2/S3 expeditiously. 

 2. HHC personnel report bombing, shelling, and mortar, rocket, and aircraft fire. 

 a. Sent a SPOTREP that included: 

 (1) Unit of origin. 

 (2) Position of the observer. 

 (3) Direction. 

 (4) Duration of the attack. 

 (5) Area receiving fire. 

 (6) Number, type, and caliber of fires (if known). 

 (7) Flash-to-bang time. 

 (8) Damage. 

 (9) Angle of fall (if known). 

 b. Submitted the reports by the most expeditious means. 

 c. Submitted the report even if information was incomplete. 

 d. Information was relayed to the S2/S3 expeditiously. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-11

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 3. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-237-1032 Perform Radio Communications Procedures 

(UH-60) 

011-251-1032 Perform Radio Communications Procedures 

(AH-64D) 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-1-1203.01-0NRC PROCESS INFORMATION INTO INTELLIGENCE 

01-2-0101.01-0NRC OCCUPY AN ASSEMBLY AREA 

01-2-0102.01-0NRC SECURE AND DEFEND UNIT POSITION 

01-2-2047.01-0111 CONDUCT TROOP-LEADING PROCEDURES 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-12

ELEMENT: S2 SECTION 

TASK: CONDUCT INTELLIGENCE FUNCTIONS FOR DEPLOYMENT (01-6-0001.01-0111) 

(FM 101-5) (FM 1-111) (FM 34-1) 

(FM 34-10) (FM 34-130) (FM 34-25) 

(FM 34-3) (FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade staff is in a simulated (live, virtual, or constructive) environment. The 

brigade has received a deployment OPORD/OPLAN. The commander has issued his deployment 

guidance to the brigade staff. The division OPORD/OPLAN and SOP are available. The intelligence 

preparation of the battlefield (IPB) has been conducted. The brigade continuously receives 

messages from the appropriate headquarters and subordinate units. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: Intelligence products were collected and analyzed. Gaps in the intelligence 

database were identified, the commander's critical information requirements (CCIR) were 

recommended, and the intelligence estimate was produced to support deployment. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S2 analyzes the area of operations (AO). 

* 2. S2 coordinates with division/corps G2 to obtain required information. 

* 3. S2 noncommissioned officer in charge (NCOIC) identifies organic personnel and 

system shortfalls and requests support/augmentation. 

 

* 4. Battlefield information collection coordinator collects intelligence products. 

 a. Collected and distributed maps. 

 b. Collected imagery. 

 c. Collected area studies (terrain and weather). 

 d. Created/updated intelligence data base. 

 e. Developed enemy order of battle (OB). 

* 5. S2 identifies gaps in intelligence database. 

* 6. S2 prepares intelligence estimate and annex and develops threat models prior to 

deployment. 

 

* 7. S2 recommends CCIR to support the concept of operation. 

* 8. S2/MI company commander implements counterespionage and physical security 

measures, as required. 

 

* 9. S2 identifies and control hazards IAW risk management procedures. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-13

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0028 Plan Aviation Deployment MOS W 152H 3 

 MOS W 153D 3 

 MOS W 154C 3 

011-510-0304 Conduct Battalion / Brigade Rehearsal 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0062.01-0111 COORDINATE PRE-DEPLOYMENT ACTIVITIES 

01-6-0064.01-0111 PERFORM PORT OF EMBARKATION ACTIVITIES FOR DEPLOYMENT 

01-6-0065.01-0111 PERFORM PORT OF DEBARKATION ACTIVITIES FOR DEPLOYMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-14

ELEMENT: S2 SECTION 

TASK: INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE BATTLEFIELD (IPB) 

(01-6-0002.01-0111) 

(FM 34-130) (FM 101-5) (FM 101-5-1) 

(FM 1-111) (FM 34-2) (FM 34-80) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade staff is in a simulated (live, virtual, or constructive) environment. A 

higher headquarters OPORD/OPLAN and commander's initial guidance have been received. The 

main CP is operational and the staff sections are functioning. Information on threat doctrine and 

capabilities has been received. Reports are being received through all normal channels. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The threat was analyzed and intelligence products were developed, to include 

preparation of a doctrinal template, modified combined obstacle overlay (MCOO), situational 

template, event template with matrix, and a decision support template (DST), to meet the 

commander's critical information requirements (CCIR). 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S2 section defines the battlefield area. 

 a. Coordinated with the division terrain team or attached engineer unit for 

engineer terrain analysis of the battlefield. 

 

 b. Identified the amount of detail required and feasibility in the time available. 

 c. Identified limits of the command's area of operations (AO) and battlespace. 

 d. Identified significant characteristics of the environment. 

 e. Identified limits of the command's AO and battlespace. 

 f. Established the limits of the area of interest (AI). 

 g. Evaluated existing data bases and identifies gaps in intelligence. 

 h. Collected the required intelligence. 

 i. Identified significant characteristics of the AO and AI. 

* 2. S2 analyzes and describes terrain and weather effects on friendly and enemy 

courses of action (COAs). Coordinates with the analysis and control element for 

initial collection requirements to fill database gaps. 

 

 a. S2 conducted terrain analysis of the battlefield area and identifies military 

aspects of the terrain. 

 

 (1) Determined observation and fields of fire in the AO and AI. 

 (2) Identified areas of cover and concealment. 

 (3) Identified obstacles and how the enemy may employ them. 

 (4) Identified key terrain. 

 (5) Identified and analyzed enemy avenues of approach (to include air 

avenues of approach) and mobility corridors in the AO and AI 

(Attack/counterattack forces should be tailored to a specific unit type; 

i.e., heavy, light, airborne forces, etc.) 

 

NOTE: In some units, the assistant brigade engineer briefs terrain, while the S2 

focuses on the effects of terrain on the enemy. 

 

 b. S2 determined the military aspects of weather on military operations. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-15

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (1) Coordinated with the staff weather officer. 

 (2) Evaluated the effects of visibility within the AO and AI. 

 (3) Evaluated the effects of wind. 

 (4) Evaluated the effects of precipitation. 

 (5) Evaluated the effects of cloud cover. 

 (6) Evaluated the effects of temperature and humidity. 

 c. S2 determined other characteristics of the battlefield that could affect 

operations. 

 

 (1) Identified demographic, political, and socioeconomic factors. 

 (2) Identified infrastructures (transportation and telecommunications, etc.). 

 3. S2 section prepares a modified combined obstacle overlay (MCOO) if not 

already prepared by the engineer terrain team. 

 

 4. S2 section creates or updates threat doctrine or patterns of operation to doctrinal 

templates. 

 

 a. Analysis and control team described threat tactics and options. 

 b. Analysis and control team identified those high-value targets (HVTs) critical 

to the completion of the threat commander's mission. 

 

 c. Analysis and control team identified threat capabilities, vulnerabilities, 

COAs, supporting missions, and other actions that can influence friendly 

operations. 

 

 d. Developed situation templates (FM 34-130) that graphically depict doctrinal 

threat dispositions given terrain constraints in the AO and AI should the 

threat adopt a particular COA. 

 

 e. Developed event templates (FM 34-130) which depict where and when to 

collect information that will indicate which COA the threat has adopted. 

 

 (1) Developed new named areas of interest (NAIs) at specific points, 

routes, or areas within the AO and AI that can match natural terrain 

features, arbitrary features such as time phase lines, or engagement 

areas. Also includes collection targets that exist in the 

electromagnetic spectrum. 

 

 (2) Developed an event matrix that provides details on the type of threat 

activity expected in each NAI, when the NAI is expected to be active, 

and its relationship to other battlefield events. 

 

* 5. S2 identifies the threat's likely objectives and desired end state beginning with 

the threat command one level above and repeating the process through two 

levels below. 

 

 a. Identified and analyzed the full set of COAs available to the threat. 

 (1) Analyzed the feasibility of each threat COA in terms of time, space, 

resources, and the force ratios required to accomplish its objective(s). 

 

 (2) Identified the uniqueness and suitability of each threat COA. 

 (3) Determined the acceptability of risk to threat forces for each COA. 

 (4) Determined whether the COAs are consistent with threat doctrine. 

 (5) Determined if the threat COA effectively supports the perceived 

objective and task/purpose of its higher echelons, two echelons up if 

possible (i.e., will a regiment's COA support its division and army's 

objectives?). 

 

 b. Developed each COA in the amount of detail that time allows. 

 c. Evaluated and prioritized each COA. 

 (1) Determined the most dangerous threat COA. 

 (2) Determined the most likely threat COA. 
ARTEP 1-111-MTP _________________________________________________________________________

5-16

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 6. S2 assists the battle staff in the production of the decision support template 

(DST) through the wargaming process and other IPB products already 

developed. 

 

* 7. S2 confirms or denies the existing estimate of the enemy's COA and updates the 

estimate based on current intelligence, weather, and terrain data. 

 

* 8. S2 recommends changes to commander's critical information requirements 

CCIR and HVTs based on the most current assessment of threat. 

 

* 9. S2 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0017 Plan Cavalry Operations 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-17

ELEMENT: S2 SECTION 

TASK: PRODUCE INTELLIGENCE PRODUCTS (01-6-0003.01-0111) 

(FM 101-5-1) (FM 101-5) (FM 1-111) 

(FM 34-1) (FM 34-130) (FM 34-2) 

(FM 34-2-1) (FM 34-3) (FM 34-8) 

(FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade staff is in a simulated (live, virtual, or constructive) environment. The 

brigade has received a warning order to conduct combat operations. The main CP is operational and 

staff sections are functioning. Reports are being received. The higher headquarters intelligence 

estimate and commander's guidance have been received. Intelligence preparation of the battlefield 

(IPB) has been completed. The reconnaissance and surveillance (R&S) plan is available for 

development of the intelligence annex. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The S2 section produced the intelligence annex and intelligence summary 

(INTSUM) so that the commander's critical information requirements (CCIR) were answered and 

subordinates were informed of the enemy situation and probable intent. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S2 Section records incoming information and intelligence. 

 a. Maintained an intelligence journal according to tactical standing operating 

procedures (TACSOP). 

 

 (1) Reflected an accurate and concise statement of the message, report, 

or event. 

 

 (2) Reflected a notation as to the sender or individual making the report. 

 (3) Reflected the time of receipt or dispatch and method of transmission. 

 (4) Reflected action actually taken (not intended). 

 b. Fused existing database information with incoming intelligence. 

 c. Updated intelligence databases. 

 d. Deconflicted analysis and control team all source collated database with 

inbound analysis and control element data. 

 

 e. Used incoming reports to help identify gaps in intelligence coverage. 

 f. Used the high-payoff target list and priority intelligence requirements to 

identify combat information for immediate dissemination. 

 

 g. Synthesized intelligence to confirm or deny possible enemy courses of 

action. 

 

 h. Evaluated the current enemy situation. 

 i. Developed an estimate of the current enemy situation and the most likely 

and dangerous enemy courses of action. 

 

 j. Answered the brigade commander's priority intelligence requirements. 

 2. S2 Section provides timely intelligence support to targeting and receives, stores, 

creates, edits, and exchanges targeting information/products to perform overall 

target development and coordination. 

 

 a. Provided protected target list. 
ARTEP 1-111-MTP _________________________________________________________________________

5-18

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Provided taboo, restricted, and guarded frequency lists. 

 c. Provided high-value target/high-payoff target lists. 

 d. Provided target criteria list. 

 e. Provided attack guidance matrix. 

 f. Provided target spread sheets. 

 g. Provided target sheets. 

 h. Provided fire support, electronic warfare, and intelligence annexes of the 

OPORD. 

 

 3. S2 Section dynamically establishes and terminates sensor-to-shooter links prior 

to expected high-payoff target events. 

 

 4. S2 Section produces the intelligence annex to the brigade OPORD in 

accordance with the format in FM 101-5. 

 

 a. Produced summary of enemy situation. 

 b. Produced intelligence acquisition tasks. 

 (1) Produced orders to subordinate and attached units. 

 (2) Produced requests to higher, adjacent, and cooperating units. 

 c. Produced measures for handling captured personnel and materials in 

conjunction with military police. 

 

 (1) Produced measures for handling enemy prisoners of war (EPWs), 

deserters, repatriates, inhabitants, and other persons. 

 

 (2) Produced measures for handling captured documents. 

 (3) Produced measures for handling captured material and equipment. 

 d. Produced counterintelligence. 

 e. Produced miscellaneous instructions. 

 f. Produced documents and/or equipment required. 

Note: This paragraph is covered largely by the brigade TACSOP. Many special 

operational instructions having counterintelligence aspects are listed in the OPORD or 

in other annexes. Certain instructions and procedures on the conduct of special 

personnel in the operation may require limited distribution on a need-to-know basis; 

therefore, it may be necessary to prepare a special appendix for a limited and 

specified number of addressees. 

 

 g. Produced reports, conducts briefings, and makes distribution. 

 (1) Included period to be covered by routine reports and distribution. 

 (2) Produced routine and special reports that differ from SOP required 

from subordinate unit. 

 

 (3) Conducted periodic or special conferences for intelligence officers. 

 (4) Made distribution of special intelligence studies such as defense 

overprints, imagery intelligence reports, and electronic order of battle 

overlays. 

 

 (5) Made special intelligence liaison when indicated. 

 h. Processed and disseminated the intelligence annex. 

 (1) Processed input received from the tasked elements. 

 (2) Reviewed input and made appropriate changes. 

 (3) Submitted the intelligence annex to the S3 for incorporation into the 

OPORD. 

 

 (4) Ensured intelligence acquisition tasks to answer the commander's 

priority intelligence requirements/information requirements are placed 

in the "tasks to units" in the base order. 

 

 5. S2 Section produces the INTSUM to answer the commander's priority 

intelligence requirements/information requirements. 

 

 a. Stated the issuing unit. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-19

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Stated the date/time of issue. 

 c. Addressed the summary of enemy activity for period. 

 (1) Included enemy ground activity. 

 (2) Included trace of forward enemy elements. 

 (3) Included enemy nuclear, biological, and chemical activity. 

 (4) Included enemy air activity. 

 (5) Included other enemy activity (new tactics, counterintelligence). 

 d. Addressed enemy personnel and equipment losses. 

 (1) Included personnel killed-in-action. 

 (2) Included EPW. 

 (3) Included equipment destroyed or captured. 

 e. Addressed new enemy obstacles and barriers. 

 f. Addressed enemy administrative activities. 

 g. Addressed identification of new enemy units, equipment, and personalities. 

 h. Addressed enemy movements. 

 i. Addressed estimated number and type of enemy vehicles. 

 j. Addressed current and projected weather and terrain conditions. 

 k. Briefly discussed enemy capabilities and vulnerabilities. 

 l. Stated conclusions. 

 (1) Included most likely enemy courses of action for selected future 

periods or events (i.e., 6, 12, 24 hours). 

 

 (2) Included new effects of terrain, weather, or other factors on friendly 

operations. 

 

 (3) Included current and emerging enemy vulnerabilities. 

* 6. S2 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0017 Plan Cavalry Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 
ARTEP 1-111-MTP _________________________________________________________________________

5-20

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0002.01-0111 INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE 

BATTLEFIELD (IPB) 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-21

ELEMENT: S2 SECTION 

TASK: COORDINATE COUNTERINTELLIGENCE MEASURES FOR OPERATION SECURITY 

(OPSEC) WITH THE S3 (01-6-0004.01-0111) 

(FM 101-5) (FM 3-19.30) (AR 380-5) 

(FM 1-111) (FM 24-1) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade staff is in a simulated (live, virtual, or constructive) environment. The 

brigade has been assigned an area of operations and must observe operations security (OPSEC) 

measures. The main CP is operational. The staff sections are functioning. The physical security 

plan has been implemented. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The unit observed OPSEC measures and followed procedures. Friendly 

facilities and operations were not compromised. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S2 noncommissioned officer (NCO) analyzes friendly vulnerabilities. 

 a. Implemented and supervised the command information security program. 

 b. Analyzed and monitored the dissemination, accountability, storage, 

safeguarding, and marking of classified information. 

 

 c. Ensured that personnel who require access to classified or sensitive 

information have the appropriate security clearance and a valid need to 

know. 

 

 d. Evaluated, together with the chemical officer, friendly forces dispersion in 

relation to enemy-employed nuclear and chemical weapons. 

 

 e. Advised the commander on all counterintelligence activities that affect the 

unit. 

 

 2. S2 section reviews All-Source Analysis System (ASAS) data and identifies 

enemy multidisciplinary intelligence collection capabilities and efforts targeted 

against the unit. 

 

 a. Included human intelligence. 

 b. Included signal intelligence. 

 c. Included imagery intelligence. 

 3. S2 section coordinates countersurveillance and signal security with the S3. 

 a. Exercised staff supervision over OPSEC support provided by organic and 

attached counterintelligence and signals security elements. 

 

 b. Assisted the S3 in planning deception operations. 

 c. Implemented and supervised the command personnel security program. 

 d. Implemented and supervised the command information security program. 

 (1) Developed procedures for handling, storing, safeguarding, and 

destroying classified material and digital systems. 

 

 (2) Included routine and emergency destruction operations. 

 e. Recommended and supervised required censorship policies. 
ARTEP 1-111-MTP _________________________________________________________________________

5-22

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 f. Supervised the threat management and collection management effort, and 

maintained a current estimate of the enemy situation. 

 

 g. Reviewed subordinate unit plans, orders, and SOPs for collection 

management and surveillance operations. 

 

* 4. S2 coordinates counterintelligence force protection source operations. 

* 5. S2 coordinates ground surveillance radar support for force protection. 

* 6. S2 integrates analysis and control team into tactical operations center 

operations. 

 

* 7. S2 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0001 Employ Ground Maneuver Forces 

011-510-0002 Employ IEW 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0020 Employ Army Aviation in Military Operations in 

Urban Terrain (MOUT) 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0019.01-0111 DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN 

01-6-0020.01-0111 EMPLOY OPERATIONS SECURITY (OPSEC) MEASURES 

01-6-0031.01-0111 COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-23

ELEMENT: S2 SECTION 

TASK: MAINTAIN THE BRIGADE INTELLIGENCE DATABASE (01-6-0005.01-0111) 

(FM 34-3) (FM 101-5) (FM 101-5-1) 

(FM 1-111) (FM 34-1) (FM 34-130) 

(FM 34-2) (FM 34-8) (FM 34-80) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade staff is in a simulated (live, virtual, or constructive) environment. The 

main CP is operational and staff sections have the brigade tactical standing operating procedures, 

combat information and intelligence, and echelons above corps, corps, and division intelligence 

packages. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Maintained the enemy order of battle database to reflect unforeseen or newly 

developing risks or vulnerabilities of the command. Projected future courses of action, through 

situational and event templating. The current enemy situation was updated by the S2 Section. 

Enemy courses of action were reassessed, confirmed or denied, based upon the latest enemy order 

of battle, terrain, and weather information. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S2 Section records information into the intelligence database. 

 a. Maintained evaluated enemy order of battle. Database included: 

 (1) Composition. 

 (2) Disposition. 

 (3) Strength. 

 (4) Tactics. 

 (5) Training. 

 (6) Logistics. 

 (7) Combat effectiveness. 

 (8) Electronic technical data. 

 (9) Miscellaneous. 

 b. Analyzed and compared current enemy dispositions and compositions with 

projected courses of action. 

 

 2. S2 Section maintains the situation map. 

 a. Portrayed the enemy situation and locations. 

 b. Included enemy capabilities and vulnerabilities. 

 c. Included prioritized courses of action and probable future intent. 

 d. Portrayed front line trace and monitors friendly situation. 

 e. Listed recent significant events and indicators of future events. 

 f. Communicated intent and impact to the G2. 

* 3. S2 updates the intelligence estimate. 

* 4. S2 identifies and control hazards IAW risk management procedures. 
ARTEP 1-111-MTP _________________________________________________________________________

5-24

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-500-0001 Conduct Intelligence Preparation of the 

Battlefield to Support Aviation Operations 

011-510-0002 Employ IEW 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-25

ELEMENT: S2 SECTION 

TASK: ESTABLISH SECURITY MEASURES (01-6-0006.01-0111) 

(FM 34-10) (AR 381-10) (AR 381-12) 

(FM 101-5) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade staff is in a simulated (live, virtual, or constructive) environment. The 

brigade is committed to an area of operations (AO) and operations security (OPSEC) considerations 

must be fulfilled. The S2 is located in the main CP and the S2 section is operational. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The security plan ensured that physical security for vital areas, classified 

material, security investigations, and OPSEC procedures are not compromised by the enemy. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S2 section develops the security plan. 

 a. Developed physical security requirements to support brigade elements, 

including water points, brigade support area (BSA), communications, and 

main CP access (personnel access rosters) with the brigade S1. 

 

 b. Developed, in conjunction with all staff sections, a security program for 

handling, storing, safeguarding, and destroying classified material including 

emergency and day-to-day operations (ensures program is manageable). 

 

 c. Incorporated appropriate portions of the security plan in the brigade 

OPORD/OPLAN. 

 

 d. Ensured the plan includes applicable brigade SOP requirements and 

procedures. 

 

* 2. S2 provides intelligence input to the brigade OPSEC plan. 

 a. Coordinated with the division G2 to obtain enemy collection threat against 

brigade assets. 

 

 b. Obtained the current location of friendly maneuver elements from the S3. 

 c. Presented the S3 with an assessment of the vulnerability of brigade assets. 

 3. S2 section processes requests for security investigations for brigade personnel 

requiring access to classified material. 

 

 a. Processed clearance requirements. 

 b. Prepared appropriate clearance paperwork. 

 c. Forwarded clearance paperwork to higher headquarters. 

* 4. S2 identifies and controls hazards IAW risk management procedures. 
ARTEP 1-111-MTP _________________________________________________________________________

5-26

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0031 Conduct Intelligence Operations in an 

Electronic Warfare Environment 

MOS W 152H 3 

MOS W 153D 3 

011-420-0705 Identify Status of Regional Threats MOS W 153D 3 

 MOS W 152H 3 

011-510-0001 Employ Ground Maneuver Forces 

011-510-0002 Employ IEW 

011-510-0006 Employ Fire Support 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0023 Conduct Assembly Area Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0102.01-0111 SECURE AND DEFEND UNIT POSITION 

01-6-0009.01-0111 PROCESS INFORMATION INTO INTELLIGENCE 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0059.01-0111 PROVIDE MAIN COMMAND POST (CP) SECURITY 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-27

ELEMENT: S2 SECTION 

TASK: PROCESS ENEMY PRISONERS OF WAR (EPW) (01-6-0007.01-0111) 

(FM 3-19.40) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade staff is in a simulated (live, virtual, or constructive) environment. The 

main CP is operational and the staff sections are functioning. Reports are being received through 

normal channels. Enemy soldiers have surrendered or have been captured. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: EPWs were processed immediately using the five Ss (search, segregate, 

silence, safeguard, and speed evacuation to the rear). EPWs were evacuated to holding areas within 

12 hours of capture or surrender. All materials of military intelligence value were forwarded 

immediately. There were no violations of prisoner rights under international law. No prisoners 

escaped because of improper handling procedures. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S2 Section, with security force augmentation, SEARCHES captured personnel. 

 a. Coordinated EPW issues with the staff judge advocate (SJA) section. 

 b. Removed all weapons, equipment, and documents. 

 c. Returned personal items of no military intelligence value. 

 d. Gave prisoners a written receipt for personal property taken from them. 

 e. Tagged each prisoner and each item removed from the prisoner with 

required information. 

 

 (1) Personnel tags included place, date/time, capturing unit, and 

circumstances. 

 

 (2) Inventory item tags included type of document/material, place, 

date/time, capturing unit, enemy unit and circumstances. 

 

 2. Security force SEGREGATES EPWs. 

 a. Segregated EPWs by rank, sex, nationality, and ideology; also segregated 

deserters and civilians. 

 

 b. Located EPWs at temporary collection points in coordination with the 

S1/S4. 

 

 c. Turned over wounded EPWs to medical personnel for evacuation through 

medical channels. 

 

 3. Security force maintains SILENCE and all means of communication among 

EPWs. 

 

 a. Prevented EPW leaders from giving orders. 

 b. Prevented EPWs from planning escape. 

 c. Did not talk in front of EPWs except to issue orders and maintain discipline. 

 4. Security force SAFEGUARDS captured enemy personnel. 

 a. Removed EPWs from the dangers of the battlefield. 

 b. Did not allow anyone to abuse EPWs. 

 c. Treated EPWs humanely. 
ARTEP 1-111-MTP _________________________________________________________________________

5-28

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 d. Provided EPWs with food, water, and available medical attention as 

required. 

 

 5. Security force SPEEDS evacuation of EPWs. 

 a. Notified higher headquarters that enemy personnel had been captured. 

 b. Coordinated transportation and accompanying security for EPWs with the 

S1/S4. 

 

 c. Exploited intelligence information. 

 d. Processed EPWs as fast as possible. 

 e. Quickly removed EPWs to the rear. 

 f. Advised the EPW collection point of prisoners en route. 

* 6. S2 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0009.01-0111 PROCESS INFORMATION INTO INTELLIGENCE 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-29

ELEMENT: S2 SECTION 

TASK: PROCESS INFORMATION INTO INTELLIGENCE (01-6-0009.01-0111) 

(FM 101-5) (FM 101-5-1) (FM 1-111) 

(FM 34-1) (FM 34-25-3) 

(FM 34-3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade staff is in a simulated (live, virtual, or constructive) environment. The 

brigade is in a simulated (live, virtual, or constructive) combat environment. The staff has received an 

OPORD/FRAGO and the commander's guidance. The S2 is located at the main CP. The S2 section 

is operational and is receiving intelligence information. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: No mission failures were due to inadequate processing of information into 

intelligence. Information was processed and immediately passed on to higher headquarters by the 

most expeditious means available. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S2 determines the validity of incoming information by comparing it to the current 

database. 

 

 a. Determined enemy capabilities. 

 b. Analyzed the effects of weather on the operation. 

 c. Analyzed the effects of terrain on the operation. 

 d. Analyzed historical precedence of the enemy. 

 e. Determined the types of equipment present. 

 f. Determined the disposition of enemy forces. 

 g. Analyzed the personalities of key personnel. 

 h. Determined the consistency of the action with previous indicators. 

 i. Determined the enemy perception of friendly capabilities and courses of 

action. 

 

 j. Determined the enemy capability to conduct deception operations. 

 2. S2 section analyzes incoming intelligence and combat information. 

 a. Identified highly perishable combat information. 

 b. Compared information with the commander's critical information 

requirements (CCIR). 

 

 c. Compared information with commander's list of high priority targets. 

 d. Compared information with the situation map. 

 e. Notified the G2 and maneuver units of highly perishable data. 

 f. Passed highly perishable and targeting-quality combat information to the 

S3, higher headquarters, and subordinate units for immediate action. 

 

 g. Determined if the information was an indicator of a specific enemy course of 

action. 

 

 h. Analyzed data based on predetermined key terrain, avenues of approach, 

trafficability data, and lines of communication to determine how recent 

activity affected the entire intelligence situation. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-30

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 i. Determined if incoming data met the criteria for a decision point, line, or 

event. 

 

 j. Collated incoming information with existing intelligence to determine if new 

activities were in concert with expected enemy courses of action and 

current activities. 

 

 k. Requested additional information from the G2 and subordinate units to fill 

gaps in intelligence. 

 

 l. Updated the situation map. 

 m. Projected future enemy dispositions based on the enemy situation template. 

 n. Made appropriate recommendations to the commander based on sound 

analytical procedures and judgment. 

 

* 3. S2 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-500-0001 Conduct Intelligence Preparation of the 

Battlefield to Support Aviation Operations 

011-500-0010 Conduct Operations in Electronic Warfare 

Environment 

011-500-2300 Operate Communications Security Equipment 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0002.01-0111 INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE 

BATTLEFIELD (IPB) 

01-6-0007.01-0111 PROCESS ENEMY PRISONERS OF WAR (EPW) 

01-6-0047.01-0111 ESTABLISH AND COORDINATE SECURITY OF TEMPORARY ENEMY 

PRISONERS OF WAR (EPW) COLLECTION POINT 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-31

ELEMENT: S2 SECTION 

TASK: DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN (01-6-0019.01-0111) 

(FM 34-130) (FM 101-5) (FM 101-5-1) 

(FM 1-111) (FM 34-2) (FM 34-2-1) 

(FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/OPLAN and the commander's guidance. The main CP is operational 

and the staff sections are functioning. Intelligence preparation of the battlefield (IPB) has been 

conducted. The commander has issued specific guidance on his reconnaissance and surveillance 

(R&S) objectives and initial commander's critical information requirements (CCIR). The S2 has 

coordinated with the XO/Deputy commander who is coordinating the staff. The staff is coordinated 

and focused on wargaming course of actions (COAs) to meet R&S objectives. The S3 has 

established limits of responsibility for subordinate units. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: The S2 section developed a plan that met the CCIR. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S2 coordinates with the XO/Deputy Commander who directs the staff to develop 

the R&S Plan. 

 

* 2. S2 ensures subordinate S2s are informed of significant changes since last 

coordination. 

 

 a. Ensured specific orders and requests (SORs) for each collection asset 

were tasked out. 

 

 b. Ensured the intelligence synchronization matrix was prepared to answer 

CCIR and targeting requirements, and to meet the commander's 

reconnaissance objectives. 

 

 c. Ensured SORs for each named area of interest (NAI) were identified for 

each collection asset. 

 

 d. Eliminated the redundancy in collection assets and ensured the best mix of 

assets to support the collection effort were available. 

 

 e. Ensured the R&S plan addressed the brigade sector/zone in depth (not just 

the forward areas). 

 

* 3. S2/S3 task subordinate units to support the collection plan and identify how to 

report the information. 

 

 a. Properly portrayed reconnaissance collection assets so that all units were 

aware of their positioning. 

 

 b. Managed and controlled terrain so subordinate units did not commit 

fratricide. 

 

 c. Collection assets had the proper security. 

 d. Completed decision support template (DST). 
ARTEP 1-111-MTP _________________________________________________________________________

5-32

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 e. Created R&S overlay with R&S matrix and included air and ground routes, 

zones of reconnaissance, limits of responsibility, passage points, control 

points, listening post/observation post, ground surveillance radar positions, 

sectors of scan for sensors, medical evacuation locations, NAIs, targeted 

areas of interest (TAIs), friendly boundaries, landing zones, and pickup 

zones. 

 

* 4. S2 coordinates with the engineer liaison officer who ensures that all minefield 

locations (friendly/enemy) are disseminated. 

 

 5. S2 coordinates with the fire support element who ensures that proper fire 

support coordination measures are established, fire support plan is disseminated 

to subordinate units and collection assets, indirect fire systems are in place to 

support collection assets, and that no-fire areas are established and planned. 

 

* 6. S2 coordinates with the S4 who ensures that collection elements have the 

proper CSS assets for the time expected to conduct the task, resources to 

evacuate casualties, and that collection elements are not positioned beyond their 

support capability. 

 

* 7. S2 briefs the R&S concept and outlines the limitations and restrictions 

* 8. S2 coordinates with the S3 who prepares the final R&S OPORD. 

* 9. S2 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0016 Employ Air Cavalry Units MOS W 152H 3 

 MOS W 153D 3 

011-500-0001 Conduct Intelligence Preparation of the 

Battlefield to Support Aviation Operations 

011-510-0002 Employ IEW 

011-510-0017 Plan Cavalry Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-33

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0002.01-0111 INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE 

BATTLEFIELD (IPB) 

01-6-0005.01-0111 MAINTAIN THE BRIGADE INTELLIGENCE DATABASE 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-34

ELEMENT: S2 SECTION 

TASK: COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN (01-6-

0031.01-0111) 

(FM 101-5) (FM 1-111) (FM 34-130) 

(FM 34-2) (FM 34-2-1) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/OPLAN for an upcoming mission. The main CP and all staff sections 

are functioning. Intelligence preparation of the battlefield (IPB) has been conducted. The 

commander has issued specific guidance on his reconnaissance and surveillance (R&S) objectives 

and initial commander's critical information requirements (CCIR). The XO/Deputy commander is 

coordinating the staff. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The S2 section coordinated the brigade's R&S plan to collect the intelligence 

data needed to obtain the commander's CCIR. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S2 determines the most current information on the enemy. 

* 2. S2 prepares the avenues of approach overlay. 

 3. S2 section develops the events analysis matrix. 

* 4. S2 coordinates with the S3 who prepares and issues a five-paragraph warning 

order (WARNORD) for R&S. 

 

 a. Ensured WARNORD specified areas/limits of R&S responsibility. 

 b. Distributed WARNORD horizontally and vertically. 

* 5. S2 coordinates with the XO/Deputy commander who directs the staff to begin 

R&S plan development concurrent with course of action (COA) development. 

 

 a. Used the CCIR and situation template/event template and associated them 

with enemy COA. 

 

 b. Identified CCIR that could be satisfied with organic, assigned, or attached 

collection assets. 

 

* 6. S2 coordinates with the XO/Deputy commander who directs the staff to begin 

wargaming the COAs. 

 

 a. S2 ensured that enemy indicators answered the CCIR, named areas of 

interest (NAIs) were placed where the indicator was expected to occur, and 

the brigade's R&S efforts were focused. 

 

 (1) S2 ensured required collection assets were identified. 

 ( a) Considered number and type. 

 ( b) Considered type of mission. 

 ( c) Considered strength, composition, and disposition of enemy 

security force. 

 

 (2) S2 ensured required equipment was identified. 

 ( a) Considered proximity of the collection asset to the NAI. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-35

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 ( b) Considered environmental conditions. 

 ( c) Considered signature provided for the target. 

 (3) S2 ensured all collection assets were integrated. 

 (4) S2 ensured specific information requirements (SIR) for each NAI were 

identified for each collection asset. 

 

 (5) S2 ensured requests for information were identified for collection by 

higher headquarters. 

 

 (6) S2 ensured enemy actions and reactions were doctrinally represented. 

 (7) S2 ensured advantages and disadvantages of enemy COAs were 

identified. 

 

 (8) S2 ensured event templates listing enemy high-value targets (HVTs) 

with associated NAIs and targeted areas of interest were developed. 

 

 (9) S2 ensured R&S assets were doctrinally employed. 

 (10) S2 ensured CCIR with latest time of intelligence value were finalized 

for approval. 

 

 b. S3 ensured that collection assets coordinate with the security force. 

 (1) S3 ensured subordinate units were identified/tasked for collection. 

 (2) S3 ensured terrain was deconflicted between brigade and battalion 

R&S assets. 

 

 (3) S3 ensured plans were addressed for the infiltration and exfiltration of 

collection assets, and resupply routes through friendly force 

sectors/zones. 

 

 (4) S3 ensured limit of advance was identified. 

 (5) S3 ensured battle handover line was identified. 

 (6) S3 ensured forward boundaries were identified. 

 (7) S3 ensured plans for reconstitution of collection assets were 

developed. 

 

 (8) S3 ensured that a risk assessment was conducted on the employment 

of assets and fratricide control measures were identified. 

 

 c. S4 ensured elements had the proper combat service support (CSS), such 

as classes I, II, III, V, VIII, and IX, to conduct the task. 

 

 (1) S4 ensured resupply was identified. 

 (2) S4 ensured collection assets had the proper evacuation resources to 

evacuate casualties. 

 

 (3) S4 ensured collection assets were reconstituted and their location was 

identified. 

 

 d. Air defense officer ensured coverage was provided to collection assets. 

 e. S6 ensured primary and backup communications would support the 

collection assets throughout the sector/zone. 

 

 f. Fire support element (FSE) ensured fires and fire support coordination 

measures (FSCM) were planned and coordinated in support of the R&S 

plan. 

 

* 7. S2 identifies and controls risks IAW risk management procedures. 
ARTEP 1-111-MTP _________________________________________________________________________

5-36

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0020 Plan Employment of Army Aviation in Military 

Operations on Urban Terrain 

MOS W 154C 3 

MOS W 152H 3 

 MOS W 153D 3 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

 MOS W 154C 3 

011-510-0017 Plan Cavalry Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0019.01-0111 DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1347.01-0111 CONDUCT AREA SECURITY OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-37

ELEMENT: COMPANY HEADQUARTERS 

TASK: PLAN/ORGANIZE THE MOVE (01-2-0001.01-0111) 

(FM 55-30) (FM 100-14) (FM 1-111) 

(FM 55-9) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

staff has received an OPORD/FRAGO and the commander's guidance. The brigade headquarters is 

relocating. The Brigade XO/Deputy commander has selected a quartering party, performed map and 

ground reconnaissance, and the quartering party has selected a site. The brigade HHC commander 

is the brigade quartering party officer-in-charge (OIC). The brigade S3 has conducted movement 

planning and the HHC has received an OPORD with the movement annex. The HHC commander 

has designated the HHC XO as company movement OIC. The company tactical SOP and current 

loading plans are available. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Movement planning allowed subordinate units adequate time to prepare. The 

brigade HHC occupied the assembly area without delay. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Movement OIC reviews the movement plan and plans the move. 

 a. Issued warning order to subordinate company elements. 

 b. Reviewed loading plans. 

 c. Conducted a map reconnaissance to select routes. 

 (1) Selected routes that provide cover and concealment. 

 (2) Selected routes that provide trafficable terrain. 

 (3) Conducted risk assessment. 

 (4) Selected and distributed alternate route(s). 

 d. Selected the road march technique. 

 e. Selected the movement order. 

 (1) Open column formation during daylight hours. 

 (2) Closed column formation during limited visibility conditions or 

movement through urban areas. 

 

 f. Determined distance factors to include: 

 (1) Space between vehicles. 

 (2) Column gap. 

 (3) Traffic density. 

 (4) Length of column. 

 (5) Road gap. 

 g. Determined movement rate factors. 

 (1) Vehicles column speed and catchup speed. 

 (2) Rate of march. 

 h. Determined time factors. 

 (1) Pass time. 

 (2) Start point (SP) time. 

 (3) Time distance. 

 (4) Arrival time. 
ARTEP 1-111-MTP _________________________________________________________________________

5-38

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (5) Completion time. 

 (6) Extra time needed for slower vehicles. 

 i. Determined order of unit movement. 

 (1) Positioned command vehicles where they could best control 

movement. 

 

 (2) Organized vehicles by mobility capability. 

 (3) Divided the unit into mixed columns to maintain unit integrity. 

 j. Finalized and issued the march order. 

 k. Designated a convoy commander IAW unit standing operating procedures 

(SOP). 

 

 l. Determined and issued communications plan. 

 m. Conducted back-brief to the HHC commander on the movement plan. 

 n. Prepared vehicles and equipment. 

 o. Issued strip maps to drivers, if appropriate. 

 2. Company moves to the assembly area. 

 a. Reconnoitered route and reported condition and trafficability. 

 b. Dismantled current site. 

 c. Conducted premovement inspections. 

 d. Maintained security and air guards. 

 e. Conducted a tactical road march to the assembly area site. 

 3. Company occupies the tentative assembly area. 

 a. Established and maintained security. 

 b. Conducted hasty reconnaissance. 

 c. Established communications. 

 d. Cleared and secured the assembly area. 

 e. Monitored the area for nuclear, biological, and chemical contamination. 

 f. Identified entrances, exits, and internal routes. 

 g. Reconnoitered for drainage, slope, cover, concealment, terrain, dispersion, 

and trafficability 

 

 h. Reconnoitered forward area rearming and refueling point (FARP) location. 

 i. Reconnoitered landing zones. 

 j. Identified and marked obstacles and contaminated areas. 

 k. Reported to headquarters. 

* 4. HHC XO performs the steps in the risk management process for each step in 

troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-39

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 154C 3 

MOS W 153D 3 

011-510-0012 Employ Air Movement Operations 

011-510-0023 Conduct Assembly Area Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0303 Conduct Operations Missions Briefing / 

Debriefing 

011-510-0504 Prepare a Company-Level Operation Order 

(OPORD) 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

01-2-7039.01-0111 CONDUCT HASTY ASSEMBLY AREA DISPLACEMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-40

ELEMENT: COMPANY HEADQUARTERS 

TASK: OCCUPY AN ASSEMBLY AREA (01-2-0101.01-0111) 

(FM 1-111) (FM 1-112) (FM 1-113) 

(FM 1-114) (FM 17-95) (FM 5-103) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

HHC has completed the move to the assembly area (AA). Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: The AA was occupied no later than the time specified in the OPORD/FRAGO. 

Elements occupied their positions without halting. The unit location was not compromised as a result 

of poor movement or flight techniques. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC moves vehicles into the AA. 

 a. Guides met vehicles at the release point (not allowing vehicles to stop). 

 b. Moved vehicles to individual vehicle locations. 

 c. Conducted vehicle afteroperations checks. 

 2. HHC occupies the AA. 

 a. Established and maintained security. 

 (1) Placed guards at entrances to the AA. 

 (2) Placed observation posts to cover key terrain features and likely 

avenues of approach. 

 

 (3) Prepared fire plans and emplaced crew-served weapons. 

 (4) Emplaced chemical agent alarms. 

 (5) Assigned platoon/section areas of responsibility. 

 (6) Ensured 360-degree security of AA. 

 (7) Organized the AA to detect and defeat a ground attack. 

 ( a) Oriented aircraft and vehicle weapons to support perimeter 

defense. 

 

 ( b) Organized a reaction force to respond to enemy threat. 

 (8) Camouflaged vehicles and tents. 

 b. Commenced mission support operations. 

 c. Reported occupation of the AA to higher headquarters 

 3. HHC prepares for future operations 

 a. Performed required vehicle and equipment maintenance. 

 b. Conducted resupply operations. 

 c. Performed precombat checks (if combat operations were imminent). 

 d. Implemented plan for continuous operations. 

 e. Continued to improve perimeter defensive positions. 

* 4. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures in appendix C. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-41

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support 

MOS W 153A 5 

011-420-0008 Conduct Unit Defensive Operations MOS W 152D 3 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0023 Conduct Assembly Area Operations 

011-510-0504 Prepare a Company-Level Operation Order 

(OPORD) 

011-510-0505 Conduct Company-Level Rehearsals / After 

Action Reviews (AARs) 

011-510-0700 Defeat Terrorism 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

113-596-1068 Install Antenna Group OE-254/GRC (Team 

Method) 

MOS E 31C 1 

MOS E 31R 1 

 STP 1-93P1-SM 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0280.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

01-2-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-42

ELEMENT: COMPANY HEADQUARTERS 

TASK: SECURE AND DEFEND UNIT POSITION (01-2-0102.01-0111) 

(FM 6-20) (FM 7-10) (FM 7-7) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The HHC has occupied an assembly 

area (AA), and has been assigned a sector to defend. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: The HHC established security in its assigned sector. The AA was not 

breached as a result of poor security. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC implements the brigade security plan. 

NOTE: Occasionally the tactical situation will require the establishment of a separate 

AA. The same planning considerations apply to this case. 

 

 2. HHC organizes security. 

 a. Assigned sectors of responsibility to sections. 

 b. Searched the area for mines, boobytraps, or enemy presence. 

 c. Established observation posts/listening posts (OPs/LPs). 

 d. Prepared defensive fighting positions. 

 e. Positioned chemical alarms for nuclear, biological, and chemical defense. 

 f. Positioned crew served weapons on likely avenues of approach. 

 (1) Established primary, alternate, and supplementary positions. 

 (2) Ensured that interlocking fires were established, if possible. 

 (3) Prepared range cards. 

 g. Continued to improve fighting positions. 

 h. Established communication between OPs, companies/troops, and the main 

CP headquarters. 

 

 i. Established communication between OPs, companies/troops, and the main 

CP. 

 

 j. Prepared dismount points where necessary. 

 3. HHC prepares defensive fire plans. 

 a. Identified the locations of all defensive positions and OPs/LPs. 

 b. Determined the principle direction of fire and final protective line for all 

machineguns. 

 

 c. Ensured overlapping sectors of fire or coverage of dead space with grenade 

launchers and artillery fire. 

 

 d. Submitted recommendations for target reference points. 

 e. Forwarded fire plans to battalion and squadron. 

 4. HHC organizes a reaction force. 

 a. Conducted periodic reconnaissance patrols to locate and neutralize 

reported OPFOR. 

 

 b. Established communications with brigade headquarters. 

 c. Counterattacked intruding OPFOR. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-43

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 5. HHC reacts to an OPFOR ground attack. 

 a. Alerted the main CP of OPFOR activity. 

 b. Occupied fighting positions. 

 c. Alerted aircraft to activate scatter plan IAW the unit’s standing and 

operating procedures. 

 

 d. Engaged OPFOR IAW rules of engagement, weapons control status, and 

the unit SOP. 

 

 e. Enforced fire discipline within the AA. 

 f. Formed the reaction force at the designated rally point. 

 g. Reported actions to the main CP. 

* 6. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support 

MOS W 153A 5 

011-420-0008 Conduct Unit Defensive Operations MOS W 152D 3 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0023 Conduct Assembly Area Operations 

011-510-0504 Prepare a Company-Level Operation Order 

(OPORD) 

011-510-0505 Conduct Company-Level Rehearsals / After 

Action Reviews (AARs) 

011-510-0700 Defeat Terrorism 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0101.01-0111 OCCUPY AN ASSEMBLY AREA 

01-2-0203.01-0111 CAMOUFLAGE VEHICLES AND EQUIPMENT 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

01-2-2051.01-0111 EMPLOY PASSIVE AIR DEFENSE MEASURES 

01-2-2052.01-0111 EMPLOY ACTIVE AIR DEFENSE MEASURES 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-44

ELEMENT: COMPANY HEADQUARTERS 

TASK: CONDUCT UNIT MOVEMENT (01-2-2048.01-0111) 

(FM 55-30) (FM 1-112) (FM 1-113) 

(FM 1-114) (FM 55-9) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

HHC has received an OPORD/FRAGO and the commander's guidance. Troop leading procedures 

have been completed. All preparations and coordination for the move have been made. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The HHC met all time schedules. All vehicles and personnel moved to the 

new location without damage to or loss of equipment or personnel. The unit was not observed by 

enemy forces as a result of poor road march or tactical flight discipline. Downed aircraft and disabled 

vehicles were recovered without incident. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC conducts movement by nontactical road march. 

NOTE: A nontactical road march is conducted when moving laterally within the 

division area of operations (AO) or enemy contact is not imminent. 

 

 a. Departed the start point (SP). 

 (1) First vehicle departed the SP at the time specified in the order. 

 (2) Convoy commander reported the last vehicle departing the SP. 

 b. Maintained march discipline. 

 (1) Vehicles moved at designated speed. 

 (2) Vehicles moved with designated interval between vehicles. 

 (3) Air guards were posted. 

 (4) Personnel maintained 360 degrees surveillance. 

 (5) Convoy commander reported passing critical points or checkpoints. 

 c. Conducted halt(s). 

 (1) Column stopped at prescribed time and location. 

 (2) Convoy commander reported halts. 

 (3) Vehicles moved off the road and parked under cover and/or concealed 

(if terrain permits). 

 

 (4) Maintained vehicle interval. 

 (5) Drivers performed operator's checks during halts. 

 (6) Maintained security. 

 d. Conducted vehicle recovery. 

 (1) Maintenance section: 

 ( a) Posted guards while operation was ongoing. 

 ( b) Inspected disabled vehicle. 

 ( c) Repaired vehicle (if possible). 

 ( d) Towed disabled vehicle (if necessary). 

 ( e) Reported status to convoy commander. 

 e. Conducted convoy through urban area. 

 (1) Confirmed weight, height, and width restrictions. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-45

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (2) Employed close column formation. 

 (3) Obeyed traffic control directions. 

 f. Crossed the release point (RP). 

 (1) Passed through RP without halting and reported. 

 (2) Convoy commander forwarded closing report to S3. 

 2. HHC conducts aircraft air movement. 

 a. Departed at the specified time. 

 b. Followed designated air routes using appropriate terrain flight techniques. 

 c. Reported passing the RP and proceeded to the forward area rearming and 

refueling point IAW the unit SOP. 

 

 d. Repositioned to assigned location (assembly area or holding area 

dependent upon mission). 

 

* 3. HHC performs, or delegates performance of, the steps in the risk management 

process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0028 Plan Aviation Deployment MOS W 154C 3 

 MOS W 153D 3 

 MOS W 152H 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0012 Employ Air Movement Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2047.01-0111 CONDUCT TROOP-LEADING PROCEDURES 

01-2-2051.01-0111 EMPLOY PASSIVE AIR DEFENSE MEASURES 

01-2-7039.01-0111 CONDUCT HASTY ASSEMBLY AREA DISPLACEMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-46

ELEMENT: S3 SECTION 

TASK: CONDUCT DEPLOYMENT ALERT ACTIVITIES (01-6-0022.01-0111) 

(FM 55-65) (FM 100-17) (FM 100-17-3) 

(FM 1-111) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade staff is in a simulated (live, virtual, or constructive) environment. The 

brigade headquarters receives a warning order to go to an increased readiness posture to prepare for 

deployment. The movement plan/order, recall plan, security plan, and SOP are available. All of the 

brigade's subordinate units are involved in the deployment. This task should not be trained in 

MOPP4. 

TASK STANDARDS: Alert notification activities were performed to recall 100 percent of available 

personnel. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Staff duty officer executes alert notification procedures. 

 a. Authenticated deployment warning order IAW SOP. 

 b. Notified commander, executive officer (XO), command sergeant major 

(CSM), and plans officer of deployment warning order. 

 

 c. Initiated recall procedures for subordinate elements IAW commander's 

guidance and the recall plan. (Plan includes direct support elements.) 

 

* 2. S3 supervises alert and recall activities. 

 a. Directed implementation of recall plan, as required. 

 b. Directed establishment of the emergency operations center (EOC). 

 c. Tasked staff sections to provide personnel for the EOC IAW SOP and 

commander's guidance. 

 

 d. Monitored recall progress for compliance with SOP. 

 e. Coordinated with the S2 for operations security plan. 

 f. Identified present-for-duty status by reviewing recall status reports from 

subordinate units. 

 

 g. Coordinated with S1 to determine recall and deployability percentages 

according to recall plan. 

 

 h. Coordinated with S1 to determine manifest and battle roster data and 

identifies critical personnel shortages. 

 

 i. Coordinated with S4, brigade maintenance officer, and unit commanders to 

determine equipment and supplies status. 

 

 j. Coordinated with S4 to identify critical equipment shortages. 

 k. Monitored implementation of physical security of brigade headquarters and 

subordinate units' areas. 

 

 l. Briefed commander on the progress of the recall. 

 m. Briefed mission analysis of plan issued from higher headquarters. 

* 3. S3, in conjunction with the XO, directs staff sections to perform alert functions. 

 a. Briefed staff officer/section chiefs on status of recall, as required. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-47

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Submitted battle rosters to G3. 

 c. Coordinated with other staff sections and headquarters and headquarters 

company commander for family support briefings, updates plans for 

privately owned vehicle parking lots, security of facilities, and secure 

storage of personal equipment for deploying soldiers. 

 

* 4. S3 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0028 Plan Aviation Deployment MOS W 154C 3 

 MOS W 153D 3 

 MOS W 152H 3 

011-510-0004 Employ Combat Service Support 

011-510-0012 Employ Air Movement Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0060.01-0111 COORDINATE DEPLOYMENT LOGISTICS SUPPORT 

01-6-0068.01-0111 COORDINATE TRANSPORTATION AND MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-48

ELEMENT: S3 SECTION 

TASK: COORDINATE DEPLOYMENT ADVANCE PARTY ACTIVITIES (01-6-0061.01-0111) 

(FM 100-17) (FM 1-111) (FM 55-65) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade receives a movement warning order for deployment. The emergency 

operations center is operational. Subordinate units provide personnel and equipment to the advance 

party. Equipment status reports are being received from subordinate units. The movement directive, 

movement plan/order, preparation for overseas movement information message, SOP, port call 

messages, subordinate units' automated unit equipment list, and operation plan/contingency plan 

(OPLAN/CONPLAN)) are available. Continental U.S. logistics and movement support are provided to 

the advance party by the supporting installation and the military traffic management command. The 

staff receives messages from the appropriate headquarters and subordinate units. Theater logistics 

support is provided to the advance party by combatant commander's designated support 

organization. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Advance party activities were coordinated so that logistics and operational 

support were available for the main body upon their arrival. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 plans advance party operations. 

 a. Identified advance party requirements by reviewing movement plan/order, 

SOP, and commander's guidance. 

 

 b. Updated advance party plan according to the commander's guidance. 

 c. Coordinated with staff sections and subordinate units to provide personnel 

and equipment for the advance party according to advance party plan. 

 

 d. Selects and briefs advance party officer in charge (OIC) on advance party 

requirements and operations. 

 

 e. Coordinated with S1 and S4 to update advance party personnel and 

equipment information. 

 

* 2. Advance party OIC supervises advance party predeployment activities. 

 a. Coordinated advance party logistics and transportation support with S4 

section. 

 

 b. Coordinated for movement instructions and documentation support with 

headquarters and headquarters company (HHC), unit movement officer 

(UMO). 

 

 c. Identified brigade organization, movement configuration, movement 

schedule, and ultimate destination by reviewing movement plan/order, 

subordinate unit deployment equipment list (DEL), and CONPLAN/OPLAN. 

 

 d. Identified planned operational locations and mission support requirements 

by reviewing CONPLANs/OPLANs. 

 

 e. Revised advance party plan, as required, in coordination with the S3. 

 f. Briefed commander, staff, subordinate unit commanders, and advance 

party personnel on advance party plan, as required. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-49

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 3. Advance party deploys through aerial port of embarkation (APOE) to aerial port 

of debarkation (APOD). 

 

 a. Prepared vehicles for air movement. 

 b. Deployed according to movement order. 

 c. Performed APOD activities for deployment. 

 4. Advance party coordinates reception of main body. 

 a. Coordinated for arrival schedule and reception of the main body with the 

arrival airfield control group. 

 

 b. Coordinated for movement of personnel to the marshalling area with the 

movement control team (MCT). 

 

 c. Coordinated for ship arrival schedule and movement of equipment to the 

marshalling area (MA) with port support activity (PSA). 

 

 d. Provided personnel to port commander for movement of equipment to the 

MA, as required. 

 

 e. Provided brigade organization, movement configuration, movement 

schedule, and ultimate destination information to MCT. 

 

 f. Coordinated main body logistics and maintenance support requirements 

with designated supporting organization. 

 

 g. Briefed commander, staff, and subordinate unit commanders on reception 

and onward movement plans, as required. 

 

 5. Advance party coordinates mission operations. 

 a. Provided brigade organization, movement configuration, movement 

schedule, and ultimate destination to appropriate headquarters. 

 

 b. Coordinated horizontally and vertically for the current operational and 

tactical situation. 

 

 c. Identified preliminary liaison requirements with supporting and supported 

activities. 

 

 d. Briefed commander, staff, and subordinate unit commanders on operational 

and tactical situation, as required. 

 

* 6. S3 identifies and control hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0028 Plan Aviation Deployment MOS W 153D 3 

 MOS W 152H 3 

011-510-0004 Employ Combat Service Support 

011-510-0012 Employ Air Movement Operations 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-50

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0702.01-0111 PREPARE UNIT FOR DEPLOYMENT 

01-6-0060.01-0111 COORDINATE DEPLOYMENT LOGISTICS SUPPORT 

01-6-0064.01-0111 PERFORM PORT OF EMBARKATION ACTIVITIES FOR DEPLOYMENT 

01-6-0065.01-0111 PERFORM PORT OF DEBARKATION ACTIVITIES FOR DEPLOYMENT 

01-6-0068.01-0111 COORDINATE TRANSPORTATION AND MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-51

ELEMENT: S1 SECTION 

TASK: COORDINATE PRE-DEPLOYMENT ACTIVITIES (01-6-0062.01-0111) 

(FM 12-6) (AR 215-1) (AR 220-1) 

(AR 220-10) (AR 25-400-2) (AR 600-8-104) 

(AR 614-185) (AR 614-200) (FM 1-111) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade has received deployment orders. It has the movement directive and 

preparation for oversea movement (POM) information message and continuously receives messages 

from the installation emergency operations center (EOC), installation transportation office, 

deployment support organization, the appropriate headquarters, and subordinate units. This task 

should not be trained in MOPP4. 

TASK STANDARDS: All personnel and administrative support was coordinated and the brigade 

deployed at authorized strength. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Personnel staff noncommissioned officer (PSNCO) performs personnel 

screening. 

 

 a. Identified officer and enlisted personnel attending service schools, 

temporary duty (TDY), and in authorized leave status. 

 

 b. Recalled personnel on TDY, attending schools, and in authorized leave 

status according to the S1's guidance. 

 

 c. Reported all unfilled school quotas to higher echelon G1 according to AR 

220-10. 

 

 d. Identified individual deployability criteria by reviewing program objective 

memorandum (POM) information message and AR 220-10. 

 

 e. Identified nondeployable personnel by reviewing personnel records, POM 

results, and commander's guidance. 

 

 f. Prepared deployment personnel status report. 

 g. Forwarded list of preparation of replacements for overseas movement 

(POR) qualified personnel. 

 

 h. Briefed the S1 on deployment personnel status. 

* 2. S1 supervises personnel readiness actions. 

 a. Directed personnel screening according to AR 220-10. 

 b. Certified personnel qualified for POR. 

 c. Recommended to the commander cross-leveling actions and disposition of 

personnel on TDY, attending schools, and in authorized leave status. 

 

 d. Directed cross-leveling of personnel according to commander's guidance. 

 e. Coordinated personnel replacement and disposition of excess and nondeployable personnel with higher echelon G1.  

 f. Reconciled planned manifest against the Standard Installation/Division 

Personnel System (SIDPERS) database for correctness. 

 

 g. Briefed commander and executive officer (XO)/deputy commander on 

personnel readiness status, as required. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-52

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 3. SIDPERS section performs cross-leveling of personnel. 

 a. Identified personnel overages and shortages by military occupational 

specialty (MOS) and MOS qualification by reviewing personnel status 

reports. 

 

 b. Verified personnel overages and shortages by reviewing subordinate units' 

personnel status reports. 

 

 c. Redistributed personnel within the brigade based on S1's and commander's 

guidance. 

 

 d. Recalculated personnel overages and shortages by grade, MOS, and MOS 

qualification. 

 

 e. Updated SIDPERS records, as required. 

 f. Provided planned manifest data to higher headquarters. 

 4. School's clerk performs personnel disposition functions. 

 a. Forwarded copies of movement directive to school commandant(s) for 

personnel who will join unit in theater upon completion of school. 

 

 b. Requested disposition instructions for excess and nondeployable personnel 

from higher echelon G1 section. 

 

 c. Reassigned excess and nondeployable personnel according to higher 

echelon G1 section instructions. 

 

 d. Cleared unavailable, nondeployable personnel according to higher echelon 

G1 section instructions. 

 

* 5. PSNCO performs personnel replacement functions. 

 a. Submitted officer requisitions according to AR 614-185. 

 b. Submitted enlisted requisitions according to AR 614-200. 

 c. Assigned filler personnel according to AR 614-185, AR 614-200, and S1 

guidance. 

 

* 6. S1 provides personnel services support. 

 a. Identified personnel service requirements by reviewing the movement 

directive, movement plan/order, POM information message, and SOP. 

 

 b. Submitted requests for personnel services support from higher echelon G1, 

as required. 

 

 c. Coordinated postal support with supporting Adjutant General. 

 d. Coordinated for recreational equipment and services with installation 

morale, welfare, and recreation (MWR) representatives in the Directorate of 

Personnel and Community Activities (DPCA) or Directorate of Community 

and Family Activities (DCFA). 

 

 e. Coordinated Red Cross support with the regional Army Red Cross office. 

 f. Coordinated additional religious support with installation chaplain. 

 g. Appointed headquarters company Class A agents in brigade orders, as 

required. 

 

 h. Coordinated press and hometown news releases with the installation Public 

Affairs Officer. 

 

 i. Provided personnel services input for the movement plan/order to the S3 

section. 

 

 j. Closed out unit funds according to AR 215-1 and SOP. 

* 7. PSNCO provides records management support. 

 a. Identified personnel records to accompany units to theater of operations 

according to AR 25-400-2. 

 

 b. Identified records to be transferred to records holding area. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-53

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Directed units to prepare and maintain abbreviated records according to AR 

600-8-104. 

 

 d. Provided the S3 with records management input to the rear detachment 

plan. 

 

* 8. S1 identifies and control hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0028 Plan Aviation Deployment MOS W 152H 3 

 MOS W 153D 3 

011-510-0004 Employ Combat Service Support 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0022.01-0111 CONDUCT DEPLOYMENT ALERT ACTIVITIES 

01-6-0060.01-0111 COORDINATE DEPLOYMENT LOGISTICS SUPPORT 

01-6-0064.01-0111 PERFORM PORT OF EMBARKATION ACTIVITIES FOR DEPLOYMENT 

01-6-0065.01-0111 PERFORM PORT OF DEBARKATION ACTIVITIES FOR DEPLOYMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-54

ELEMENT: COMMAND SECTION 

TASK: SUPERVISE DEPLOYMENT/REDEPLOYMENT ACTIVITIES (01-6-0063.01-0111) 

(FM 100-17) (AR 220-10) (FM 100-10) 

(FM 101-5) (FM 1-111) (FM 3-0) 

(FM 55-65) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is located at home station or redeployment assembly area. The 

commander directs the executive officer (XO) to begin deployment/redeployment activities. The 

emergency operations center/command post (EOC)/CP is established. The gaining theater 

command has provided a preparation for overseas movement (POM) message indicating ultimate 

destination and deployability criteria. The SOP, movement plan/order, and tactical SOP are 

available. The brigade headquarters communicates with the installation EOC, installation 

transportation office, appropriate headquarters, supporting organizations, and subordinate units. This 

task should not be trained in MOPP4. 

TASK STANDARDS: Support activity teams were identified and established to prepare personnel 

for deployment and a rear detachment was established to support nondeploying soldiers and 

families. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. XO identifies requirements and initiates planning. 

 a. S3 identified deployment/redeployment mission requirements by reviewing 

warning order (WARNORD) and appropriate contingency plan. 

 

 b. XO provided initial planning guidance to the staff and subordinate units. 

 c. XO directed S1 to coordinate soldier readiness program processing. 

 d. XO directed S4 to coordinate for special handling instructions for Class III, 

Class V, and hazardous material. 

 

 e. Command sergeant major (CSM) directed personnel and equipment crossleveling.  

 f. CSM submitted recommendations to appropriate headquarters commander 

that selected personnel attending formal schools be allowed to complete 

course work, if appropriate (deployment only). 

 

 g. XO directed recall of personnel on temporary duty (TDY), attending 

schools, or in authorized leave status, if appropriate (deployment only). 

 

 h. Commander directed S3 to issue deployment/redeployment WARNORD 

and movement plan/order. 

 

 i. XO directed implementation of physical security and OPSEC plans. 

 j. XO briefed staff and subordinate units on deployment/redeployment 

mission in accordance with AR 220-10 and FM 55-65. 

 

 k. S1 conducted overseas orientations in accordance with AR 220-10. 

 l. S1 implemented commander's directives in staff planning and policy 

making. 

 

 m. XO assigned staff responsibilities for updating movement plan/order. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-55

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 n. XO directed staff sections to provide personnel for 

deployment/redeployment teams (such as advance party, maintenance 

service teams, rear detachment). 

 

 o. XO directed staff sections to provide input for movement plan/order update. 

 p. XO formulated staff operating policies. 

 q. XO monitored all staff actions for conformity to commander's guidance. 

 r. XO coordinated deployment/redeployment mission with subordinate unit 

commanders. 

 

 s. XO supervised operations of the EOC/CP. 

* 2. XO directs the coordinating staff in conducting mission analysis. 

 a. S3 identified all specified and implied tasks that must be accomplished in 

order to deploy/redeploy by reviewing the movement directive, SOP, 

movement plan/order, and commander's guidance. 

 

 b. S3 and other staff sections exchanged pertinent information that is relevant 

to the deployment/redeployment. 

 

 c. XO provided the commander and EOC/CP with information update(s) on 

areas that are critical to the deployment/redeployment mission. 

 

 d. S3 directed preparation of input to the S3 section for the update of plans, 

orders, and commander's overseas orientation, as required. 

 

 e. S3 tasked headquarters and headquarters company (HHC) to provide 

personnel for deployment/redeployment teams, as required. 

 

 f. S1 forwarded deployment/redeployment status report to appropriate 

headquarters, as required. 

 

* 3. XO ensures coordinating staff supervises activities of subordinate units. 

 a. XO monitored performance of subordinate elements to ensure required 

level of proficiency as prescribed in SOP, plans, policies, and directives. 

 

 b. XO monitored external support to determine overall effectiveness according 

to SOP. 

 

 c. XO assigned specific tasks to subordinate units, as required. 

 d. XO monitored implementation of decisions, directives, and instructions to 

determine subordinate units' compliance. 

 

 e. S3 issued fragmentary order to implement changes to the movement 

plan/order and annexes, as required. 

 

* 4. XO establishes brigade rear detachment. 

 a. Appointed rear detachment commander. 

 b. Approved rear detachment staffing. 

 c. Approved rear detachment plan. 

 d. Monitored rear detachment activities for compliance with rear detachment 

plan. 

 

* 5. XO identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-56

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-218-7002 Manage Individual Aircrew Training Folder 

(IATF) 

011-420-0028 Plan Aviation Deployment MOS W 153D 3 

 MOS W 152H 3 

 MOS W 154C 3 

011-510-0012 Employ Air Movement Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0006.01-0111 ESTABLISH SECURITY MEASURES 

01-6-0060.01-0111 COORDINATE DEPLOYMENT LOGISTICS SUPPORT 

01-6-0062.01-0111 COORDINATE PRE-DEPLOYMENT ACTIVITIES 

01-6-0082.01-0111 CONDUCT MILITARY DECISIONMAKING PROCESS (MDMP) 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-57

ELEMENT: S4 SECTION 

TASK: PERFORM PORT OF EMBARKATION ACTIVITIES FOR DEPLOYMENT (01-6-0064.01-

0111) 

(FM 100-17) (AR 220-10) (FM 1-111) 

(FM 55-10) (FM 55-12) (TM 38-250) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: Vehicles and equipment deploying by sea have arrived at the seaport of embarkation 

(SPOE). The commander has designated a SPOE team and the officer in charge/unit movement 

officer (OIC/UMO) is directing activities at the SPOE. Elements of the brigade, with equipment, 

deploying by air have arrived at the aerial port of embarkation (APOE) marshalling area for 

deployment. The installation transportation office, or the Theater Army Movement Control 

Agency/movement control team (TAMCA/MCT) has a unit movement center (UMC) and advance 

party at the APOE. Transportation support is available. The deployment SOP, movement plan, port 

call message, and brigade deployment OPORD are available. The brigade has a trained OIC and 

NCO appointed as a UMO/NCO. The brigade is deploying as part of a division deployment. The 

division has identified a "push" unit to assist with the deployment. This task should not be trained in 

MOPP4. 

TASK STANDARDS: SPOE and APOE activities are performed in accordance with deployment 

SOP, movement plan, and commander's instructions. Deploying soldiers are processed with all 

required equipment. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Seaport of embarkation (SPOE) team OIC directs SPOE activities. 

 a. Directed team to perform after-operations, preventive maintenance checks 

and services (PMCS) checks of vehicles, upon arrival in the SPOE 

marshaling area (MA). 

 

 b. Identified transportation requirements for return to unit area. 

 c. Coordinated with supporting installation officials for transportation, 

maintenance, and logistics support, as required. 

 

 d. Coordinated with port support activity (PSA) officials to verify SPOE 

movement schedules, procedures, and requirements. 

 

 e. Briefed team leaders on SPOE movement schedules, procedures, and 

requirements. 

 

 f. Coordinated with point of contact (POC) for maintenance support. 

 g. Directed team to offload and inspect equipment arriving by rail. 

 h. Coordinated with PSA to identify number of supercargoes authorized and 

POC for supercargoes. 

 

 i. Inspected supercargoes to ensure they are prepared for sea movement, to 

include proper orders and equipment. 

 

 j. Briefed supercargoes on boarding schedule, responsibilities, and POC 

during sea movement. 

 

 k. Conducted acceptance inspection of vehicles, equipment, and cargo with 

PSA officials. 

 

 l. Directed team to correct deficiencies noted during PSA acceptance 

inspection. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-58

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 m. Transferred custody of vehicles, equipment, and cargo to SPOE officials. 

 n. Briefed the brigade commander on status of SPOE activities. 

* 2. S4 directs unit aerial port of embarkation (APOE) activities. 

 a. Coordinated with UMC, departure airfield control group (DACG), and/or 

supporting installation officials to verify APOE movement schedules, 

procedures, and requirements. 

 

 b. Briefed units on duties and responsibilities based on UMC, DACG, and/or 

supporting installation officials' instructions. 

 

 c. Directed units to conduct final preparation of vehicles and equipment in 

accordance with deployment SOP and FM 55-12. 

 

 d. Participated with DACG officials in the acceptance-inspection of aircraft, 

vehicles, and equipment. 

 

 e. Transferred custody of equipment and cargo to DACG officials according to 

deployment SOP. 

 

 f. Briefed the commander on status of APOE activities. 

* 3. UMO supervises APOE activities. 

 a. Coordinated with DACG and/or supporting installation officials for 

transportation, maintenance, logistics and other support, as required. 

 

 b. Coordinated with DACG officials to verify APOE movement schedules, 

procedures, and requirements. 

 

 c. Coordinated with DACG to verify loading sequence of aircraft, vehicles and 

equipment. 

 

 d. Verified that deficiencies noted during DACG acceptance inspection have 

been corrected. 

 

 e. Verified the presence of all manifested personnel by conducting roll call. 

 f. Provided verified personnel and cargo manifest to DACG. 

* 4. S4 coordinates brigade leaders to supervise final preparation of vehicles, 

equipment, cargo, and personal gear for deployment. 

 

 a. Inspected vehicles, equipment, cargo, and personal gear for completeness, 

damage, and compliance with loading plans in accordance with the 

marshalling area plan. 

 

 b. Inspected vehicles, equipment, cargo, and personal gear for proper marking 

and documentation in accordance with marshalling area plan. 

 

 c. Inspected vehicles and cargo to ensure deficiencies noted during 

acceptance inspection have been corrected. 

 

 d. Coordinated with the UMO/NCO for maintenance assistance, as required. 

 e. Enforced safety procedures. 

 f. Coordinated for the transportation and security of ammunition. 

 g. Coordinated for the disposition and security of privately owned weapons. 

* 5. UMO/NCO directs subordinate units to perform APOE marshalling area 

activities. 

 

 a. Performed PMCS in accordance with deployment SOP and appropriate 

TMs. 

 

 b. Notified supervisor of maintenance problems beyond operator's capability 

to repair. 

 

 c. Conducted final preparation of vehicles and equipment in accordance with 

FM 55-12 and UMO’s/NCO's instructions. 

 

 d. Adjusted vehicle fuel levels in accordance with TM 38-250 and 

UMO’s/NCO’s instructions. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-59

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

ENVIRONMENTAL NOTE: Dispose of excess fuel in accordance with local 

regulations. Defuel only in authorized areas. 

 

 e. Turned in excess fuel in accordance with UMO’s/NCO's instructions. 

 f. Corrected deficiencies on vehicles, cargo, and personal gear in accordance 

with brigade's instructions. 

 

 g. Corrected deficiencies on placement of placards, labels, and certification 

documents on hazardous material in accordance with deployment SOP, 

movement plan, TM 38-250, and UMO’s/NCO's instructions. 

 

 h. Moved to APOE alert holding area, as directed. 

 i. Employed safety procedures. 

* 6. S4 performs APOE alert holding area activities. 

 a. Corrected deficiencies in shipping documents, markings, custom labels, 

and decontamination tags on vehicles and equipment in accordance with 

deployment SOP and UMO’s/NCO's instructions. 

 

 b. drove vehicles to call forward area, as directed. 

* 7. S4 supervises APOE passenger activities. 

 a. Ensured passengers received DACG safety and anti-terrorism briefing. 

 b. Completed security screen according to DACG officials' instructions. 

 c. Supervised aircraft boarding. 

* 8. S4 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0028 Plan Aviation Deployment MOS W 153D 3 

 MOS W 152H 3 

011-510-0004 Employ Combat Service Support 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-60

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0063.01-0111 SUPERVISE DEPLOYMENT/REDEPLOYMENT ACTIVITIES 

01-6-0065.01-0111 PERFORM PORT OF DEBARKATION ACTIVITIES FOR DEPLOYMENT 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-61

ELEMENT: S4 SECTION 

TASK: PERFORM PORT OF DEBARKATION ACTIVITIES FOR DEPLOYMENT (01-6-0065.01-

0111) 

(FM 100-17) (FM 1-111) (FM 55-10) 

(FM 55-12) (FM 55-65) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: Main body lands at the airport of debarkation (APOD). The brigade has advance 

party personnel at the APOD to assist the unit. Representatives from the brigade advance party and 

the arrival airfield control group (AACG) meet the aircraft. AACG officials have requested that 

brigade personnel assist in offloading vehicles. The AACG has designated a holding area and a 

marshalling area for the brigade. Transportation is available to move the soldiers to the marshalling 

area, seaport of debarkation (SPOD), and/or theater staging area. The XO has designated an 

equipment reception team to travel to the SPOD and receive brigade aircraft, vehicles, and 

equipment deployed by ship. The deployment SOP is available. APOD activities are performed day 

or night under all environmental conditions. This task should not be trained in MOPP4. 

TASK STANDARDS: POD activities are performed in accordance with deployment SOP and AACG 

officials' and the commander's instructions. Arriving soldiers are offloaded and processed with all 

required equipment. All vehicles are reconfigured for road movement. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 coordinates arrival of personnel. 

 a. Coordinated with brigade advance party and air terminal movement control 

team (MCT) officials upon arrival for location of holding area and 

marshalling area, maintenance support, movement, security, and other 

special APOD requirements. 

 

 b. Assembled units in holding area. 

 c. Directed unit leaders to establish security, as required. 

 d. Coordinated with S4 representative or air terminal MCT for transportation 

support to APOD marshalling area, SPOD holding area, and theater staging 

area. 

 

 e. Coordinated with S2/S4 representative for tactical intelligence, security 

requirements, and movement schedule. 

 

 f. Briefed brigade leaders on tactical situation, security requirements, 

movement schedule, and special APOD requirements. 

 

* 2. Unit movement officer/NCO supervises APOD activities. 

 a. Coordinated with AACG for offloading and movement schedules. 

 b. Briefed unit leaders on offloading and movement schedules, location of 

holding area, marshalling area, movement requirements, and special APOD 

requirements. 

 

 c. Provided AACG, supporting installation officials, and S2/S3 representative a 

copy of the deployment equipment list (DEL). 

 

 d. Coordinated with S2/S3 representatives for convoy routes, maps, and 

timetables for road movements to SPOE and theater staging area. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-62

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 e. Coordinated with S4 representatives for fuel and supplies for road 

movements. 

 

 f. Briefed commander on APOD activities. 

* 3. Unit movement officer/NCO directs subordinate leaders to supervise APOD 

activities. 

 

 a. Inspected personnel and weapons for accountability as they exit aircraft. 

 b. Briefed personnel on location of holding area and marshalling area, 

movement requirements, and special APOD requirements. 

 

 c. Established security in accordance with commander's instructions. 

 d. Designated personnel to assist in offloading aircraft, as required. 

 e. Inspected personnel and personal gear at the holding area and marshalling 

area to ensure all personnel have arrived with required personal gear and 

baggage. 

 

 f. Briefed commander on APOD activities. 

 g. Enforced safety procedures. 

* 4. Unit movement officer/NCO directs main body to perform APOD activities. 

 a. Disembarked aircraft in accordance with loadmaster's instructions. 

 b. Assembled in APOD holding area, as directed. 

 c. Assisted with offloading activities according to AACG officials' and 

loadmaster's instructions. 

 

 d. Performed security functions, as directed. 

 e. Moved to APOD marshalling area in accordance with commander's 

instructions. 

 

 f. Inspected aircraft, vehicles and equipment to ensure all equipment was offloaded and serviceable.  

 g. Notified unit leaders of aircraft, vehicle, and/or equipment deficiencies that 

could not be corrected on the spot. 

 

 h. Configured vehicles and cargo for movement. 

 i. Fueled vehicles for convoy to theater staging area, if appropriate. 

 j. Loaded baggage on transportation for movement to SPOD holding area or 

theater staging area, as directed. 

 

 k. Supervised boarding of transportation for movement to theater staging 

area. 

 

* 5. S4 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0028 Plan Aviation Deployment MOS W 152H 3 

 MOS W 154C 3 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-63

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

 MOS W 153D 3 

011-420-0310 Perform Duties of Aviation Liaison Officer MOS W 154C 3 

 MOS W 153D 3 

 MOS W 152H 3 

011-510-0004 Employ Combat Service Support 

011-510-0012 Employ Air Movement Operations 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0001.01-0111 CONDUCT INTELLIGENCE FUNCTIONS FOR DEPLOYMENT 

01-6-0064.01-0111 PERFORM PORT OF EMBARKATION ACTIVITIES FOR DEPLOYMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-64

ELEMENT: S3 SECTION 

TASK: CONDUCT DELIBERATE ATTACK (01-6-0211.01-0111) 

(FM 1-111) (FM 1-100) (FM 1-112) 

(FM 1-114) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received the division OPORD/FRAGO and the commander's guidance to commit most of 

the brigade’s resources to conduct a deliberate attack. The commander has initiated the MDMP. 

The main CP is operational and the staff sections are functioning. Reports are being received 

through normal channels. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: All OPFOR elements were destroyed or forced to withdraw. Tactical information 

concerning the movement of OPFOR elements was reported in a timely manner. Friendly units were 

not compromised as a result of improper target handover/relief on station operations. Friendly losses 

were minimal as a result of proper engagement techniques. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander conducts MDMP. 

 2. Unit moves to tactical positions. 

 a. Conducted an aerial passage of lines or crossed the line of departure or line 

of contact, if required. 

 

 b. Used appropriate flight and movement techniques. 

 c. Conducted reconnaissance to secure selected attack positions (battle 

positions (BPs), and attack by fire (ABF) or support by fire (SBF) positions). 

 

 d. Occupied attack positions and subsequent firing positions. 

 3. Unit identifies and prepares to attack targets. 

 a. Identified high-priority targets. 

 b. Determined method of engagement and control. 

 c. Selected the appropriate weapon systems. 

 d. Submitted a spot report. 

* 4. S3 synchronizes the attack. 

 a. Employed indirect fires. 

 b. Initiated the attack. 

 c. Provided suppressive fires for ground maneuver forces. 

 5. Unit conducts the attack. 

 a. Engaged highest priority targets first. 

 b. Used appropriate engagement techniques. 

 (1) Maximized use of terrain for cover/concealment. 

 (2) Masked and unmasked to engage targets with minimal exposure. 

 (3) Repositioned for subsequent engagements. 

 c. Maintained contact with OPFOR elements. 

* 6. Unit commander controls the attack. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-65

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Directed maneuver of attack elements. 

 b. Submitted the following reports: 

 (1) Situation reports. 

 (2) Battle damage assessment. 

 (3) Fuel, ammunition, rockets, and missile report. 

 c. Conducted a battle handover/relief on station, as directed. 

* 7. The XO/Deputy commander supervises risk management integration across the 

entire staff (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

MOS W 154C 3 

011-420-0016 Employ Air Cavalry Units MOS W 153D 3 

 MOS W 152H 3 

 MOS W 154C 3 

011-510-0004 Employ Combat Service Support 

011-510-0006 Employ Fire Support 

011-510-0303 Conduct Operations Missions Briefing / 

Debriefing 

011-510-0304 Conduct Battalion / Brigade Rehearsal 

011-510-0703 Defeat Heavy / Light Opposing Forces 

Defensive Tactics 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) OPERATIONS

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-66

ELEMENT: S3 SECTION

TASK: CONDUCT AN EXPLOITATION (01-6-0413) 

(FM 1-111) (FM 101-5) (FM 101-5-1) 

(FM 3-0) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. 

Division/corps has conducted a successful attack and the enemy is withdrawing in an uncoordinated 

manner. Advancing friendly forces are encountering decreasing resistance, abandoned enemy 

equipment, and groups of surrendering enemy. Ground forces are overrunning enemy artillery 

positions, and command and logistical nodes. The brigade has received an OPORD to commit most 

of the brigade to conduct an exploitation. A WARNORD has been issued. The S3 is located at the 

main CP and the S3 section is operational. The executive officer (XO)/deputy commander is 

coordinating the staff. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The brigade rapidly transitioned to the exploitation. Attacking elements 

maintained the offensive momentum by conducting deep attacks into the enemy's rear and flanks, 

destroying their capability to withdraw from the battlefield or execute reinforcing maneuver. Hasty 

attacks and air assaults were conducted to destroy command and control facilities, interdict lines of 

communication, and destroy logistic capabilities. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. Staff prepares to conduct the exploitation as a part of a larger force. 

 a. Considered hasty attack planning to destroy enemy forces. 

 b. Considered air assault operation planning to secure key objectives. 

 c. Conducted reconnaissance operations to continue developing the 

intelligence estimate. 

 

 d. Planned to destroy enemy forces within the area of operations when 

assigned a force-oriented objective. 

 

 e. Planned to bypass enemy forces to dominate or secure the objective when 

assigned a terrain-oriented objective. 

 

* 2. S2, in coordination with the staff, continues the IPB process. 

 a. Identified the conditions leading to the exploitation. 

 b. Assessed the enemy situation throughout the depth of the battlefield. 

 c. Contacted higher headquarters for— 

 (1) Future area of interest. 

 (2) Templated information. 

 (3) Confirmed enemy locations in depth especially reserve forces. 

 d. Made a timely assessment of all available intelligence reports. 

 e. Disseminated updated situational templates. 

 (1) Provided enemy situation with the impact on enemy COAs and CCIR 

collection status. 

 

 (2) Provided R&S plan status tracking, adjustments to the plan, and 

subsequent fragmentary orders (FRAGOs). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-67

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (3) Placed emphasis on the enemy's repositioning of weapons systems 

and positioning of antitank reserves, air defense systems, and the 

counterattacking force. 

 

 (4) Integrated available signal intelligence, unmanned aerial vehicle, and 

other assets from higher. 

 

 3. Reconnaissance assets are used to maintain contact with the enemy and, if 

required, for security operations. 

 

* 4. Commander and staff begin the MDMP and address key considerations in 

planning and executing the exploitation. 

 

 a. Addressed time management. 

 b. Addressed maintaining contact with the enemy. 

 c. Established control measures and liaison with higher and supported units to 

prevent fratricide. 

 

 d. Centralized planning and decentralized execution. 

 e. Planned for the exploitation to transition into a pursuit. 

* 5. Commander and staff execute functions for the exploitation. 

 a. Commander addressed staff and issued guidance. 

 b. XO coordinated and supervised staff. 

 (1) Directed the planning process. 

 (2) Planned and supervised combat service support (CSS) actions. 

 (3) Coordinated the movement of forward arming and refueling points 

(FARPs) throughout the execution of the exploitation. 

 

 c. S3 planned operations. 

 (1) Designated objectives. 

 (2) Developed and distributed graphic control measures before the 

exploitation. 

 

 (3) Planned fire support with the fire support element (FSE) and the Air 

Force liaison officer to include integration of fires and close air support. 

 

 (4) Adjusted the R&S plan. 

 (5) Planned for the movement of the TOC and TAC CP throughout the 

exploitation . 

 

 (6) Planned force protection measures. 

 (7) Addressed use of the air Volcano to shape engagement areas. 

 (8) Coordinated with the fire support officer (FSO) for suppression of 

enemy air defenses (SEAD) throughout the mission. 

 

 d. S4 planned logistics. 

 (1) Forecasted requirements for ammunition and fuel. 

 (2) Coordinated transportation requirements. 

* 6. FSO and air liaison officer (ALO) plan fires. 

 a. Planned for rapid indirect fires. 

 b. Nominated high payoff targets to higher headquarters. 

 c. Planned the suppression of enemy air defense. 

 d. Planned for the employment of close air support (CAS) or airborne intercept 

(AI). 

 

* 7. Chemical officer prepares for exploitation. 

 a. Assessed the chemical threat status and recommended a MOPP condition. 

 b. Identified further decontamination sites. 

 c. Coordinated with higher for the location of suspected or actual 

contaminated sites. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-68

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 8. S3 issues FRAGO to subordinate units. 

* 9. S3 rehearses operation with all subordinate units and back briefs are used 

throughout the planning process to ensure the mission and intent are thoroughly 

understood. 

 

* 10. Commander terminates exploitation when the enemy has established defensive 

positions or the exploitation transitions into a pursuit. 

 

* 11. Commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-143-7005 Integrate Airspace Control Measures STP 1-93C24-SM-TG 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support 

MOS W 153A 5 

011-420-0005 Apply the Fundamentals of Air Defense MOS W 152H 3 

 MOS W 153D 3 

 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0033 Identify the Current Army Doctrinal Concepts MOS W 153D 3 

011-420-0301 Apply the Military Tactical Decisionmaking 

Process 

MOS W 153D 3 

MOS W 152H 3 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0021 Employ Fundamentals of Army Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0005.01-0111 MAINTAIN THE BRIGADE INTELLIGENCE DATABASE 

01-6-0007.01-0111 PROCESS ENEMY PRISONERS OF WAR (EPW) 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-69

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0009.01-0111 PROCESS INFORMATION INTO INTELLIGENCE 

01-6-0014.01-0111 COORDINATE TACTICAL AIR SUPPORT WITH AVIATION FORCES 

01-6-0016.01-0111 INTEGRATE AIRCRAFT SURVIVABILITY MEASURES 

01-6-0026.01-0111 PERFORM LIAISON OPERATIONS 

01-6-0028.01-0111 EXECUTE ARMY AIRSPACE COMMAND AND CONTROL (A2

C2) IN THE 

DIVISION AREA 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0055.01-0111 PROVIDE OTHER LOGISTIC SERVICES 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-70

ELEMENT: S3 SECTION 

TASK: CONDUCT A PURSUIT (01-6-0414) 

(FM 1-111) (FM 101-5) (FM 101-5-1) 

(FM 3-0) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. 

Most of the brigade has participated in a successful exploitation. The enemy is attempting to retreat 

and their command and control are collapsing. They are unable to establish hasty defensive 

positions. The division commander has issued an order to conduct a pursuit. The brigade has been 

tasked as the encircling force; the commander has issued a WARNORD. The S3 is located at the 

main CP. The S3 section is operational. The executive officer (XO)/deputy commander is 

coordinating the staff. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The brigade rapidly assessed the battlefield and located engagement areas as 

well as key terrain. Elements of the brigade severed the enemy's escape routes. The pursuit was 

executed on time and synchronized with the direct pressure force. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. Brigade begins the military decisionmaking process (MDMP) upon receipt of the 

mission, while maintaining contact with the retreating force. 

 

 a. Planning focused on destruction of the enemy. 

 b. Planned to locate engagement areas. 

 c. Planned to synchronize with the direct pressure force. 

 d. Planned to integrate artillery and close air support (CAS). 

 e. Planned logistics support for the rapid pace of aircraft operations. 

* 2. S3 synchronizes encircling mission with the direct pressure force. 

 a. Planned for reconnaissance assets to maintain contact with the enemy, 

located engagement areas, and screened flanks during deep attacks. 

 

 b. Planned for attack helicopters to conduct hasty attacks to destroy the 

enemy or deny an escape route. 

 

 c. Planned for assault aircraft to be used for inserting infantry units into 

blocking positions or on key terrain to stop the enemy's retreat; also 

planned to support the ground force logistical requirements. 

 

* 3. S2, in coordination with the staff, continues the IPB process. 

 a. Identified the conditions leading to the pursuit. 

 b. Assessed the enemy situation throughout the depth of the battlefield. 

 c. Estimated the size of the enemy, axis of retreat, and key terrain, which can 

be used to prevent the enemy from escaping. 

 

 d. Made a timely assessment of all available intelligence reports. 

* 4. FSO/ALO integrate available fires and CAS into the mission. 

 a. Fire support control measures (FSCM) were established with maximum 

care and attention to detail. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-71

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. FSCM were planned in the proximity to the place where the direct pressure 

force and the encircling force are expected to meet. 

 

* 5. S3, in order to synchronize the operation, coordinates with combat support (CS) 

liaison officers (LNOs) and with the brigade's special staff. 

 

 a. Implemented control measures throughout the plan to prevent the 

possibility of fratricide. 

 

 b. Identified likely locations for the use of Volcano with the S2 and the 

engineer LNO/S3. 

 

 c. Discussed suppression of enemy air defenses (SEAD) and force protection 

measures with the air defense artillery LNO. 

 

* 6. Chemical officer (CHEMO) conducts vulnerability analysis and plans locations 

for decontamination sites. 

 

* 7. XO supervises the development of the CSS plan. 

 a. Supported the increase in operating tempo (OPTEMPO). 

 b. Estimated support requirements for when the pursuit is finished. 

* 8. XO conducts rehearsal and backbriefs of the pursuit because of the limited time 

to prepare for the operation. 

 

 9. Brigade conducts pursuit at the time designated in the OPORD. 

 a. Brigade forces maintained contact with the enemy, preventing them from 

establishing hasty defenses or maneuvering out of the area of operations 

(AO). 

 

 b. Hasty attacks were directed against stationary and moving enemy forces. 

 c. Reconnaissance assets screened the flank or identified future engagement 

areas based on enemy movement. 

 

 d. Brigade conducted pursuit until the enemy was completely destroyed, the 

brigade reached a limit of advance or objective, or the brigade was relieved 

of the mission. 

 

 10. Brigade conducts command and staff functions throughout the operation. 

 a. Maintained command and control to prevent overextension of the brigade. 

 b. Tracked friendly ground forces advance through the AO to ensure the 

pursuit was synchronized and to prevent fratricide. 

 

 c. Reported to higher when the brigade linked up with the direct pressure 

force, or reached its objective. 

 

* 11. The XO/deputy commander supervises risk management integration across the 

entire staff (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-72

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0006 Employ Fire Support 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0013 Employ Air Assault Operations 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0020.01-0111 EMPLOY OPERATIONS SECURITY (OPSEC) MEASURES 

01-6-0035.01-0111 ADVISE THE COMMANDER AND STAFF ON HEALTH SERVICES 

AVAILABLE AND MEDICAL UNIT CAPABILITIES AND READINESS 

01-6-0042.01-0111 RELOCATE MAIN COMMAND POST (CP) 

01-6-0045.01-0111 ADVISE THE COMMANDER AND STAFF ON WEATHER FORECASTS, 

OBSERVATIONS, AND CLIMATOLOGY 

01-6-0055.01-0111 PROVIDE OTHER LOGISTIC SERVICES 

01-6-0057.01-0111 COORDINATE THE SAFETY PROGRAM 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-0082.01-0111 CONDUCT MILITARY DECISIONMAKING PROCESS (MDMP) 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-73

ELEMENT: S3 SECTION 

TASK: CONDUCT OPERATIONS AS PART OF A MOBILE DEFENSE (01-6-0415) 

(FM 1-111) (FM 101-5) (FM 101-5-1) 

(FM 3-0) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received the OPORD from higher headquarters and will participate in a division mobile 

defense. The brigade has been designated as the strike force. The attacking enemy has numerical 

superiority. The commander has issued a WARNORD and is conducting the MDMP. The S3 is 

located at the main CP. The S3 section is operational; the executive officer (XO)/deputy commander 

is coordinating the staff. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The brigade strike force counterattacked at the designated time. The enemy 

force was destroyed or forced to withdraw out of sector. Fratricide did not occur. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Brigade commander and staff plan the mobile defense. 

Note: The brigade is also capable of performing the mission of the fixing force. In this 

case, the brigade uses all of its resources to fix the enemy to allow another force to 

destroy the enemy. 

 

 a. Counterattack plan was force-oriented. 

 b. Strike force was task organized with more combat power than the force it is 

tasked to destroy. 

 

 c. Plan integrated the use of artillery and CAS. 

 d. Battle positions were planned in-depth to allow for the complete destruction 

of the enemy in the engagement area. 

 

* 2. S2 and S3 prepare R&S plan. 

 a. Identified locations, composition, equipment, strengths, and weaknesses of 

the enemy. 

 

 b. Located enemy air defense positions. 

 c. Identified likely withdrawal routes. 

 d. Located C2 nodes. 

* 3. S3 and the engineer liaison officer (LNO) identify likely areas for the use of 

Volcano minefields to assist in shaping the engagement area or cutting off 

escape routes. 

 

* 4. Fire support officer (FSO) and air liaison officer (ALO) develop a flexible fire 

support plan that provides for immediate fires. 

 

* 5. S3 plans SEAD fires to support the attack. 

* 6. S3 employs reconnaissance assets. 

 a. Recon elements located the enemy, refined engagement areas, and called 

for indirect fires. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-74

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Recon elements were used in the counterreconnaissance fight to deny the 

enemy reconnaissance forces information on friendly forces. 

 

* 7. S3 develops strict fire control measures to prevent fratricide of the fixing force. 

 8. Brigade strike force elements conduct the counterattack. 

 a. Strike force conducted limited objective counterattacks focused on isolated 

enemy forces. 

 

 b. Strike force conducted decisive counterattacks to destroy the enemy and 

halted their momentum. 

 

 (1) Strike force avoided the enemy's lead combat elements. 

 (2) Strike force attacked the enemy's rear area. 

 9. Brigade destroys the enemy and reports strike force mission accomplished. 

* 10. Commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support 

MOS W 153A 5 

011-420-0005 Apply the Fundamentals of Air Defense MOS W 153D 3 

 MOS W 152H 3 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0008 Conduct Unit Defensive Operations MOS W 152D 3 

011-420-0025 Integrate Aircraft Survivability Equipment 

(ASE) in Mission Planning 

MOS W 153D 3 

MOS W 152H 3 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0302 Prepare a Battalion OPORD 

011-510-0702 Defeat Heavy / Light Opposing Forces 

Offensive Tactics 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-75

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-4-7708.01-0111 PROVIDE FOOD SERVICE SUPPORT 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-76

ELEMENT: S3 SECTION 

TASK: CONDUCT OPERATIONS AS PART OF AN AREA DEFENSE (01-6-0416) 

(FM 1-111) (FM 101-5) (FM 101-5-1) 

(FM 17-95) (FM 3-0) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

division is conducting an area defense. The OPORD has been received and the brigade will be in 

division reserve. The attacking enemy has a significant numerical advantage. The division has time 

to prepare its defenses and synchronize its plan. The brigade commander has issued a WARNORD 

and is conducting the MDMP. The S3 is located at the main CP. The S3 section is operational, and 

the executive officer (XO)/deputy commander is coordinating the staff. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: The brigade accomplished its mission. The enemy was destroyed or forced to 

withdraw out of sector. No enemy forces penetrated the brigade rear boundary. Fratricide does not 

occur. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. XO directs the staff to develop a flexible plan for the reserve mission. 

 a. Staff identified the triggers for the employment of the reserve forces. 

 b. Plan supported each ground brigade commander’s defensive scheme. 

 c. Plan provided for mutual supporting battle positions in depth. 

 d. Plan massed organic fires with ground maneuver forces, artillery, and CAS 

when available. 

 

 e. Plan tied into existing obstacle plan and developed likely locations for the 

use of air Volcano. 

 

 f. Planned for the defense to transition from counterattack to exploitation and 

pursuit. 

 

* 2. S3 prepares OPORD. 

 a. Placed liaison officers at the division and with each maneuver brigade 

participating in the area defense. 

 

 b. Ensured strict fire control measures were developed to prevent fratricide. 

 c. Tracked the battle to increase the readiness level as the battle progressed. 

* 3. S2 continues the IPB process. 

* 4. FSO and ALO develop a fire support plan that provides immediate fires in 

support of the area defense. 

 

 a. Fires were planned to disrupt or delay the enemy. 

 b. Fires supported existing obstacle plan. 

 c. FSO considered critical friendly zones, SEAD, and no fire areas. 

* 5. CHEMO conducts vulnerability analysis. 

 6. Brigade reserve elements rehearse with the ground maneuver elements. 

 a. Rehearsed the triggering events to employ the reserve. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-77

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Rehearsed battle handover procedures with ground forces. 

 c. Rehearsed main battle area engagement procedures. 

 d. Rehearsed execution of follow-on contingencies. 

* 7. S2 updates subordinate units on the enemy and friendly situation before 

employment of the reserve. 

 

 8. Brigade staff assists the commander during the area defense battle. 

 a. S2 continued to update the intelligence estimate, determined the enemy 

COA, and provided predictive analysis. 

 

 b. S3 tracked battle information that impacted on decision points. 

 c. Brigade maintained the initiative by recognizing the enemy actions and 

executing the appropriate response. 

 

 9. Brigade prepares for exploitation when enemy forces are destroyed or withdraw. 

* 10. Commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-1047 Process Information During Tactical 

Operations 

STP 1-93P1-SM 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support 

MOS W 153A 5 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0008 Conduct Unit Defensive Operations MOS W 152D 3 

011-510-0006 Employ Fire Support 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0702 Defeat Heavy / Light Opposing Forces 

Offensive Tactics 
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5-78

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0013.01-0111 PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-0082.01-0111 CONDUCT MILITARY DECISIONMAKING PROCESS (MDMP) 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-79

ELEMENT: S3 SECTION 

TASK: PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (LIAISON 

OFFICER) (01-6-0417) 

(FM 1-111) (FM 100-14) (FM 100-15) 

(FM 101-5) (FM 101-5-1) (FM 6-20) 

(FM 6-20-10) (FM 6-20-2) (FM 6-20-30) 

(FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received an OPORD/FRAGO/WARNORD. The aviation deep operations planning and 

coordination cell has been established. Higher headquarters and brigade main command CPs have 

been established. Reports are being received through normal channels. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: Aviation assets were planned and executed in accordance with the 

commanding general’s (CG's) guidance. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. LNO maintains situational awareness. 

 a. Monitored aviation asset availability and status. 

 b. Monitored enemy, friendly, and noncombatant situations. 

 c. Monitored current operations. 

 2. LNO establishes liaison relationships with supported units. 

 a. Conducted briefings as required. 

 (1) Briefed aviation concept of operations. 

 (2) Briefed aviation capabilities and limitations. 

 b. Coordinated future aviation operations. 

 3. LNO assists the S3 in planning deep operations. 

 a. Coordinated air control measures with Army airspace command and control 

(A2

C2) section. 

 

 b. Provided aviation operations input to the air tasking order (ATO). 

* 4. Commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-80

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0006 Employ Fire Support 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0012 Employ Air Movement Operations 

011-510-0013 Employ Air Assault Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0017 Plan Cavalry Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0025 Defeat Enemy Threat Using Aircraft 

Survivability Equipment (ASE) 

011-510-0301 Participate in the Military Decisionmaking 

Process 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0031.01-0111 COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0051.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S4) 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-0087.01-0111 EXECUTE CONTINGENCY PLANS 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7105.01-0111 PERFORM PASSAGE OF LINES 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-81

ELEMENT: S3 SECTION 

TASK: PROCESS NONCOMBATANTS (01-6-1014.01-0111) 

(FM 41-10) (FM 100-14) (FM 100-19) 

(FM 100-20) (FM 101-5) (FM 1-111) 

(FM 3-0) (FM 71-100) (FM 90-29) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/FRAGO and the commander's guidance to conduct dislocated civilian 

(DC) processing. The main CP is operational and the staff sections are functioning. Reports are 

being received through normal channels. An S5 and a civil operations team have been attached. 

Higher headquarters and the host nation are operating a DC camp in the area. This task should not 

be trained in MOPP4. 

TASK STANDARDS: The DC processing plan was well defined and addressed all planning 

considerations. The DC population did not interfere with military operations. Screening and control 

of the population resulted in no outbreaks of disease. Human suffering was minimized. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 develops the DC processing plan. 

 a. Obtained pertinent information and guidance from the S5. 

 b. Assessed the overall needs of the DC population. 

 c. Coordinated with support elements and agencies tasked to assist in 

screening, controlling, housing, and caring for the DC population. 

 

 d. Assessed the impact of DC population control on other/future missions. 

 e. Coordinated with other staff elements to ensure proper planning in terms of 

personnel, administrative, intelligence, logistical, legal, and civil affairs. 

 

 f. Briefed the commander and staff on the DC processing plan. 

 g. Issued an OPORD/FRAGO to subordinate units. 

 2. Brigade conducts noncombatant processing. 

 a. Established a casualty collection point (CCP). 

 (1) Coordinated assistance from local authorities to identify and 

categorize the DC population. 

 

 (2) Performed the initial screen of DCs. 

 (3) Identified and processed enemy prisoners of war (EPW) and allied 

soldiers. 

 

 (4) Processed and segregated the DC population by gender, family 

structure, health, etc. 

 

 (5) Obtained military police (MP) support to assist in crowd and traffic 

control. 

 

 b. Established the DC assembly area. 

 (1) Constructed or obtained shelter for DCs. 

 (2) Provided food and water. 

 (3) Provided medical care. 

 (4) Isolated sick and wounded DCs. 

 (5) Constructed sanitary facilities. 
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5-82

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (6) Continued the screening and administrative processes. 

 (7) Coordinated host-nation support of the assembly area. 

 c. Controlled DC movement. 

 (1) Coordinated MP support for traffic control and convoy security during 

the movement of DCs. 

 

 (2) Coordinated logistical support for the movement. 

 (3) Coordinated host-nation support. 

 (4) Accounted for all DCs upon arrival at the new assembly area. 

 3. Brigade maintains command and control. 

 a. Conducted periodic inspections of all facilities/assembly areas. 

 b. Monitored assembly area operations. 

 c. Directed the activities of subordinate units. 

 d. Develop contingency plans. 

 e. Provided regular status briefings to higher headquarters. 

* 4. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0020 Plan Employment of Army Aviation in Military 

Operations on Urban Terrain 

MOS W 152H 3 

MOS W 153D 3 

011-420-0027 Implement Stability and Support Operations MOS W 153D 3 

 MOS W 152H 3 

011-420-0705 Identify Status of Regional Threats MOS W 153D 3 

 MOS W 152H 3 

011-510-0020 Employ Army Aviation in Military Operations in 

Urban Terrain (MOUT) 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0002.01-0111 INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE 

BATTLEFIELD (IPB) 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0047.01-0111 ESTABLISH AND COORDINATE SECURITY OF TEMPORARY ENEMY 

PRISONERS OF WAR (EPW) COLLECTION POINT 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-83

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0051.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S4) 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-84

ELEMENT: S3 SECTION 

TASK: CONDUCT CIVIL-MILITARY OPERATIONS (01-6-1342.01-0111) 

(FM 41-10) (FM 100-19) (FM 100-20) 

(FM 101-5) (FM 1-111) (FM 3-0) 

(FM 71-100) (FM 90-29) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability and support operations in a simulated (live, virtual, 

or constructive) combat environment. The unit has received an OPORD/FRAGO and the 

commander's guidance. The main CP is operational and the staff sections are functioning. Reports 

are being received through normal channels. Operations will be conducted in an area with civilian 

population considerations. An S5 has been designated and a civil operations team has been 

attached. Rules of engagement have been published and the commander has issued his guidance. 

Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The commander's obligation to civil and military authority was defined. Close 

and continuing relations were established and maintained with all pertinent U.S. Government and 

nongovernment agencies in the area of operations (AO). 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3/S5 assists commander and rest of staff on matters relating to civil-military 

operations (CMO). 

 

 a. Provided analysis on the impact of psychological operations. 

 b. Represented the commander at joint commissions, local government and 

nongovernment meetings, and civilian gatherings. 

 

 c. Provided guidance on command policy to subordinate units. 

 d. Recommended civil affairs activities to assist in accomplishing the mission. 

 e. Advised on cultural considerations within the operational area, to include 

religious, social, political, and economical elements. 

 

 f. Advised on the location of critical environmental resources, assets, and 

facilities (such as nuclear power plants, sewage treatment facilities, and oil 

refineries). As appropriate, indicated which resources might be afforded 

special protection because of— 

 

 (1) Value to the mission. 

 (2) Effect on public health. 

 (3) Danger of significant regional or global contamination. 

 (4) Potential postconflict cleanup costs. 

 (5) Economic viability of the area. 

 2. S3/S5/civil affairs team conducts mission analysis. 

 a. Identified mission essential tasks required for mission accomplishment. 

 b. Prepared estimates of courses of action (COAs) for the civil affairs mission 

essential tasks identified. 

 

 c. Prepared a CMO mission statement. 

 d. Briefed the commander on the CMO plan. 

 3. S3/S5/civil affairs team prepares the area assessment. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-85

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Determined mission requirements. 

 (1) Coordinated with other battalion/squadron staff sections. 

 (2) Coordinated personnel requirements for the area assessment. 

 (3) Planned and coordinated intelligence requirements for the area 

assessment. 

 

 (4) Coordinated for linguist support, as required. 

 b. Established liaison with local officials and nongovernmental organizations 

(NGOs). 

 

 c. Determined area resources available for the mission. 

 (1) Identified civilian requirements. 

 (2) Identified total resources available. 

 d. Briefed the commander and staff on the results of the area assessment and 

the most supportable COA. 

 

 e. Completed the host-nation resource estimate. 

* 4. S3/S5/civil affairs officer prepares the civil affairs annex to the OPORD/FRAGO. 

 a. Provided guidance to the tactical support team. 

 b. Supervised preparation of the civil affairs plan in accordance with the 

selected COA(s) and the commander's guidance. 

 

 c. Coordinated with the higher headquarters civil affairs cell/headquarters for 

further civil affairs assets, as needed. 

 

 d. Developed primary and alternate concept plans (CONPLANs) and 

emergency plans. 

 

 e. Included anticipated changes to the CMO mission in appropriate 

CONPLAN(s). 

 

 f. Briefed the civil affairs plan to the commander and staff. 

 g. Coordinated for administrative and logistical support of the tactical support 

team and civil affairs elements. 

 

 h. Ensured establishment of operational communication between attached 

civil affairs element and the unit. 

 

* 5. S3/S5 executes CMO portions of the OPORD. 

 a. Issued a warning order to the tactical support team. 

 b. Briefed the tactical support team leaders and other key personnel on the 

OPORD. 

 

 c. Issued maps, overlays, and other materials. 

 d. Ensured the establishment of operational communications and a journal. 

 e. Provided additional guidance, as required. 

 6. S3/S5/civil affairs team maintains an information field (CMO database). 

 a. Maintained area assessment and study and resource file database input 

from the tactical support team. 

 

 b. Maintained copies and working knowledge of existing treaties, status of 

forces agreements (SOFAs), international law, and agreements applicable 

to the AO. 

 

 c. Requested information necessary to satisfy the commander's critical 

information requirements (CCIR) from applicable sources, to include foreign 

nation information through the tactical support team. 

 

 d. Modified previously developed estimates and plans in accordance with the 

latest information available. 

 

 e. Notified the tactical support team leader of modified estimates and plans. 

 f. Updated the CCIR resulting from modified estimates and plans. 
ARTEP 1-111-MTP _________________________________________________________________________

5-86

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 7. S3/S5/civil affairs team maintains operational presence in main CP with updated 

situation map (foreign national resources, displaced civilian (DC) information, 

protected targets, unit and incident locations). 

 

* 8. S3/S5 establishes a civil-military operations center (CMOC) or a humanitarian 

assistance coordinating center (HACC). 

 

 a. Coordinated with civil affairs elements to establish a CMOC or an HACC. 

 b. Coordinated administration, logistical, and security support through 

appropriate military channels. 

 

 c. Reported any information of operational importance gathered by the tactical 

support team leader. 

 

 d. Ensured that operations security (OPSEC) was maintained in a CMOC or 

an HACC. 

 

* 9. S3/S5/civil affairs team establishes relations with other U.S. Government 

agencies with a responsibility toward the civilian community in the AO. 

 

 a. Secured list of agencies operating in the AO. 

 b. Established points of contact within other agencies. 

 c. Determined mission and area of responsibility of agencies. 

 d. Maintained contact with other pertinent agencies. 

* 10. S3/S5 provides liaison to subordinate units, as required. 

* 11. S3/S5/Staff Judge Advocate (SJA) advises the commander of legal obligations 

and moral considerations. 

 

 a. Analyzed the impact of the mission on the civilian populace. 

 b. Identified civilian casualty figures, property destruction, and infrastructure 

dislocation. 

 

 c. In conjunction with the SJA, reviewed foreign nation/host-nation 

agreements, international law, applicable treaties, U.S. policies, and the 

legal and moral limits on military operations. 

 

 d. Briefed and recommended changes to the commander, if required. 

* 12. S3/S5 validates requests for foreign nation resource or support. 

 a. Facilitated foreign nation resource acquisition in coordination with the S4. 

 b. Validated legitimacy by ensuring that the requester had exhausted available 

resources. 

 

 c. Requested contracting officer assistance, if needed, and assisted in 

agreement process and acquisition. 

 

* 13. S3/S5/civil affairs team assists in disaster relief operations. 

 a. Tasked tactical support team to conduct a hasty site survey to identify 

emergency or disaster relief requirements. 

 

 b. Assessed the type and amount of welfare supplies needed for emergency 

relief. 

 

 c. Planned and coordinated for the use of U.S. military assets, if needed. 

 d. Conducted hand-off to the specialty team, foreign nation/host-nation 

element or relief organization and continued to monitor. 

 

 e. Directed a limited operation with tactical support team, if unassisted. 

 f. Monitored the process to completion. 

* 14. S3/S5 assists in civil defense operations. 

 a. Tasked tactical support team to assess the existing civil defense structure. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-87

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Assessed the possible use of military assets to assist in the shortfalls of the 

civilian plan. 

 

 c. Coordinated plans for United States, foreign nation/host-nation, or 

nongovernmental organization/private volunteer organization (NGO/PVO) 

support. 

 

 d. Coordinated for military assets in accomplishing civil defense. 

* 15. S3/S5 assists in noncombatant evacuation operations. 

 a. Coordinated with the commander, staff and the higher headquarters S5/G5 

during predeployment, planning, and preparation. 

 

 b. Conducted liaison with the embassy, NGOs/PVOs, and involved U.S. and 

local civilians. 

 

 c. Coordinated with the SJA to inform the commander of any current SOFA 

affecting the noncombatant evacuation operations. 

 

 d. Provided area or country orientation briefings to all personnel involved in 

the operation. 

 

 e. Assessed the situation with the use of the tactical support team and 

coordinating staff to— 

 

 (1) Identify requirements for linguists and interpreters. 

 (2) Identify numbers, condition, and locations of evacuees. 

 (3) Assess current intelligence data. 

 f. Assisted in the development of the noncombatant evacuation operations 

plan. 

 

 (1) Established a screening and identification system with all participating 

entities. 

 

 (2) Planned for the security, health, and welfare of evacuees. 

 (3) Coordinated for evacuee movement, transportation, collection points, 

assembly areas, marshalling areas (immediate evacuation points), and 

staging bases. 

 

 (4) Considered the effects of the local climate. 

 (5) Identified conflicts between plans of the other U.S. agencies. 

* 16. S3/S5 assists in civic action operation. 

 a. Determined security requirements. 

 b. Monitored force protection measures. 

 c. Coordinated with the higher headquarters S5/G5, tactical support team, 

specialty teams, and local officials in development of a plan to reinforce and 

restore the functional area needing assistance. 

 

 d. Coordinated the military support of the operation as planned for and/or 

requested. 

 

 e. Tasked the tactical support team to coordinate with NGOs/PVOs and 

civilian agencies for support. 

 

 17. Coordinated with the higher headquarters S5/G5 for further civil affairs assets, 

such as functional specialty teams and resource needs. 

 

* 18. S3 identifies and controls hazards IAW risk management procedures (see app C). 
ARTEP 1-111-MTP _________________________________________________________________________

5-88

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0027 Implement Stability and Support Operations MOS W 153D 3 

 MOS W 152H 3 

011-420-0705 Identify Status of Regional Threats MOS W 153D 3 

 MOS W 152H 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0020 Employ Army Aviation in Military Operations in 

Urban Terrain (MOUT) 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1014.01-0111 PROCESS NONCOMBATANTS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-89

ELEMENT: S3 SECTION 

TASK: CONDUCT AVIATION URBAN OPERATIONS (01-6-1343.01-0111) 

(FM 3-06.1) (FM 101-5) (FM 1-111) 

(FM 1-112) (FM 1-113) (FM 1-114) 

(FM 3-0) (FM 90-10-1) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting urban operations in a simulated (live, virtual, or 

constructive) combat environment. The staff has received an OPORD/FRAGO and the commander's 

guidance. The main CP is operational and the staff sections are functioning. Reports are being 

received through normal channels. Offensive, defensive, stability, or support operations (ODSS) may 

be required. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The brigade supported the operation with adequate resources to accomplish 

the mission. All missions were conducted within the specified timeframe. Collateral damage to 

facilities and noncombatants was minimized. No violations of the rules of engagement (ROE) 

occurred. Fratricide did not occur. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

NOTE: ODSS operations in urban terrain generally follow the same planning and 

execution concepts as in other terrain. Other training and evaluation outlines address 

ODSS operations. The requirement will exist for special planning and consideration 

of the characteristics unique to urban terrain. 

 

* 1. S3 coordinates the staff's mission analysis for the specified urban area. 

 a. Obtained intelligence preparation of the battlefield and intelligence staff 

estimate from the S2. 

 

 (1) Obtained summary of the threat situation. 

 (2) Obtained probable threat courses of action within and outside of the 

urban area. 

 

 (3) Obtained characteristics of the local population. 

 (4) Obtained detailed terrain analysis. 

 ( a) Obtained subterranean defensive characteristics. 

 ( b) Obtained ground level defensive characteristics. 

 ( c) Obtained aboveground defensive characteristics. 

 ( d) Obtained current intelligence and aerial photos. 

 ( e) Obtained civilian maps and diagrams. 

 ( f) Obtained list of airfields, helipads, open areas, and rooftops 

useable as landing zones. 

 

 ( g) Obtained map of subway systems, railways, and mass transit 

routes. 

 

 ( h) Obtained locations of underground water, sewer, and utility 

systems. 

 

 ( i) Obtained locations of electrical power stations. 

 ( j) Obtained locations of fuel supply and storage facilities. 

 ( k) Obtained locations of communications facilities. 

 ( l) Obtained locations of buildings protected by the law of war. 
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5-90

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 ( m) Obtained locations of areas and facilities restricted by the current 

ROE. 

 

 ( n) Obtained locations of routes to and from the objective. 

 ( o) Obtained locations of likely threat antiaircraft sites. 

* 2. S3 conducts special planning and coordination. 

 a. Coordinated control measures to ensure tempo, coordination, and 

synchronization of the air/ground operation (subterranean, ground level, 

and aboveground level). 

 

 b. Coordinated communications plan considering terrain/structures 

restrictions, and supplementary electronic and visual signals to differentiate 

friend from foe (subterranean, ground level, and above ground). 

 

 c. Coordinated reconnaissance and surveillance plan. 

 d. Coordinated approach to the objective, if required. 

 e. Coordinated isolation of the objective, if required. 

 f. Coordinated task organization, weapons, and ammunition requirements. 

 (1) Considered military necessity. 

 (2) Considered proportionality. 

 (3) Considered collateral damage. 

 (4) Considered noncombatant casualties. 

 (5) Considered fratricide potential. 

 (6) Considered precision engagement weapons. 

 g. Coordinated integration of aerial-delivered and ground-delivered 

direct/indirect fires. 

 

 h. Coordinated the air defense plan. 

 (1) Included weapons positioning. 

 (2) Included radar masking and degraded communications. 

 (3) Included air defense control measures. 

 i. Coordinated employment of airborne command posts, as required. 

 j. Coordinated security measures for protection of flanks, rear areas, and 

lines of communications. 

 

 k. Coordinated requirements for additional forces, support, and special 

equipment (fast ropes, rope ladders, hoists, etc.). 

 

 l. Coordinated combat support/combat service support plans for continuous 

casualty evacuation, resupply, and maintenance support. 

 

 m. Coordinated commander/staff update concerning status of local civil/military 

populace and future impacts of the operation. 

 

 n. Established liaison with local civil, police, air traffic control, and military 

authorities, if possible, to facilitate positive and mutual understanding of the 

operation. 

 

 o. Coordinated with the command judge advocate representative to ensure 

compliance with the law of war. 

 

 p. Issued guidance for training the ROE. 

 q. Coordinated army airspace command and control plan, including flight 

restrictions and positive/procedural control measures of the host-nation and 

foreign military forces. 

 

 3. Communications section adjusts the communications plan. 

 a. Adjusted communications restrictions in urban terrain. 

 b. Adjusted fire direction center and air defense nets. 

 c. Adjusted supplementary signals. 

 4. Units conduct aviation urban operations. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-91

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Conducted reconnaissance, focusing on avenues of approach, surrounding 

urban terrain, and the terrain and situation within the urban area. 

 

 b. Selected weapons to produce the desired effect on the target. 

 (1) Considered the commander's intent. 

 (2) Considered the ROE. 

 (3) Considered day or night employment. 

 (4) Considered target type. 

 (5) Considered proximity of buildings (the objective's size, patterns, 

population density, structural density, and building construction). 

 

 (6) Considered friendly/noncombatant positions. 

 (7) Considered weather and visibility conditions. 

 (8) Considered restrictions to weapons deployment and maximum 

effective ranges. 

 

 (9) Considered minimizing collateral damage. 

 c. Considered characteristics unique to urban terrain. 

 (1) Considered effects of structural interference and line-of-sight 

disruption on radios, radar, sensors, and flight instruments. 

 

 (2) Considered effects of city lights, higher surface temperatures, and 

thermal crossover on sensors. 

 

 (3) Considered unpredictability of wind turbulence and venturi effects 

around buildings. 

 

 d. Used ingress, egress, and contingency routes to minimize the duration of 

flight over urban terrain. 

 

 e. Used alternate routes to avoid predictability. 

 f. Employed assets to block enemy resupply and/or reinforcement of, or 

withdrawal from, the objective. 

 

 g. Provided communications retransmission to reduce communications 

limitations, air/ground and ground/ground, as required. 

 

 h. Followed established control measures and ROE to limit collateral damage 

and avoid fratricide. 

 

 i. Used available sensors and other methods to distinguish between friend, 

foe, and noncombatants. 

 

* 5. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0027 Implement Stability and Support Operations MOS W 153D 3 

 MOS W 152H 3 

011-420-0030 Plan the Employment of Army Aviation as Part 

of a Combined Arms Team 

MOS W 153D 3 

MOS W 152H 3 
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5-92

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0031 Conduct Intelligence Operations in an 

Electronic Warfare Environment 

MOS W 152H 3 

MOS W 153D 3 

011-510-0020 Employ Army Aviation in Military Operations in 

Urban Terrain (MOUT) 

011-510-0303 Conduct Operations Missions Briefing / 

Debriefing 

011-510-0304 Conduct Battalion / Brigade Rehearsal 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0310 Perform Duties of Aviation Liaison Officer 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-93

ELEMENT: S3 SECTION 

TASK: LIMIT LOCAL POPULATION INTERFERENCE WITH U.S. MILITARY OPERATIONS (01-6-

1344.01-0111) 

(FM 41-10) (FM 100-14) (FM 100-19) 

(FM 100-20) (FM 1-100) (FM 1-111) 

(FM 1-112) (FM 1-113) (FM 1-120) 

(FM 3-0) (FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability operations in a simulated (live, virtual. or 

constructive) combat environment. The unit has received an OPORD/FRAGO and the commander's 

guidance to prepare for operations. The main CP is operational and the staff sections are 

functioning. Reports are being received through normal channels. An S5 has been designated and a 

civil operations team attached. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The local civilian population caused minimal interference with friendly forces. 

A correct assessment was made concerning relationship of local population to military operations. All 

potential problem areas were identified and addressed. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3/S5 develops an area survey concerning the important characteristics of the 

displaced civilians (DC) within the brigade area of operations (AO). 

 

 a. Reviewed current intelligence information. 

 b. Estimated the number of DCs, their points of origin, and anticipated 

direction of movement. 

 

 c. Determined the number of personnel in each collection camp, assembly 

area, and DC camp within the AO. 

 

 d. Determined the health status of DCs. 

 e. Determined the transportation means of DCs. 

 f. Determined the DC direction of travel. 

 g. Identified who was in charge of the DC camps. 

 h. Estimated the increase or decrease of DCs within the next 48 hours. 

* 2. S3/S5 establishes a plan to eliminate civilian interference. 

 a. Coordinated with the S1 for— 

 (1) Allocation of military police assets to support local officials. 

 (2) Availability of medical supplies, resources, and personnel that could 

augment the civilian community. 

 

 (3) Policies on relations between the civilian community and military 

personnel. 

 

 b. Coordinated with the S2 for— 

 (1) Intelligence collection operations. 

 (2) Assistance in determining the capabilities of host nation government 

agencies. 

 

 (3) Procedures for screening civilian traffic to uncover agents and 

saboteurs. 

 

 c. Coordinated with the S3 for— 
ARTEP 1-111-MTP _________________________________________________________________________

5-94

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (1) Psychological operations support. 

 (2) Identification of alternative elements to perform, civil-military 

operations missions. 

 

 (3) Establishment of priorities for allocation of resources. 

 (4) Advice on the availability of units and personnel to function in an 

advisory or assistance role. 

 

 (5) Information on the tactical situation, boundaries, and plans for future 

operations. 

 

 (6) Tactical requirements for control of civilian traffic. 

 (7) Recommendations of routes to use for evacuation of personnel. 

 (8) Recommendations concerning need for evacuation of refugees. 

 d. Coordinated with the S4 for— 

 (1) Availability of logistics support, priorities, and allocations of supplies 

and equipment for civilian assistance. 

 

 (2) Mass sanitation efforts, to include appropriate solid and human waste 

disposal. 

 

 (3) Release of civil affairs stocks (Class X). 

 (4) Routes that were reserved for logistics reasons, and ensuring that 

civilian movement was coordinated with the traffic control plan. 

 

 (5) Recommendations concerning the use of military transportation for 

movement of DCs. 

 

 e. Coordinated with host nation officials, such as, the mayor, other elected 

officials, and police and fire chiefs, to limit/control civilian movement. 

 

 f. Coordinated with the staff judge advocate for advice on legal aspects of the 

civilian population. 

 

 g. Coordinated with the provost marshal's office for assistance in developing 

the civilian traffic control plans; planning the location of signs, roadblocks, 

patrols and checkpoints; and enforcing civilian traffic control, as required. 

 

 h. Coordinated with subordinate commanders for estimates of civilian 

interference problems in their appropriate sectors. 

 

* 3. S3/S5 briefs the commander on the proposed plan to minimize civilian 

interference with U.S. military operations. 

 

* 4. S3/S5 incorporates the plan in the OPORD. 

* 5. S3/S5 monitors implementation of the plan to ensure that— 

 a. Relief supplies reached the DC camps. 

 b. Transportation assets were used to move DCs, particularly the sick, injured, 

pregnant, and children. 

 

 c. MP assets were available. 

 d. The S2 screened civilian traffic. 

 e. Psychological operations assets were able to assist in media production 

and dissemination, if needed. 

 

 f. The surgeon was kept informed of the health status of civilians and of 

possible medical assistance, if needed. 

 

 g. Civil affairs stocks (Class X) were available. 

* 6. S3/S5 informs the commander of current or projected civilian interference with 

U.S. military operations and recommends actions to limit the impact on U.S. 

forces. 

 

* 7. S3 identifies and controls hazards IAW risk management procedures (see app C). 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-95

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0027 Implement Stability and Support Operations MOS W 153D 3 

 MOS W 152H 3 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0020 Employ Army Aviation in Military Operations in 

Urban Terrain (MOUT) 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-96

ELEMENT: S3 SECTION 

TASK: PROVIDE ENVIRONMENTAL ASSISTANCE (01-6-1345.01-0111) 

(FM 41-10) (FM 100-14) (FM 100-19) 

(FM 100-20) (FM 1-100) (FM 1-111) 

(FM 1-112) (FM 1-113) (FM 1-114) 

(FM 1-120) (FM 3-0) (FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability and support operations in a simulated (live, virtual, 

or constructive) combat environment. The unit has received an OPORD/FRAGO and the 

commander's guidance to provide personnel and support to an environmental assistance operation. 

The main CP is operational and the staff sections are functioning. Reports are being received 

through normal channels. Local security, base camp and area security operations are ongoing. An 

S5 has been designated and a civil operations team attached. The higher commander's intent is to 

conduct environmental assistance operations. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: The effects of an environmental emergency or disaster were contained. 

Manpower, engineering assets, communications, and logistics support were allocated within the 

specified timeframe. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S3/S5 ensures collection, collation, and distribution of information pertaining to 

the condition of refugees/displaced persons based on the commander's critical 

information requirements (CCIR). 

 

 a. Determined urgent and emergency needs. 

 b. Determined other humanitarian assistance requirements to include— 

 (1) Reduction of immediate threats to life. 

 (2) Mitigation of suffering, hunger, disease, or privation. 

 (3) Improvements to the quality of life. 

 (4) Local government capability. 

* 2. S3/S5 processes information gained through civil affairs and civil-military 

operations activities. 

 

 a. Provided updated information to the S2 to include— 

 (1) Number and makeup of local population. 

 (2) Refugee status (movement into and out of area). 

 (3) Status of essential health and public services. 

 (4) Status of food supplies. 

 (5) Status of law and order. 

 (6) Agricultural situation. 

 b. Provided information to the S4 concerning logistical requirements. 

 c. Established liaison with local civil, police, and military authorities to facilitate 

the positive and mutual understanding about the environmental assistance 

effort (if in host nation). 

 

 d. Briefed the commander and staff, as required. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-97

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 3. Commander and staff prepare an OPORD. 

 a. Planning addressed requirements for manpower, engineering assets, 

communications assets, power generation, protection of property, and 

logistics support. 

 

 b. Planning addressed requirements for fire fighting, hazardous materials 

containment, construction, restoration, and de-mining operations (if order 

dictates). 

 

 c. Planning addressed organization and support for a disaster coordination 

element. 

 

 d. Planning addressed the establishment of an environmental coordinating 

center (the use of the tactical operations center (TOC) may be an option). 

 

 e. Planning addressed liaison personnel and support requirements. 

 f. Planning addressed support for incoming liaison personnel. 

 g. Planning addressed support for visits by media and other agencies. 

 h. Planning addressed impact on force sustainment. 

 i. Planning addressed use of contract services. 

 j. Planning addressed resource shortfalls and assets required from 

brigade/regiment and higher. 

 

 k. Planning addressed other considerations: 

 (1) Information gathering requirements. 

 (2) Distribution of relief aid/supplies. 

 (3) Transportation of personnel for transfer/evacuation. 

 (4) Emergency medical treatment. 

 (5) Transportation of medical personnel and supplies. 

 (6) Preventive medicine and veterinary support. 

 (7) Investigation of missing persons. 

 (8) Handling of human remains. 

 (9) Recovery of property. 

 (10) Protection of property/relief aid supplies. 

 (11) Priorities for protection of civil/military personnel, facilities, installations, 

and key terrain. 

 

 (12) Availability and use of local installations or facilities. 

* 4. S1 develops the personnel estimate. 

 a. Advised the commander and staff on the availability of personnel support. 

 b. Prepared changes to the service support annex. 

 c. Requested legal advice from the detailed Judge Advocate, as required. 

* 5. S4 develops the logistics estimate. 

 a. Coordinated with the S5 and received update on local civil/military situation. 

 b. Advised the commander and staff on the availability of logistical support. 

 c. Prepared changes to the service support annex. 

* 6. S3 coordinates the operation. 

 a. Established and directed the TOC or environmental coordinating center. 

 b. Organized and directed the departure of the disaster coordination element 

and other liaison personnel. 

 

 c. Established liaison with the civil/military disaster coordination center and 

other relief agencies. 

 

 d. Ensured all task requests were processed through the coordinating center. 

 e. Tasked subordinate elements, as required. 

 f. Monitored and tracked all command group and subordinate element 

activities. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-98

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 g. Conducted briefings, as required. 

 h. Prepared, consolidated, and submitted reports to higher headquarters. 

* 7. XO/Deputy commander supervises staff adjustments to the combat support (CS) 

and combat service support (CSS) plans. 

 

 a. Wargamed the environmental support plan with the CSS staff. 

 (1) Ensured that the force was sustained. 

 (2) Ensured that the CSS plan supported the commander's concept. 

 b. Monitored the operation of the environmental coordination center. 

 8. Brigade task force and other elements conduct the operation. 

NOTE: List is not all-inclusive and is primarily dictated by mission, enemy, troops, 

terrain and weather, time available, and civilian considerations (METT-TC). 

 

 a. Established subordinate coordinating centers. 

 b. Performed information gathering missions. 

 c. Established distribution and assistance sites. 

 d. Distributed relief and aid supplies. 

 e. Provided engineering assets. 

 f. Established communications. 

 g. Provided water production, purification, and distribution. 

 h. Provided fire fighting assets. 

 i. Provided power generation assets. 

 j. Performed debris removal. 

 k. Protected and restored properties and facilities. 

 l. Provided emergency medical treatment. 

 m. Provided preventive medicine and veterinary support. 

* 9. Commander and staff maintain command and control. 

 a. Positioned the CP to sustain constant monitoring and tracking of 

subordinate units. 

 

 b. Maintained detailed journals and prepared written reports. 

 c. Prepared a media plan. 

* 10. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0027 Implement Stability and Support Operations MOS W 152H 3 

 MOS W 153D 3 

011-420-0705 Identify Status of Regional Threats MOS W 153D 3 

 MOS W 152H 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-99

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0020 Employ Army Aviation in Military Operations in 

Urban Terrain (MOUT) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1346.01-0111 PROVIDE HUMANITARIAN SUPPORT 

01-6-1349.01-0111 CONTROL A CIVIL DISTURBANCE 

01-6-1351.01-0111 DEVELOP A MEDIA PLAN 

01-6-1358.01-0111 ENFORCE PEACE AGREEMENTS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-100

ELEMENT: S3 SECTION 

TASK: PROVIDE HUMANITARIAN SUPPORT (01-6-1346.01-0111) 

(FM 41-10) (FM 100-14) (FM 100-19) 

(FM 100-20) (FM 1-100) (FM 1-111) 

(FM 1-112) (FM 1-113) (FM 1-114) 

(FM 1-120) (FM 3-0) (FM 71-100) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability and support operations in a simulated (live, virtual, 

or constructive) combat environment. The unit has received an OPORD/FRAGO and the 

commander's guidance to assist in providing humanitarian relief. The main CP is operational and the 

staff sections are functioning. An S5 and civil operations team have been attached to assist. Reports 

are being received through normal channels. Area security, force protection, and base camp 

operations are ongoing. The higher commander's intent is to conduct humanitarian relief operations 

until ordered to hand off to another organization. This task should not be trained in MOPP4. 

TASK STANDARDS: All assigned humanitarian assistance tasks were completed within the 

specified time frame. Adequate security and protection resulted in no incidences. There were no 

violations of the rules of engagement (ROE). Fratricide did not occur. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S2 updates information. 

 a. Coordinated with the S5 and updated information concerning the disputing 

parties (if any) and the demographic makeup of the civilian population. 

 

 b. Obtained information about the area of operations as it pertained to civil, 

military, nongovernmental organizations (NGOs), private voluntary 

organizations (PVOs), international organizations and other agencies 

operating in the brigade's area of operation. 

 

 c. Adjusted the CCIR concerning humanitarian assistance requirements to 

include— 

 

 (1) Identification of immediate threats to life. 

 (2) Relief of suffering, hunger, disease, or privation. 

 (3) Improvements to the quality of life. 

* 2. S3/S5 analyzes the information gained through civil affairs and civilian-military 

operations (CMO) activities. 

 

 a. Developed the humanitarian assistance information requirements for 

inclusion into the R&S plan, which typically include— 

 

 (1) Number and characteristics of the local population. 

 (2) Refugee movement data (numbers, location, movement patterns, etc.). 

 (3) Status of essential health and public services. 

 (4) Status of food supplies. 

 (5) Status of local law enforcement capability. 

 (6) Status of local agricultural capability. 

 b. Provided information, in coordination with the S4, concerning the 

civil/military logistical situation. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-101

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Established liaison with local civil, police, and military authorities to facilitate 

the positive and mutual understanding about the humanitarian assistance 

effort. 

 

 d. Prepared the civil affairs annex. 

 e. Developed recommendations for establishment of a humanitarian 

assistance coordination center (HACC), if required. 

 

* 3. S4 coordinates logistical support for humanitarian assistance operations. 

 a. Assessed the impact of the humanitarian support on logistical support 

capabilities. 

 

 b. Prepared logistical staff estimates. 

 c. Briefed the commander and staff on logistical support capabilities. 

 d. Prepared the combat service support annex to the OPORD. 

* 4. Commander and staff conduct the MDMP and develop the OPORD. 

 a. Analyzed the nature of the conflict or natural disaster and the environment 

(permissive, semi-permissive, or hostile). 

 

 b. Conducted liaison with the following: 

 (1) Higher headquarters. 

 (2) Civil affairs/CMO elements. 

 (3) Local civil, military, NGOs, PVOs, and international organizations. 

 c. Determined requirements for the following: 

 (1) Manpower to support the operation. 

 (2) Engineering and communication assets required to support the 

operation. 

 

 (3) Facilities and power generation requirements. 

 (4) Required protection for civilian personnel and property. 

 (5) Legal requirements. 

 (6) Fire fighting, construction, restoration, and de-mining requirements. 

 (7) Hazardous material containment. 

 d. Determined requirements for organization and support for an HACC. 

 e. Determined requirements for media and other agencies support. 

 f. Determined requirements for contract services availability. 

 g. Determined requirements for the following: 

 (1) Civil/military personnel. 

 (2) Relief/aid supplies. 

 (3) Facilities/installations. 

 (4) Key terrain. 

 h. Determined ROE guidance. 

 i. Determined requirements for information gathering. 

 j. Determined requirements for distribution of relief aid/supplies. 

 k. Determined requirements for transportation of personnel. 

 l. Determined requirements for emergency medical treatment. 

 m. Determined requirements for transportation of medical personnel and 

supplies. 

 

 n. Determined requirements for preventive medicine and veterinary support. 

 o. Determined requirements for assistance with the investigation of missing 

persons. 

 

 p. Determined requirements for re-settlement and rehabilitation of the 

population. 

 

 q. Determined requirements for repatriation of human remains. 

 r. Determined requirements for repatriation of prisoner of war. 

 s. Determined availability and use of local existing facilities. 
ARTEP 1-111-MTP _________________________________________________________________________

5-102

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 5. Brigade provides humanitarian support. 

 a. Established the coordinating center under the direction of the S5 (HACC, if 

directed). 

 

 (1) Coordinated humanitarian support activities. 

 (2) Performed liaison with appropriate organizations. 

 (3) Determined all requirements for humanitarian assistance. 

 (4) Recommended priorities of service and distribution of assets. 

 (5) Established subordinate coordination centers. 

 b. Established distribution and assistance sites. 

 c. Performed information-gathering missions. 

 d. Transported aid supplies and personnel. 

 e. Provided emergency medical treatment. 

 f. Assisted in the investigation of missing persons. 

 g. Resettled and rehabilitated the population. 

 h. Repatriated human remains. 

 i. Repatriated prisoners of war. 

 j. Provided preventive medicine and veterinary support. 

* 6. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0027 Implement Stability and Support Operations MOS W 153D 3 

 MOS W 152H 3 

011-420-0705 Identify Status of Regional Threats MOS W 153D 3 

 MOS W 152H 3 

011-510-0004 Employ Combat Service Support 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-103

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1345.01-0111 PROVIDE ENVIRONMENTAL ASSISTANCE 

01-6-1349.01-0111 CONTROL A CIVIL DISTURBANCE 

01-6-1351.01-0111 DEVELOP A MEDIA PLAN 

01-6-1358.01-0111 ENFORCE PEACE AGREEMENTS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-104

ELEMENT: S3 SECTION 

TASK: CONDUCT AREA SECURITY OPERATIONS (01-6-1347.01-0111) 

(FM 1-100) (FM 100-19) (FM 100-20) 

(FM 1-111) (FM 1-112) (FM 1-120) 

(FM 3-0) (FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability operations in a simulated (live, virtual, or 

constructive) combat environment. The unit has received an OPORD/FRAGO and the commander's 

guidance to perform an area security operation. The main CP is operational and the staff sections 

are functioning. Reports are being received through normal channels. An S5 has been designated 

and a civil operations team attached. Protection priorities have been assigned within the order. The 

aviation brigade commander has been designated as the task force commander. The higher 

headquarters commander's intent is to secure the area of operations (AO) and enter into 

peacekeeping activities. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: No losses of personnel or damage to equipment or facilities occurred. The 

brigade maintained security on a 24-hour basis. Humanitarian assistance and relief operations were 

not disrupted. Routes were kept clear and freedom of movement was ensured at all times. No 

unauthorized entries into zones of separation or other restricted areas took place. No violations of 

the rules of engagement (ROE) occurred. Fratricide did not occur. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3/S5 analyzes intelligence received through civil-military operations (CMO) 

activities and civil affairs. 

 

 a. Established liaison with local civil, police, and military authorities, when 

directed, to facilitate the positive and mutual understanding about the 

operation. 

 

 b. Determined needs of local authorities for assistance in the maintenance of 

law and order. 

 

 c. Adjusted the civil affairs/CMO plan. 

 d. Requested psychological operations support, if required. 

 e. Developed recommendations for actions at potential disturbance sites. 

 f. Briefed the commander and staff on the status of the local civil/military 

populace. 

 

 2. Brigade conducts a zone reconnaissance to answer the CCIR. 

* 3. Commander and staff develop the OPORD with emphasis on factors that are 

unique to stability and support operations. 

 

 a. Established the location of subordinate unit base camps/installations. 

 b. Established brigade base camp/installation. 

 c. Considered use of existing installations or facilities. 

 d. Planned for use of static and mobile security assets. 

 e. Established performance criteria for continuous patrolling and 

reconnaissance. 

 

 f. Established route clearance and control. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-105

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 g. Established checkpoints. 

 h. Provided for conventional rear area security. 

 i. Established civil affairs and CMO activities. 

 j. Established ROE guidance. 

 k. Established priorities for protection of civil/military personnel, facilities, 

installations, and key terrain within the AO. 

 

 l. Provided for matching of security and potential peacekeeping missions, 

such as the establishment of a zone of separation or the conduct of 

humanitarian assistance, with battalion/squadron assets. 

 

 m. Planned for the complete integration of aviation and ground assets. 

* 4. XO/Deputy commander directs the development of the area security plan 

* 5. XO/Deputy commander and staff implement the CSS plan. 

 a. Coordinated the movement and positioning of CSS assets. 

 b. Ensured adequate CSS support to the security effort. 

 6. Brigade conducts security operations. 

 a. Assigned subunit AOs. 

 b. Performed detailed reconnaissance of proposed base camps or 

installations. 

 

 c. Occupied base camps. 

 d. Established zones of separation, if necessary. 

 e. Provided humanitarian support, as needed. 

 f. Conducted air and ground tactical operations, as directed. 

 g. Established and rehearsed a quick reaction, as required. 

 h. Conducted civil affairs/CMO activities. 

 i. Implemented plans to protect civil/military personnel, facilities, installations, 

and key terrain. 

 

* 7. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0008 Conduct Unit Defensive Operations MOS W 152D 3 

 

011-420-0016 Employ Air Cavalry Units MOS W 152H 3 

 MOS W 153D 3 
ARTEP 1-111-MTP _________________________________________________________________________

5-106

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0020 Plan Employment of Army Aviation in Military 

Operations on Urban Terrain 

MOS W 153D 3 

 MOS W 152H 3 

011-420-0027 Implement Stability and Support Operations MOS W 152H 3 

 MOS W 153D 3 

011-420-0705 Identify Status of Regional Threats MOS W 153D 3 

 MOS W 152H 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0023 Conduct Assembly Area Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1345.01-0111 PROVIDE ENVIRONMENTAL ASSISTANCE 

01-6-1346.01-0111 PROVIDE HUMANITARIAN SUPPORT 

01-6-1349.01-0111 CONTROL A CIVIL DISTURBANCE 

01-6-1351.01-0111 DEVELOP A MEDIA PLAN 

01-6-1358.01-0111 ENFORCE PEACE AGREEMENTS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-107

ELEMENT: S3 SECTION 

TASK: ESTABLISH BASE OPERATIONS (01-6-1348.01-0111) 

(FM 1-100) (FM 100-14) (FM 100-19) 

(FM 100-20) (FM 1-111) (FM 1-112) 

(FM 1-113) (FM 1-120) (FM 3-0) 

(FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability and support operations in a simulated (live, virtual, 

or constructive) combat environment. The brigade has received an OPORD/FRAGO and the 

commander's guidance to establish a base of operations within its assigned area of operations (AO). 

The main CP is operational and the staff sections are functioning. Reports are being received 

through normal channels. An S5 has been designated and a civil operations team has been 

attached. Area security operations are ongoing. Environmental, construction, and restoration 

constraints have been determined within higher headquarters orders. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: Base installations facilities were constructed or restored within environmental 

and fiscal constraints. Security was maintained on a 24-hour basis. Minimal disruption to peace 

operations, humanitarian assistance, and other relief operations. and no violations of rules of 

engagement occurred. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 determines site suitability. 

 a. Directed the reconnaissance of proposed sites. 

 b. Prioritized sites based on suitability, civil/military impact, and other staff 

input. 

 

 c. Developed site recommendations, in coordination with the S2 and S5. 

 d. Deconflicted proposed terrain and site assignments. 

 e. Briefed the commander and staff. 

* 2. S3/S5 analyzes intelligence received through civil affairs and civil-military 

operations (CMO) activities. 

 

 a. Established liaison with local civil, police, and military authorities to 

determine availability of installations, facilities, terrain sites, and civilian 

labor force. 

 

 b. Developed recommendations for use of civil/military installation/facilities or 

other sites and the civilian labor force. 

 

* 3. Commander and staff develop OPORD/FRAGO. 

 a. Assigned subunit sectors. 

 b. Assigned contiguous or noncontiguous AOs. 

 c. Stated composition, location, and size of base camps/installations. 

 d. Determined distances from urban areas. 

 e. Listed priorities for protection of civil/military, personnel, facilities, 

installations, and key terrain. 

 

 f. Ensured visibility of forces to establish force presence. 

 g. Included use of static and mobile security assets. 
ARTEP 1-111-MTP _________________________________________________________________________

5-108

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 h. Established security measures. 

 i. Stated availability of host-nation support. 

 j. Included civil affairs/CMO activities. 

* 4. XO/Deputy commander supervises the staff in the development of staff 

estimates addressing base operations requirements. 

 

 a. Planned for integration of other forces operating in the AO. 

 b. Planned for the integration of ground maneuver and CS/CSS assets, as 

directed. 

 

 c. Began update of annexes for all CS/CSS systems. 

* 5. S3 section publishes the OPORD/FRAGO. 

* 6. S1 plans administrative support for non-U.S. civilian augmentees. 

* 7. S4 develops the logistics estimate. 

 a. Requested assistance in planning of contract requirements for 

logistics/base camp development. 

 

 b. Planned for the construction of facilities and installations. 

 c. Coordinated procurement and contracting within the battalion/squadron. 

 d. Planned facilities engineering requirements. 

 8. Brigade forces establish base operations. 

 a. Performed detailed reconnaissance of proposed base camp/installation 

sites. Considerations must be given to: 

 

 (1) Requirements established in peace agreements. 

 (2) Environmental constraints. 

 (3) Distances and makeup of urban concentrations. 

 (4) Nature and makeup of the local civil/military population. 

 (5) Priorities for protections of civil/military personnel, facilities, 

installations, and key terrain. 

 

 (6) Visibility of forces to establish force presence. 

 (7) Defensive characteristics of the terrain. 

 (8) Communication requirements. 

 (9) Proximity to LOC. 

 b. Conducted mobility operations to clear proposed sites. 

 c. Occupied base camp/installations sites. 

 d. Updated communications plans to support basing plans. 

 e. Established quick reaction force(s). 

 f. Began base camp/installation construction, fortification, and other required 

improvements. 

 

 g. Began planning for improvement of lines of communication (LOC). 

 9. Brigade complies with peace agreement guidelines, higher headquarters 

directives, and environmental constraints. 

 

* 10. S3 identifies and controls hazards IAW risk management procedures (app C). 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-109

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-141-0110 Direct Establishment of a Tactical Operations 

Center 

STP 1-93P24-SM-TG 

011-141-0112 Direct Relocation of a Tactical Operations 

Center 

STP 1-93P24-SM-TG 

011-143-7000 Implement Basic Airspace Command and 

Control Procedures 

STP 1-93C1-SM 

011-143-7005 Integrate Airspace Control Measures STP 1-93C24-SM-TG 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0008 Conduct Unit Defensive Operations MOS W 152D 3 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 152H 3 

MOS W 153D 3 

011-420-0027 Implement Stability and Support Operations MOS W 153D 3 

 MOS W 152H 3 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3) Operations 

011-510-0023 Conduct Assembly Area Operations 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1345.01-0111 PROVIDE ENVIRONMENTAL ASSISTANCE 

01-6-1346.01-0111 PROVIDE HUMANITARIAN SUPPORT 

01-6-1349.01-0111 CONTROL A CIVIL DISTURBANCE 

01-6-1351.01-0111 DEVELOP A MEDIA PLAN 
ARTEP 1-111-MTP _________________________________________________________________________

5-110

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-1358.01-0111 ENFORCE PEACE AGREEMENTS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-111

ELEMENT: S3 SECTION 

TASK: CONTROL A CIVIL DISTURBANCE (01-6-1349.01-0111) 

(FM 1-100) (FM 100-20) (FM 1-111) 

(FM 1-112) (FM 1-113) (FM 1-114) 

(FM 1-120) (FM 3-0) (FM 41-10) 

(FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability operations in a simulated (live, virtual, or 

constructive) combat environment. The unit has received an OPORD/FRAGO to control a civil 

disturbance and the commander's guidance. The main CP is operational and the staff sections are 

functioning. Reports are being received through normal channels. An S5 has been designated and a 

civil operations team attached. Local civil authority is insufficient to contain or restrain an emerging 

civil demonstration or disturbance. The potential for destruction of critical property and the loss of 

supplies or assets is imminent. Soldiers are armed as allowed by law, rules of engagement (ROE), 

and higher headquarters. Time is critical and the brigade must transition into the operation with 

minimum preparation. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Brigade forces began movement within the specified timeframe. No losses or 

damage to critical facilities occurred. All special threats were neutralized immediately. No deliberate 

provocation of civilians occurred during deployment of units and soldiers. Units applied the 

incremental minimum use of force, including nonlethal means. Changes in the situation and results 

of the operation were reported to higher headquarters. Fratricide did not occur. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3/S5 coordinates with the S2 to access the current situation. 

 a. Obtained updates from higher headquarters on the scope of the 

disturbance. 

 

 (1) Determined intensity level of the crowd. 

 (2) Analyzed recent trends in local public opinion. 

 (3) Analyzed crowd mood, composition, activity, and perceived intent. 

 b. Requested flyover and surveillance of the disturbance site(s), if needed. 

 c. Developed a reconnaissance and surveillance plan that focused on 

providing security during unit movement to civil disturbance sites. 

 

* 2. S3/S5 conducts special staff planning. 

 a. Updated the commander and staff concerning the local populace and the 

potential impact of using lethal force. 

 

 b. Requested psychological operations support, if necessary. 

 c. Established liaison with local civil, police, and military authorities, when 

directed, to engender a positive and mutual understanding of the operation. 

 

 d. Prepared crowd control proclamations in local language, if possible. 

 e. Provided input to the S6 concerning the availability of civilian 

communications facilities and interpreters. 

 

 f. Requested legal advice from the Command Judge Advocate, as required. 

 g. Developed recommendations for actions at the disturbance site(s). 

* 3. Commander and staff produce an OPORD/FRAGO. Considerations included: 
ARTEP 1-111-MTP _________________________________________________________________________

5-112

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Occupation of key terrain/facilities. 

 b. Isolation of the disturbance site(s). 

 c. Actions at the disturbance site(s) in coordination with civil authorities. 

 d. Protection of critical facilities. 

 e. Establishment of area control. 

 f. Maintenance of crowd control by monitoring, containment, blocking, and 

dispersal operations. 

 

 g. Integration of fixed- or rotary-wing assets, if available. 

 h. Neutralization of special threats. 

 i. Use of barrier material. 

 j. Force protection measures. 

 k. Use of riot control measures. 

 l. Weapons control, arming, and graduated use of force criteria. 

 m. Higher headquarters approval to implement arming orders. 

 n. Assistance from other organizations (military police or United Nations civil 

police). 

 

 4. Brigade rehearses the plan with all subordinate commanders and CS/CSS 

leaders. At a minimum, the following contingencies were addressed: 

 

 a. Actions at the disturbance sites. 

 b. ROE. 

 c. Weapons control and arming. 

 d. Force protection. 

 e. Incremental use of force. 

 5. Brigade elements move to the disturbance site(s). 

 a. Moved rapidly, on visible routes, maintaining all-round security. 

 b. Upon arrival at the site, elements— 

 (1) Occupied assigned objectives IAW the OPORD/FRAGO. 

 (2) Coordinated all actions with civil authorities if available at the 

disturbance site(s). 

 

 (3) Established passive control of the site(s) perimeters. 

 (4) Isolated the site(s) by use of checkpoints, patrols, and use of barrier 

material, if authorized. 

 

 (5) Established area control. 

 (6) Established protection of critical facilities. 

 (7) Neutralized special threats. 

 (8) Implemented crowd control procedures proportionate to the threat and 

in accordance with ROE. 

 

 (9) Submitted situation reports, as needed. 

 c. Upon stabilization and the restoration of order, the brigade elements— 

 (1) Conducted handoff to civil authorities or follow-on forces. 

 (2) Conducted consolidation and reorganization. 

 (3) Prepared afteraction reports. 

* 6. S3 identifies and controls hazards IAW risk management procedures (app c). 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-113

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0020 Plan Employment of Army Aviation in Military 

Operations on Urban Terrain 

MOS W 153D 3 

MOS W 152H 3 

011-420-0027 Implement Stability and Support Operations MOS W 153D 3 

 MOS W 152H 3 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0304 Conduct Battalion / Brigade Rehearsal 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1345.01-0111 PROVIDE ENVIRONMENTAL ASSISTANCE 

01-6-1346.01-0111 PROVIDE HUMANITARIAN SUPPORT 

01-6-1351.01-0111 DEVELOP A MEDIA PLAN 

01-6-1358.01-0111 ENFORCE PEACE AGREEMENTS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-114

ELEMENT: S3 SECTION 

TASK: CONDUCT OPERATIONS AS A SHOW OF FORCE (01-6-1350.01-0111) 

(FM 1-100) (FM 100-19) (FM 100-20) 

(FM 1-111) (FM 1-112) (FM 1-113) 

(FM 1-120) (FM 3-0) (FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability and support operations in a simulated (live, virtual, 

or constructive) combat environment. The unit has received an OPORD/FRAGO and the 

commander's guidance to provide a mobile combined arms task force on short notice to demonstrate 

a show of force. The main CP is operational and the staff sections are functioning. Reports are 

being received through normal channels. An S5 and civil operations team have been attached to 

assist. The aviation brigade commander has been designated as the task force commander and has 

been task organized accordingly. The higher headquarters commander's intent is to stabilize tense 

situations between belligerent factions. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The brigade task force conducted the operation within the time specified. 

Execution of the show of force resulted in no belligerent force actions. No violations of the rules of 

engagement occurred. Fratricide did not occur. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander and staff develop an OPORD/FRAGO. 

 a. Synchronized air and ground assets capable of rapid deployment. 

 b. Incorporated nonlethal munitions and psychological operations. 

* 2. S3/S5 analyzes intelligence received through civil-military operations and civil 

affairs. 

 

 a. Established liaison with local civil and military authorities, and other local 

organizations. 

 

 b. Developed recommendations for actions at the demonstration sites. 

 c. Briefed the commander and staff on the local populace and the potential 

impact of the show of force operation. 

 

 d. Requested advice from the detailed Judge Advocate, as required. 

 3. Brigade rehearses the show of force operation to include: 

 a. Movement (air and ground) to the demonstration sites. 

 b. Actions at the demonstration sites. 

 c. Actions to counter resistance. 

 d. Review of the ROE. 

 e. Review of the fire support and air defense artillery plan. 

 4. Brigade conducts the show of force operation. 

 a. Orchestrated the movement of air and ground forces. 

 b. Occupied and secured the demonstration sites. 

 c. Reacted with minimal force necessary to any resistance to the operation. 

 d. Submitted situation reports (SITREPs) as necessary. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-115

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 5. Brigade conducts consolidation and reorganizes for resumption of area security 

mission. 

 

* 6. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0020 Plan Employment of Army Aviation in Military 

Operations on Urban Terrain 

MOS W 152H 3 

 MOS W 153D 3 

011-420-0027 Implement Stability and Support Operations MOS W 152H 3 

 MOS W 153D 3 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0006 Employ Fire Support 

011-510-0304 Conduct Battalion / Brigade Rehearsal 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1346.01-0111 PROVIDE HUMANITARIAN SUPPORT 

01-6-1349.01-0111 CONTROL A CIVIL DISTURBANCE 

01-6-1351.01-0111 DEVELOP A MEDIA PLAN 

01-6-1358.01-0111 ENFORCE PEACE AGREEMENTS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-116

ELEMENT: S3 SECTION 

TASK: DEVELOP A MEDIA PLAN (01-6-1351.01-0111) 

(FM 1-100) (FM 1-111) (FM 3-0) 

(FM 71-100) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability and support operations in a simulated (live, virtual, 

or constructive) combat environment. An incident or event has occurred that requires media 

coverage. The unit has received a directive to host the media event and has received the 

commander's guidance. Higher headquarters has provided Public Affairs Office (PAO) augmentation 

for this event. The main CP is operational and the staff sections are functioning. Reports are being 

received through normal channels. An S5 has been designated and a civil operations team has been 

attached. This task should not be trained in MOPP4. 

TASK STANDARDS: All aspects of the media event were addressed as a result of accurate 

planning. The event was completed according to the specified timelines. Key personnel were kept 

aware of all important details. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander issues initial guidance and directs the staff to assess the nature and 

impact of the media event. 

 

 a. Reviewed the impact of the event/incident on the public. 

 b. Determined the public factions most impacted by the event/incident. 

 c. Evaluated the impact on unit operations. 

* 2. S3/S5 and PAO conduct mission analysis. 

 a. Determined the method(s) of media coverage, in coordination with higher 

headquarters. 

 

 b. Determined if media personnel would be isolated or allowed to move 

through the area under escort. 

 

 c. Verified higher headquarters clearances. 

 d. Selected tentative locations for the event considering security, weather, 

accessibility, communications, and power requirements. 

 

 e. Verified timelines and tie-ins with local events and calendar for impact on 

host country sensitivities. 

 

* 3. XO/Deputy brigade commander directs staff preparation. 

 a. Developed and published the itinerary of events and adjusted milestones. 

 b. Established final coordination with key personnel. 

 c. Ensured that all presentations were rehearsed before the event. 

 d. Ensured that all key people were briefed before the event. 

 (1) Checked attendance lists. 

 (2) Developed a troubleshooting contact list. 

 e. Obtained advance clearances for media personnel. 

 (1) Provided a media list to gate guards and military police. 

 (2) Provided instructions on how to handle media personnel who had not 

received advance clearances. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-117

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (3) Developed a plan to place PAO representatives at the arrival area to 

verify credentials and issue badges. 

 

 f. Planned transportation and support requirements. 

 g. Provided the commander with progress reports. 

 4. Brigade conducts the media event. 

 a. Registered all media representatives. 

 b. Provided badges and press kits. 

 c. Introduced escorts, if required. 

 d. Ensured that all facets of the event were monitored and all problems were 

solved quickly and quietly. 

 

 e. Monitored all presentations. 

* 5. Commander and staff complete followup actions. 

 a. Debriefed key personnel. 

 b. Monitored print media, radio, and television coverage. 

 c. Prepared an afteraction report. 

* 6. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0027 Implement Stability and Support Operations MOS W 153D 3 

 MOS W 152H 3 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0020 Employ Army Aviation in Military Operations in 

Urban Terrain (MOUT) 

011-510-0304 Conduct Battalion / Brigade Rehearsal 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 
ARTEP 1-111-MTP _________________________________________________________________________

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SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-1345.01-0111 PROVIDE ENVIRONMENTAL ASSISTANCE 

01-6-1346.01-0111 PROVIDE HUMANITARIAN SUPPORT 

01-6-1349.01-0111 CONTROL A CIVIL DISTURBANCE 

01-6-1358.01-0111 ENFORCE PEACE AGREEMENTS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-119

ELEMENT: S3 SECTION 

TASK: CONDUCT MEDIATION AND NEGOTIATION (01-6-1354.01-0111) 

(FM 1-100) (FM 100-19) (FM 100-20) 

(FM 1-111) (FM 3-0) (FM 71-100) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) peacekeeping environment. 

An incident has occurred with the local population that requires mediation and negotiation. The 

brigade commander is the ranking peacekeeping military officer in the area. The main CP is 

operational and the staff sections are functioning. Reports are being received through normal 

channels. An S5 and civil operations team have been attached to assist. This task should not be 

trained in MOPP4. 

TASK STANDARDS: The process enabled agreements to be reached and promoted the process of 

conciliation. The solutions were peaceful, agreeable, and lasting. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander and staff produce an OPORD/FRAGO. 

* 2. Commander selects a mediator. 

* 3. Commander, staff, and selected mediator analyze the situation. 

 a. Determined the main issues and oriented on defining the problem, not the 

solution. 

 

 b. Reviewed existing agreements or understandings. 

 c. Identified common ground on which to build meaningful dialogue. 

 d. Selected and provided a common map edition and scale for all sides. 

 e. Defined a strategy with clear goals and objectives. 

 4. Brigade staff recommends a site for the mediation/negotiation that is secure, 

neutral, and agreeable parties. 

 

 a. Specified number and rank of attendees. 

 b. Determined protocol. 

 c. Identified interpreter requirements. 

 d. Identified and tasked security elements. 

 5. Mediator conducts the mediation/negotiation. 

 a. Provided each side with an opportunity to express its view without 

interruption. 

 

 b. Corrected false information with appropriate evidence. 

 c. Allowed the parties to arrive at a mutually agreed solution in compliance 

with peacekeeping directives. 

 

 d. Presented a force-preferred solution and encouraged acceptance by all 

sides if an agreement could not be reached. 

 

 e. Concluded the meeting with a summary of the dialogue. 

 (1) Summarized the meeting in writing and obtained signatures from all 

parties. 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (2) Recommended a time and location for future negotiations. 

 f. Reported the outcome of the meeting to the commander, staff, and higher 

headquarters. 

 

* 6. Brigade commander, if authorized, directs immediate implementation and 

monitoring of the agreement. If not authorized, permission to implement is 

requested. 

 

* 7. Commander identifies and controls hazards IAW risk management procedures 

(see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0027 Implement Stability and Support Operations MOS W 152H 3 

 MOS W 153D 3 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0700 Defeat Terrorism 

011-510-1500 Prepare Military Correspondence 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1345.01-0111 PROVIDE ENVIRONMENTAL ASSISTANCE 

01-6-1346.01-0111 PROVIDE HUMANITARIAN SUPPORT 

01-6-1349.01-0111 CONTROL A CIVIL DISTURBANCE 

01-6-1351.01-0111 DEVELOP A MEDIA PLAN 

01-6-1358.01-0111 ENFORCE PEACE AGREEMENTS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-121

ELEMENT: S3 SECTION 

TASK: ENFORCE PEACE AGREEMENTS (01-6-1358.01-0111) 

(FM 1-100) (FM 100-19) (FM 100-20) 

(FM 1-111) (FM 1-112) (FM 1-113) 

(FM 1-114) (FM 1-120) (FM 3-0) 

(FM 41-10) (FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability operations in a simulated (live, virtual, or 

constructive) hostile environment. It is the main force in a peacekeeping area of operations. The unit 

has received an OPORD/FRAGO and the commander's guidance. The main CP is operational and 

the staff sections are functioning. Reports are being received through normal channels. An S5 has 

been designated and a civil-operations team attached. Treaties and agreements are in place. A 

conflict that erupted earlier between two parties within the local population has been subdued by a 

show of force. The brigade commander is the ranking peacekeeping military officer in the area. 

Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The brigade quickly separated belligerents and kept them apart. The brigade 

observers remained impartial to all belligerents. The brigade adhered to treaties, agreements, and 

directives from higher headquarters. No violations of the rules of engagement occurred. Fratricide 

did not occur. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. Brigade defuses the incident. 

 a. Isolated the situation. 

 b. Dominated the situation in compliance with the peace treaty. 

 c. Implemented multidimensional, multiecheloned actions by focusing on the 

larger tactical and political situation. 

 

 2. Staff submits reports to higher headquarters. 

 a. Confirmed that the parties were separated. 

 b. Confirmed that negotiations were initiated. 

 3. Brigade establishes a zone of separation. 

 a. Coordinated with local civil authorities to establish a clear understanding of 

the zone of separation, restrictions, and limitations. 

 

 b. Marked the zone of separation and defined the restricted areas for both or 

all of the belligerent parties. 

 

 c. Limited free access to the peacekeeping force. 

 4. Brigade establishes show of force positions in high-visibility areas. 

 5. Brigade elements patrol the site of hostility to monitor the peace. 

 a. Used an appropriate mix of dismounted, vehicle, and air assets for 

patrolling. 

 

 b. Determined the necessity and viability of night patrols. 

 c. Analyzed the criteria for armed versus unarmed patrol personnel. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 d. Closely monitored potential "hot spots." 

 6. Brigade elements establish observation posts (OPs). 

 a. Selected locations that provided maximum observation of the area. 

 b. Provided primary and alternate communications. 

 c. Determined optimum staffing. 

 7. Brigade establishes and controls weapons turn-in sites with assistance from 

local authorities. 

 

 8. Brigade maintains communications with higher and lower headquarters. 

* 9. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0020 Plan Employment of Army Aviation in Military 

Operations on Urban Terrain 

MOS W 153D 3 

MOS W 152H 3 

011-420-0027 Implement Stability and Support Operations MOS W 153D 3 

 MOS W 152H 3 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3) Operations 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-123

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1345.01-0111 PROVIDE ENVIRONMENTAL ASSISTANCE 

01-6-1346.01-0111 PROVIDE HUMANITARIAN SUPPORT 

01-6-1349.01-0111 CONTROL A CIVIL DISTURBANCE 

01-6-1351.01-0111 DEVELOP A MEDIA PLAN 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-124

ELEMENT: S3 SECTION 

TASK: EMPLOY A QUICK REACTION FORCE (01-6-1359.01-0111) 

(FM 1-100) (FM 100-19) (FM 100-20) 

(FM 1-111) (FM 1-112) (FM 1-113) 

(FM 1-114) (FM 1-120) (FM 3-0) 

(FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting stability operations in a simulated (live, virtual, or 

constructive) combat environment. While conducting area security operations, the unit received an 

OPORD/FRAGO and the commander's guidance to establish and deploy a quick reaction force 

(QRF). The main CP is operational and the staff sections are functioning. Reports are being 

received through normal channels. An S5 and civil operations team has been attached to assist. 

The higher headquarters commander intends to stabilize tense situations or react to conflict. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The staff issued the OPORD/FRAGO in a timely manner. The QRF deployed 

within the specified timeframe maintained security at all times. No violations of the rules of 

engagement (ROE) occurred. Fratricide did not occur. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

NOTE: Rapid movement is critical. Staff planning actions are abbreviated. 

* 1. S2 develops the intelligence preparation of the battlefield (IPB). 

* 2. XO and staff analyze the impact of the operation on combat support/combat 

service support plans. 

 

* 3. S3/S5 updates the commander and the staff on civil affairs and civil-military 

operations activities. 

 

* 4. Commander and staff conduct the MDMP to produce an OPORD/FRAGO. 

 5. QRF begins movement. 

 a. Crossed the start point at the specified time. 

 b. Moved rapidly, on specified air and ground routes. 

 c. Maintained all-around security. 

 d. Reacted to situations en route and at the incident or hostile site, as 

directed. 

 

 e. Submitted situation reports (SITREPs), as required. 

* 6. Commander identifies and controls hazards IAW risk management procedures 

(see app C). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-125

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0013 Employ Assault Helicopter Units MOS W 153D 3 

011-420-0015 Employ Attack Helicopter Units MOS W 152H 3 

011-420-0020 Plan Employment of Army Aviation in Military 

Operations on Urban Terrain 

MOS W 153D 3 

MOS W 152H 3 

011-420-0027 Implement Stability and Support Operations MOS W 152H 3 

 MOS W 153D 3 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0700 Defeat Terrorism 
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5-126

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-1345.01-0111 PROVIDE ENVIRONMENTAL ASSISTANCE 

01-6-1346.01-0111 PROVIDE HUMANITARIAN SUPPORT 

01-6-1349.01-0111 CONTROL A CIVIL DISTURBANCE 

01-6-1351.01-0111 DEVELOP A MEDIA PLAN 

01-6-1358.01-0111 ENFORCE PEACE AGREEMENTS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-127

ELEMENT: S3 SECTION 

TASK: CONDUCT AIR MOVEMENT (01-6-2032.01-0111) 

(FM 1-111) (FM 1-101) (FM 1-112) 

(FM 1-113) (FM 1-114) (FM 55-12) 

(FM 55-9) (TM 38-250) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/FRAGO; the commander is conducting the MDMP. The main CP is 

operational and the staff sections are functioning. Reports are being received through normal 

channels. The tactical situation requires the brigade to conduct a tactical air movement. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The tactical air movement was completed within the specified time constraints. 

The unit arrived at the destination without loss of personnel or equipment and was undetected by the 

enemy. The current operational mission was conducted without delay or confusion because of a 

properly conducted tactical air movement. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. Unit conducts a tactical air movement. 

 a. Departed at the specified time. 

 b. Observed appropriate control measures. 

 c. Used appropriate movement techniques. 

 d. Used appropriate terrain flight techniques. 

 e. Conducted an aerial passage of lines, if required. 

 f. Reconnoitered possible OPFOR avenues of approach. 

 g. Maintained overwatch positions as necessary/directed. 

 h. Provided suppressive fires. 

 i. Rotated elements through the forward arming and refueling point. 

 j. Observed radio communications restrictions, as appropriate. 

 2. Unit assists supported elements in passage of lines, as required. 

 a. Forward: 

 (1) Conducted reconnaissance of passage points. 

 (2) Conducted reconnaissance of routes to, through, and beyond the 

passage area. 

 

 b. Rearward: 

 (1) Screened between the OPFOR and the passing force. 

 (2) Provided early warning and limited protection. 

 (3) Served as the controlling element for passage, if required. 

* 3. Commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-128

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0112 Direct Relocation of a Tactical Operations 

Center 

STP 1-93P24-SM-TG 

011-143-0008 Conduct Landing Zone/Pickup Zone (LZ/PZ) 

Operations 

STP 1-93C1-SM 

011-420-0705 Identify Status of Regional Threats MOS W 152H 3 

 MOS W 153D 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0012 Employ Air Movement Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0303 Conduct Operations Missions Briefing / 

Debriefing 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-129

ELEMENT: S3 SECTION 

TASK: CONDUCT A SCREEN (01-6-2039.01-0111) 

(FM 1-114) (FM 1-111) (FM 17-95) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment and 

has received an OPORD/FRAGO. The brigade is directed to screen the front, flanks, and rear of a 

stationary or moving main body. Commander is conducting the MDMP. The main CP is operational 

and the staff sections are functioning. Reports are being received through normal channels. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The screen provided early warning through the continuous communication of 

real-time combat information, giving the main body adequate reaction time and maneuver space to 

orient on the threat. The unit destroyed, repelled, or suppressed OPFOR forces, as directed, without 

becoming decisively engaged. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander and staff coordinate with the protected force commander. 

 a. Coordinated with any reinforcements necessary to accomplish the screen 

mission, to include maneuver units, combat support (CS), and air support. 

 

 b. Coordinated the general trace of the screen and effective time, to include 

boundaries for the mission, a line of departure, and an objective or limit of 

advance. 

 

 c. Obtained updated or new intelligence preparation of the battlefield data that 

provided the most current terrain analysis and enemy situation. 

 

 d. Confirmed the interval to be maintained between the screening force and 

the main body. 

 

 e. Coordinated fire support, close air support, and other fires integration. 

 f. Coordinated special requirements or constraints, such as observing named 

areas of interest (NAIs) or target areas of interest (TAIs). 

 

 g. Coordinated time and/or event criteria for battle handover. 

* 2. Commander and staff plan the screen mission. 

 a. Integrated the fundamentals of security. 

 (1) Oriented on the main body. 

 (2) Performed continuous reconnaissance. 

 (3) Provided early and accurate warning. 

 (4) Provided reaction time and maneuver space. 

 (5) Maintained enemy contact. 

 b. Planned initial and subsequent screen lines. 

 c. Planned movement to the initial screen line. 

 d. Planned control measures. 

 e. Planned sectors or zones for subordinate units. 

 f. Planned air and ground integration. 

 g. Coordinated fire support. 

 h. Planned positioning of command and control, CS, and combat service 

support (CSS). 

 
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5-130

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 i. Planned limited visibility surveillance requirements. 

 j. Planned movement of units performing flank screen. 

 k. Coordinated passage of lines. 

 l. Established engagement criteria. 

 m. Issued the OPORD/FRAGO. 

* 3. S3 coordinates forward and rearward passage of lines between friendly units. 

 4. Unit moves to the initial screen line. 

 a. Used proper terrain flight and movement techniques. 

 b. Maintained communication discipline. 

 c. Coordinated movement with friendly elements. 

 (1) Observed control measures. 

 (2) Maintained contact with friendly units. 

 (3) Provided mutual support. 

 d. Reconnoitered key and adjacent terrain within the zone. 

 e. Established overwatch of all routes and built-up areas before 

reconnoitering. 

 

 5. Unit establishes screen lines. 

 a. Screened forward, screened exposed flanks, or reconnoitered terrain 

difficult to reach by ground vehicle. 

 

 b. Maintained contact with the protected force. 

 c. Oriented on OPFOR avenues of approach. 

 d. Maintained continuous surveillance. 

 e. Updated the protected force on any OPFOR contact. 

 f. Moved the screen line to keep pace with the movement of the main body. 

 6. Unit provides early warning to the main body. 

 a. Detected OPFOR elements. 

 b. Submitted a spot report. 

 c. Developed the situation, as directed. 

 d. Employed indirect fire. 

 e. Engaged OPFOR elements with direct fire, as directed. 

 f. Avoided decisive engagement. 

 7. Unit repositions to subsequent screen lines, as directed. 

 a. Displaced to subsequent screen lines based on battlefield events. 

 b. Maintained enemy contact while repositioning. 

 c. Deployed on subsequent screen lines, and continued to screen. 

 8. Unit conducts battle handover/relief in place and rearward air passage of lines 

with main body. 

 

* 9. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-131

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 152H 3 

MOS W 153D 3 

011-420-0025 Integrate Aircraft Survivability Equipment 

(ASE) in Mission Planning 

MOS W 153D 3 

MOS W 152H 3 

011-420-0310 Perform Duties of Aviation Liaison Officer MOS W 152H 3 

 MOS W 153D 3 

011-510-0006 Employ Fire Support 

011-510-0017 Plan Cavalry Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0025 Defeat Enemy Threat Using Aircraft 

Survivability Equipment (ASE) 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-132

ELEMENT: S3 SECTION 

TASK: CONDUCT OPERATIONS AS PART OF A GUARD FORCE (01-6-2042.01-0111) 

(FM 1-111) (FM 1-114) (FM 17-95) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

staff has received an OPORD/FRAGO and the commander is conducting the MDMP. Elements of 

the brigade are to conduct operations as part of a guard force. The main CP is operational and the 

staff sections are functioning. Reports are being received through normal channels. If operating as 

the guard force headquarters, the brigade will be reinforced with ground maneuver, engineer, or other 

assets. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The guard force provided early warning through the continuous 

communication of real-time combat information. All OPFOR ground forces were repelled or 

destroyed before they could observe or engage the protected force. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander and staff coordinate with the protected force commander. 

 a. Coordinated any reinforcements necessary to accomplish the mission, to 

include ground maneuver units, combat support (CS), and air support. 

 

 b. Coordinated the general trace of the guard and effective time, if 

appropriate. 

 

 c. Obtained updated or new intelligence preparation of the battlefield data that 

provided the most current terrain analysis and enemy situation. 

 

 d. Confirmed the interval to be maintained between the guard force and the 

protected force. 

 

 e. Coordinated necessary control measures. 

 f. Determined special requirements or constraints, such as observing named 

areas of interest or target areas of interest. 

 

 g. Coordinated fire support, close air support (CAS), and other fires 

integration. 

 

 h. Coordinated time and/or event criteria for battle handover. 

* 2. Commander and staff plan the guard mission. 

 a. Integrated the fundamentals of security. 

 (1) Oriented on the main body. 

 (2) Performed continuous reconnaissance. 

 (3) Provided early and accurate warning. 

 (4) Provided reaction time and maneuver space. 

 (5) Maintained enemy contact. 

 b. Planned initial and subsequent reconnaissance operations. 

 (1) Planned routes of advance of the main body. 

 (2) Planned zones between the guard force and the main body. 

 (3) Planned successive battle positions (BPs). 

 c. Planned initial and subsequent screen lines. 

 d. Developed graphic control measures, which reflected dual orientation of the 

guard force. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-133

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 e. Planned air and ground integration. 

 f. Planned for available fire support, CAS, and other fires integration. 

 g. Planned positioning of command and control, CS, and CSS assets. 

 h. Planned limited visibility surveillance requirements. 

 i. Planned the movement of subordinate units. 

 j. Coordinated passage of lines. 

 k. Established engagement criteria. 

 l. Issued the OPORD/FRAGO. 

 3. Unit commander coordinates forward and rearward passage of lines. 

 4. Unit conducts initial reconnaissance. 

 a. Used proper terrain flight and movement techniques. 

 b. Maintained communication discipline. 

 c. Coordinated movement with friendly units. 

 (1) Observed control measures 

 (2) Maintained contact with friendly units. 

 (3) Provided mutual support. 

 d. Reconnoitered key and adjacent terrain within the zone between the guard 

force and the main body. 

 

 e. Reconnoitered designated routes along the axis of advance of the main 

body. 

 

 f. Established overwatch of all routes and built up areas before 

reconnoitering. 

 

 g. Located all obstacles and hazards to the movement of guard forces or main 

body. 

 

 h. Detected and reported any OPFOR elements. 

 i. Developed the situation, as directed. 

 j. Submitted situation reports (SITREPs). 

 5. Unit conducts subsequent reconnaissance, as directed. 

 6. Unit conducts screen operations. 

 a. Screened forward, screened the flanks and rear of the main body. 

 b. Screened between and forward of guard force BPs. 

 c. Maintained communications with the protected force. 

 d. Oriented surveillance on avenues of approach. 

 e. Displaced the screen line to keep pace with the movement of the main 

body. 

 

 (1) Maintained contact with the OPFOR during displacement. 

 (2) Deployed to subsequent positions and continued to screen. 

 f. Detected all OPFOR elements and developed the situation, as directed. 

 g. Submitted SITREPs. 

 h. Avoided decisive engagements. 

 7. Unit defends or delays with the guard force. 

 a. Detected OPFOR reconnaissance or security elements. 

 b. Employed indirect fire. 

 c. Maneuvered to determine the flanks or gaps in OPFOR positions 

 d. Engaged with direct fire or guided guard force elements to positions to 

engage OPFOR elements. 

 

 e. Delayed or forced the premature deployment of OPFOR elements. 
ARTEP 1-111-MTP _________________________________________________________________________

5-134

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 8. Unit displaces in conjunction with the guard force and main body movement to 

maintain security. 

 

 a. Displaced based on battlefield events. 

 b. Deployed to subsequent positions and continued to screen. 

 9. Unit conducts battle handover/relief on station and rearward air passage of lines 

with the main body. 

 

* 10. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 153D 3 

MOS W 152H 3 

011-420-0025 Integrate Aircraft Survivability Equipment 

(ASE) in Mission Planning 

MOS W 153D 3 

MOS W 152H 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0006 Employ Fire Support 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0017 Plan Cavalry Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0025 Defeat Enemy Threat Using Aircraft 

Survivability Equipment (ASE) 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0310 Perform Duties of Aviation Liaison Officer 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-135

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-136

ELEMENT: S3 SECTION 

TASK: CONDUCT OPERATIONS AS PART OF A COVERING FORCE (01-6-2043.01-0111) 

(FM 1-111) (FM 1-114) (FM 17-95) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

staff has received an OPORD/FRAGO, and the commander's guidance to conduct operations as part 

of a covering force. The unit may be reinforced with ground maneuver, engineer, or other assets. 

The main CP is operational and the staff sections are functioning. Reports are being received 

through normal channels. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The covering force provided early warning through the continuous 

communication of real-time combat information. All OPFOR ground forces were repelled or 

destroyed before they could observe or engage the protected force. All OPFOR follow-on forces 

were disrupted or destroyed as a result of well-planned, coordinated attacks. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander and staff coordinate with the protected force commander. 

 a. Coordinated any reinforcements necessary to accomplish the mission, to 

include ground maneuver units, combat support (CS), and air support. 

 

 b. Coordinated the general trace of the guard and effective time, if 

appropriate. 

 

 c. Obtained updated or new intelligence preparation of the battlefield data that 

provided the most current terrain analysis and enemy situation. 

 

 d. Confirmed the interval to be maintained between the guard force and the 

protected force. 

 

 e. Coordinated necessary control measures. 

 f. Determined special requirements or constraints, such as observing named 

areas of interest or target areas of interest. 

 

 g. Coordinated fire support, close air support (CAS), and other fires 

integration. 

 

 h. Coordinated time and/or event criteria for battle handover. 

* 2. Commander conducts MDMP. 

* 3. Commander and staff plan the guard mission. 

 a. Integrated the fundamentals of security. 

 (1) Oriented on the main body. 

 (2) Performed continuous reconnaissance. 

 (3) Provided early and accurate warning. 

 (4) Provided reaction time and maneuver space. 

 (5) Maintained enemy contact. 

 b. Planned initial and subsequent reconnaissance operations. 

 (1) Planned routes of advance or the main body. 

 (2) Planned zones between the guard force and the main body. 

 (3) Planned successive battle positions (BPs). 

 c. Planned initial and subsequent screen lines. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-137

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 d. Developed graphic control measures, which reflected dual orientation of the 

guard force. 

 

 e. Planned air and ground integration. 

 f. Planned for available fire support, CAS, and joint air attack team (JAAT) 

integration. 

 

 g. Planned positioning of command and control, CS, and CSS assets. 

 h. Planned limited visibility surveillance requirements. 

 i. Planned the movement of subordinate units. 

 j. Coordinated passage of lines. 

 k. Established engagement criteria. 

 l. Issued the OPORD/FRAGO. 

* 4. S3 coordinates the forward and rearward passage of lines. 

 5. Unit conducts initial reconnaissance. 

 a. Used proper terrain flight and movement techniques. 

 b. Maintained communication discipline. 

 c. Coordinated movement with friendly units. 

 (1) Observed control measures. 

 (2) Maintained contact with friendly units. 

 (3) Provided mutual support. 

 d. Reconnoitered all key and adjacent terrain within the zone between the 

guard force and the main body. 

 

 e. Reconnoitered designated routes along the axis of advance of the main 

body. 

 

 f. Established overwatch of all routes and built up areas before 

reconnoitering. 

 

 g. Located all obstacles and hazards to the movement of guard forces or the 

main body. 

 

 h. Developed the situation, as directed. 

 i. Detected and reported any OPFOR elements. 

 j. Submitted situation reports (SITREPs). 

 6. Unit conducts subsequent reconnaissance, as directed. 

 7. Unit conducts screen operations. 

 a. Screened forward, screened the flanks and rear of the main body. 

 b. Screened between and forward of guard force BPs. 

 c. Maintained communications with the protected force. 

 d. Oriented surveillance on avenues of approach. 

 e. Displaced the screen line to keep pace with the movement of the main 

body. 

 

 (1) Maintained contact with the OPFOR during displacement. 

 (2) Deployed to subsequent positions and continued to screen. 

 f. Detected all OPFOR elements and developed the situation, as directed. 

 g. Submitted SITREPs. 

 h. Avoided decisive engagements. 

 8. Unit defends or delays with the guard force and maintains screen line. 

 a. Detected OPFOR reconnaissance or security elements. 

 b. Employed indirect fire. 

 c. Maneuvered to determine the flanks or gaps in OPFOR positions. 

 d. Engaged with direct fire or directed the guard force elements to positions to 

engage OPFOR elements. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-138

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 e. Delayed or forced the premature deployment of OPFOR elements. 

 9. Unit displaces in conjunction with the guard force and main body movement to 

maintain security. 

 

 a. Displaced based on battlefield events. 

 b. Deployed to subsequent positions and continued to screen. 

 10. Unit conducts battle handover/relief on station and rearward air passage of lines 

with the main body. 

 

* 11. S3 identifies and control hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

011-420-0025 Integrate Aircraft Survivability Equipment 

(ASE) in Mission Planning 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0006 Employ Fire Support 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0017 Plan Cavalry Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0025 Defeat Enemy Threat Using Aircraft 

Survivability Equipment (ASE) 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0310 Perform Duties of Aviation Liaison Officer 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-139

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-140

ELEMENT: S3 SECTION 

TASK: CONDUCT BATTLE HANDOVER/RELIEF IN PLACE (01-6-2044.01-0111) 

(FM 1-111) (FM 1-100) (FM 1-112) 

(FM 1-114) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/FRAGO and the commander's guidance. The main CP is operational 

and the staff sections are functioning. Reports are being received through normal channels. 

Elements of the brigade are currently engaged with OPFOR elements; the unit has been ordered to 

conduct a battle handover/relief in place. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: The unit conducted the battle handover/relief in place at the designated 

location within the specified timeframe. Friendly unit positions were not compromised during the 

relief. The tactical situation was not degraded as a result of poor battle handoff procedures. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 coordinates the battle handover/relief in place with unit commander. 

 a. Received updated tactical information from the onstation scouts. 

 (1) Received current location of the force to be relieved. 

 (2) Received tactical control measures in use. 

 (3) Received other friendly elements involved. 

 (4) Received description of the OPFOR. 

 (5) Received location and direction of movement of the OPFOR. 

 b. Identified a designated phase line to be the battle handover line. 

 c. Determined the time and sequence of the battle handover. 

 2. Unit maneuvers into battle positions. 

 a. Used appropriate movement techniques. 

 b. Maneuvered into designated positions and received target handover from 

the scouts. 

 

 c. Commenced target engagement. 

 d. Provided covering fire during the withdrawal of the relieved unit. 

 e. Maintained contact with enemy while positive handover was accomplished. 

* 3. S3 performs, or delegates performance of, the steps in the risk management 

process for each step in troop-leading procedures (see app C). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-141

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-143-7000 Implement Basic Airspace Command and 

Control Procedures 

STP 1-93C1-SM 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-510-0004 Employ Combat Service Support 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0303 Conduct Operations Missions Briefing / 

Debriefing 

011-510-0304 Conduct Battalion / Brigade Rehearsal 

011-510-0305 Conduct Battalion / Brigade Afteraction 

Review 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-142

ELEMENT: S3 SECTION 

TASK: CONDUCT AIR ASSAULT OPERATIONS (01-6-5105.01-0111) 

(FM 90-4) (FM 1-111) (FM 1-112) 

(FM 1-113) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/FRAGO and the commander's guidance. The main CP is operational 

and the staff sections are functioning. Reports are being received through normal channels. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The unit conducted the air assault within the time constraints specified in the 

OPORD/FRAGO. Mission accomplishment was enhanced by careful planning and the use of proper 

tactics, techniques, and procedures. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander conducts MDMP. 

* 2. Air mission commander (AMC) conducts required coordination. 

 a. Reviewed the liaison officer's coordination. 

 (1) Reviewed number of aircraft available, as well as passenger and 

cargo capabilities. 

 

 (2) Reviewed staging, loading, air movement, landing plans, ground 

tactical plans. 

 

 (3) Reviewed air movement tables. 

 (4) Reviewed landing zone/pickup zone (LZ/PZ) selection and 

preparation. 

 

 (5) Reviewed primary/alternate flight routes. 

 (6) Reviewed airspace coordination. 

 (7) Reviewed security plan. 

 (8) Reviewed fire support plan. 

 (9) Reviewed command and control plan. 

 b. Determined forward arming and refueling point locations and capabilities. 

 c. Coordinated control measures with air cavalry, attack, and close air support 

elements. 

 

* 3. AMC conducts the aircrew briefing and air assault rehearsal. 

* 4. AMC controls the air mission. 

 a. Designated a flight lead, serial commanders, if required. 

 b. Interacted with the air assault task force (AATF) commander directly on all 

matters relating to the air assault. 

 

 c. Provided information to the AATF Liaison Officer. 

 5. Unit conducts staging operations. 

 a. Moved along designated routes to the staging area. 

 b. Arrived at staging area at time designated in the air movement table. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-143

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Contacted the PZ control officer to initiate loading operations. 

 d. Contacted the supporting aviation elements, such as attack and air cavalry 

units, if employed. 

 

 6. Aircrews conduct loading operations. 

 a. Supervised loading of their assigned aircraft as specified in the movement 

table. 

 

 b. Exercised bump plan as directed by the PZ control officer. 

 7. Unit conducts air movement operations. 

 a. Departed PZs at times indicated in the air movement table. 

 b. Moved along preplanned routes. 

 c. Employed appropriate movement techniques. 

 d. Employed appropriate terrain flight techniques. 

 e. Executed the fire support plan, if necessary. 

 f. Conducted deception operations, such as false insertion, as necessary. 

 8. Unit conducts landing operations. 

 a. Supervised air movement and landing phase of the air assault. 

 b. Arrived at LZs as specified in the air movement table. 

 c. Ensured expeditious unloading of troops and equipment immediately upon 

landing. 

 

 d. Provided suppressive covering fire, as required. 

 e. Provided casualty evacuation, as required. 

* 9. S3 performs, or delegates performance of, the steps in the risk management 

process for each step in troop leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-143-0008 Conduct Landing Zone/Pickup Zone (LZ/PZ) 

Operations 

STP 1-93C1-SM 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0013 Employ Assault Helicopter Units MOS W 154C 3 

 MOS W 153D 3 

 MOS W 152D 3 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 154C 3 

MOS W 153D 3 

 MOS W 152H 3 

011-420-0029 Employ Medium Helicopter Units MOS W 154C 3 

011-510-0006 Employ Fire Support 

011-510-0007 Employ Aviation in Offensive Operations 
ARTEP 1-111-MTP _________________________________________________________________________

5-144

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0013 Employ Air Assault Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0303 Conduct Operations Missions Briefing / 

Debriefing 

011-510-0310 Perform Duties of Aviation Liaison Officer 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-145

ELEMENT: S3 SECTION 

TASK: CONDUCT RECONNAISSANCE OPERATIONS (01-6-6101.01-0111) 

(FM 1-114) (FM 1-111) (FM 17-95) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/FRAGO and the commander's guidance. The main CP is operational 

and the staff sections are functioning. Reports are being received through normal channels. The unit 

receives an order to conduct an area reconnaissance. The enemy situation is unclear, but contact is 

likely. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: All pertinent tactical information was collected within the specified time frame. 

All OPFOR activities were detected and reported immediately. All designated areas were thoroughly 

reconnoitered. The unit was never decisively engaged. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander conducts MDMP. 

* 2. Air mission commander (AMC) coordinates forward and rearward passage of 

lines with friendly units. 

 

 3. Unit moves to the passage point or line of departure/line of contact (LD/LC). 

 a. Used proper terrain flight techniques. 

 b. Maintained communication discipline. 

 c. Conducted passage of lines or crossed LD/LC with minimum delay. 

 4. Unit reconnoiters the assigned area. 

 a. Maintained communications with higher headquarters. 

 b. Used appropriate terrain flight techniques. 

 c. Used appropriate tactics, techniques, and procedures. 

 d. Oriented suppressive fires to the front and flanks of the unit. 

 e. Coordinated movement with friendly elements. 

 (1) Observed control measures. 

 (2) Maintained contact with friendly units. 

 (3) Provided mutual support. 

 f. Reconnoitered key and adjacent terrain within the assigned area. 

 g. Established overwatch of routes and built-up areas before conducting 

reconnaissance. 

 

 h. Assisted the ground scout platoon(s) with reconnoitering built-up areas. 

 i. Located a bypass around built-up areas, obstacles, and contaminated 

areas. 

 

 j. Located all obstacles and barriers, and assisted ground cavalry units in 

clearance. 

 

 k. Inspected and classified all bridges, overpasses, underpasses, and 

culverts. 

 

 l. Located fords and crossing sites near all bridges. 

 m. Located all OPFOR elements. 

 n. Developed the situation, as directed. 
ARTEP 1-111-MTP _________________________________________________________________________

5-146

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 o. Maintained contact/surveillance, as directed. 

 p. Rotated elements through the forward arming and refueling point allowing 

for continuous operations. 

 

 q. Reported all pertinent information including negative activity. 

* 5. AMC conducts mission debriefing. 

* 6. S3 performs, or delegates performance of, the steps in the risk management 

process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-251-1133 Perform Aircraft Position Update Function 

(AH-64D) 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 153D 3 

MOS W 152H 3 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0017 Plan Cavalry Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-147

ELEMENT: S3 SECTION 

TASK: CONDUCT HASTY ATTACK (01-6-6107.01-0111) 

(FM 1-114) (FM 1-100) (FM 1-111) 

(FM 1-112) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Reports are being received through 

normal channels. The unit is conducting a screen and has made contact with OPFOR elements. 

They are instructed to conduct a hasty attack. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: All OPFOR elements were destroyed or forced to withdraw. Friendly losses 

were minimal as a result of proper engagement techniques. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. Unit performs actions on contact. 

* 2. Commander develops the situation, as directed. 

 a. Evaluated the chances of success. 

 b. Defined the engagement area. 

 c. Determined the method of engagement. 

 d. Determined target prioritization. 

 e. Issued the plan of attack. 

 3. Unit engages OPFOR elements. 

 a. Provided overwatch while maneuvering to attack the flanks and rear of 

OPFOR units. 

 

 b. Used appropriate movement techniques. 

 c. Engaged OPFOR elements maintaining maximum standoff ranges. 

 d. Synchronized the attack. 

 (1) Employed indirect fires. 

 (2) Provided suppressive fires for maneuvering ground elements. 

 (3) Conducted battle handover/relief in place as necessary. 

 e. Submitted situation reports to higher headquarters. 

 4. Unit prepares for future operations. 

 a. Prepared to continue the attack. 

 b. Prepared to resume the original mission. 

* 5. S3 performs, or delegates performance of, the steps in the risk management 

process for each step in troop-leading procedures (see app C). 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-148

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-143-7000 Implement Basic Airspace Command and 

Control Procedures 

STP 1-93C1-SM 

011-238-1134 Perform Integrated Helmet and Display 

Sighting System (IHADSS) Operations (AH64A) 

011-238-1140 Perform Target Acquisition and Designation 

System (TADS) Sensor Operations (F) (AH64A) 

011-248-1118 Perform Target Handover (OH-58D) 

011-248-2164 Call for a Tactical Air Strike (OH-58D) 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-149

ELEMENT: S3 SECTION 

TASK: CONDUCT MOVEMENT TO CONTACT (01-6-6109.01-0111) 

(FM 1-114) (FM 1-111) (FM 1-112) 

(FM 17-95) (FM 71-1) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Reports are being received through 

normal channels. There is a break in contact with the OPFOR. The unit has received an 

OPORD/FRAGO to conduct a movement to contact. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: The unit successfully gained contact with all OPFOR elements and 

successfully reached the limit of advance (LOA) or the objective if no OPFOR elements were present. 

The main body never prematurely deployed. The unit was never decisively engaged. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander conducts MDMP. 

 2. Unit initiates the movement to contact. 

 a. Conducted a reconnaissance. 

 (1) Moved swiftly and oriented specifically on detecting OPFOR elements. 

 (2) Used appropriate terrain flight and movement techniques. 

 b. Maintained required separation between the main force and the lead 

elements. 

 

 3. Unit gains contact with the OPFOR. 

 a. Performed actions on contact. 

 b. Reported contact and continued to observe. 

 c. Reconnoitered to determine the extent of OPFOR defenses. 

 d. Maneuvered to attack positions. 

 e. Conducted a hasty attack, screen, or guard, as directed. 

 f. Conducted battle handover or relief in place, as necessary. 

 4. Unit arrives at the LOA or the objective if there was no contact with OPFOR 

elements. 

 

* 5. S3 performs, or delegates performance of, the steps in the risk management 

process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-150

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93C24-SM-TG 

STP 1-93P24-SM-TG 

011-248-1118 Perform Target Handover (OH-58D) 

011-248-2166 Call for COPPERHEAD Laser-Guided 

Munitions Using the Mast Mounted Sight 

(MMS) and Airborne Target Handover 

System/Improved Data Modern (ATHS/IDM) 

(OH-58D) 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

011-420-0016 Employ Air Cavalry Units MOS W 152H 3 

011-510-0004 Employ Combat Service Support 

011-510-0006 Employ Fire Support 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0017 Plan Cavalry Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0303 Conduct Operations Missions Briefing / 

Debriefing 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0703 Defeat Heavy / Light Opposing Forces 

Defensive Tactics 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-151

ELEMENT: S3 SECTION 

TASK: PERFORM PASSAGE OF LINES (01-6-7105.01-0111) 

(FM 1-111) (FM 1-112) (FM 1-113) 

(FM 1-114) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Reports are being received through 

normal channels. The unit has received OPORD/FRAGO and the commander's guidance. The 

tactical situation dictates that operations be conducted forward of friendly units. Some iterations of 

this task should be performed in MOPP4. 

TASK STANDARDS: The unit was not engaged by friendly units as a result of improper or 

inadequate coordination. The passage of lines was conducted at the specified time and place. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Commander conducts MDMP. 

* 2. Commander or designated air mission commander (AMC) conducts special 

coordination. 

 

 a. Selected ingress and egress routes if not provided by higher headquarters. 

 b. Selected release points forward of the forward line of own troops (FLOT). 

 c. Exchanged information concerning signal operation instructions, number 

and type of aircraft, passage times, routes, and electronic attack and 

electronic protection measures to be employed with friendly unit. 

 

 d. Established and coordinated recognition signals. 

 3. Designated aircraft pass through friendly airspace. 

 a. Gave proper recognition signal at the prescribed time to the ground unit. 

 b. Flew the designated route. 

 c. Arrived and departed the designated contact and release points at the 

assigned times. 

 

* 4. S3 performs, or delegates performance of, the steps in the risk management 

process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-152

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-143-7000 Implement Basic Airspace Command and 

Control Procedures 

STP 1-93C1-SM 

011-143-7005 Integrate Airspace Control Measures STP 1-93C24-SM-TG 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0013 Employ Assault Helicopter Units MOS W 152D 3 

 MOS W 153D 3 

011-420-0015 Employ Attack Helicopter Units MOS W 153D 3 

 MOS W 152H 3 

011-420-0016 Employ Air Cavalry Units MOS W 152H 3 

 MOS W 153D 3 

011-420-0031 Conduct Intelligence Operations in an 

Electronic Warfare Environment 

MOS W 152H 3 

MOS W 153D 3 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0310 Perform Duties of Aviation Liaison Officer 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-6101.01-0111 CONDUCT RECONNAISSANCE OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-153

ELEMENT: S3 SECTION 

TASK: SYNCHRONIZE DEEP, CLOSE, SECURITY, RESERVE, AND REAR OPERATIONS (01-6-

0010.01-0111) 

(FM 101-5) (FM 1-111) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) environment. The staff 

has received an OPORD/FRAGO and the commander's guidance. The main CP, TOC, and ALOC 

are operational and the staff is functioning. Roles and missions for combat support (CS) and combat 

service support (CSS) assets are determined on receipt of the OPORD. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: The S3 section integrated CS and CSS into brigade operations. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3, fire support element (FSE), and fire support officer (FSO) integrates fire 

support (FS) into tactical operations. 

 

 a. Identified potential targets. 

 b. Established, in conjunction with the S2, targeting criteria. 

 c. Supplied FS information to the higher headquarters Army airspace 

command and control element (A2

C2). 

 

 d. Provided the commander with information on the status of FS assets. 

 e. Provided input for development of the FS annexes, appendixes, and 

overlays. 

 

 f. Coordinated FS plan within the command and with higher and adjacent 

commands. 

 

 g. Organized and supervised all FS elements to and including company/troop 

level. 

 

* 2. S3 integrates air defense FS into tactical operations and ensures air defense 

artillery liaison officer is integrated into S3 operations. 

 

 a. Advised the commander and staff on all matters concerning the 

employment of air defense units. 

 

 b. Determined air defense unit requirements, and makes recommendations to 

the commander. 

 

 c. Integrated the air defense portions of plans and orders. 

 d. Coordinated with the S2 on the integration of air defense operations. 

 e. Ensured coordination of Army aviation and air defense operations. 

 f. Monitored the status of air defense units, and advised the commander and 

appropriate staff elements on associated maintenance problems. 

 

 g. Advised on the impact of electronic combat (EC) on air defense operations 

together with other staff elements. 

 

 h. Planned and supervised defensive EC operations within air defense, and 

assisted in the preparation of the air defense EC annex to OPLANs and 

OPORDs. 

 

 i. Ensured subordinate units were informed of the air defense rules of 

engagement and hostile aircraft identification procedures. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-154

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 3. S3 integrates engineer support into tactical operations. 

 a. Determined the requirements for engineer support at all levels, 

recommended engineer priorities and resource allocations to the 

commander, and exercised staff supervision over engineer operations. 

 

 b. Planned engineer activities. 

 c. Integrated the engineer portion of plans and orders. 

 d. Implemented area damage control (ADC). 

 (1) Planned and coordinated ADC operations with the logistics officer 

(S4). 

 

 (2) Executed ADC missions beyond unit capabilities as directed by the 

commander. 

 

* 4. S3 and S6 integrate signal, intelligence, and electronic warfare support activities 

into the operation. 

 

 a. Advised on all signal activities, to include the location of the headquarters 

and signal facilities and the use of signal activities for deception. 

 

 b. Determined ways of providing signal support to satisfy command 

requirements, to include requesting and employing signal assets. 

 

 c. Prepared electronic protection measures, and exercised staff supervision 

over their employment. 

 

 d. Exercised technical supervision over signal activities throughout the 

command. 

 

 e. Coordinated frequency allocation, assignment, and use and the reporting 

and processing of meaconing, intrusion, jamming, and interference (MIJI) 

incidents. 

 

 f. Provided information to the S2 concerning the reporting and processing of 

MIJI incidents. 

 

 g. Assisted in preparing input of plans and orders, to include annexes and 

supporting appendixes. 

 

 h. Installed, operated, and maintained signal communication systems by 

assigned or attached signal units; maintained still and motion picture 

photographic services, except air photography. 

 

 i. Monitored the use of radio frequency emitters in the command; advised on 

the effective use of this equipment. 

 

 j. Advised on the expected effect on the command of all radio frequency 

emitters. 

 

 k. Supervised the implementation of signal security policies and procedures. 

 l. Monitored and coordinated the signal aspects of communications security 

(COMSEC), to include allocation, distribution, and use of COMSEC devices 

and material. 

 

 m. Coordinated the preparation and distribution of the signal operations 

instructions for use throughout the command with the S6. 

 

 n. Integrated the input to the signal annex with supporting annexes and 

appendixes. 

 

 o. Advised on the use of indigenous communication facilities, personnel, and 

supplies and the interpretation of signal communication aspects of treaties 

and international agreements. 

 

 p. Monitored and coordinated all signal aspects of command, control, 

communication, computers, and intelligence (C4

I) throughout the command. 

 

* 5. S3 and CHEMO prepare for operations in nuclear, biological, and chemical 

(NBC) environment. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-155

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Advised the commander and staff on matters concerning offensive and 

defensive chemical operations. 

 

 b. Assisted in planning for the use of nuclear and chemical weapons. 

 c. Planned and recommended requirements for chemical employment. 

 d. Integrated the NBC portion of plans and orders. 

 e. Exercised supervision over the following NBC activities throughout the 

command: 

 

 (1) Chemical operations and the radiological aspects of nuclear weapon 

employment with other operations. 

 

 (2) The receipt, collation, evaluation, preparation, and distribution of NBC 

reports. 

 

 (3) The report and assessment of all enemy NBC strikes and friendly 

nuclear and chemical strikes, as required, in coordination with the 

FSE. 

 

 (4) The collection of NBC contamination information together with higher, 

lower, and adjacent units. 

 

 (5) The collation, evaluation, and distribution of NBC contamination data. 

 (6) The maintenance of the NBC situation map. 

 (7) The maintenance of the radiation exposure state of subordinate and 

attached units. 

 

 (8) Measures to avoid or reduce the effects of enemy NBC attacks. 

 (9) Preparation and distribution of the chemical effective downwind 

message. 

 

 f. Provided data on the effectiveness and hazards of friendly chemical attacks 

to include the following: 

 

 (1) The impact of NBC contamination on tactics and logistics. 

 (2) NBC intelligence matters. 

 (3) Flame and smoke operations. 

 (4) The implementation of MOPP. 

 (5) The adequacy and implementation of NBC countermeasures. 

 (6) The acquisition, storage, issuance, and movement of chemical 

munitions, equipment, and supplies, to include MOPP material 

resupply rates and distribution schedules. 

 

 (7) The vulnerability of the command to enemy employment of NBC 

weapons. 

 

 g. Provided fallout predictions as required. 

 h. Supervised NBC element activities. 

* 6. S3 integrates explosive ordnance disposal (EOD) plans into tactical operations. 

 a. Supervised unit EOD activities. 

 b. Determined locations and numbers of EOD units required for effective EOD 

support. 

 

 c. Established and operated an EOD incident reporting system. 

 d. Coordinated EOD requirements with other Army commands, other services, 

federal agencies, and allied countries. This coordination included arranging 

for support of the disposal units as required. 

 

 e. Exercised operational control over assigned or attached EOD units. 

* 7. S3 provides tactical and operational guidance to influence CSS logistics 

requirements developed by the S4. 

 

 a. Identified priorities of resupply and support. 

 b. Reviewed logistics estimate to determine if appropriate quantities of critical 

supplies will be available to support the tactical mission. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-156

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Deconflicted all logistics sites locations based on the ground tactical plan. 

* 8. S3 advises the S1 and S4 of field service and personnel service support 

requirements based on the tactical situation. 

 

 a. Determined if locations and times for support were appropriate based on 

the tactical situation. 

 

 b. Assisted in coordinating battlefield equipment recovery operations. 

 c. Maintained situational awareness of maintenance, field service, and 

personnel service operations. 

 

* 9. S3 monitors the CSS operations to maintain situational awareness. 

* 10. S3 identifies and control hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0021 Employ Fundamentals of Army Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0025 Defeat Enemy Threat Using Aircraft 

Survivability Equipment (ASE) 

011-510-0310 Perform Duties of Aviation Liaison Officer 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0011.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(A2

C2) 

01-6-0027.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(AIR DEFENSE) 

01-6-0028.01-0111 EXECUTE ARMY AIRSPACE COMMAND AND CONTROL (A2

C2) IN THE 

DIVISION AREA 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-157

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-0053.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(CHEMICAL) 

01-6-0417 PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) 

(LIAISON OFFICER) 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7105.01-0111 PERFORM PASSAGE OF LINES 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-158

ELEMENT: S3 SECTION 

TASK: COORDINATE FIRE SUPPORT (01-6-0033.01-0111) 

(FM 6-20) (FM 101-5) (FM 1-111) 

(FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade fire support cell (FSC) is operational. Communications have been 

established with all fire support assets and agencies. The brigade has been issued the division/corps 

OPORD/OPLAN and operations have commenced. Combat intelligence and unit reports are being 

received. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: In coordination with the fire support coordinator (FSCOORD), or his 

designated representative, the S3 section planned and allocated fire support (FS) and provided the 

appropriate amount of responsive indirect fires to support the tactical scheme of maneuver. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 integrates fire support (FS) into brigade operations. 

 a. Reviewed FS plan to ensure it is consistent with command guidance and 

compatible with the planned scheme of maneuver. 

 

 b. Received commander's guidance. 

 c. Reviewed fire support coordination measures (FSCM). 

 d. Ensured that FS is adequate, flexible, and continuous. 

* 2. S3 incorporates fire support into the OPORD. 

 a. Incorporated "fires" portion into the concept of operation paragraph 

(paragraph 3a.2). 

 

 b. Integrated the fire support plan into the OPORD as an annex. 

 c. Ensured the FS annex supports the commander's intent. 

 (1) Included the purpose of FS. 

 (2) Weighted the main effort. 

 (3) Included what targets to attack with what fire support assets with the 

attack guidance matrix (AGM) and high-payoff target list (HPTL). 

 

 (4) Included the priority of engaging targets in the HPTL. 

 (5) Included the allocation of FS assets to targets and radar zones. 

 (6) Included restrictions, FSCM, and special munitions. 

 (7) Included suppression of enemy air defense 

* 3. S3 synchronizes scheme of maneuver with artillery movement. 

 a. Deconflicted airspace. 

 b. Established ammunition resupply routes. 

* 4. S3 identifies and controls hazards IAW risk management procedures. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-159

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-248-1118 Perform Target Handover (OH-58D) 

011-248-2164 Call for a Tactical Air Strike (OH-58D) 

011-510-0006 Employ Fire Support 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0015.01-0111 ADVISE THE COMMANDER AND STAFF ON THE CAPABILITIES, 

LIMITATIONS, AND EMPLOYMENT OF TACTICAL AIR SUPPORT 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0031.01-0111 COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-160

ELEMENT: S3 SECTION 

TASK: CONDUCT TARGETING PROCESS (01-6-0412) 

(FM 6-20-10) (FM 34-130) (FM 34-2) 

(FM 34-3) (FM 6-20-20) (FM 6-121) 

(FM 6-20) (FM 6-20-30) (FM 6-71) 

(FM 6-20-40) (FM 6-20-50) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received the division OPORD, and is conducting the MDMP. Intelligence and combat 

reports are available from the division G2. The S3 is located at the main CP. The S3 section is 

operational, and the executive officer (XO)/deputy commander is coordinating the staff. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The staff used the targeting process of decide, detect, deliver and assess to 

identify high payoff and high value targets. The targets were detected, engaged and after battle 

damage assessment, reported to higher headquarters. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. XO receives the following information as part of the division OPORD: 

 a. High value target list. 

 b. Target management information. 

 c. Target selection standard information. 

 d. Field artillery, Air Force, and Naval gunfire attack methods table 

information. 

 

 e. Target decay time. 

 f. Mission prioritization information. 

 g. Fire support system preference table information. 

 h. Target duplication filters. 

 i. Target execution filters. 

 j. Built up areas around the target. 

* 2. S2 performs continuous IPB during the targeting process. 

* 3. XO and S3 supervise and facilitate actions of the targeting cell as they perform 

conventional target value analysis for the 24-, 48- and 72-hour fight. 

 

 a. Received target attack criteria from the commander. 

 b. Analyzed enemy target array, in conjunction with S2, and considered the 

following: 

 

 (1) Target value analysis of high-value targets (HVTs) to produce highpayoff targets (HPTs).  

 (2) Commander's target engagement priorities. 

 (3) Engagement criteria. 

 (4) Accuracy of target location. 

 (5) Target characteristics, composition, disposition, degree of protection, 

size, location, and mobility. 

 

 (6) Terrain and weather. 
_________________________________________________________________________ ARTEP 1-111-MTP 

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (7) Sensors available. 

 4. Staff performs actions during the decide phase of the targeting process: 

 a. S2 performed the following actions during mission analysis: 

 (1) Identified and nominated HVTs. 

 (2) Identified target areas of interest/named areas of interest (TAIs/NAIs) 

for potential surveillance. 

 

 (3) Recommended integration of division and corps elements into the 

brigades' collection plan. 

 

 b. S2, fire support officer (FSO) and S3 decided: 

 (1) What targets the brigade must acquire and attack. 

 (2) What priority should be used to attack the targets. 

 (3) When and where are we likely to find the targets. 

 c. FSO: 

 (1) Planned effective use of lethal and nonlethal fires, ensured there was 

no duplication of fires, and instituted fire support coordination 

measures. 

 

 (2) Made modifications to the fire support plan based on intelligence 

gathered from sources within the division or higher. 

 

 (3) Briefed the commander on the fire support annex. 

 (4) Prepared and distributed the fire support annex, including items such 

as: 

 

 ( a) The fire support matrix. 

 ( b) The target list. 

 ( c) Fire support overlay. 

 5. Staff performs actions during the detect phase of the targeting process: 

 a. S2, FSO, and S3 analyzed and decided— 

 (1) Where the targets are. 

 (2) Who or what can locate the targets. 

 (3) What target location accuracy is required to attack the target. 

 (4) How long will the target remain in its location once acquired. 

 (5) How to track a moving HPT or HVT. 

 b. S2 monitored the status of higher headquarters collection assets operating 

within the AO. 

 

 c. FSO: 

 (1) Monitored the validity of targets on the attack guidance matrix. 

 (2) Developed new, or refined existing, targets by analyzing information 

from all available intelligence and target acquisition assets. 

 

* 6. Commander and staff perform actions during the deliver phase of the targeting 

process: 

 

 a. Decided when the brigade should attack. 

 b. Decided what the desired effect should be on the target. 

 c. Decided what attack system (lethal, nonlethal) should be used to attack the 

target. 

 

 d. Decided what unit will conduct the attack. 

 e. Decided what the response time of the attacking unit. 

 7. Staff conducts analysis during the assess phase of the targeting process: 

 a. Determined if the desired effects on the target were achieved through 

munitions effects assessment (MEA). 

 

 b. Determined what the enemy's combat effectiveness, capabilities, and 

intentions are now through battle damage assessment (BDA). 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Determined if a re-attack is necessary. 

 8. Staff collects, analyzes, and reports BDA to higher. 

* 9. Commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0006 Employ Fire Support 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0501 Conduct Company Gunnery / Ranges 

011-510-0701 Defeat Heavy / Light Opposing Forces 

Organization and Equipment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0002.01-0111 INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE 

BATTLEFIELD (IPB) 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0010.01-0111 SYNCHRONIZE DEEP, CLOSE, SECURITY, RESERVE, AND REAR 

OPERATIONS 

01-6-0016.01-0111 INTEGRATE AIRCRAFT SURVIVABILITY MEASURES 

01-6-0019.01-0111 DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN 

01-6-0033.01-0111 COORDINATE FIRE SUPPORT 

01-6-0082.01-0111 CONDUCT MILITARY DECISIONMAKING PROCESS (MDMP) 

01-6-0211.01-0111 CONDUCT DELIBERATE ATTACK 

OPFOR TASKS AND STANDARDS: NONE 
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5-163

ELEMENT: COMPANY HEADQUARTERS 

TASK: RESPOND TO A CHEMICAL/BIOLOGICAL ATTACK (01-2-0013.01-0111) 

(FM 3-3) (FM 3-100) (FM 3-4) 

(FM 3-5) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Simulated use of chemical/biological 

weapons is imminent. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Preparations for imminent attack minimized damage to equipment and loss of 

personnel. Missions were resumed with minimal delay after a simulated chemical/biological strike. 

Personnel responded immediately to chemical/biological alarms. Personnel donned protective mask 

within 9 seconds of alarm (without hood) or within 15 seconds of alarm (with hood). 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 issues warning order. 

 a. Provided guidance to units to prepare equipment and personnel for 

chemical/biological attack. 

 

 b. Alerted NBC teams. 

 c. Directed appropriate MOPP level consistent with guidance received. 

 2. HHC personnel begin preparation for chemical/biological attack. 

 a. Emplaced or checked chemical/biological alarms. 

 b. Evacuated aircraft, if possible. 

 b. Positioned vehicles and aircraft to maximize terrain shielding. 

 c. Covered equipment; munitions; petroleum, oil, and lubricants (POL); food; 

and water. 

 

 d. Improved existing shelters with consideration to chemical/biological agent 

effects (gaseous and liquid delivery methods). 

 

 e. Minimized skin exposure by proper use of protective clothing. 

 f. Reviewed unit SOP and indicators of chemical/biological attack. 

 3. HHC personnel take immediate protective measures upon alert of 

chemical/biological attack. 

 

 a. Donned protective mask and hood (if not already in MOPP4). 

 b. Gave the vocal or nonvocal alarms. 

 c. Took individual protective measures if caught in an unprotected area. 

 d. Monitored personnel for physical signs of exposure to chemical/biological 

agents. 

 

 e. Administered immediate and appropriate first aid to casualties. 

 f. Sealed the shelter (if possible) if in a protected area. 

 g. Submitted an NBC 1 report if appropriate (personnel observed the 

chemical/biological attack). 

 

 h. Stayed covered until the signal was given to uncover. 

 i. Tested the area with detector kits and reported results. 

 j. Marked contaminated areas. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 4. HHC NBC teams conduct chemical/biological surveys. 

 a. Conducted the survey using the techniques prescribed by the brigade 

chemical officer (CHEMO) or as deemed appropriate by the NBC team 

chief when operating independently. 

 

 b. Reported the survey results to the HHC commander. 

* 5. HHC commander conducts poststrike actions. 

 a. Assessed casualties. 

 (1) Treated and evacuated casualties. 

 (2) Reestablished chain of command and cross-leveled personnel. 

 (3) Forwarded casualty feeder report. 

 b. Forwarded NBC-4 report (results of survey) to higher headquarters. 

 c. Assessed status of aircraft, vehicles, and equipment. 

 (1) Reported aircraft and equipment status. 

 (2) Returned aircraft and equipment to operable status ASAP. 

 6. HHC personnel conduct immediate/operational decontamination. 

 a. Decontaminated skin. 

 b. Conducted a wipe down of personal equipment with decontamination kit. 

 c. Conducted a spray down of equipment and vehicles (if possible). 

 d. Marked contaminated runoff areas. 

* 7. HHC commander develops a contingency plan. 

 a. Received guidance from battalion/squadron. 

 b. Initiated unmasking procedures. 

 c. Analyzed the mission and conducted troop-leading procedures. 

 d. Prepared to move the company/troop (if necessary). 

 e. Requested thorough decontamination support (if necessary). 

 f. Resumed operational missions. 

* 8. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

 MOS W 154C 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 152H 3 

 MOS W 154C 3 

 MOS W 153D 3 
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5-165

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 152H 3 

MOS W 154C 3 

 MOS W 153D 3 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

01-2-0610.01-0111 PERFORM OPERATIONAL DECONTAMINATION 

01-2-0611.01-0111 CONDUCT THOROUGH DECONTAMINATION 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: COMPANY HEADQUARTERS 

TASK: RESPOND TO A NUCLEAR ATTACK (01-2-0017.01-0111) 

(FM 3-4) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Simulated use of tactical nuclear 

weapons is imminent. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Preparations for imminent attack minimized damage to equipment and loss of 

personnel. Missions are resumed with minimal delay after a simulated nuclear strike. Personnel took 

immediate action in response to alarms. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander issues a warning order. 

 a. Provided guidance to platoons to prepare equipment and personnel for 

nuclear attack. 

 

 b. Alerted NBC teams. 

 2. HHC personnel begin preparation for nuclear attack. 

 a. Positioned vehicles and aircraft to maximize terrain shielding (evacuated 

aircraft, if time permitted). 

 

 b. Covered equipment, munitions, POL, food, and water. 

 c. Disconnected nonessential electronic equipment. 

 d. Improved existing shelters with consideration to blast, thermal, and 

radiation effects. 

 

 e. Minimized skin exposure by proper use of protective clothing. 

 f. Issued and zeroed dosimeters. 

 3. HHC personnel take immediate protective measures. 

 a. Took individual protective measures if caught in an unprotected area. 

 b. Sealed the shelter if in a protected area. 

 c. Donned NBC protective clothing. 

 d. Stayed covered until the signal was given to uncover. (Blast wave passed, 

debris stopped falling, and radiation exposure from fallout was in 

acceptable range.) 

 

 e. Monitored dosimeters and reported. 

 f. Conducted radiological survey. 

* 4. HHC commander conducts poststrike actions. 

 a. Reestablished communications. 

 b. Forwarded NBC-1 report to battalion/squadron headquarters. 

 c. Assessed casualties. 

 (1) Treated and evacuated casualties. 

 (2) Reestablished chain of command and cross-leveled personnel. 

 (3) Forwarded casualty feeder report. 

 d. Assessed damages to aircraft, vehicles, and equipment. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-167

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (1) Reported aircraft and equipment status. 

 (2) Returned aircraft and equipment to operable status ASAP. 

* 5. HHC commander develops a contingency plan. 

 a. Received guidance from battalion/squadron. 

 b. Analyzed the mission and conducted troop-leading procedures. 

 c. Compared present radiation exposure state to the operational exposure 

guidance (OEG). 

 

 d. Prepared to move the company/troop (if necessary). 

 e. Resumed operational missions. 

* 6. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (appendix C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

 MOS W 154C 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 152H 3 

 MOS W 154C 3 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 152H 3 

MOS W 154C 3 

 MOS W 153D 3 

 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0280.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

OPFOR TASKS AND STANDARDS: NONE 
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5-168

ELEMENT: COMPANY HEADQUARTERS 

TASK: PREPARE FOR OPERATIONS UNDER NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) 

CONDITIONS (01-2-0201.01-0111) 

(FM 3-4) (FM 3-7) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Simulated use of OPFOR nuclear, 

biological, and chemical (NBC) weapons is possible. NBC alert status has been issued IAW unit 

SOP. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Actions taken by the unit limited the effects of an NBC attack. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander ensures accountability and serviceability of NBC defense 

equipment. 

 

 a. Directed that NBC detection equipment be issued to trained operators. 

 b. Ensured that NBC detection equipment was employed and operational 

immediately after notification. 

 

 2. HHC takes action to protect itself against NBC attack. 

 a. Prepared protective shelters for personnel with overhead cover. 

 b. Placed all equipment and supplies under cover. 

 c. Secured or tied down all loose equipment. 

 d. Briefed soldiers and reviewed the unit SOP. 

 e. Assumed the designated mission-oriented protective posture (MOPP) level. 

* 3. HHC commander adjusts MOPP level based upon MOPP analysis/guidance. 

 a. Implemented MOPP-level directives. 

 b. Analyzed company/troop status and mission. 

* 4. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-169

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 153D 3 

MOS W 152H 3 

 MOS W 154C 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 152H 3 

 MOS W 153D 3 

 MOS W 154C 3 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 152H 3 

MOS W 154C 3 

 MOS W 153D 3 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0017.01-0111 RESPOND TO A NUCLEAR ATTACK 

01-2-0102.01-0111 SECURE AND DEFEND UNIT POSITION 

01-2-0280.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

01-2-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

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ELEMENT: COMPANY HEADQUARTERS 

TASK: CAMOUFLAGE VEHICLES AND EQUIPMENT (01-2-0203.01-0111) 

(FM 21-75) (FM 20-3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

HHC in an assembly area. The OPFOR possesses air and ground surveillance capability. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Unit location is not compromised as a result of improper or inadequate 

camouflage. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander selects concealed vehicle positions and traffic routes. 

 a. Ensured vehicle tracks followed terrain features such as edge of wood lines 

and fields. 

 

 b. Ensured vehicle tracks continued past the parking spot to another logical 

location. 

 

 c. Ensured personnel used concealed routes when possible. 

 d. Ensured all vehicles followed in the same tracks. 

 e. Ensured all tracks that lead into concealed positions are removed. 

 f. Ensured vehicles and equipment were positioned under cover or in 

shadows whenever possible. 

 

 g. Ensured vehicle positions used natural surroundings for concealment. 

 h. Ensured vehicle positions avoided terrain features (hilltops, road 

intersections, etc.) that the enemy could use as reference points. 

 

 2. HHC personnel conceal vehicles and equipment. 

 a. Used natural material to break up shapes or shadows. 

 b. Ensured natural materials blended with the surroundings. 

 c. Changed natural material regularly when it wilted or discolored. 

 d. Used camouflage screen systems and other manmade materials to 

enhance natural camouflage. 

 

 e. Covered or subdued all shiny surfaces such as windows, mirrors, metal, 

headlights, etc. 

 

 f. Kept heat sources (generators, engines, mess areas, etc.) under cover 

when possible to reduce thermal and noise signatures. 

 

 g. Buried cables and wires, as appropriate. 

 3. HHC personnel enforce noise, light, and litter discipline. 

 a. Used only vehicle blackout lights from dusk to dawn. 

 b. Ensured that all lighted work areas were completely shielded. 

 c. Muffled or masked noise that could not be eliminated. 

 d. Stored or buried litter. 

* 4. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-171

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support. 

MOS W 153A 5 

011-420-0008 Conduct Unit Defensive Operations MOS W 154C 3 

 MOS W 152D 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0005 Employ Air Defense 

011-510-0023 Conduct Assembly Area Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0101.01-0111 OCCUPY AN ASSEMBLY AREA 

01-2-0102.01-0111 SECURE AND DEFEND UNIT POSITION 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: COMPANY HEADQUARTERS 

TASK: CROSS A RADIOLOGICALLY CONTAMINATED AREA (01-2-0280.01-0111) 

(FM 3-4) (FM 3-5) (FM 3-3) 

(FM 3-7) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Simulated use of nuclear weapons has 

occurred. The HHC has received an OPORD/FRAGO to conduct a unit move and cross a 

radiologically contaminated area. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The unit moved through the contaminated area by the route that provided the 

lowest acceptable radiation exposure to personnel. Movement techniques minimized the spread of 

contamination. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander conducts troop leading procedures. 

 a. Verified that there were no routes bypassing the contaminated area. 

 a. Issued a warning to platoons to prepare equipment and personnel for 

movement through a radiologically contaminated area. 

 

 b. Reviewed OPORD/FRAGO from brigade and confirmed NBC-5 report data 

including: 

 

 (1) Contamination levels of tentative ground and air routes. 

 (2) Radiation exposure limits from operational exposure guidance (OEG). 

 (3) Routes which provide minimum exposure to radiation. 

 c. Obtained route clearance and approval, as required. 

 2. HHC prepares to conduct move. 

 a. Prepared vehicles and aircraft with extra shielding. 

 b. Transported equipment inside vehicles or covered it with available material. 

 c. Ensured that radiac equipment was operational. 

 d. Issued dosimeters and informed personnel of OEG limitations. 

 e. Directed appropriate MOPP-level protection. 

 f. Took measures to reduce personnel exposure to dust or mud (closed 

windows and air vents). 

 

 g. Planned for the transport, by organic aircraft, of all personnel and 

equipment not essential to the ground move, if exposure was reduced by air 

transport. 

 

 h. Started continuous radiological monitoring. 

 i. Completed all normal preparations for a unit move IAW unit SOP. 

 3. HHC conducts move across contaminated area. 

 a. Used movement techniques to minimize dust. 

 b. Maintained intervals which minimized exposure to dust cloud. 

 c. Moved steadily without unnecessary halts or delays while in the 

contaminated area. 

 

 d. Continually monitored radiac equipment and dosimeters. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-173

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 4. HHC clears the contaminated area. 

 a. Reported clearing to brigade. 

 b. Forwarded NBC-4 report. 

 c. Assessed casualties. 

 d. Performed immediate/operational decontamination (removed dust or mud 

from vehicles and equipment). 

 

 e. Coordinated for thorough decontamination (if necessary). 

 f. Reported present radiation exposure rate of personnel. 

 5. HHC resumes operational missions. 

* 6. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

 MOS W 154C 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 154C 3 

 MOS W 153D 3 

 MOS W 152H 3 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 154C 3 

MOS W 153D 3 

 MOS W 152H 3 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
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5-174

ELEMENT: COMPANY HEADQUARTERS 

TASK: CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA (01-2-0609.01-0111) 

(FM 3-4) (FM 3-3) (FM 3-5) 

(FM 3-7) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Simulated use of chemical/biological 

weapons has occurred. The HHC has received an OPORD/FRAGO to conduct a unit move and 

must cross a chemically/biologically contaminated area. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: The unit moves through the contaminated area by the route that provides the 

lowest acceptable exposure to personnel. Movement techniques minimize the spread of 

contamination. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander conducts troop-leading procedures. 

 a. Verified that there were no routes bypassing the contaminated area. 

 a. Issued a warning to platoons to prepare equipment and personnel for 

movement through a chemical/biologically contaminated area. 

 

 b. Reviewed the OPORD/FRAGO and confirmed NBC-5 report data including: 

 (1) Contamination levels of tentative ground and air routes. 

 (2) Types of chemical/biological agents reported. 

 (3) Routes that provided minimum exposure to chemical agents. 

 c. Obtained route clearance and approval, as required. 

 2. HHC prepares to conduct move. 

 a. Directed appropriate MOPP-level protection. 

 b. Transported equipment inside vehicles or covered it with available material. 

 c. Ensured that M-8 detection paper was positioned to provide early warning 

of exposure. 

 

 d. Took measures to reduce personnel exposure to dust or mud (closed 

windows and air vents). 

 

 e. Planned for the transport, by organic aircraft, of all personnel and 

equipment not essential to the ground move, if exposure was reduced by air 

transport. 

 

 f. Started continuous chemical/biological monitoring. 

 g. Completed all normal preparations for a unit move IAW unit SOP. 

 3. HHC conducts move across contaminated area. 

 a. Used movement techniques to minimize dust. 

 b. Maintained vehicle interval that minimized exposure to dust cloud. 

 c. Moved steadily without unnecessary halts or delays while in the 

contaminated area. 

 

 d. Continually monitored personnel and detection devices for signs of 

exposure. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 4. HHC clears the contaminated area. 

 a. Reported clearing to brigade. 

 b. Forwarded NBC-4 report. 

 c. Assessed casualties. 

 d. Performed immediate/operational decontamination 

 (1) Removed dust or mud from vehicles and equipment. 

 (2) Performed personal equipment decontamination (if necessary). 

 e. Coordinated for thorough decontamination (if necessary). 

 f. Reported present personnel and equipment readiness status. 

 5. HHC resumes operational missions. 

* 6. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

 MOS W 154C 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 152H 3 

 MOS W 154C 3 

 MOS W 153D 3 

011-420-1103 Identify U.S. National Policy as It relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 152H 3 

MOS W 154C 3 

 MOS W 153D 3 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0280.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-176

ELEMENT: COMPANY HEADQUARTERS 

TASK: PERFORM OPERATIONAL DECONTAMINATION (01-2-0610.01-0111) 

(FM 3-5) (FM 3-7) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Reports are being received through 

normal channels. Nuclear, biological, or chemical contamination has occurred and time constraints 

do not allow contamination to decay naturally to a minimally acceptable level. The factors of mission, 

enemy, troops, terrain and weather, time available, and civilian considerations (METT-TC) permit 

decontamination. Higher level support for decontamination is not available. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: The unit decontaminated to a negligible risk within the time specified in the 

commander's guidance. No personnel casualties or damage to equipment resulted from any part of 

the decontamination process. No contamination was spread to personnel, equipment, or to the 

environment except that which was deemed acceptable in the risk assessment. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander directs unit personnel to perform individual decontamination. 

 a. Began decontamination as soon as the situation permitted. 

 b. Ensures that contaminants were removed and controlled. 

 c. Directed MOPP gear exchange using buddy teams (if available). 

* 2. HHC commander directs decontamination of aircraft, ground vehicles, and 

equipment. 

 

 a. Supervised the washing of aircraft, vehicles, and equipment.. 

 b. Used field-expedient techniques, such as driving through a stream or using 

water from a fire hydrant, if available, and the contamination runoff was 

acceptable. 

 

 c. Ensured controls were in place to maintain separation between "dirty" and 

"clean" equipment. 

 

* 3. Chemical officer (CHEMO) updates the unit radiation status (for radiological 

contamination only). 

 

 a. Determined present degree and extent of existing hazard using the 

AN/PDR-27. 

 

 b. Read dosimeter. 

 (1) Averaged the total dose. 

 (2) Rounded off reading to nearest centigray (rad). 

 c. Reported results to the commander. 

 d. Zeroed all dosimeters, using PP-1578-A. 

 4. HHC continues the mission. 

 a. Covered, marked, and reported contaminated runoff. 

 b. Ensured that the operation exposure guidance (OEG) was not exceeded. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-177

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Monitored decontaminated personnel with the AN/PDR-27 for level of 

contamination. 

 

 d. Repeated decontamination as necessary. 

 e. Updated the unit radiation exposure status (RES), and continuously 

compared the RES with the OEG. 

 

 f. Continued to monitor NBC situation. 

 (1) Sought and received information from higher headquarters. 

 (2) Used assigned NBC equipment to monitor current situation and 

detected changes. 

 

* 5. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

 MOS W 154C 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 152H 3 

 MOS W 154C 3 

 MOS W 153D 3 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 152H 3 

MOS W 154C 3 

 MOS W 153D 3 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0101.01-0111 OCCUPY AN ASSEMBLY AREA 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-178

ELEMENT: COMPANY HEADQUARTERS

TASK: CONDUCT THOROUGH DECONTAMINATION (01-2-0611.01-0111) 

(FM 3-5) (FM 3-7) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Reports are being received through 

normal channels. Nuclear, biological, or chemical contamination has occurred and time constraints 

do not allow contamination to decay naturally to a minimally acceptable level. The factors of mission, 

enemy, troops, terrain and weather, time available, and civilian considerations (METT-TC) permit 

withdrawal of the unit to the decontamination site. Some iterations of this task should be performed 

in MOPP4. 

TASK STANDARDS: The unit decontaminated to a negligible risk within the time specified in the 

commander's guidance. No personnel casualties or damage to equipment resulted from any part of 

the decontamination process. No contamination was spread to personnel, equipment, or to the 

environment except that which was deemed as acceptable in the risk assessment. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander coordinates thorough equipment decontamination through 

brigade chemical officer (CHEMO). 

 

 a. Sent an advance party to rendezvous with decontamination elements at the 

site. 

 

 b. Assisted with site setup. 

 c. Controlled traffic, and provided security at the site. 

 d. Provided labor detail for processing and for cleanup. 

 2. HHC personnel complete personal wipe down and operator spray down before 

leaving area of operations. 

 

 3. HHC arrives at the predecontamination staging area and completes preliminary 

actions. 

 

 a. Prioritized vehicles and equipment for decontamination based on 

commander's guidance or unit SOP. 

 

 b. Prepared vehicles and equipment. 

 (1) Closed up items to be decontaminated. 

 (2) Removed items that could not be decontaminated using DS2. 

 (3) Secured or removed loose items. 

 c. Dismounted vehicles (exempt for drivers). 

 d. Moved to the decontamination site. 

 4. HHC processes through the site. 

 a. Received instructions from the chemical unit. 

 b. Provided traffic control and site security. 

 c. Moved decontaminated vehicles and equipment to the reconstitution area. 

 5. HHC clears the site. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-179

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Assisted the chemical unit with site clearance. 

 b. Provided necessary labor to the chemical unit. 

 6. HHC reorganizes and resumes operations. 

 a. Coordinated with brigade for necessary support and supplies. 

 b. Received new or amended orders, or confirmation of original orders. 

 c. Continued the mission. 

* 7. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

 MOS W 154C 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 152H 3 

 MOS W 154C 3 

 MOS W 153D 3 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 152H 3 

MOS W 154C 3 

 MOS W 153D 3 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0101.01-0111 OCCUPY AN ASSEMBLY AREA 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-180

ELEMENT: COMPANY HEADQUARTERS 

TASK: IMPLEMENT FRATRICIDE PREVENTION MEASURES (01-2-2035.01-0111) 

(FM 1-111) (FM 100-14) (FM 3-0) 

(FM 34-130) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment and 

the staff has issued an OPORD/FRAGO. The main CP is operational and the staff sections are 

functioning. Reports are being received through normal channels. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: No casualties or equipment damage was due to inadequate fratricide 

prevention planning. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander conducts fratricide risk assessment by completing the fratricide 

risk assessment matrix, and assigning and overall rating of low risk, caution, or 

high risk. 

 

 a. Assessed situational awareness. 

 (1) Evaluated fire and maneuver control by assessing density of forces 

versus clarity of the situation. 

 

 (2) Evaluated the fire distribution plan by comparing available rehearsal 

time verses collective proficiency, and navigation difficulty. 

 

 (3) Evaluated potential navigation problems by assessing reconnaissance 

and intelligence versus visibility and navigation difficulty. 

 

 (4) Evaluated fire control and battle tracking by comparing clearance of 

fires versus common and crosstalk. 

 

 (5) Evaluated battlefield hazards by comparing use of dud-producing 

munitions versus knowledge of existing hazards. 

 

 b. Assessed combat identification measures to include friendly recognition and 

marking system. 

 

 c. Assessed fire control discipline. 

 (1) Evaluated command and control measures. 

 (2) Reviewed the rules of engagement (ROE). 

 d. Assessed personnel and leadership preparedness. 

 (1) Evaluated mission related experience and competence. 

 (2) Considered soldier and leader fatigue and stress factors. 

* 2. HHC commander, based on risk level assessment of low, caution, or high, takes 

appropriate measures to reduce the risk of fratricide. 

 

 a. Enforced the fire and maneuver plan. 

 (1) Low—Conducted back-briefs, supervised combat preparation, 

inspected preventative maintenance checks, services and combat 

checks. 

 

 (2) Caution—Used a limited visibility rehearsal, clarified the intent of 

operations, and cross-trained soldiers/crews on critical tasks. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-181

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (3) High—Rehearsed adjacent and converging task forces. Used liaison 

personnel, if available, to confirm ground unit maneuver plan and 

locations. 

 

 b. Enforced the fire distribution plan. 

 (1) Low—Ensured that all ground AA missions, passage in and out of 

areas, and fire controls were briefed and/or rehearsed. 

 

 (2) Caution—Ensured that ground and flight weapons status were 

appropriate. Modified task organization and implemented a limited 

visibility plan. 

 

 (3) High—Modified plans, simplified coordination between air and ground 

forces. 

 

 c. Rehearsed land navigation. 

 (1) Low—Conducted map reconnaissance, covered the impact of terrain, 

weather, and enemy. 

 

 (2) Caution—Used redundant navigation aids, ground guides, night vision 

aids; marked enemy and friendly positions. 

 

 (3) High—Assigned navigation responsibilities to multiple crews 

(redundancy); conducted route reconnaissance whenever possible. 

 

 d. Emphasized fire control and battle tracking. 

 (1) Low—Coordinated positive clearance of fires; made communications 

checks; and back-briefed fire support. 

 

 (2) Caution—Coordinated positive clearance of fires; used SOP, guides, 

beacons, and vectoring when available. 

 

 (3) High—Coordinated positive clearance of fires; established liaison with 

the ground unit. 

 

 e. Combatted battlefield hazards. 

 (1) Low—instilled safety discipline; ensured that all known hazards were 

identified and disseminated. 

 

 (2) Caution—Considered all contingency plans, actions at hazards, and 

equipment limitations. 

 

 (3) High—Established intermediate objectives or control points; 

considered special logistics and/or maintenance actions; coordinated a 

detailed deception plan. 

 

 f. Briefed combat identification. 

 (1) Low—Rehearsed combat vehicle identification skills. 

 (2) Caution—Used and recognized identification friend/foe (IFF) and 

expedient measures for exposed elements. 

 

 (3) High—Used and recognized clear, Infrared friendly markings; used 

multiple recognition signals. 

 

 g. Rehearsed the fire control discipline. 

 (1) Low—Reviewed the rules of engagement (ROE) and enforced the 

challenge or password discipline. 

 

 (2) Caution—Simplified the plan; modified the ROE. 

 (3) High—Rotated high-stress positions; augmented door gunners. 

 h. Confirmed soldiers' and leaders' preparedness. 

 (1) Low—Followed full troop-leading process; established sleep plan/crew 

rest criteria in accordance with unit SOP. 

 

 (2) Caution—Emphasized the troop-leading process; refreshed missionspecific skills; controlled the pace in execution.  

 (3) High—Prioritized tasks, prioritized rehearsals; gave FRAGO only for 

an emergency; avoided requirements that exceeded training level. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-182

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 3. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 152H 3 

MOS W 153D 3 

011-420-0025 Integrate Aircraft Survivability Equipment 

(ASE) in Mission Planning 

MOS W 154C 3 

MOS W 153D 3 

 MOS W 152H 3 

011-420-0035 Employ the Army's Concept of Reducing 

Fratricide 

MOS W 153D 3 

MOS W 152H 3 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0025 Defeat Enemy Threat Using Aircraft 

Survivability Equipment (ASE) 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-1-1303.01-00CS CONTROL TACTICAL OPERATIONS 

01-1-1303.01-0NRC PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS 

01-2-2047.01-0111 CONDUCT TROOP-LEADING PROCEDURES 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-183

ELEMENT: COMPANY HEADQUARTERS 

TASK: EMPLOY PASSIVE AIR DEFENSE MEASURES (01-2-2051.01-0111) 

(FM 44-8) (FM 1-101) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and reports are being received through normal channels. Reports indicate 

that OPFOR fixed-wing and helicopter forces have achieved air parity and are operating in the unit's 

area. Company/troop personnel have detected unknown or hostile aircraft. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: The HHC successfully avoided detection or attack by hostile aircraft. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC elements (stationary) take passive air defense measures against 

nonattacking hostile aircraft. 

 

 a. Concealed and camouflaged aircraft, personnel, and equipment. 

 b. Dispersed the unit to the maximum extent possible. 

 c. Posted air guards to search assigned sectors. 

 d. Gave the air attack alarm as specified in the standing operating procedures 

(SOP). 

 

 e. Occupied defensive positions. 

 f. Reported the presence of hostile aircraft in the area to the 

battalion/squadron CP. 

 

 f. Visually identified the hostile aircraft. 

 g. Continued to track the hostile aircraft. 

 2. HHC elements (moving) take passive air defense measures against 

nonattacking hostile aircraft. 

 

 a. Alerted personnel to potential air threat. 

 b. Posted air guards IAW the SOP. 

 c. Gave air attack alarm as specified in the SOP. 

 d. Moved vehicles to covered, concealed positions; increased dispersion. All 

personnel prepared to engage aircraft as directed. 

 

 e. Dismounted personnel and prepared to engage aircraft. 

 f. Visually identified the hostile aircraft. 

 g. Reported any aircraft action to the battalion/squadron tactical CP. 

 h. Continued to track the hostile aircraft. 

 i. Rallied the convoy after departure of the hostile aircraft and continued the 

unit move. 

 

* 4. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-184

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0005 Apply the Fundamentals of Air Defense MOS W 153D 3 

 MOS W 152H 3 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 153D 3 

MOS W 152H 3 

011-420-0035 Employ the Army's Concept of Reducing 

Fratricide 

MOS W 153D 3 

MOS W 154C 3 

 MOS W 152H 3 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0102.01-0111 SECURE AND DEFEND UNIT POSITION 

01-2-0203.01-0111 CAMOUFLAGE VEHICLES AND EQUIPMENT 

01-2-2047.01-0111 CONDUCT TROOP-LEADING PROCEDURES 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-185

ELEMENT: COMPANY HEADQUARTERS 

TASK: EMPLOY ACTIVE AIR DEFENSE MEASURES (01-2-2052.01-0111) 

(FM 44-8) (FM 1-101) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and reports are being received through normal channels. Reports indicate 

that OPFOR fixed wing and helicopter forces have achieved air parity and are operating in the unit's 

area. Friendly air defense artillery (ADA) units are operating in the area. Passive air defense 

measures have failed and the unit has been detected by OPFOR aviation forces. Some iterations of 

this task should be performed in MOPP4. 

TASK STANDARDS: The HHC reacted immediately to an enemy air attack. Defensive actions 

resulted in the disruption of the enemy attack. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC (stationary) takes active air defense measures. 

 a. Gave the air attack alarm IAW unit standing operating procedures (SOP). 

 b. Occupied defensive positions. 

 c. Searched assigned sectors for hostile aircraft. 

 d. Detected the enemy aircraft and immediately alerted the unit. 

 e. Identified the detected aircraft. 

 f. Initiated the aircraft scatter plan IAW the unit SOP. 

 g. Reported the aircraft to brigade headquarters. 

NOTE: When making the decision to fire at nonattacking hostile aircraft with small 

arms, the assigned mission and tactical situation must be considered. Units have the 

right to self-defense, if attacked; however, to prevent fratricide, positive identification 

is critical. 

 

 h. On order of HHC commander, unit to engaged the aircraft with all available 

small arms. 

 

 (1) Established the aiming point using the "football field" method. 

 (2) Used the "volume of fire" technique to mass small arms fire. 

 (3) Coordinated fires with supporting ADA units, if applicable. 

 (4) Engaged aircraft IAW the rules of engagement and weapon control 

status. 

 

 i. Reloaded weapons following engagement of the aircraft. 

 j. Assessed damage and casualties. 

 k. Submitted a situation report (SITREP) to the brigade CP. 

 l. Evaluated the situation and moved the unit position as directed by 

headquarters. 

 

 2. HHC (moving) takes active air defense measures. 

 a. Gave the air attack alarm IAW the unit SOP. 

 b. Dispersed vehicles laterally and in depth; vehicle operators continued to 

move. 

 

 c. Moved vehicles to covered, concealed positions, if possible. 

 d. Dismounted personnel and prepared to engage the hostile aircraft. 
ARTEP 1-111-MTP _________________________________________________________________________

5-186

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 e. Identified the hostile aircraft. 

 f. Engaged the aircraft with all available small arms . 

 (1) Established the aiming point using the "football field" method. 

 (2) Used the "volume of fire" technique to mass small arms fire. 

 (3) Coordinated fires with supporting ADA, if applicable. 

 (4) Engaged aircraft IAW the rules of engagement and weapon control 

status. 

 

 g. Reloaded weapons following engagement of aircraft. 

 h. Submitted a SITREP to the brigade CP. 

 i. Assessed damage and casualties. 

 j. Reformed the convoy and continued to move when the "all clear" signal 

was given. 

 

* 4. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures, (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0005 Apply the Fundamentals of Air Defense MOS W 153D 3 

 MOS W 152H 3 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 153D 3 

MOS W 152H 3 

011-420-0035 Employ the Army's Concept of Reducing 

Fratricide 

MOS W 153D 3 

MOS W 152H 3 

011-510-0005 Employ Air Defense 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0102.01-0111 SECURE AND DEFEND UNIT POSITION 

01-2-0203.01-0111 CAMOUFLAGE VEHICLES AND EQUIPMENT 

01-2-2047.01-0111 CONDUCT TROOP-LEADING PROCEDURES 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-187

ELEMENT: COMPANY HEADQUARTERS 

TASK: CONDUCT MISSION-ORIENTED PROTECTIVE POSTURE (MOPP) GEAR EXCHANGE 

(01-2-2160.01-0111) 

(FM 3-5) (FM 3-7) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Simulated use of tactical nuclear, 

chemical or biological weapons has occurred. Protective clothing is unserviceable as a result of 

contamination. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: All MOPP gear is exchanged without further casualties or contamination of 

equipment. Operations are not degraded as a result of poor or inadequate MOPP gear exchange. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC prepares to exchange MOPP gear. 

 a. Selected a site large enough to accommodate entire unit. 

 b. Supply personnel unloaded replacement overgarments and 

decontaminating kits. 

 

 c. Personnel decontaminated individual fighting equipment. 

 (1) Decontaminated weapon, helmet, load-bearing equipment, and mask 

carrier. 

 

 (2) Placed items on uncontaminated surface. 

 2. HHC exchanges MOPP gear. 

 a. Issued new MOPP gear to each individual. 

 b. Paired off into buddy teams. 

 c. Paired up in a circle. (The exchange is controlled from the center of the 

circle.) 

 

 d. Unfastened shoulder straps of hood. 

 e. Prepared hood and mask for decontamination. (Each individual prepares 

the hood and mask of his buddy.) 

 

 f. Loosened drawcord on hood and mask. 

 g. Decontaminated hood and exposed parts of buddy's mask (to include 

canister and hose on M24/M25A1 masks. 

 

 h. Untied trouser leg drawcords, unzipped trouser legs, and rolled cuffs. 

 (1) Started with the mask eye lens outserts using decon-2 wipe followed 

by decon-1 wipe. 

 

 (2) Wiped from top of hood down. 

NOTE: For radiological decontamination, use hot soapy water and clean rinse water. 

 i. Partner number one removed overgarment, turns jacket inside out, and 

places it on the ground with the inside surface facing up. (Jacket will be 

used to stand on after removal of chemical overboots.) 

 

 j. Unfastened or cut laces/fasteners of overboots. 

 k. Partner number one removed overboots and steps onto uncontaminated 

surface. 

 

 l. Partner number one donned new overgarments. 
ARTEP 1-111-MTP _________________________________________________________________________

5-188

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (1) Partner number two opened package. 

 (2) Partner number one removed protective overgarment without touching 

outside of the package. 

 

 (3) This procedure was repeated for all new issue items. 

 (4) Put on new overgarments and boots. 

 (5) Secured hood and mask. 

 (6) Secured equipment. 

 m. Partner number two repeated steps c through g with assistance from 

partner number one. 

 

 3. Buddy teams decontaminate the hood and mask. 

 a. Buddy 1 decontaminated buddy 2's hood and exposed parts of mask 

(decontamination wipes for chemical and biological; hot soapy water for 

radiological). 

 

 b. Buddy 1 decontaminated own gloves. 

 c. Buddy 1 removed buddy 2's hood. 

 d. Buddy 1 continued decontamination of buddy 2's mask. 

 4. Buddy teams remove overgarments and overboots. 

 a. Buddy 1 unfastened buddy 2's trouser snaps while covered by jacket. 

 b. Buddy 1 untied buddy 2's jacket drawstring. 

 c. Buddy 1 unfastened buddy 2's velcro at the wrists and front of jacket; 

unzipped jacket. 

 

 d. Buddy 1 pulled jacket down and away from buddy 2. 

 e. Buddy 1 laid jacket on the ground, black (uncontaminated) side up. 

 f. Buddy 1 unfastened and unzipped buddy 2's trousers. 

 g. Buddy 1 pulled buddy 2's trousers down to knees. 

 h. Buddy 2 stepped out of trousers and overboots, and onto the black side of 

jacket. 

 

 5. Buddy 2 removes gloves. 

 a. Slid hands partially out of each glove. 

 b. Held hands away from body and let gloves fall to the ground. 

 6. Buddy teams don new overgarments, overboots, and gloves. 

 a. Buddy 1 opened buddy 2's packages without touching contents. 

 b. Buddy 2 removed garment without touching the outside of the package. 

 c. Buddy 2 donned clean overgarments, overboots, and gloves. 

 7. Buddy teams replace hood. 

 a. Buddy 1 decontaminated own gloves. 

 b. Buddy 1 replaced and secured buddy 2's hood. 

 8. Soldiers reverse roles and repeat steps. 

* 9. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step of troop-leading procedures (see app C). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-189

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 152H 3 

 MOS W 153D 3 

 MOS W 154C 3 

 

011-510-0503 Perform Company-Level Command Post 

Operations 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0280.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

01-2-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

01-2-0610.01-0111 PERFORM OPERATIONAL DECONTAMINATION 

01-2-0611.01-0111 CONDUCT THOROUGH DECONTAMINATION 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-190

ELEMENT: S3 SECTION 

TASK: INTEGRATE AIRCRAFT SURVIVABILITY MEASURES (01-6-0016.01-0111) 

(FM 101-5) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is functional and reports are being received through normal channels. The staff has 

received an OPORD/FRAGO to conduct combat and combat support operations. Enemy forces have 

medium-to-high intensity air defense artillery (ADA) and electronic warfare (EW) capability within the 

area of operations. Aircraft survivability equipment (ASE) is on hand and operational. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Unit aircraft were not engaged by enemy ADA or EW assets as a result of 

improper planning or procedural control measures. Unit aircraft were not engaged by friendly ADA 

assets as a result of improper fratricide prevention measures. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Tactical operations officer (TOO) integrates EW considerations into tactical 

planning. 

 

 a. Developed the EW annex to the OPORD in conjunction with the S2. 

 (1) Estimated enemy EW capabilities, limitations, vulnerabilities, and 

ability to interfere with friendly operations; detected friendly ASE and 

communications; interrogated friendly equipment; and conducted 

electronic attack against friendly forces. 

 

 (2) Identified available friendly EW systems. 

 (3) Provided guidance on appropriate polices, doctrine, tactics, 

techniques, and procedures. 

 

 (4) Verified threat parameters and optimum ASE settings. 

 b. Developed the tactical plan to avoid detection of friendly aircraft by enemy 

ADA. 

 

 c. Selected optimum flight routes using good terrain analysis with emphasis 

on primary flight routes, alternate flight routes, hazards, and control points 

for a complete mission. 

 

* 2. TOO, in conjunction with the S2 and S3, conducts an EW risk assessment. 

 a. Analyzed enemy advantages and disadvantages in EW. 

 b. Assessed threat system operating procedures and capabilities, assessed 

threat tactics, identified operating frequencies of radar threats, identified 

infrared, radio frequency, and threats, and countermeasures. 

 

* 3. TOO identifies and controls hazards IAW risk management procedures. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-191

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0005 Apply the Fundamentals of Air Defense MOS W 153D 3 

 MOS W 152H 3 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 153D 3 

MOS W 152H 3 

011-420-0025 Integrate Aircraft Survivability Equipment 

(ASE) in Mission Planning 

MOS W 153D 3 

MOS W 152H 3 

011-510-0002 Employ IEW 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0005 Employ Air Defense 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0025 Defeat Enemy Threat Using Aircraft 

Survivability Equipment (ASE) 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0010.01-0111 SYNCHRONIZE DEEP, CLOSE, SECURITY, RESERVE, AND REAR 

OPERATIONS 

01-6-0014.01-0111 COORDINATE TACTICAL AIR SUPPORT WITH AVIATION FORCES 

01-6-0015.01-0111 ADVISE THE COMMANDER AND STAFF ON THE CAPABILITIES, 

LIMITATIONS, AND EMPLOYMENT OF TACTICAL AIR SUPPORT 

01-6-0087.01-0111 EXECUTE CONTINGENCY PLANS 

01-6-0412 CONDUCT TARGETING PROCESS 

01-6-7105.01-0111 PERFORM PASSAGE OF LINES 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-192

ELEMENT: S3 SECTION 

TASK: EMPLOY OPERATIONS SECURITY (OPSEC) MEASURES (01-6-0020.01-0111) 

 (AR 380-5) (FM 3-0) (FM 1-111) 

(FM 24-1) (FM 34-1) 

(FM 34-60) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has been issued the division/corps OPORD/OPLAN. The main CP is operational and the 

staff sections are functioning. Electronic combat activity is present. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: The OPFOR was prevented from identifying the brigade's plan of operations 

and conduct of the battle. Unnecessary loss of forces caused by ineffective operations security 

(OPSEC) procedures was avoided. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 implements OPSEC measures. 

 a. Reviewed the S2 physical security plan. 

 b. Formulated information security measures. 

 c. Formulated signal security measures. 

 d. Determined counter and counter-countersurveillance measures. 

 e. Determined automated systems security. 

 2. S3 section implements information security measures. 

 a. Controlled the distribution of all written OPORDs and annexes. 

 b. Accounted for all signal operation instructions (SOI). 

 c. Controlled all operational information on a need-to-know basis. 

 d. Maintained all classified information and material in an authorized security 

container. 

 

 e. Maintained emergency destruction instructions IAW applicable regulations 

and the unit SOP. 

 

 3. S3 section implements signal security (SIGSEC) measures. 

 a. Transmitted mission essential information by secure radio only. 

 b. Used authentication and encryption codes specified in the SOI. 

 c. Limited message transmissions to no more than 20 seconds. 

 d. Reported all SIGSEC discrepancies/violations to next higher headquarters. 

 4. S3 section implements electronic protection measures. 

 a. Tuned equipment to assigned frequencies specified in the current SOI. 

 b. Observed radio silence periods, as directed. 

 c. Employed anti-jamming procedures. 

 d. Forwarded reports of electromagnetic interference to communications 

personnel within 10 minutes of the incident. 

 

 5. S3 section directs employment of countersurveillance measures. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-193

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Ensured the employment of litter prevention measures that kept areas free 

of trash, litter, or personal items. 

 

 b. Ensured the employment of measures that prevented the creation of 

footpaths and vehicle tracks between elements. 

 

 c. Ensured that radios were operated with volumes and squelches on lowest 

possible settings. 

 

 d. Camouflaged vehicles, equipment, and tents. 

 e. Buried cables and wires, as appropriate. 

 f. Employed noise and light discipline. 

 6. S3 section implements automated systems security. 

 a. Positioned computers within an enclosure that provided controlled access. 

 b. Secured all electrical facilities that supported the system. 

 c. Restricted access to the computer by use of classified passwords. 

 d. Controlled all log-ons and file access by the use of unique operator 

passwords. 

 

 e. Changed passwords IAW the unit SOP schedule or, more frequently, as 

necessitated by the situation. 

 

 f. Destroyed all outdated printouts of reports and lists. 

* 7. S3 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0002 Employ IEW 

011-510-0005 Employ Air Defense 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-194

ELEMENT: S3 SECTION 

TASK: PREPARE FOR A CHEMICAL/BIOLOGICAL AGENT ATTACK (01-6-0036.01-0111) 

(FM 3-100) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: Chemical warfare has been initiated, or intelligence indicates its use is imminent. 

The main CP is operational and the staff sections are functioning. Higher headquarters directs 

implementation of actions to minimize casualties and damage. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: The unit or section assumed MOPP 4 within 10 minutes using the buddy 

system and completed the mission according to the OPORD. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 issues a warning order to staff sections and subordinates. 

 a. Units began defensive preparation for a chemical/biological attack. 

 b. Leaders directed actions to maximize protection consistent with the 

mission. 

 

 2. Unit takes additional action consistent with the tactical situation and SOP. 

 a. Increased, decreased, or modified MOPP, as appropriate. 

 b. Hardened individual and unit positions. 

 c. Used existing natural and manmade terrain features as expedient shelters. 

 d. Downloaded Aviation Mission Planning System (AMPS) data into aircraft 

and implemented aircraft scatter plan. 

 

 3. Unit leaders instruct personnel to continue to prepare. 

 a. Kept clothes loosely fitted. 

 b. Performed field sanitation and personal hygiene. 

 c. Emplaced detection equipment properly. 

 4. Unit personnel take immediate actions. 

 a. Donned mask with hood. 

 b. Cleared and checked mask, did not fasten hood, and went immediately to 

the next step. 

 

 c. Gave the alarm. 

 d. Put on gloves with liners. 

 e. Zipped and fastened overgarment jacket. 

 f. Secured the hood, and then secured the overgarment. 

 g. Put on overboots. 

 h. Reported the presence of any chemical markers IAW SOP. 

 5. Unit leaders ensure that soldiers do not contaminate the interiors of shelters. 

 a. Ensured entry into and exit from shelters only when mission-essential. 

 b. Ensured entry into and exit from shelters conformed to procedures outlined 

in the unit SOP. 

 

 c. Monitored interior air with M256 detector kits. 

 d. Implemented MOPP 3 or MOPP 4 if persistent agents were used. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-195

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 e. Ensured that contaminated items were not stored inside the collective 

protection shelter. 

 

 6. Unit personnel decontaminate skin, if required. 

 a. Donned mask as appropriate. 

 b. Removed one Decon-1 wipe packet. 

 c. Folded the Decon-1 wipe packet at the solid line marked "bend," and then 

unfolded it. 

 

 d. Tore the packet open at the notch, removed the wipe, and fully opened the 

wipe. 

 

 e. Wiped skin for 1 minute. 

 f. Dropped the Decon-1 wipe to the ground. 

 g. Crushed the enclosed glass ampules in the Decon-2 wipe packet. 

 h. Folded the packet on the solid line marked "crush and bend," and then 

unfolded it. 

 

 i. Tore the packet open at the notch, and removed the wipe. 

 j. Opened the wipe fully. Let the encased crushed glass ampules fall to the 

ground. 

 

 k. Wiped skin with the Decon-2 wipe for 2 to 5 minutes. 

 7. Unit leaders reorganize their sections. 

 a. Reestablished the chain-of-command and communications. 

 b. Received and consolidated unit/section status reports, and forwarded 

information for transmission to headquarters. 

 

 c. Identified, treated, and prepared casualties for evacuation. 

 d. Decontaminated killed-in-action (KIA) and other casualties before medical 

evacuation. 

 

 e. Wrapped, marked, and evacuated KIA to the designated collection point. 

 f. Resumed mission operations. 

* 8. Chemical Officer provides NBC reports. 

 a. Transmitted the initial NBC-1 report (chemical). 

 b. Identified the type of agent. 

 c. Transmitted a subsequent NBC-1 report (chemical) within 20 minutes after 

the attack. 

 

* 9. Unit leader initiates unmasking procedures with the aid of a chemical agent 

detector kit. 

 

 a. If the chemical agent detector kit indicated negative results, selected two or 

three individuals for the start of unmasking procedures. 

 

 b. Moved the selected individuals into a shady area to prevent false diagnosis. 

 c. Told the selected individuals to unmask for 5 minutes and then to reseal 

and clear their masks. 

 

 d. Observed the individuals for 10 minutes. 

 e. If the individuals did not show any symptoms after 10 minutes, gave the "all 

clear" signal. 

 

* 10. Unit leader initiates unmasking procedures without the use of a chemical agent 

detector kit. 

 

 a. Selected two or three individuals and moved them to a shady area, if 

available. 

 

 b. Instructed the selected individuals to— 

 (1) take a deep breath and hold it. 

 (2) break the seal of their masks. 

 (3) keep eyes wide open for 15 seconds. 

 c. Instructed the individuals to reseal and clear their masks. 
ARTEP 1-111-MTP _________________________________________________________________________

5-196

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 d. Observed the individuals for 10 minutes. 

 e. If the individuals showed no symptoms after 10 minutes, instructed them 

to— 

 

 (1) break the seals of masks. 

 (2) take two or three deep breaths. 

 (3) reseal and clear masks. 

 f. Observed the individuals for 10 additional minutes. 

 g. Instructed the individuals to unmask again for 5 minutes and reseal and 

clear their masks; then observed them for 10 minutes. 

 

 h. If the individuals showed no symptoms within 10 minutes, asked permission 

from higher headquarters to unmask all personnel and give the "all clear" 

signal. 

 

 i. Received permission from higher headquarters to unmask and gave 

permission for the remainder of the group to unmask. 

 

* 11. Commander adjusts the MOPP level, as required. 

 a. Ensured that individuals wore the appropriate clothing. 

 b. Ensured that individuals took the appropriate steps to reduce stress and 

fatigue. 

 

* 12. Unit leaders replenish chemical defense equipment and supplies. 

 a. Forwarded requests for replacement supplies. 

 b. Ensure that replacement supplies are distributed. 

* 13. Unit section leader selects ground and air routes. 

 a. Accessed NBC-5 (chemical) report or reconnaissance reports to select 

ground and/or air routes. 

 

 b. Selected routes that minimize exposure consistent with the mission. 

 c. Obtained route clearance from headquarters. 

 14. Unit prepares to cross the area. 

 a. If contamination-free air routes exist, transported, via organic aircraft, all 

nonessential personnel and equipment. 

 

 b. Ensured that all aircrews, vehicle operators, and leaders know the route or 

have strip maps. 

 

 c. Placed externally stored material inside vehicles, or covers it with available 

material. 

 

 d. Positioned M8 detector paper to provide early warning. 

 15. Unit crosses the area. 

 a. Avoided low ground, overhanging branches, and brush to the extent 

allowed by the tactical situation. 

 

 b. Crossed the area as quickly and as carefully as possible. 

 c. Avoided stirring up dust. 

 d. Conducted "buttoned up" movement to the greatest extent each ground 

vehicle and aircraft can provide. 

 

 e. Conducted dismounted movement as quickly as possible. 

 16. Unit exits the contaminated area. 

 a. Checked for casualties. 

 b. Performed hasty decontamination. 

 c. Performed deliberate decontamination if mission, enemy, terrain, troops, 

time, and civilian considerations allowed and resources were available; 

performed this decontamination as soon as possible. 

 

 d. Continued the mission. 

* 17. Commander directs unit personnel to perform individual decontamination. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-197

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Began decontamination as soon as the situation permitted. 

 b. Ensured that contaminants were removed and controlled. 

 c. Directed MOPP gear exchange using buddy teams (if available). 

* 18. Commander directs decontamination of aircraft, ground vehicles, and equipment. 

 a. Crews washed aircraft and ground vehicles with hot, soapy water for 2 to 3 

minutes. 

 

NOTE: Field-expedient techniques, such as driving through a stream or using water 

from a fire hydrant, may be used if contamination runoff is acceptable. 

 

 b. Crews maintained separation between "dirty" and "clean" equipment. 

* 19. Commander updates the unit radiation status (for radiological contamination 

only). 

 

 a. Determined present degree and extent of the existing hazard using the 

AN/PDR27radiacmeter. In the absence of further guidance, negligible risk 

is 0.33 MR (cGy) per hour. 

 

 b. Read dosimeter, averaged the total dose, and rounded off to the nearest 

cGy (rad). 

 

 c. Transmitted dosimeter readings to higher headquarters. 

 d. Zeroized all dosimeters, using PP-1578-A. 

 20. Unit continues the mission. 

 a. Covered, marked, and reported contaminated runoff. 

 b. Ensured that the operation exposure guidance (OEG) is not exceeded. 

 c. Monitored decontaminated personnel with the AN/PDR27 radiacmeter for 

level of contamination; decontaminated them again, if required. 

 

 d. Updated the unit radiation exposure status (RES), and continuously 

compared the RES with the OEG. 

 

 e. Continued to monitor the NBC situation. 

 21. Unit leaders direct individual decontamination through the unit tactical operations 

center (TOC). 

 

 a. Coordinated with the TOC and decontamination elements. 

 b. Sent an advance party to rendezvous with decontamination elements at the 

site. 

 

 c. Provided personnel to assist with site setup, to control traffic, and to provide 

security at the site. 

 

 d. Provided most of the labor for processing and cleaning up afterwards. 

 22. Unit completes basic skills decontamination before leaving the area of 

operations. 

 

 a. Conducted personal wipe down. 

 b. Conducted operator spray down. 

 23. Unit arrives at the decontamination staging area and completes necessary 

actions. 

 

 a. Prioritized aircraft and ground vehicles based on the commander's 

guidance and unit SOP. 

 

 b. Prepared aircraft and ground vehicles (buttons up; removes items that 

cannot be decontaminated using DS2). 

 

 c. Crews, except drivers, dismounted ground vehicles. 

 d. Moved to the equipment decontamination site. 

 24. Unit processes through the decontamination site. 

 a. Chemical unit directed and supervised the decontamination operation. 

 b. Brigade provided traffic control and site security. 
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5-198

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Brigade moved decontaminated aircraft and ground vehicles to the 

reconstitution area. 

 

 25. Unit clears the site. 

 a. Chemical unit directed and supervised site clearance. 

 b. Brigade provided necessary labor. 

 26. Unit reorganizes and resumes operations. 

 a. Coordinated for necessary support and supplies. 

 b. Continued the mission. 

* 27. S3 identifies and control hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 153D 3 

 MOS W 152H 3 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 153D 3 

MOS W 152H 3 

011-510-1100 Determine Aircraft Decontamination Levels 

and Procedures 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0037.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

01-6-0040.01-0111 EVALUATE NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) 

CONTAMINATION INFORMATION 

01-6-0044.01-0111 PROCESS NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) REPORTS 

01-6-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-199

ELEMENT: S3 SECTION 

TASK: PREPARE FOR A NUCLEAR ATTACK (01-6-0038.01-0111) 

(FM 1-111) (FM 3-4) 

(FM 3-5) (FM 3-7) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Simulated use of OPFOR nuclear 

weapons is possible. Nuclear, biological, and chemical (NBC) alert status has been issued IAW the 

unit SOP. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Actions taken by the unit limited the effects of the nuclear attack. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3/CHEMO direct unit to take action to protect itself against nuclear attack. 

 a. Prepared protective shelters for personnel with overhead cover. 

 b. Placed all equipment and supplies under cover. 

 c. Secured or tied down all loose equipment. 

 d. Briefed soldiers and reviewed the unit SOP. 

 e. Assumed the designated MOPP level. 

* 2. CHEMO adjusts MOPP level based upon MOPP analysis/guidance. 

 a. Implemented MOPP-level directives. 

 b. Analyzed unit status and mission. 

 c. Transmitted status and/or requests to higher headquarters. 

* 3. CHEMO performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 153D 3 

 MOS W 152H 3 
ARTEP 1-111-MTP _________________________________________________________________________

5-200

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 153D 3 

MOS W 152H 3 

011-510-1100 Determine Aircraft Decontamination Levels 

and Procedures 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0037.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

01-6-0040.01-0111 EVALUATE NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) 

CONTAMINATION INFORMATION 

01-6-0044.01-0111 PROCESS NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) REPORTS 

01-6-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-201

ELEMENT: S3 SECTION 

TASK: EVALUATE NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) CONTAMINATION 

INFORMATION (01-6-0040.01-0111) 

(FM 3-3) (FM 101-5) (FM 1-111) 

(FM 3-100) (FM 3-7) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO and the commander's guidance. A nuclear, biological, and chemical (NBC) attack 

has occurred; the residual radiation or chemical/biological contamination may affect unit operations. 

NBC-1 and NBC-2 reports have been received. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: The NBC section assessed the effects of residual nuclear or chemical 

contamination on current and future operations and made appropriate recommendations to the 

commander and staff to minimize those effects. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. CHEMO consolidates NBC-1 reports and transmits an NBC-2 report to 

headquarters. 

 

* 2. CHEMO receives an NBC-3 report or report on agent analysis from 

headquarters. 

 

 a. Evaluated the NBC-3 report. 

 (1) Prepared a hazard prediction template. 

 (2) Transmitted template to subordinate and attached units. 

 b. Initiated reconnaissance, monitoring, and/or survey operations, as required. 

* 3. CHEMO evaluates reconnaissance, monitoring, and/or survey team NBC-4 

reports. 

 

 a. Identified the limits and extent of contaminated area. 

 b. Monitored the natural decay of agent. 

 c. Prepared and transmitted an NBC-5 report to subordinate, attached, and 

supporting units. 

 

* 4. CHEMO advises the commander and staff. 

 a. Informed the commander on— 

 (1) Length of time units could remain in contaminated areas. 

 (2) MOPP levels for unaffected units. 

 (3) Decontamination requirements of units. 

 (4) Effects of contamination on current and future operations. 

 (5) Guide on operational exposure. 

 (6) Radiation exposure state. 

 b. Advised the S2 on locations and levels of contamination. 

 c. Advised the S3 on— 

 (1) Impact of NBC contamination on tactical operations. 

 (2) Use and construction of NBC collective protection shelters. 
ARTEP 1-111-MTP _________________________________________________________________________

5-202

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (3) Routes for crossing or bypassing contamination. 

 (4) Total dose for crossing a contaminated area. 

 (5) Measures to reduce total dose. 

 (6) Estimated total dose and created the dose at particular points and 

times. 

 

 d. Advised the S4 on— 

 (1) Decontamination requirements of units. 

 (2) Resupply of NBC defense equipment. 

 (3) Contamination of supply routes and available clean routes. 

 (4) Impact of NBC contamination on logistic operations. 

 e. Advised the S5 on the effects of NBC weapons on the civilian population 

and property. 

 

* 5. CHEMO identifies and control hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 153D 3 

 MOS W 152H 3 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 153D 3 

MOS W 152H 3 

011-510-1100 Determine Aircraft Decontamination Levels 

and Procedures 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0037.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

01-6-0044.01-0111 PROCESS NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) REPORTS 

01-6-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-203

ELEMENT: S3 SECTION 

TASK: PROCESS NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) REPORTS (01-6-0044.01-

0111) 

(FM 3-3) (FM 1-111) (FM 24-32) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO and the commander's guidance. The OPFOR has employed nuclear, biological, or 

chemical (NBC) weapons. Friendly units have submitted NBC reports. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: The NBC section received, recorded, and distributed all NBC reports. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Chemical officer (CHEMO) receives NBC-1. 

 a. Received reports. 

 b. Authenticated all submitted reports. 

* 2. CHEMO analyzes NBC reports. 

 a. Screened and consolidated NBC-1 reports. 

 b. Confirmed the enemy's first use of chemical or nuclear weapons. 

 c. Entered the NBC-1 report. 

 d. Prepared and transmitted NBC-2 reports. 

* 3. CHEMO prepares a simplified chemical downwind message. 

 a. Updated situation. 

 b. Transmitted simplified chemical downwind message to all units. 

* 4. S3/CHEMO receives and processes NBC-3 report. 

 a. Updated the situation with contamination predictions. 

 b. Determined, in conjunction with the S3, which units were affected. 

 c. Warned affected units. 

 d. Recommended courses of action to commander. 

 e. Transmitted NBC-3 to subordinate, attached, and supporting units. 

* 5. CHEMO receives and processes NBC-4 reports. 

 a. Consolidated NBC-4 reports. 

 b. Analyzed data from the reports. 

 c. Updated the situation. 

 6. NBC section prepares the NBC-5 report (contamination plot overlay). 

 a. Constructed the NBC-5 report using the data in the NBC-4 reports. 

 b. Updated the situation. 

 c. Disseminated the NBC-5 report (overlay) to all units near or within the area 

of operations. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-204

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 7. NBC section requests NBC-6 reports from subordinate units (chemical or 

biological only). 

 

 a. Received NBC-6 reports. 

 b. Analyzed, in conjunction with the S2, information in the NBC-6 reports, and 

briefed the commander on the current NBC situation. 

 

 c. Transmitted NBC-6 report to higher headquarters. 

* 8. CHEMO prepares the wind vector plot per unit SOP. 

* 9. CHEMO prepares the chemical downwind message and disseminates to all 

adjacent and subordinate units per unit SOP. 

 

* 10. CHEMO identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1100 Determine Aircraft Decontamination Levels 

and Procedures 

MOS W 152H 3 

MOS W 153D 3 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 153D 3 

 MOS W 152H 3 

011-420-1103 Identify U.S. National Policy as It Relates to 

Nuclear, Biological, and Chemical (NBC) Use 

MOS W 153D 3 

MOS W 152H 3 

011-510-1100 Determine Aircraft Decontamination Levels 

and Procedures 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0037.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

01-6-0040.01-0111 EVALUATE NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) 

CONTAMINATION INFORMATION 

01-6-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-205

ELEMENT: USAF WEATHER TEAM 

TASK: ADVISE THE COMMANDER AND STAFF ON WEATHER FORECASTS, OBSERVATIONS, 

AND CLIMATOLOGY (01-6-0045.01-0111) 

(AR 95-1)) (FM 101-5) (FM 1-111) 

(FM 34-81) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Weather data is required for planning 

current and future operations. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Current weather data and forecasts were always available for planning 

operations. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. USAF weather team obtains current weather data and forecasts. 

 2. USAF weather team develops the aviation weather briefing. Issued the briefing 

as required. 

 

 a. Prepared DD Form 175-1 (Flight Weather Briefing) for aviation to use for 

flight planning purposes. 

 

 b. Provided a weather briefing to aircrews before missions. 

 3. USAF weather team participates in the staff planning process. Analyzed current 

weather data and forecasts in support of planned operations. 

 

 4. USAF weather team briefs the commander and staff. 

 a. Presented a detailed briefing on the current weather. 

 b. Provided a weather forecast for the next 24 hours. 

* 5. S2 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-143-5063 Decode METAR Weather Reports STP 1-93C1-SM 
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5-206

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

 STP 1-93P1-SM 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0015.01-0111 ADVISE THE COMMANDER AND STAFF ON THE CAPABILITIES, 

LIMITATIONS, AND EMPLOYMENT OF TACTICAL AIR SUPPORT 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-207

ELEMENT: COMMAND SECTION 

TASK: COORDINATE THE SAFETY PROGRAM (01-6-0057.01-0111) 

(AR 385-10) (AR 385-95) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting maneuver, combat support, and combat service support 

operations. The main CP is operational. The staff sections are functioning. This task should not be 

trained in MOPP4. 

TASK STANDARDS: The unit conducted all missions without personnel loss or injury or equipment 

loss or damage as a result of violations of approved safety procedures. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. The brigade commander ensures compliance with the Army safety program and 

the Army aviation accident prevention program. 

 

 a. Established a unit safety program that supported higher headquarters 

safety requirements to ensure the safety of all personnel. 

 

 b. Employed risk management approaches to effectively preclude 

unacceptable risk to the safety of personnel and property. 

 

 c. Appointed a safety officer or noncommissioned officer (NCO) to assist with 

the implementation of the unit safety program. 

 

 d. Ensured that safe practices and safety standards were incorporated in all 

directives and SOPs. 

 

 e. Established measures to protect against discriminatory actions or reprisals 

resulting from exercising safety and health rights. 

 

 f. Ensured that the safety SOP described channels for reporting unsafe or 

unhealthy conditions. 

 

 g. Ensured that reports of unsafe and unhealthy conditions were investigated 

and the originators of the reports were notified. 

 

* 2. Aviation safety officer and/or NCO implements the Army safety program. 

 a. Served as the principal safety advisor, planner, and evaluator for the 

commander. 

 

 b. Advised and assisted the commander and staff with implementation of risk 

management procedures. 

 

 c. Interpreted safety policies and procedures. 

 d. Collected, analyzed, and disseminated data concerning accidents. 

 e. Ensured that adequate safe practices and safe physical standards were 

incorporated in SOPs and directives. 

 

 f. Provided accident prevention material. 

* 3. Aviation safety officer develops an aviation safety program that meets the 

commander’s guidance. 

 

 a. Developed an aviation safety program. 

 b. Ensured immediate investigation of accidents that resulted in injury or 

property damage. 

 

 c. Recommended corrective action(s). 
ARTEP 1-111-MTP _________________________________________________________________________

5-208

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 4. Aviation safety officer develops a ground safety program that meets the 

commander’s guidance. 

 

 a. Developed a ground safety program. 

 b. Ensured immediate investigation of accidents that resulted in injury or 

property damage. 

 

 c. Recommended corrective action(s). 

* 5. Aviation safety officer monitors tactical field safety programs and procedures. 

 a. Ensured that all section personnel knew the safety measures that related to 

their jobs. 

 

 b. Immediately corrected unsafe practices. 

 c. Developed and recommended risk control options for command 

implementation. 

 

* 6. Aviation safety officer, together with the S3 or his designated representative, 

develops an aviation and ground pre-accident crash-rescue plan. 

 

 a. Outlined the responsibilities and procedures required to handle in-flight 

emergencies, accidents, and crash-rescue operations. 

 

 b. Included basic preparatory measures and personnel duties. 

 c. Established operational procedures essential to activating crash-rescue 

services. 

 

* 7. Aviation safety officer tests the aviation and ground pre-accident crash-rescue 

plan. 

 

 a. Tested the plan to ensure adequacy. 

 b. Revised the plan, as necessary. 

* 8. Commander identifies and control hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1700 Employ the Army Safety Program MOS W 154C 3 

 MOS W 153D 3 

 MOS W 152H 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0311 Conduct Military Briefings 

011-510-1500 Prepare Military Correspondence 

011-510-1700 Implement the Army Safety Program 

154-385-6465 Employ the Risk Management Process during 

Mission Planning 

STP 21-24-SMCT 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-209

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0082.01-0111 CONDUCT MILITARY DECISIONMAKING PROCESS (MDMP) 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

OPFOR TASKS AND STANDARDS: NONE 
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5-210

ELEMENT: COMMAND SECTION 

TASK: ADVISE THE COMMANDER ON RISK MANAGEMENT (01-6-0058.01-0111) 

(AR 385-10) (AR 385-95) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting maneuver, combat support, and combat service support 

operations. The main CP is operational. The staff sections are functioning. This task should not be 

trained in MOPP4. 

TASK STANDARDS: The aviation safety officer continuously informed and advised the commander 

so that actions were taken to correct deficiencies. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Aviation safety officer observes unit operations. 

 a. Obtained operations plans. 

 b. Certified the risk assessment developed and produced by the S3. 

* 2. Aviation safety officer observes unit safety hazards. 

 a. Observed implementation of risk control options to verify effectiveness. 

 b. Recommended adjustments of risk controls for command implementation. 

* 3. Aviation safety officer advises the commander on safety issues. 

 a. Prepared findings. 

 b. Provided assistance to units. 

 c. Recommended courses of action to the commander. 

 d. Assisted in the risk management process and/or risk assessment matrix. 

* 4. Commander identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1700 Employ the Army Safety Program MOS W 153D 3 

 MOS W 152H 3 

 MOS W 154C 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-211

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0311 Conduct Military Briefings 

011-510-1700 Implement the Army Safety Program 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0057.01-0111 COORDINATE THE SAFETY PROGRAM 

01-6-0058.01-0111 ADVISE THE COMMANDER ON RISK MANAGEMENT 

OPFOR TASKS AND STANDARDS: NONE 
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5-212

ELEMENT: COMPANY HEADQUARTERS 

TASK: PROVIDE MAIN COMMAND POST (CP) SECURITY (01-6-0059.01-0111) 

(FM 3-91.3) (FM 101-5) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The HHC commander is located with 

the main CP. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The main CP was provided with sufficient physical security support to prevent 

infiltration by enemy elements. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander supervises the establishment of the defensive area for the 

main CP. 

 

 a. Accessed the All-Source Analysis System (ASAS) for current enemy 

situation. 

 

 b. Monitored the friendly situation. 

 c. Coordinated with each staff section and CP element and assigned sectors 

of responsibility upon occupation. 

 

 d. Reviewed the situation map to assist in determining that defensive positions 

were mutually supporting and critical terrain was covered. 

 

 e. Ensured CP entry and exit points were controlled by guards at all times. 

 f. Planned for patrols when there were multiple entries. 

 g. Established a reaction force for handling Level I and II threats. 

 h. Planned and rehearsed ground and air attack reaction drills. 

* 2. HHC first sergeant supervises physical security of the main CP. 

 a. Established the sentry/guard plan with the S3 NCOIC for rotation of 

personnel in and out of observation posts and guard points. 

 

 b. Regulated vehicular traffic in the CP area and established a dismount point. 

 c. Conducted rehearsals of the reaction force. 

 d. Coordinated with the S2 for intelligence and enemy situation updates. 

 e. Established and rehearsed the CP evacuation plan. 

* 3. HHC commander identifies and controls hazards IAW risk management 

procedures. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-213

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0002 Employ IEW 

011-510-0006 Employ Fire Support 

011-510-0023 Conduct Assembly Area Operations 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

071-430-0002 Conduct a Defense by a Squad STP 21-24-SMCT 

071-430-0006 Conduct a Defense by a Platoon STP 21-24-SMCT 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0001.01-0111 PLAN/ORGANIZE THE MOVE 

01-2-0203.01-0111 CAMOUFLAGE VEHICLES AND EQUIPMENT 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-214

ELEMENT: COMMAND JUDGE ADVOCATE SECTION 

TASK: PROVIDE LEGAL SUPPORT (01-6-0074.01-0111) 

(AR 27-10) (FM 101-5) (FM 1-111) 

(FM 27-10) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO and the commander's guidance. Requests for legal services are being received. 

Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Services were provided to support the commands' and the soldiers' legal 

needs. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Staff Judge Advocate (SJA) coordinates with S1 on legal matters and provides 

the commander with current status. 

 

 a. Provided information on courts-martial actions and dispositions. 

 b. Briefed nonjudicial punishment and administrative separation actions. 

 c. Provided advice on absent without leave and desertion trends. 

 d. Provided information on the status of formal and informal investigations. 

 e. Maintained appropriate duty roster for legal actions. 

* 2. SJA directs the legal section to assist subordinate commanders and soldiers. 

 a. Reviewed all Uniform Code of Military Justice (UCMJ) actions for accuracy 

and legality. 

 

 b. Acted as liaison between subordinate units, division SJA, and trial defense 

service. 

 

 c. Assisted in preparation of charges, powers of attorney, and wills. 

 d. Convened courts and boards. 

 e. Prepared special courts-martial convening orders and promulgating orders; 

summarized records of trial and convening authority's final actions. 

 

 f. Ensured the appropriate charge(s) and punishment(s) were administered 

according to AR 27-10 and the Manual for Court Martial. 

 

 g. Processed appeals of summary courts-martial and field grade Article 15s. 

* 3. SJA coordinates with the S1 on matters concerning the law of war, handling of 

Enemy Prisoners of War (EPWs), etc. 

 

* 4. SJA identifies and controls hazards IAW risk management procedures. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-215

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0311 Conduct Military Briefings 

011-510-1500 Prepare Military Correspondence 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0048.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP)(S1) 

OPFOR TASKS AND STANDARDS: NONE 
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5-216

ELEMENT: S3 SECTION 

TASK: CONDUCT COMBAT SEARCH AND RESCUE (CSAR) OPERATIONS (01-6-2045.01-

0111) 

(FM 1-111) (JOINT PUB 3-50.21) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

staff has received an OPORD/FRAGO and the commander's guidance. The main CP is operational 

and the staff sections are functioning. Reports are being received through normal channels. The unit 

is preparing to conduct missions throughout the area of operations. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: CSAR plans employed all joint CSAR resources and operations were 

performed IAW unit SOP. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 assumes responsibility for the rescue coordination center (RCC) when 

brigade is directed by the Commander of the Army Force (COMARFOR). 

 

 a. Established the RCC within the aviation brigade operations center. 

 b. Assigned personnel knowledgeable in CSAR planning and coordination 

requirements. 

 

 c. Assigned personnel knowledgeable in joint search and rescue center 

(JSRC) capabilities. 

 

 2. S6 section establishes communications with all elements involved in CSAR 

operations. 

 

 a. Established radio communications as required. 

 b. Established landline communications as required. 

 c. Established computer network communications as required. 

 3. RCC coordinates with JSRC. 

 a. Alerted JSRC whenever a CSAR mission had been planned, executed, or 

was ongoing. 

 

 b. Received and logged all information transmitted by the JSRC. 

 c. Received all Army CSAR taskings from the JSRC. 

 4. RCC monitors all air tasking orders (ATOs). 

 a. Monitored all subordinate unit missions that may have placed personnel in 

an isolated position. 

 

 b. Ensured that every ATO provided enough reserve transponder codes for an 

Army aviation CSAR task force. 

 

 5. RCC coordinates all airspace usage requirements with the Airspace Control 

Authority (ACA). 

 

 6. Brigade conducts CSAR operations. 

 a. Prepared for intraservice support. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-217

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (1) Ensured that unit was aware of all CSAR capabilities, both air and 

ground. 

 

 (2) Ensured that unit was knowledgeable of parameters within which 

CSAR forces would operate, IAW RCC guidance. 

 

 (3) Ensured that unit personnel were knowledgeable of procedures for 

requesting CSAR. 

 

 b. Prepared for joint CSAR operations. 

 (1) Provided mutual support to other services when tasked by the JSRC. 

 (2) Ensured that unit personnel augmenting joint CSAR operations were 

familiar with Joint Publications 3-50.2 and 3-50.21. 

 

* 7. S3 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0026 Coordinate Combat Search and Rescue 

(CSAR) Procedures 

MOS W 152H 3 

MOS W 153D 3 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-1302 Employ Downed Aircraft Recovery Team 

Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
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5-218

ELEMENT: COMPANY HEADQUARTERS 

TASK: PREPARE UNIT FOR DEPLOYMENT (01-2-0702.01-0111) 

(FM 100-17) (AR 220-10) (FM 100-14) 

(FM 1-100) (FM 3-0) (FM 55-12) 

(FM 55-20) (FM 55-9) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade has received deployment notification and initiated the deployment plan 

IAW the unit SOP. The unit may be in garrison or tactically deployed at the time of notification. The 

staff has received the deployment plan and commander's guidance and is prepared to commence 

deployment processing. The HHC has an approved early deployment readiness exercise SOP. This 

task should not be trained in MOPP4. 

TASK STANDARDS: HHC recalled all personnel with CTA-50 equipment within the timeframe 

specified in the brigade SOP. Equipment was inventoried and configured for movement IAW the 

SOP and within the time constraints specified in deployment plan. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC assembles personnel for deployment. 

 a. Received deployment notification. 

 b. Recalled all personnel IAW the SOP. 

 c. Followed notification hour (N-hour) sequence of the deployment plan. 

 d. Reported personnel strength to brigade S1. 

 e. Coordinated with the S1 section for administrative processing for 

deployment IAW the unit SOP, and developed plan for filling personnel 

shortages. 

 

 f. Briefed personnel to the maximum extent possible. 

 g. Conducted personal equipment inventories and issued shortages of 

equipment. 

 

 h. Coordinated with the rear detachment commander for the security of 

facilities and nondeploying equipment. 

 

 2. HHC prepares vehicles and equipment for movement. 

 a. Inspected all vehicles and equipment for serviceability. 

 b. Prepared all vehicles and equipment for movement. 

 c. Inventoried and loaded equipment IAW approved load plans. 

 d. Submitted equipment shortages to the brigade S4. 

 e. Coordinated for secure transportation of weapons, ammunition, and 

pyrotechnics. 

 

 3. HHC stages equipment and personnel for deployment. 

 a. Moved vehicles, personnel, and equipment to the staging area. 

 b. Conducted premission planning and repositioned aircraft to staging area (if 

applicable). 

 

 4. HHC deploys aircraft, personnel, and equipment. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-219

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

NOTE: Units may deploy by rail, ground, ship, on USAF or commercial aircraft. 

Actual deployment procedures will be coordinated based upon mission and mode of 

deployment. 

 

* 5. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0028 Plan Aviation Deployment MOS W 152H 3 

 MOS W 153D 3 

 MOS W 154C 3 

011-510-0012 Employ Air Movement Operations 

011-510-0019 Plan Aviation Brigade Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0001.01-0111 PLAN/ORGANIZE THE MOVE 

01-4-0320.01-0111 PROVIDE UNIT SUPPLY SUPPORT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-220

ELEMENT: COMPANY HEADQUARTERS 

TASK: PERFORM FIELD SANITATION (01-2-0715.01-0111) 

(FM 21-10-1) (AR 40-5) (FM 21-10) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated combat environment. The unit does not have access to 

permanent sanitation, mess, or water facilities. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: Any degradation of unit operation tempo is not a result of poor health or illness 

caused by inadequate field sanitation. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander appoints a field sanitation team (FST). 

 2. FST monitors field sanitation. 

 a. Inspected water for potability. 

 b. Inspected prescribed load of water purification materials. 

 c. Inspected use of protective measures against disease-carrying organisms 

(i.e., rodents, insects, etc.). 

 

 d. Enforced personal hygiene measures. 

 e. Inspected latrines and urinals. 

 f. Inspected hand-washing facilities. 

 g. Inspected waste disposal procedures. 

 h. Inspected food transport, maintenance, preparation, and service. 

 i. Enforced heat, cold, and noise prevention measures. 

 3. FST provides information on field sanitation status. 

 a. Determined deficiencies. 

 b. Reported deficiencies. 

 c. Provided recommendations and training. 

* 4. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-221

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0900 Implement the Principles of Medical 

Evacuation 

011-510-0901 Integrate Unit Medical Support 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2047.01-0111 CONDUCT TROOP-LEADING PROCEDURES 

01-2-2054.01-0111 COORDINATE UNIT-LEVEL SUPPLY OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-222

ELEMENT: COMPANY HEADQUARTERS 

TASK: COORDINATE UNIT-LEVEL SUPPLY OPERATIONS (01-2-2054.01-0111) 

(FM 10-27-4) (FM 100-14) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP and the administrative and logistics operations center are operational and reports are being 

received through normal channels. Combat service support assets are available. Some iterations of 

this task should be performed in MOPP4. 

TASK STANDARDS: The combat effectiveness of the HHC was not degraded as a result of poor 

supply and equipment acquisition procedures. All unit equipment and supplies were properly 

accounted for IAW the unit SOP. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. 1SG maintains a current status of supplies. 

 a. Maintained status of supplies on hand. 

 b. Verified the accuracy of reports and records. 

 2. 1SG determines supply requirements. 

 a. Coordinated current and future operations with the company commander. 

 b. Identified and allocated resources on hand. 

 3. 1SG coordinates requisitions with the supply sergeant. 

 a. Consolidated supply requests from platoons. 

 b. Ensured proper accountability of supplies and equipment IAW the unit SOP. 

 c. Ensured requests were submitted to the S4. 

* 4. HHC commander implements procedures for supply and equipment distribution 

and accountability. 

 

 a. Ensured that accountability and security of supplies and equipment were 

adequate. 

 

 b. Redistributed supplies and equipment to support tactical operations. 

 c. Ensured proper supervision of the distribution of weapons, munitions, 

(including basic load), and pyrotechnics IAW unit SOP. 

 

* 5. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-223

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support. 

MOS W 153A 5 

011-510-0004 Employ Combat Service Support 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-1-1402.01-0NRC COORDINATE THE REQUISITION, ACQUISITION, AND DISTRIBUTION OF 

SUPPLIES AND EQUIPMENT 

01-2-0101.01-0111 OCCUPY AN ASSEMBLY AREA 

01-2-2047.01-0111 CONDUCT TROOP-LEADING PROCEDURES 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-224

ELEMENT: COMPANY HEADQUARTERS 

TASK: PERFORM COMPANY STRENGTH MANAGEMENT (01-2-2064.01-0111) 

(FM 12-6) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The HHC has sustained simulated 

casualties and received replacements. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The personnel situation report (SITREP) is forwarded without errors. 

Replacement personnel are processed within six hours of arrival at the HHC. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC 1SG collects strength information from HHC sections. 

 a. Verified strength data. 

 b. Corrected and completed data. 

 2. HHC 1SG processes strength information. 

 a. Consolidated strength data. 

 b. Logged SITREP and other personnel information. 

 c. Determined critical shortages and cross-level requirements. 

 d. Updated battle roster. 

 e. Prepared strength reports. 

 3. HHC 1SG disseminates strength information. 

 a. Forwarded personnel SITREP and DA Forms 1155 (Witness Statement on 

Individual) and DA Forms 1156 (Casualty Feeder Report) to battalion S-1. 

 

 b. Briefed platoons on projected replacements. 

 4. HHC 1SG processes replacements. 

 a. Conducted unit welcome and orientation briefings. 

 b. Inspected critical clothing and equipment. 

 c. Coordinated for the issue of needed items. 

 d. Arranged for billeting and messing. 

 e. Conducted personnel briefings. 

 (1) Briefed HHC mission and tactical situation. 

 (2) Briefed HHC policies and procedures. 

 5. HHC 1SG performs strength management. 

 a. Verified critical personnel. 

 b. Cross-leveled critical personnel. 

 c. Reviewed and approved strength reports. 

 d. Briefed higher headquarters on unit strength status. 

* 6. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-225

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0503 Perform Company-Level Command Post 

Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2047.01-0111 CONDUCT TROOP-LEADING PROCEDURES 

01-6-0071.01-0111 CONDUCT REPLACEMENT OPERATIONS 

01-6-0072.01-0111 CONDUCT CASUALTY REPORTING 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-226

ELEMENT: COMPANY HEADQUARTERS 

TASK: EVACUATE CASUALTIES (01-2-7707.01-0111) 

(FM 8-10-6) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has incurred simulated casualties. The assembly area is secure. The main CP and the brigade 

aid station are operational. The medical team is available to provide emergency medical aid and 

evacuation of simulated casualties. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Casualties received immediate first aid when brought to the casualty collection 

point. Casualties were evacuated by the most expeditious manner available. All classified/sensitive 

documents were removed from casualties and secured. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC develops the casualty evacuation plan. 

 a. Alerted the medical treatment team of impending casualties. 

 b. Determined assets needed to evacuate casualties. 

 c. Confirmed primary and alternate evacuation routes (if by vehicle), 

ambulance exchange points, and any other necessary coordination. 

 

 d. Coordinated air evacuation (if tactical situation permitted). 

 e. Designated separate holding areas for contaminated and uncontaminated 

killed in action (KIA) personnel. 

 

 f. Designated a holding area and security plan for enemy prisoner of war 

(EPW) casualties. 

 

 g. Tasked sections (as required) for vehicles and aircraft. 

 h. Alerted chaplain. 

 i. Coordinated with brigade and/or division for S5 support in the event of 

civilian casualties. 

 

 j. Prepared landing zones and positioned evacuation vehicles. 

 2. Medical personnel process casualties. 

 a. Medics visually assessed condition of casualties and prioritized injuries. 

 b. Separated NBC contaminated casualties from uncontaminated casualties. 

 c. Treated most seriously wounded patients first. 

 d. Stabilized patients to prevent further injury. 

 (1) Stopped the bleeding. 

 (2) Prevented and treated shock. 

 (3) Splinted broken bones. 

 (4) Administered intravenous medications (IVs) and painkillers. 

 e. Continued emergency treatment of wounded while evacuation begins. 

 3. Medics search casualties for sensitive or confidential information or equipment 

and secure it. 

 

 4. Company personnel load patients requiring further treatment into evacuation 

aircraft/vehicles. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-227

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Loaded critically wounded soldiers for transport to appropriate medical 

treatment facility (battalion aid station (BAS) or mobile army surgical 

hospital (MASH)). 

 

 b. Loaded slightly wounded soldiers for transport to BAS. 

 e. Evacuated casualties with appropriate personal NBC equipment. 

 5. Company personnel prepare for air evacuation (if tactical situation permits). 

 a. Determined number and status of casualties. 

 b. Secured landing zones. 

 c. Guided inbound aircraft to pickup zone (PZ). 

 d. Assisted in loading casualties. 

 6. Medical treatment team personnel conduct triage. 

 a. Assessed injuries and prioritized treatment. 

 b. Administered emergency treatment within the limits of the tactical situation., 

 c. Determined order of evacuation of casualties. 

 7. S-1 personnel (graves registration) process the remains of soldiers (KIA). 

 a. Separated contaminated remains from uncontaminated remains. 

 b. Collected and cross-checked witness forms (DA Forms 1155). 

 c. Loaded remains for transport to brigade support area. 

 d. Maintained accountability of remains. 

 8. S-1 personnel collate, process, and forward witness forms (DA Forms 1155) and 

casualty feeder reports (DA Forms 1156). 

 

 a. Updated commander on personnel status. 

 b. Forwarded personnel reports to brigade S-1 and division G-1. 

* 9. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0503 Perform Company-Level Command Post 

Operations 

011-510-0900 Implement the Principles of Medical 

Evacuation 

011-510-0901 Integrate Unit Medical Support 

081-831-0101 Request Medical Evacuation STP 21-24-SMCT 

081-831-1005 Perform First Aid to Prevent or Control Shock STP 21-1-SMCT 
ARTEP 1-111-MTP _________________________________________________________________________

5-228

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2064.01-0111 PERFORM COMPANY STRENGTH MANAGEMENT 

01-2-7714.01-0111 SUBMIT CASUALTY FEEDER REPORTS AND WITNESS STATEMENTS 

01-6-0068.01-0111 COORDINATE TRANSPORTATION AND MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-229

ELEMENT: COMPANY HEADQUARTERS 

TASK: SUBMIT CASUALTY FEEDER REPORTS AND WITNESS STATEMENTS (01-2-7714.01-

0111) 

(FM 21-11) (DA PAM 738-751) (FM 1-111) 

(FM 12-6) (FM 8-10-6) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP and administrative and logistics operations center are operational and the staff sections are 

functioning. The HHC has sustained simulated casualties. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: Witness statements on individuals (DA Forms 1155) and casualty feeder 

reports (DA Forms 1156) are prepared without error. DA Forms 1155 and 1156 are submitted to the 

S1 as soon as possible. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. HHC 1SG reports soldiers as KIA, WIA, or MIA. 

 a. Witnesses filled out DA Form 1155. 

 b. Verified information on the DA Form 1155. 

 c. Prepared Casualty Feeder Report (DA Form 1156). 

 d. Made no name entry on DA Form 1156, in multiple casualty situations, but 

checked the block marked, "See Attached Roster of Names" instead. 

 

 e. Attached DA Form 1155 to DA Form 1156 and forwarded to brigade without 

delay. 

 

 2. HHC 1SG coordinates with the brigade administrative and logistics operations 

center for support. 

 

 a. Coordinated with the brigade flight surgeon and medical treatment team. 

 b. Coordinated with graves registration. 

 c. Coordinated personnel status and personnel reports. 

 3. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-230

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0503 Perform Company-Level Command Post 

Operations 

011-510-0900 Implement the Principles of Medical 

Evacuation 

011-510-0901 Integrate Unit Medical Support 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2064.01-0111 PERFORM COMPANY STRENGTH MANAGEMENT 

01-2-7707.01-0111 EVACUATE CASUALTIES 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-231

ELEMENT: SUPPLY SECTION 

TASK: PROVIDE UNIT SUPPLY SUPPORT (01-4-0320.01-0111) 

(AR 710-2) (DA PAM 710-2-1) (FM 100-10) 

(FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/FRAGO and the commander's guidance. The main CP and the 

administrative and logistics operations center are operational and the staff sections are functioning. 

Reports are being received through normal channels. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: Mission accomplishment was not degraded by inadequate supply support. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander directs supply operations. 

 a. Monitored operations by reviewing supply records and status. 

 b. Directed inventories of supplies and equipment to calculate assets on hand. 

 c. Inspected storage of unit equipment, weapons, ammunition, and rations. 

 d. Directed issue of supplies and equipment. 

 e. Calculated field service requirements. 

* 2. HHC supply sergeant supervises unit supply. 

 a. Assessed the supply status to determine total assets. 

 b. Conducted inventories to calculate assets on hand. 

 c. Developed a supply storage plan. 

 d. Monitored supply procedures by reviewing supply transactions. 

 e. Directed control of weapons, ammunition, and rations. 

 f. Provided input to the materiel condition status report regarding equipment 

on hand. 

 

 3. HHC supply section requests supplies. 

 a. Calculated resupply requirements. 

 b. Coordinated requirements with platoons and elements. 

 c. Recorded the requests on the appropriate document register. 

 d. Submitted requests for resupply. 

 4. HHC supply section receives supplies. 

 a. Inspected incoming supplies for quantity and condition. 

 b. Recorded receipt on the appropriate document register. 

 c. Stored supplies according to storage plans. 

 d. Notified the requesting platoon or element that supplies were available for 

issue. 

 

 5. HHC supply section issues supplies. 

 a. Processed supply requests. 

 b. Prepared transaction documents. 
ARTEP 1-111-MTP _________________________________________________________________________

5-232

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Maintained prescribed copies of transactions. 

 6. HHC supply section maintains small arms and ammunition. 

 a. Controlled stored weapons and ammunition. 

 b. Requested ammunition resupply. 

 c. Performed organizational maintenance on small arms and crew-served 

weapons. 

 

 d. Forwarded weapons beyond unit repair capabilities to the supporting 

maintenance unit. 

 

* 7. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support. 

MOS W 153A 5 

011-510-0004 Employ Combat Service Support 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-1-1402.01-0NRC COORDINATE THE REQUISITION, ACQUISITION AND DISTRIBUTION OF 

SUPPLIES AND EQUIPMENT 

01-1-1406.01-0NRC COORDINATE/PROVIDE OTHER LOGISTICAL SERVICES 

01-4-1029.01-0111 PERFORM VEHICLE RECOVERY OPERATIONS 

01-4-7723.01-0111 PERFORM UNIT-LEVEL MAINTENANCE 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-233

ELEMENT: AUTOMOTIVE MAINTENANCE SECTION 

TASK: PERFORM VEHICLE RECOVERY OPERATIONS (01-4-1029.01-0111) 

(FM 17-15) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

HHC automotive maintenance collection point receives a mission that requires vehicles and 

equipment to be recovered. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Vehicles and equipment were recovered and evacuated, without further 

damage, within timelines specified by the commander or unit SOP. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. The maintenance section coordinates with the owning unit. 

 a. Determined repair parts, tools, and equipment. 

 b. Determined battlefield damage assessment repair (BDAR)/recovery team 

composition. 

 

 c. Determined nature of damage. 

 d. Received update on the OPFOR situation, and nuclear, biological, and 

chemical conditions. 

 

 e. Coordinated with commanders if recovery mission might interfere with 

tactical operations or compromise security. 

 

 f. Designated pickup point if different from unit site. 

 g. Designated route of approach. 

 h. Coordinated for guides, if required. 

* 2. The motor officer directs the recovery operations. 

 a. Determined repair parts, tools, and equipment, if applicable. 

 b. Determined tools/equipment, if applicable. 

 c. Determined BDAR/recovery method. 

 d. Briefed the BDAR/recovery team. 

 e. Dispatched the BDAR/recovery team. 

 f. Established security at the recovery site. 

 g. Repaired on site if possible and the tactical situation permits. 

 h. Used BDAR or field expedient methods, if required. 

 i. Recommended course of action to the commander if vehicle/equipment 

was nonrepairable or could not be recovered. 

 

 3. The recovery team recovers the vehicle/equipment. 

 a. Ensured unit equipment was removed and secured. 

 b. Rigged/loaded vehicle/equipment for evacuation. 

* 4. Commander/Leader performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-234

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support. 

MOS W 153A 5 

011-510-0004 Employ Combat Service Support 

011-510-0502 Supervise Company-Level Maintenance 

011-510-1301 Supervise Ground Maintenance Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2036.01-0111 REPORT INFORMATION 

01-4-7723.01-0111 PERFORM UNIT-LEVEL MAINTENANCE 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-235

ELEMENT: FOOD SERVICE SECTION 

TASK: PROVIDE FOOD SERVICE SUPPORT (01-4-7708.01-0111) 

(FM 10-23) (FM 10-23-1) (FM 1-111) 

(FM 3-3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Reports are being received through 

normal channels. The unit is occupying an assembly area. The field kitchen area has been set up 

and rations and water have been drawn. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: No health problems associated with poor food preparation or sanitation 

procedures occurred. Unit morale and health were enhanced because of proper food service support. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC food service technician plans food service support. 

 a. Verified strength of supported units. 

 b. Requested subsistence. 

 c. Prepared personnel work schedules. 

 d. Assigned duties to food service personnel. 

 e. Prepared food production schedule. 

 f. Coordinated distribution of food with supported units. 

 g. Developed nuclear, biological, and chemical (NBC) decontamination 

procedures for equipment, supplies, and personnel. 

 

 h. Coordinated defensive duties with HHC. 

* 2. HHC food service NCO supervises field kitchen operations. 

 a. Monitored area security. 

 b. Established operational hours. 

 c. Assigned work schedules. 

 d. Monitored equipment operations, maintenance, and safety. 

 e. Coordinated supply requests with the supply section. 

 f. Forwarded personnel and equipment status reports. 

 g. Performed periodic inspections of personnel and equipment. 

 h. Monitored employment of preventive medicine countermeasures. 

 i. Supervised decontamination of contaminated equipment, supplies, and 

personnel. 

 

 j. Provided field kitchen status update to the HHC commander. 

 3. HHC food service personnel pick up subsistence items. 

 a. Inspected vehicle for cleanliness and proper dunnage. 

 b. Inspected subsistence items for condition and quantity. 

 c. Prepared shortages, overages, and unserviceable listing. 

 d. Prepared required documentation. 

 e. Transported subsistence items from Class I point to the assembly area. 

 f. Reported shortages and overages to supervisor. 
ARTEP 1-111-MTP _________________________________________________________________________

5-236

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 g. Stored subsistence items. 

 4. HHC food service personnel prepare meals. 

 a. Inspected field kitchen equipment. 

 b. Employed personal hygiene measures. 

 c. Prepared menu items according to production schedule. 

 d. Performed preliminary food preparation procedures. 

 e. Employed preventive medicine countermeasures. 

 f. Prepared food for transport. 

NOTE: Use the following task step when the commander's guidance calls for the use 

of logistics package. 

 

 5. HHC food service personnel issue Class I to company representative (first 

sergeant (1SG)/ supply sergeant). 

 

 a. 1SG/supply sergeant verified the head count (in case of recent 

attachments/detachments). 

 

 b. Issued sanitized serving utensils. 

 6. HHC food service personnel/unit personnel (depending on method of feeding) 

serve meals. 

 

 a. Employed personal hygiene measures. 

 b. Placed all items on the serving line. 

 c. Ensured that mess gear was sanitized before serving. 

 d. Employed portion control. 

 e. Maintained food at proper temperature. 

 f. Replenished food items. 

 g. Washed packaged or canned food after NBC attack. 

 h. Destroyed opened food after NBC attack. 

 i. Tested water sources after NBC attack. 

 7. HHC food service personnel maintain equipment. 

 a. Performed before-operations preventative maintenance checks and 

services (PMCS) on assigned equipment. 

 

 b. Maintained proper temperature of wash and rinse water on wash line. 

 c. Cleaned cooking equipment. 

 d. Sanitized cooking equipment. 

 e. Stored clean equipment to allow air drying. 

 f. Performed during and afteroperations PMCS on assigned equipment. 

 8. HHC field kitchen personnel perform waste disposal. 

 a. Disposed of liquid waste. 

 b. Transported solid waste to Class I point. 

 c. Cleaned vehicle before loading rations. 

 d. Sanitized vehicle before loading rations. 

 e. Employed preventive medicine countermeasures. 

* 9. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-237

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support 

MOS W 153A 5 

011-510-0004 Employ Combat Service Support 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-1-1402.01-0NRC COORDINATE THE REQUISITION, ACQUISITION, AND DISTRIBUTION OF 

SUPPLIES AND EQUIPMENT 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0068.01-0111 COORDINATE TRANSPORTATION AND MOVEMENT 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: AUTOMOTIVE MAINTENANCE SECTION 

TASK: PERFORM UNIT-LEVEL MAINTENANCE (01-4-7723.01-0111) 

(DA PAM 738-750) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP and the administrative and logistics operations center are operational and the staff sections 

are functioning. Reports are being received through normal channels. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: Unit vehicle and equipment maintenance status met or exceeded DA 

standards. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC motor officer directs the unit maintenance program. 

 a. Monitored implementation of unit maintenance program. 

 b. Monitored unit operational levels by reviewing vehicle and equipment status 

reports. 

 

 c. Identified current or anticipated maintenance problems. 

 d. Coordinated resolution of maintenance problems with higher headquarters. 

 e. Requested control substitution approval from higher headquarters. 

 f. Approved emergency field repairs. 

 g. Prepared material condition status reports. 

 h. Monitored Army Oil Analysis Program (AOAP). 

 i. Monitored maintenance quality control program. 

 j. Monitored safety program. 

* 2. HHC section leaders supervise operator maintenance. 

 a. Monitored performance of preventive maintenance checks and services 

(PMCS). 

 

 b. Monitored status of equipment repair parts. 

 c. Inspected vehicles, weapons, and equipment. 

 d. Coordinated maintenance assistance with automotive maintenance section. 

 e. Requested approval for emergency field repairs from company commander. 

 f. Maintained maintenance status of vehicles, weapons, and equipment. 

 g. Provided input for materiel condition status report. 

 3. HHC personnel perform operator maintenance. 

 a. Performed PMCS. 

 b. Performed operator's adjustments according to appropriate technical 

manual. 

 

 c. Notified supervisor of maintenance problems beyond operator's capabilities. 

 d. Performed emergency field repairs. 

* 4. Motor sergeant supervises unit-level maintenance. 

 a. Organized unit maintenance personnel. 

 b. Assigned equipment to appropriate maintenance area. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-239

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Ensured tools, personnel, and repair parts were available. 

 d. Supervised battle damage assessment and repair procedures. 

 e. Supervised class IX requisition procedures. 

 f. Supervised recovery operations. 

 g. Coordinated maintenance status with section leaders. 

 h. Requested controlled substitution approval from commander. 

 i. Provided unit maintenance status update to company commander. 

 5. HHC maintenance personnel repair organic equipment. 

 a. Inspected equipment. 

 b. Determined level of maintenance. 

 c. Performed corrective actions. 

 d. Performed final inspection of completed work. 

 e. Completed maintenance forms. 

 f. Notified section upon completion of repairs. 

 6. HHC maintenance personnel conduct transactions with support maintenance. 

 a. Identified category of maintenance. 

 b. Corrected all unit-level maintenance deficiencies. 

 c. Prepared required documentation. 

 d. Evacuated equipment to support maintenance. 

 d. Prepared vehicles for evacuation. 

 e. Picked up equipment upon notification. 

 f. Verified completion of repairs. 

 7. HHC maintenance personnel perform maintenance, administrative, and support 

functions. 

 

 a. Maintained prescribed load list. 

 b. Requested repair parts for unit equipment. 

 c. Maintained document registers. 

 d. Maintained maintenance control records. 

 e. Maintained publications, tools, and equipment. 

 f. Maintained power generators. 

* 8. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support 

MOS W 153A 5 

011-510-0004 Employ Combat Service Support 

011-510-1300 Supervise Aviation Maintenance Operations 
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5-240

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-1301 Supervise Ground Maintenance Operations 

011-510-1302 Employ Downed Aircraft Recovery Team 

Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-4-1029.01-0111 PERFORM VEHICLE RECOVERY OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-241

ELEMENT: S4 SECTION 

TASK: ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS OPERATIONS 

CENTER (ALOC) IN COORDINATION WITH THE S1 (01-6-0008.01-0111) 

(FM 101-5) (FM 100-10) (FM 1-111) 

(FM 3-0) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit is conducting tactical 

operations. The tactical situation requires resupply, maintenance, evacuation, and weapons systems 

replacement activities. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Administrative and logistics operations were maintained on a continuous 

basis. Mission accomplishment was not degraded by inadequate administrative and logistics 

operations center (ALOC) support. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S4, in conjunction with the S1, establishes the administrative and logistics 

operations center (ALOC). 

 

 a. Obtained the higher headquarters OPORD. 

 b. Developed paragraph 4 of the OPORD and supported the unit plan by 

providing continuous combat service support to accomplish the operation. 

 

 c. Maintained enemy and friendly situational awareness updates. 

 d. Selected a suitable location for the ALOC. 

 (1) Located near a helicopter landing site. 

 (2) Ensured adequate communications with subordinate elements. 

 (3) Established the ALOC on defensible terrain. 

 (4) Located near medical and maintenance collection points. 

 (5) Located near routes that lead to subordinate element positions. 

 (6) Ensured minimal restrictions to movement. 

* 2. S1 executes personnel functions. 

 a. Coordinated with the S4 and medics on disposition of casualties, to include 

casualty evacuation and medical evacuation operations. 

 

 b. Prepared personnel elements of orders and plans. 

 c. Supervised data entry for personnel data reports. 

 d. Collected and processed DA Forms 1155 and 1156. 

 e. Informed subordinate elements of incoming replacements. 

 f. Coordinated transportation for the replacements to the receiving unit. 

 g. Planned and coordinated personnel and administrative services support. 

 h. Provided personnel information to the tactical operations center (TOC), as 

appropriate. 

 

* 3. S4 executes logistics functions. 

 a. Executed overall supervision of ALOC functions. 

 b. Ensured data displayed current logistics and personnel estimates in 

coordination with the S1. 

 
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5-242

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Prepared logistics elements of orders and plans. 

 d. Supervised preparation of status reports for accuracy. 

 e. Reviewed logistic reports for accuracy. 

 f. Planned and coordinated supply, services, and maintenance support. 

 g. Provided logistics information to the TOC, as appropriate. 

 h. Notified higher headquarters of ALOC operation as a potential alternate 

node. 

 

* 4. S4 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0023 Conduct Assembly Area Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-0059.01-0111 PROVIDE MAIN COMMAND POST (CP) SECURITY 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-243

ELEMENT: MEDICAL TREATMENT TEAM 

TASK: ADVISE THE COMMANDER AND STAFF ON HEALTH SERVICES AVAILABLE AND 

MEDICAL UNIT CAPABILITIES AND READINESS (01-6-0035.01-0111) 

(FM 101-5) (FM 1-111) (FM 8-55) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO and the commander's guidance. The executive officer (XO)/deputy commander has 

directed each staff section to prepare its respective staff estimate, recommendations, plans, and 

orders. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The health services support estimate, recommendations, plans, and orders 

were prepared with no errors within the prescribed time frame. Inadequate planning and analysis did 

not degrade mission accomplishment. Health services, medical support, and evacuation plans 

supported continuous operations. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Flight surgeon conducts mission analysis. 

 a. Reviewed enemy and friendly situations. 

 b. Reviewed higher headquarters health services support plan. 

 c. Reviewed the concept of operations with S3. 

 d. Identified health support services requirements. 

 e. Identified factors that adversely affect the health of the command. 

 f. Recommended to the commander any necessary adjustments to the 

commander's task items list. 

 

* 2. Flight surgeon prepares a health services support estimate. 

 a. Assessed overall unit health services. 

 (1) Assessed medical evacuation. 

 (2) Assessed dental services. 

 (3) Assessed food inspection procedures/history. 

 (4) Assessed sick, injured, and wounded report consolidation. 

 b. Submitted the health services support estimate to the XO/deputy 

commander. 

 

* 3. Flight surgeon conducts staff coordination. 

 a. Monitored and advised the commander of the health services, activities, 

and programs throughout the command. 

 

 b. Ensured that health services support, activities, and programs complied 

with SOP. 

 

 c. Coordinated with higher, lower, and adjacent headquarters for health 

service support. 

 

* 4. Flight surgeon prepares plans and orders. 

 a. Participated in preparation of the service support annex with the S1 and S4. 
ARTEP 1-111-MTP _________________________________________________________________________

5-244

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Developed and published the health services support portion of the 

OPORD/FRAGO. 

 

* 5. Flight surgeon identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0900 Implement the Principles of Medical 

Evacuation 

011-510-0901 Integrate Unit Medical Support 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0039.01-0111 SUPERVISE MEDICAL SUPPORT SERVICES 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-245

ELEMENT: MEDICAL TREATMENT TEAM 

TASK: SUPERVISE MEDICAL SUPPORT SERVICES (01-6-0039.01-0111) 

(FM 8-55) (FM 101-5) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO and the commander's guidance. Some iterations of this task should be performed 

in MOPP4. 

TASK STANDARDS: Medical operations supported the tactical plan and the commander's intent. 

Patients received proper care, and the unit was able to sustain operations. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Flight surgeon monitors health services support. 

 a. Tracked medical logistics and maintenance support. 

 b. Ensured all aspects of medical, dental, and mental services were provided. 

 c. Ensured proper coordination was for medical evacuation of wounded 

soldiers, enemy and friendly. 

 

 d. Ensured preventive medicine techniques were enforced. 

 e. Ensured that captured medical supplies were properly examined, 

processed, and disposed of IAW the SOP. 

 

 f. Submitted consolidated reports on sick, injured, and wounded soldiers to 

the S4. 

 

* 2. Flight surgeon provides recommendations on medical facility locations, 

defenses, and capabilities. 

 

 a. Selected medical locations, in conjunction with the S3, based on the factors 

of mission, enemy, terrain, troops, time, and civilian considerations (METTTC). 

 

 b. Participated in the development of medical facility defense plans. 

 c. Planned medical operations in an NBC environment. 

* 3. Flight surgeon identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-246

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0900 Implement the Principles of Medical 

Evacuation 

011-510-0901 Integrate Unit Medical Support 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-247

ELEMENT: S1 SECTION 

TASK: PERFORM PUBLIC AFFAIRS FUNCTIONS (01-6-0046.01-0111) 

(AR 360-5) (DA PAM 360-3) (FM 101-5) 

(FM 1-111) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is deployed and is conducting operations. The main CP is operational. 

The staff sections are functioning. Missions, personnel actions, and administrative actions warrant 

release of information to the public. This task should not be trained in MOPP4. 

TASK STANDARDS: The S1 section properly coordinated and handled the management and 

dissemination of information to the public. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S1 develops SOP for processing and handling public affairs information or 

materials. 

 

 a. Screened materials for classification and reliability. 

 b. Distributed published materials as they were received. 

* 2. S1 advises and informs the commander on public affairs operations and receives 

guidance. 

 

 a. Provided an assessment of the impact of public affairs on command 

actions. 

 

 b. Described local media sources and procedures. 

 c. Received the commander's guidance for release of command information. 

 d. Provided public affairs instruction and policy guidance to subordinate 

commanders and staffs. 

 

 e. Coordinated public affairs support. 

 3. S1 section implements the hometown news release program. 

 a. Maintained files of hometown news releases on subordinate unit personnel. 

 b. Reviewed news releases to ensure that classified information on units, 

missions, and special weapons was not released. 

 

 c. Forwarded all completed news releases to higher headquarters. 

* 4. S1 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-248

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0020 Employ Army Aviation in Military Operations in 

Urban Terrain (MOUT) 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0311 Conduct Military Briefings 

011-510-1500 Prepare Military Correspondence 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-249

ELEMENT: S4 SECTION 

TASK: ESTABLISH AND COORDINATE SECURITY OF TEMPORARY ENEMY PRISONERS OF 

WAR (EPW) COLLECTION POINT (01-6-0047.01-0111) 

(FM 3-19.40) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/FRAGO and the commander's guidance. The main CP is operational 

and the staff sections are functioning. OPFOR have been captured or have surrendered. The S3 

has coordinated with the staff sections and tasked units for a security force. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: No prisoners were allowed to escape because of improper handling 

procedures. Prisoners were evacuated within the time lines specified by higher headquarters. No 

violations of prisoners' rights under international law occurred. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S4 section, with security force augmentation, establishes a temporary enemy 

prisoner of war (EPW) collection point. 

 

 a. Selected an area that— 

 (1) Protected EPWs from the dangers of the battlefield. 

 (2) Avoided likely avenues of approach. 

 (3) Had adequate fields of observation for security personnel. 

 (4) Was adequately displaced from command and control elements and 

key logistical facilities. 

 

 b. Used barrier material, existing structures, and/or terrain obstacles to contain 

EPWs. 

 

 2. Security force maintains segregation of EPWs. 

 a. Segregated EPWs by rank, sex, nationality, and ideology. 

 b. Segregated deserters and civilians. 

 3. Security force maintains silence among EPWs and prevents all communications 

between EPWs with emphasis on the following actions: 

 

 a. Prevented EPW leaders from giving orders. 

 b. Prevented EPWs from planning escapes. 

 4. Security force safeguards EPWs. 

 a. Protected EPWs from unnecessary danger. 

 b. Treated EPWs humanely. 

 c. Provided EPWs with food, water, and required medical attention. 

 5. S4 section coordinates with higher headquarters for the evacuation of EPWs. 

 a. Coordinated for transportation assets required. 

 b. Coordinated movement and transfer of EPWs. 

* 6. S4 identifies and controls hazards IAW risk management procedures. 
ARTEP 1-111-MTP _________________________________________________________________________

5-250

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0023 Conduct Assembly Area Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0102.01-0111 SECURE AND DEFEND UNIT POSITION 

01-4-0320.01-0111 PROVIDE UNIT SUPPLY SUPPORT 

01-6-0059.01-0111 PROVIDE MAIN COMMAND POST (CP) SECURITY 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-251

ELEMENT: S4 SECTION 

TASK: PROVIDE OTHER LOGISTICS SERVICES (01-6-0055.01-0111) 

(FM 101-5) (FM 1-111) (Joint Pub 4-06) 

 (AR 638-2) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO and the commander's guidance. Some iterations of this task should be performed 

in MOPP4. 

TASK STANDARDS: Mission accomplishment was enhanced by adequate coordination of logistical 

services. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S4 plans and coordinates the construction and maintenance of facilities and 

installations (except fortifications and signal facilities). 

 

 a. Analyzed the situation and the commander's intent. 

 b. Coordinated with engineers for assets to perform construction. 

 c. Evaluated and coordinated with the S5 for the use of local civilians. 

 d. Provided real property control. 

 e. Coordinated with and provided priorities to engineer assets and/or local 

civilian agencies. 

 

 2. S4 section coordinates and provides logistics services. 

 a. Provided bath and laundry services. 

 b. Provided direct clothing exchange. 

 3. S4 section coordinates and augments graves registration functions. 

 a. Accessed information and intelligence on area of search, and analyzed the 

factors of mission, enemy, terrain, troops, time, and civilian considerations 

(METT-TC). 

 

 b. Issued instructions to subordinate units to include: 

 (1) Chaplain support. 

 (2) Graves registration unit augmentation (search, recovery, burial, and/or 

transport of remains). 

 

 c. Prepared DD Forms 565 (Statement of Recognition of Deceased) and DD 

Forms 567 (Record of Search and Recovery). 

 

 d. Secured personal effects to remains. 

 e. Completed emergency burial data. 

 f. Prepared a DD Form 551 (Record of Interment). 

* 4. S4 coordinates with S3 to monitor the activities of field service operations and 

their impact on the tactical situation. 

 

 a. Assisted S3 in determining if support efforts (locations and times for 

support) were appropriate based on the tactical situation. 

 

 b. Coordinated battlefield equipment recovery operations such as downed 

aircraft recovery team and battle damage assessment repair. 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Maintained situational awareness of maintenance and field service 

operations. 

 

* 5. S4 identifies and controls hazard IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0023 Conduct Assembly Area Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0304 Conduct Battalion / Brigade Rehearsal 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-4-0320.01-0111 PROVIDE UNIT SUPPLY SUPPORT 

01-6-0069.01-0111 MONITOR LOGISTICS OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-253

ELEMENT: UNIT MINISTRY TEAM 

TASK: CONDUCT THE COMMAND RELIGIOUS SUPPORT PROGRAM (01-6-0056.01-0111) 

(FM 101-5) (FM 1-111) (FM 16-1) 

(FM 41-10) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is preparing for, or is engaged in, combat operations. The brigade has 

been issued the division/corps OPORD. The command religious support (RS) plan is initiated. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: RS estimate and RS annex were prepared. RS coverage existed throughout 

the brigade area of operations (AO). Commander was advised on religious and soldier issues. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Brigade unit ministry team (UMT) conducts mission analysis. 

 2. Brigade UMT develops the religious support (RS) estimate. 

 a. Brigade UMT gathered information from OPORD, FRAGO, and briefings 

(chaplain’s assistant was the primary gatherer). 

 

 b. Brigade chaplain analyzed the mission as it affects the RS activities. 

 c. Brigade UMT analyzed and considered the effects of all COA on RS 

functions. 

 

 d. Brigade chaplain recommended the best COA for RS. 

 e. Brigade chaplain developed RS estimate for approved COA. 

 f. Brigade UMT coordinated RS estimate with other staff members (brigade 

and subordinate level S3s, XOs, commanders (cdrs) and UMTs). 

 

 g. Brigade chaplain included the chaplain's assistant in the planning process. 

 h. Chaplain's assistant gave RS estimate in the absence of the chaplain. 

* 3. Brigade chaplain conducts mission planning for the AO. 

 a. Ensured total RS coverage for casualty care throughout the AO. 

 b. Tailored the RS mission to the tactical situation and applied METT-TC. 

 c. Determined principal UMT locations for effective RS coverage. 

 d. Determined any unit support, area support, interdenominational support, 

and on order requirements for RS from division OPORD. 

 

 e. Developed casualty religious support plan for brigade AO. 

 4. Brigade UMT prepares the RS annex/appendix to the OPORD. 

 a. Included brigade UMT casualty replacement plan. 

 b. Included locations of UMTs for each phase of the operation. 

 c. Included and staffed onorder and AO coverage requirements for all UMTs. 

 d. Included impact of AO indigenous religions on missions. 

 e. Included special instructions for each UMT as needed. 

 5. Brigade UMT plans RS activities. 

 a. Established religious support priorities. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Planned for RS to all units attached to, assigned to, or under operational 

control (OPCON) of the brigade. 

 

 c. Developed the RS plan, which incorporated the time flow for all UMTs into 

the brigade area. 

 

 d. Planned for religious services. 

 e. Developed RS plan for brigade UMTs using the backward planning 

process. 

 

 f. Ensured that UMTs were included in logistics information systems and that 

RS request procedures were established. 

 

 g. Ensured that the assistant was worked into the unit defense plan, but not 

during RS. 

 

* 6. Brigade chaplain coordinates (using the chaplain’s assistant as needed) RS with 

brigade, subordinates, and adjacent units— 

 

 a. Medical units. 

 b. Combat service support (CSS) staffs. 

 c. Combat support (CS) staffs. 

 d. Primary staff. 

 e. Commanders. 

 7. Brigade UMT monitors and coordinates RS activities during battle. 

 a. Chaplain’s assistant battle-tracked battalion/task force UMTs, casualty 

reports, and unit combat status. 

 

 b. Chaplain’s assistant established and maintained communications with 

subordinate UMTs. 

 

 c. Monitored RS reports from the forward support battalion (FSB) UMT. 

 d. Coordinated with division UMT for additional RS assets and coverage. 

 e. Moved forward to provide RS to casualties, when all RS assets were 

engaged. 

 

 f. Coordinated for the movement of subordinate UMTs to provide RS for 

casualty situations. 

 

 g. Staffed actions with brigade and subordinate unit XO, S3, Cdr, and UMT 

IAW FM 101-5 in a timely manner 

 

 h. Coordinated with subordinate UMTs to ensure support, discuss needs, and 

brief missions. 

 

 i. Assessed the physical condition of subordinate UMTs for mission capability. 

 j. Chaplain ensured that units were monitoring the locations of their UMTs. 

 k. Chaplain ensured that subordinate UMTs were included in wargaming, 

battle drills, and rehearsals. 

 

 l. Chaplain’s assistant provided movement plan to (rear CP) S1, S4, and 

medical cell, and called in changes. 

 

* 8. Chaplain's assistant coordinates RS in the absence of the chaplain. 

 a. Participated in staff planning. 

 b. Served as an RS staff member, not as an additional detail person in the 

absence of the chaplain. 

 

 c. Conducted precombat checks and inspections of UMT equipment and 

supplies. 

 

 d. Ensured that TA-50, NBC, night vision devices (NVDs), UMT modified table 

of organization and equipment (MTO&E), ecclesiastical supplies, and 

vehicle were accounted for and maintained. 

 

 e. Coordinated with division UMT for additional RS coverage and 

replacements. 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 f. Coordinated with units for qualified person(s) to provide RS and arranged 

for any additional services. 

 

 g. Accessed the main command post (CP) in the absence of the chaplain. 

 h. Briefed the division UMT on mission requirements. 

* 9. Brigade chaplain provides worship services in the area of responsibility (AOR). 

 a. Prepared and provided worship service sacraments, rites, and rituals for 

soldiers and authorized civilians, to include contractors, in accordance with 

RS annex of tactical standing operating procedures (TACSOP). 

 

 b. Prepared and provided memorial ceremonies and services to honor the 

dead. 

 

 c. Provided RS to casualties at medical units in the brigade AOR and 

coordinated additional RS to support the FSB UMT. 

 

 d. Provided religious care, counseling, and support for combat-stressed 

soldiers in conjunction with medical treatment. 

 

 e. Conducted routine religious care and counseling to soldiers to include staff 

and leaders. 

 

 f. Coordinated RS for confined and hospitalized enemy prisoners of war 

(EPWs), detained civilians, and refugees. 

 

* 10. Brigade chaplain advises the commander and staff on moral and ethical, 

religious, and humanitarian issues as they affect operations in the AOR. 

 

 a. Advised leadership on effects of operations on morale and morals and 

ethics of soldiers. 

 

 b. Identified soldiers’ attitudes towards civilian populace, noting any adverse 

and dehumanizing views. 

 

 c. Advised leadership on impact of local religious beliefs, practices, rites, sites, 

and facilities. 

 

 d. Advised leadership on policies and unjust procedures that adversely affect 

morale. 

 

 e. Advised leadership on possible dehumanizing treatment of local civilians, 

EPWs, illegal acts, and disrespect for human life. 

 

* 11. Brigade chaplain advises civil affairs (CA) staff. 

 a. Advised CMO officers on religious and cultural factors within the AOR. 

 b. Advised S5 and CA team in preparation of CA area study assessment in 

accordance with FM 41-10 and FM 16-1. 

 

* 12. Chaplain identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
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SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1503 Supervise Enlisted Development and 

Utilization 

MOS W 153D 3 

MOS W 152H 3 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-1500 Prepare Military Correspondence 

011-510-1501 Supervise Professional Development / Career 

Management 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0048.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP)(S1) 

01-6-0073.01-0111 COORDINATE MORALE, WELFARE, AND RECREATION SERVICES 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-257

ELEMENT: S4 SECTION 

TASK: COORDINATE DEPLOYMENT LOGISTICS SUPPORT (01-6-0060.01-0111) 

(FM 100-17) (AR 220-1) (AR 710-2) 

(FM 100-10) (FM 1-111) (FM 55-65) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade has received a deployment warning order and the commander has 

issued his guidance. Subordinate units are deploying as part of the brigade deployment plan. 

Equipment status reports are being received from subordinate units. The movement directive and 

plan/order, preparation for overseas movement (POM) information message, SOP, port call 

messages, subordinate units' automated unit equipment list (AUEL), and OPLAN/CONPLAN are 

available. The brigade staff regularly receives messages from the installation emergency operations 

center, installation transportation office, higher headquarters, and subordinate units. This task should 

not be trained in MOPP4. 

TASK STANDARDS: Logistic support is coordinated so that subordinate units receive the necessary 

personnel, equipment, supplies, and services before deployment. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S4 supervises deployment logistics support activities. 

 a. Identified logistic requirements by reviewing movement directive; brigade 

movement plan; POM information message; OPLAN/CONPLAN; and 

subordinate units' supply, maintenance, and movement status reports. 

 

 b. Recommended cross-leveling actions to the commander. 

 c. Directed cross-leveling of supplies and equipment in accordance with 

commander's guidance. 

 

 d. Directed disposition of excess supplies and equipment in accordance with 

higher echelon G4 instructions. 

 

 e. Prioritized equipment requiring support maintenance in accordance with 

commander's guidance. 

 

 f. Monitored supply and maintenance activities for compliance with the SOP, 

appropriate publications, and commander's guidance. 

 

 g. Monitored movement preparation activities for compliance with the SOP, 

appropriate publications, and commander's guidance. 

 

 h. Briefed commander and executive officer/deputy commander on logistics 

readiness status, as required. 

 

 2. S4 section coordinates supply and services support. 

 a. Identified special equipment and/or clothing requirements by reviewing 

movement directive, POM information message, and OPLAN/CONPLAN. 

 

 b. Coordinated issue of special equipment and/or clothing with higher echelon 

G4, Directorate of Logistics (DOL) (installation), and appropriate supporting 

agencies. 

 

 c. Coordinated disposition of excess equipment and clothing with higher 

echelon G4 and/or installation DOL. 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 d. Submitted requisitions for containers, material handling equipment, and 

blocking, bracing, and packing materials to appropriate supporting agencies 

in accordance with the SOP. 

 

 e. Provided disposition instructions for excess equipment and clothing to 

subordinate units. 

 

 f. Coordinated pickup of basic and prescribed loads with higher echelon G4 

section or installation DOL. 

 

 g. Provided instructions for pickup of basic and prescribed loads to 

subordinate units. 

 

 h. Coordinated petroleum, oils, and lubricants (POL) support for movement to 

aerial and sea port of embarkation (POE) with higher echelon G4 or 

installation DOL. 

 

 i. Monitored the preparation of basic and prescribed loads for compliance with 

the SOP, movement plan/order, and commander's guidance. 

 

 j. Briefed the S4, as required. 

* 3. S4 NCOIC coordinates cross-leveling of vehicles, equipment, and supplies. 

 a. Identified shortages and overages by reviewing subordinate units' vehicle, 

equipment, and supply status reports. 

 

 b. Reallocated vehicles, equipment, and supplies within the brigade in 

accordance with commander's guidance. 

 

 c. Submitted requisitions for vehicles, equipment, and supplies to higher 

echelon G4 section. 

 

 d. Requested disposition instructions for excess vehicles, equipment, and 

supplies from higher echelon G4 section. 

 

 e. Updated property book, as required. 

* 4. Brigade maintenance officer coordinates maintenance support. 

 a. Identified maintenance requirements by reviewing commander's guidance, 

SOPs, and status reports from subordinate units. 

 

 b. Coordinated for maintenance support team to support subordinate units. 

 c. Coordinated for maintenance support team, status of vehicles and 

equipment in support maintenance, disposition of nondeployable vehicles 

and equipment, and float equipment support with supporting maintenance 

activity. 

 

 d. Identified the disposition of nondeployable vehicles and equipment and float 

equipment support to subordinate units. 

 

 e. Coordinated maintenance support at the APOE/SPOE marshalling area 

with supporting installation. 

 

 f. Submitted vehicles and equipment to support maintenance in accordance 

with S4 instructions. 

 

 g. Coordinated maintenance support for movement to APOE/SPOE with 

higher echelon G4 or installation DOL. 

 

* 5. Brigade maintenance officer coordinates movement support. 

 a. Identified and coordinated transportation requirement by reviewing SOP, 

movement plan/order, and subordinate units’ AUELs. 

 

 b. Verified that subordinate units' personnel and equipment transportation 

requirements had been submitted and were accurate by coordinating with 

the unit movement center. 

 

 c. Provided movement and documentation assistance to subordinate unit 

movement officer, as required. 

 

 d. Coordinated with division support command (DISCOM) movement control 

officer (MCO) for military-owned demountable container delivery. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 e. Identified personnel who are authorized to certify hazardous material. 

 f. Requested scales and material handling equipment support from DOL, as 

required. 

 

 g. Coordinated with the UMC to verify rail and/or commercial transportation 

availability and movement schedules for containers and outsize, oversize, 

or overweight pieces of equipment. 

 

 h. Coordinated convoy clearances with the G4/UMC and military police (MP), 

as required. 

 

 i. Submitted request(s) for required road march items to supporting supply 

activity. 

 

 j. Coordinated subordinate units' en route support requirements with unit 

movement center until all known requirements were fulfilled. 

 

 k. Coordinated with unit movement center for return transportation support for 

brigade personnel from the SPOE to the brigade area. 

 

 l. Coordinated with appropriate headquarters for advance party and main 

body personnel transportation requirements to the POE. 

 

 m. Conducted movement status briefings for the commander, staff, and 

subordinate commanders, as necessary. 

 

 6. S4 coordinates with the installation unit movement officer/NCO on POE 

marshalling area activities. 

 

 a. Monitored staging and processing of vehicles and equipment for 

compliance with movement order, call forward instructions, and supporting 

installation officials' instructions. 

 

 b. Coordinated resolution of vehicle and equipment processing deficiencies 

with supporting installation officials. 

 

 c. Coordinated disposition of frustrated vehicles and cargo with supporting 

installation personnel. 

 

 d. Coordinated with port commander's representatives to verify arrangement 

for super cargoes. 

 

* 7. S4 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0028 Plan Aviation Deployment MOS W 153D 3 

 MOS W 152H 3 

011-510-0004 Employ Combat Service Support 

011-510-0012 Employ Air Movement Operations 
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5-260

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-4-0320.01-0111 PROVIDE UNIT SUPPLY SUPPORT 

01-6-0001.01-0111 CONDUCT INTELLIGENCE FUNCTIONS FOR DEPLOYMENT 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0061.01-0111 COORDINATE DEPLOYMENT ADVANCE PARTY ACTIVITIES 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-0080.01-0111 SUPERVISE KEY OPERATIONAL AND SUPPORT FUNCTIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-261

ELEMENT: COMMAND SECTION 

TASK: SUSTAIN THE BRIGADE (01-6-0066.01-0111) 

(FM 1-111) (FM 100-10) (FM 101-5) 

(FM 3-0) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade has been committed in combat against enemy forces. All staff sections 

are functioning. The brigade has been issued the division/corps OPORD/OPLAN. Combat 

intelligence and unit reports are being received. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: The executive officer (XO)/deputy commander supervised combat service 

support (CSS) operations to ensure that the brigade retained the capability to conduct continued 

operations and to fight future engagements. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. XO/Deputy commander coordinates vital CSS for the brigade. 

* 2. XO/Deputy commander wargames the CSS plan with the CSS staff. 

 a. Ensured the tactical plan had needed support. 

 b. Ensured transportation was available to deliver support where it was 

needed at the required time. 

 

* 3. XO/Deputy commander verifies the CSS plan to ensure it is fully developed to 

support the tactical operation. 

 

* 4. XO/Deputy commander ensures supplies, maintenance, transportation, and 

services are available to brigade units. 

 

* 5. XO/Deputy commander prioritizes transportation assets to deliver commandspecified supplies and equipment based on the commander's guidance and 

priority missions of units. 

 

 6. XO/Deputy commander ensures coordination of transportation operations from 

the main CP as a component of CSS. 

 

* 7. XO/Deputy commander ensures that the CSS plan supports the commander's 

concept and is submitted, with graphics, to the S3 for incorporation into the 

OPORD. 

 

* 8. XO/Deputy commander plans and supervises brigade consolidation and 

reorganization. 

 

 a. Oversaw the reorganization/refit of units designated by the commander. 

 b. Ensured reorganized/refit units were combat ready upon completion of their 

reorganization/refit. 

 

 c. Ensured weapon systems replacement operations were conducted. 

 (1) Monitored personnel and logistics management. 

 (2) Reported complete weapon systems. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (3) Monitored complete weapon systems. 

* 9. XO/Deputy commander informs the commander of critical CSS changes that 

affect the plan and recommends solutions. 

 

* 10. XO/Deputy commander identifies and controls hazards IAW risk management 

procedures. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0025 Defeat Enemy Threat Using Aircraft 

Survivability Equipment (ASE) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0051.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S4) 

01-6-0082.01-0111 CONDUCT MILITARY DECISIONMAKING PROCESS (MDMP) 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-263

ELEMENT: S4 SECTION 

TASK: COORDINATE TRANSPORTATION AND MOVEMENT (01-6-0068.01-0111) 

(FM 101-5) (FM 1-111) (FM 55-15) 

(FM 55-30) (FM 63-1) (FM 63-20) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO and the commander's guidance. The commander has directed the unit to move. 

Division/corps combat service support (CSS) assets are available. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: Transportation and movement requirements were planned, coordinated, and 

supervised to ensure the organized and uninterrupted flow of supplies and troops to the area of 

operations. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S4 plans transportation and movement. 

 a. Identified transportation assets available in the brigade. 

 b. Reviewed and analyzed all brigade plans and orders for transportation 

impact. 

 

 c. Provided transportation input to all FRAGOs issued subsequent to issue of 

OPORD/OPLAN. 

 

 d. Coordinated with higher elements for additional transportation assets, if 

required. 

 

 e. Assisted the S3 in planning and preparing movement orders and march 

tables. 

 

 f. Selected main supply routes and other supply routes in coordination with 

the S2 following a review of the All-Source Analysis System (ASAS). 

 

 (1) Ensured route supported the heaviest vehicle in the brigade. 

 (2) Ensured refugees did not block routes. 

 (3) Ensured route supported bi-directional traffic. 

 g. Assisted the S3 in planning for logistical airlift. 

* 2. S4/unit movement officer (UMO) coordinates transportation and movement. 

 a. Coordinated routes with military police, highway traffic control, and other 

agencies, as required. 

 

 b. Coordinated with the S2 section to determine enemy capabilities that may 

have interrupted use of routes (such as air threat, partisan activity, and 

chemical use). 

 

 c. Coordinated administrative troop movement requirements with subordinate 

units. 

 

 d. Coordinated routes, traffic control, and timetables with the G4, support 

battalion staff, and division support command/corps support command staff. 

 

 e. Coordinated with higher movement control elements when additional assets 

were required and organic assets were unavailable or inappropriate for use. 

 

 f. Monitored and coordinated emergency resupply by air with the brigade S3 . 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 3. S4 supervises and facilitates transportation and movement. 

 a. Maintained contact with higher, subordinate, and adjacent movement 

control elements. 

 

 b. Provided technical assistance to all units on transportation data during the 

unit movement operations. 

 

 c. Monitored transportation assets and advised the S3 when additional assets 

were required. 

 

 d. Provided the movement control officer with guidance, basic plans, and 

assistance. 

 

* 4. S4 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0004 Employ Combat Service Support 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0001.01-0111 PLAN/ORGANIZE THE MOVE 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-265

ELEMENT: S4 SECTION 

TASK: MONITOR LOGISTICS OPERATIONS (01-6-0069.01-0111) 

(FM 101-5) (FM 100-10) (FM 1-111) 

(FM 63-1) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. Communications have been 

established. Reports are being provided. The unit has received an OPORD/FRAGO and the 

commander's guidance. Combat service support (CSS) assets are available. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: Brigade S4 anticipated changing logistical requirements and provided 

appropriate and continuous supplies and services to the brigade. 

TASK STEP2S AND PERFORMANCE MEASURES GO NO-GO 

* 1. XO/Deputy commander monitors logistical operations. 

* 2. S4 monitors the tactical situation. 

 a. Monitored brigade radio nets and tracks the current battle. 

 b. Coordinated with engineer representative and task force S4s for the 

throughput of Class IV and Class V obstacle material to the resupply points. 

 

 c. Provided information on battle situation and changing priorities to 

subordinate unit S4 sections. 

 

 d. Communicated CSS requirements to the brigade XO/deputy commander, 

main support battalion or the division aviation support battalion, and higher 

headquarters. 

 

 e. Recommended adjustments to brigade CSS operations based on type of 

tactical operations (offense, defense, or retrograde). 

 

 f. Recommended new locations for the brigade support area (BSA) and new 

main supply route (MSR) based on the changing tactical situation. 

 

 g. Adjusted transportation services based on type of tactical operations 

(offense, defense, or retrograde). 

 

 3. S4 section maintains current logistics status. 

 a. Monitored brigade radio nets and tracked the current battle. 

 b. Ensured maps were posted with the current locations of all units (combat, 

combat support (CS), and CSS). 

 

 c. Prepared to assume the duties in the main CP. 

 d. Maintained status of subordinate unit combat, CS, and CSS elements. 

 e. Monitored the requisition, acquisition, storage, and distribution of supplies. 

 f. Monitored the distribution of the controlled supply rate of ammunition. 

 g. Monitored the requisition, receipt, and storage of chemical weapons and 

associated supplies. 

 

 h. Monitored the allocation of fuels based on established priorities. 

 (1) Monitored the operations of forward arming and refueling points 

(FARPs). 

 
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TASK STEP2S AND PERFORMANCE MEASURES GO NO-GO 

 (2) Coordinated resupply as required. 

 i. Coordinated with the S5 element for procurement of local civilian supplies 

and barrier material. 

 

 j. Coordinated with augmenting units to identify requirements for nonstandard 

supplies or repair parts such as those used in psychological operations. 

 

 k. Monitored the maintenance status of damaged/nonmission-capable 

aircraft/vehicles and projected their expected availability. 

 

* 4. S4/Unit maintenance officer maintains the status of equipment readiness. 

 a. Maintained the consolidated brigade weapons combat power status board. 

 b. Monitored maintenance operations to evaluate the capability to support 

current operations. 

 

 c. Provided the commander and staff with evaluation of maintenance 

conditions and their impact on current or future brigade operations. 

 

 d. Coordinated with the S3 and recommended maintenance priorities to the 

XO/Deputy commander. 

 

 e. Coordinated with the support battalion staff on maintenance status and 

brigade maintenance priorities. 

 

 f. Coordinated for execution of weapon systems replacement operations. 

* 5. S4 coordinates with the S1 section to identify changes in the personnel situation 

that could have an impact on logistical support to the brigade. 

 

 a. Recommended personnel replacements for attached and assigned CSS 

units to the S1. 

 

 b. Coordinated logistics support with the brigade personnel replacement 

system. 

 

 c. Coordinated on individual replacements for fully mission capable vehicles. 

 d. Monitored replacement and reconstitution operations. 

 e. Ensured that location of medical facilities was integrated with overall CSS 

plans. 

 

* 6. S4 monitors the intelligence situation. 

 a. Coordinated with the S2 to assess the impact of enemy capabilities on 

brigade logistical operations. 

 

 b. Recommended the commander's critical information requirements (CCIR) 

on enemy capabilities that had a major impact on CSS activities. 

 

 c. Estimated, in conjunction with the chemical officer, the effect predicted 

fallout would have on logistics support activities. 

 

 d. Coordinated with higher headquarters for the evacuation and use of enemy 

material and personnel. 

 

 e. Coordinated with the S2 to determine the effects of counterintelligence on 

logistics activities. 

 

 f. Assessed the impact of weather conditions, both present and forecasted, 

on CSS activities. 

 

 g. Coordinated with the S2 for distribution of electronic warfare equipment and 

supplies. 

 

 h. Coordinated with the S5 for logistics support of psychological operations. 

 i. Advised the S3 on the logistics implications of rear area protection 

operations. 

 

* 7. S4 monitors the civil-military situation. 

 a. Advised the S5 on the availability of logistical support for civil-military 

operations (CMO). 

 
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5-267

TASK STEP2S AND PERFORMANCE MEASURES GO NO-GO 

 b. Obtained an estimated number of civilians and internees requiring logistical 

support from the S5. 

 

 c. Coordinated with the S5 for acquisition of civilian material to support 

brigade logistics requirements. 

 

 d. Coordinated with the S5 for routes that needed to be reserved exclusively 

for military logistical reasons. 

 

* 8. S4 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-4-0320.01-0111 PROVIDE UNIT SUPPLY SUPPORT 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0059.01-0111 PROVIDE MAIN COMMAND POST (CP) SECURITY 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: S1 SECTION 

TASK: PERFORM STRENGTH MANAGEMENT (01-6-0070.01-0111) 

(FM 12-6) (FM 101-5) (FM 1-111) 

(FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: Communications are established with subordinate and higher headquarters, and 

personnel strength reports (PSRs) are being received from subordinate units. The brigade SOP is in 

effect. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Brigade personnel requirements were determined from subordinate unit PSRs 

and forwarded to the personnel service company (PSC) and higher headquarters according to unit 

SOP. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S1 section performs unit strength accounting. 

 a. Received unit strength reports and PSRs from subordinate units. 

 b. Cross-checked personnel strength reports for accuracy with tactical reports, 

battalion aid station reports, and other reports. 

 

 c. Determined critical MOS replacement requirements and priorities for the 

brigade. 

 

 d. Produced consolidated brigade personnel status reports. 

 e. Coordinated with unit S1 section providing attachments to the brigade. 

 f. Compared manual personnel strength information against Standard 

Installation/Division Personnel System (SIDPERS) information and 

identified and resolved any discrepancies. 

 

 g. Updated unit strength reports and posts battle rosters. 

 h. Forwarded consolidated brigade personnel status reports to the supporting 

G1/(Adjutant General (AG) strength management section as required by 

SOP. 

 

 i. Prepared personnel estimate. 

 j. Maintained continuous personnel loss estimate to update requisitions for 

personnel replacements. 

 

 k. Prepared the periodic personnel report in accordance with FM 101-5. 

 l. Prepared additional annexes to the report, as necessary. 

 m. Submitted the periodic personnel report to higher headquarters in 

accordance with SOP. 

 

* 2. S1/personnel staff noncommissioned officer (PSNCO) manages strength 

accounting. 

 

 a. Reviewed personnel strength reports from subordinate units for accuracy. 

 b. Spot-checked section operations, ensuring that accurate numerical strength 

accounting is accomplished. 

 

 c. Briefed brigade commander and staff daily. 

 d. Briefed commander on authorized, assigned, and attached strength in 

relation to the commander's planned course of action (COA). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 3. S1/PSNCO prepares periodic personnel report. 

 a. Ensured timely and accurate receipt of personnel report input from all 

assigned, attached, and reporting units. 

 

 b. Assigned the appropriate security classification to the report. 

* 4. S1/PSNCO maintains liaison with supporting and supported units. 

 a. Advised G1/AG of changes in personnel requirements and priorities. 

 b. Advised G1/AG of changes in critical MOS shortages. 

 c. Established and maintained coordination with elements attached to, in 

direct support of, or under operational control of the brigade. 

 

* 5. S1/PSNCO identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1502 Determine Warrant Officer Procurement, 

Development, and Utilization 

MOS W 153D 3 

MOS W 152H 3 

 MOS W 154C 3 

011-420-1503 Supervise Enlisted Development and 

Utilization 

MOS W 152H 3 

MOS W 154C 3 

 MOS W 153D 3 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-7707.01-0111 EVACUATE CASUALTIES 

01-2-7714.01-0111 SUBMIT CASUALTY FEEDER REPORTS AND WITNESS STATEMENTS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: S1 SECTION 

TASK: CONDUCT REPLACEMENT OPERATIONS (01-6-0071.01-0111) 

(FM 12-6) (FM 101-5) (FM 1-111) 

(FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The S1 section is located in the rear CP. Replacements are arriving in the brigade 

rear area. The personnel service company at division or higher headquarters are maintaining 

personnel records. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Replacements were processed and assigned to units according to the unit 

strength and the commander's guidance. Replacements reported to gaining unit with full equipment. 

Transportation was coordinated through the gaining unit. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S1 coordinates replacement operations. 

 a. Briefed command group on replacement status and unit requirements. 

 b. Developed and recommended command replacement priorities. 

 c. Received and disseminated brigade commander's replacement priorities. 

 d. Coordinated with the brigade S4/main support battalion or division aviation 

support battalion to resolve individual replacement equipment shortages. 

 

 e. Monitored the reconstitution of subordinate units. 

 2. S1 section conducts replacement operations. 

 a. Ensured personnel replacement requisitions were 95-percent accurate. 

 b. Ensured requisitions were submitted within 24 hours of identified need. 

 c. Received replacements from the division replacement section and 

coordinated for their logistical support. 

 

 d. Assigned personnel according to the commander's guidance. 

 e. Tracked medical evacuation of brigade soldiers (coordinated with brigade 

flight surgeon). 

 

 (1) Determined location of evacuated soldiers (division clearing station, 

mobile Army surgical hospital, and communications zone). 

 

 (2) Determined condition of wounded and injured soldiers (returned to 

duty). 

 

 f. Linked up combat-ready vehicles and replacement crews. 

 g. Oriented replacements on brigade combat situation. 

 h. Prepared and transmitted personnel status reports to brigade commander 

and division. 

 

 i. Monitored replacement administrative and physical processing. 

* 3. Personnel actions section conducts administrative processing. 

 a. Collected and consolidated personnel strength reports, personnel readiness 

report, and other replacement data from subordinate and attached units. 

 

 b. Identified shortages of critical military occupational specialties (MOSs). 

 c. Recommended replacement priorities to the S1. 

 d. Prepared and forwarded replacement requisitions. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 e. Assigned replacements according to the brigade commander's priorities. 

* 4. Personnel staff noncommissioned officer (PSNCO) conducts replacement 

coordination with supporting and supported units. 

 

 a. Notified subordinate unit S1s or field trained commander of personnel 

assignments. 

 

 b. Coordinated with the brigade S4 for transportation support. 

 c. Coordinated with the brigade S4 for personnel and weapon systems 

replacement operations interface. 

 

 d. Coordinated equipment issue, feeding, and rest areas with the S4. 

* 5. S1 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-7714.01-0111 SUBMIT CASUALTY FEEDER REPORTS AND WITNESS STATEMENTS 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0079.01-0111 MONITOR THE STATUS OF BRIGADE PERSONNEL 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: S1 SECTION 

TASK: CONDUCT CASUALTY REPORTING (01-6-0072.01-0111) 

(FM 12-6) (FM 101-5) (FM 1-111) 

(FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in combat and casualties are being received. The S3 is developing or 

has issued an OPORD/OPLAN. Units and medical elements are reporting casualties by name and 

the Standard Installation/Division Personnel System (SIDPERS) line numbers. The S1 is located in 

the rear CP. The S1 section is operational, and unit casualty reports are being received. The 

brigade SOP is available. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Casualties are identified and tracked throughout the system. Casualty 

accountability by name is maintained at 100 percent. Reports are prepared and submitted to the 

supporting personnel service company (PSC), division adjutant general (AG), or equivalent agency 

according to the brigade SOP. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Personnel staff noncommissioned officer (PSNCO) collects casualty reports. 

 a. Reviewed by-name casualty reporting by subordinate and medical units for 

completeness and accuracy. 

 

 b. Posted information to the brigade master casualty log. 

* 2. S1 reports casualty information. 

 a. Briefed the commander and staff on casualty status and return-to-duty 

personnel. 

 

 b. Notified commander immediately of critical losses, by MOS and grade, and 

the impact of those losses on the operation. 

 

 3. S1 section collects all documents supporting casualties (DA Forms 1155 

(Witness Statement on Individual) and 1156 (Casualty Feeder Report)) from 

reporting units. Forwards them to the personnel services battalion and the 

division chief of staff personnel (G1), when battalions were unable to do so. 

 

 a. Prepared the brigade consolidated casualty report. 

 b. Forwarded consolidated casualty data to the supporting G1/AG PSC. 

 c. Processed letters of sympathy from subordinate units and forwarded them 

to the division personnel services battalion. 

 

 d. Processed and forwarded emergency data changes to the personnel 

services battalion. 

 

* 4. S1 identifies and controls hazards IAW risk management procedures. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-273

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0900 Implement the Principles of Medical 

Evacuation 

011-510-0901 Integrate Unit Medical Support 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2064.01-0111 PERFORM COMPANY STRENGTH MANAGEMENT 

01-6-0035.01-0111 ADVISE THE COMMANDER AND STAFF ON HEALTH SERVICES 

AVAILABLE AND MEDICAL UNIT CAPABILITIES AND READINESS 

01-6-0039.01-0111 SUPERVISE MEDICAL SUPPORT SERVICES 

01-6-0070.01-0111 PERFORM STRENGTH MANAGEMENT 

01-6-0071.01-0111 CONDUCT REPLACEMENT OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
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5-274

ELEMENT: S1 SECTION 

TASK: COORDINATE MORALE, WELFARE, AND RECREATION SERVICES (01-6-0073.01-

0111) 

(FM 12-6) (FM 101-5) (FM 1-111) 

(FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The S1 section is operational and coordination of staff functions has begun. Morale, 

welfare, and recreation (MWR) elements have been assigned to support the brigade. MWR and 

Army and Air Force Exchange Service (AAFES) support is available. Some iterations of this task 

should be performed in MOPP4. 

TASK STANDARDS: Unit morale was assessed. the commander was advised of overall status. 

Troops were provided with MWR and AAFES services and equipment. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Brigade command sergeant major (CSM) and personnel service 

noncommissioned officer (PSNCO) reviews unit morale indicators. 

 

 a. Obtained subordinate unit absent without leave (AWOL) and desertion rate 

from battalion S1s and the Provost Marshal (PM). 

 

 b. Obtained Uniform Code of Military Justice (UCMJ) infraction status from the 

Staff Judge Advocate (SJA). 

 

 c. Received morale status of command input from the brigade chaplain. 

 d. Obtained sick call and stress casualty rates from the brigade surgeon. 

 e. Discussed unit morale with battalion CSMs. 

* 2. Brigade CSM/PSNCO monitors the status of morale in the brigade. 

 a. Briefed the commander on morale, health, and welfare of the command. 

 b. Made recommendations to the commander on how to increase unit 

cohesiveness and morale. 

 

 c. Notified commander of critical events that might have significant impact on 

morale. 

 

* 3. S1 identifies civilian MWR personnel battle-rostered to the brigade staff. 

* 4. S1/civilian MWR supervisor coordinates MWR support. 

 a. Ensured brigade plans for the deployment of civilian MWR personnel were 

complete and current. 

 

 b. Ensured commanders appointed MWR coordinators at battalion and 

company level as an additional duty. 

 

 c. Planned for AAFES imprest fund activities that were established and 

operated by commands using unit personnel. 

 

 d. Planned for and prepared prepositioned requisitions; procured and 

arranged the deployment of bulkier, heavier, and more breakable items 

such as free weights, large screen televisions, computer games, or other 

items for soldier recreation and relaxation. 

 

 e. Scheduled unit personnel and civilians for rest and recuperation (R&R) 

periods. 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 f. Coordinated establishment and operation of soldier activity centers, 

recreation activities, exchanges, and unit lounges. 

 

 g. Coordinated unit athletic and recreation programs, to include acquisition, 

use, and maintenance of equipment/supplies. 

 

 h. Surveyed subordinate units to determine MWR requirements. 

 i. Surveyed supporting units to determine MWR capabilities and resources 

that might be allocated to the brigade. 

 

 j. Allocated MWR support according to command priority. 

 k. Published brigade MWR letter of instruction. 

* 5. S1 schedules and coordinates external MWR support from division. 

 a. Established postal support schedules. 

 b. Scheduled band support. 

 c. Arranged finance support (combat payments). 

 d. Scheduled post exchange support. 

 e. Coordinated bath and clothing exchange support. 

 f. Coordinated to obtain hot meals. 

* 6. S1 provides organic brigade MWR support. 

 a. Implemented R&R policy. 

 b. Ensured awards program provided positive morale impact. 

 c. Coordinated religious and legal assistance support scheduling. 

* 7. S1 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0023 Conduct Assembly Area Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0075.01-0111 PROVIDE PERSONNEL AND ADMINISTRATIVE SERVICES 

01-6-0080.01-0111 SUPERVISE KEY OPERATIONAL AND SUPPORT FUNCTIONS 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: S1 SECTION 

TASK: PROVIDE PERSONNEL AND ADMINISTRATIVE SERVICES (01-6-0075.01-0111) 

(AR 600-8-10) (AR 600-8-14) (AR 600-8-29) 

(AR 601-100) (AR 601-210) (AR 601-280) 

(AR 614-200) (AR 623-105) (AR 623-205) 

(AR 635-200) (AR 672-20) (AR 690-11) 

(FM 1-111) (FM 12-6) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The S1 section is operational and coordinating staff functions. Recommendations for 

awards and decorations, requests for administrative support and emergency leave, congressional 

correspondence, and officer direct appointment applications are being received. Adjutant general 

(AG) postal services and American Red Cross services are available. This task should not be trained 

in MOPP4. 

TASK STANDARDS: All awards, decorations, evaluations, direct appointments, congressional 

correspondence, and leave requests were processed and forwarded to the appropriate agency within 

the required time period. Administrative services were performed to support brigade operations. 

Incoming and outgoing mail was processed. Financial support was coordinated to ensure it was 

responsive to the brigade according to existing major Army command (MACOM) policies and 

regulations. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. Awards clerk submits awards and decorations. 

 a. Ensured awards and decorations were submitted according to AR 672-20. 

 b. Maintained record for each recommendation and decision for historical 

purposes. 

 

* 2. S1 briefs commander and staff on awards status. 

 a. Obtained commander's guidance on award submissions. 

 b. Implemented SOP for award submissions. 

 c. Assisted subordinate unit implementation of the awards program. 

 3. Awards clerk provides administrative support to brigade awards program. 

 a. Coordinated awards finalization and other support between subordinate 

units and division/corps. 

 

 b. Staffed and forwarded award recommendations to be approved by the 

division/corps commander. 

 

 c. Prepared award citations and requests orders for awards approved by the 

brigade commander. 

 

 d. Forwarded request for orders to division/corps. 

 e. Updated personnel database with individual award information. 

* 4. Personnel service noncommissioned officer (PSNCO) submits 

noncommissioned officer evaluation report (NCOER) and officer evaluation 

report (OER) according to AR 623-205 for NCOs and AR 623-105 for officers. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-277

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 5. S1, with approval of the commander, authorizes enlisted promotions and 

reductions. 

 

 a. Promoted qualified soldiers to fill authorized spaces. 

 b. Reduced those personnel no longer qualified for or deserving of their 

current grades. 

 

* 6. S1 conducts officer promotions for active duty officers according to AR 600-8-29. 

* 7. S1 manages direct appointment requests within the brigade. 

 a. Reviewed recommendations for direct appointments. 

 b. Forwarded approved appointment packets to Assistant Chief of Staff, 

Personnel/Adjutant General (G1/AG). 

 

 8. S1 section processes enlisted and officer transfers and discharges. 

* 9. S1 coordinates support for identification documents. 

* 10. S1 processes leave and pass requests. 

 a. Provided maximum use of authorized absences to support health, morale, 

motivation, and efficiency of soldiers. 

 

 b. Established a leave and pass program according to AR 600-8-10. 

 c. Monitored unit leave policies and procedures according to AR 600-8-10. 

 (1) Assisted subordinate units in leave administration. 

 (2) Established a leave administration SOP. 

 d. Managed the emergency leave program. 

 (1) Processed emergency leave actions within 18 hours. 

 (2) Requested and obtained verification of emergencies from American 

Red Cross. 

 

NOTE: Coordinate with Red Cross to ensure all messages meet set Red Cross 

criteria. 

 

 (3) Reiterated regulatory requirements governing emergency leaves to 

subordinate units. 

 

 (4) Notified higher headquarters of emergency leave transportation 

requirements. 

 

 (5) Advised unit commanders of action taken. 

 11. Legal clerk manages the congressional correspondence program. 

 a. Informed the commander of congressional correspondence. 

 b. Obtained staff and subordinate unit input needed to reply to congressional 

correspondence. 

 

 c. Drafted response to congressional correspondence. 

 d. Staffed response and obtained commander's approval. 

 e. Finalized response to congressional correspondence. 

 f. Forwarded response to requesting agency. 

* 12. S1 initiates line of duty investigations according to AR 600-8-14. 

* 13. S1 conducts officer procurement to meet the Army's authorized strength level 

according to AR 601-100. 

 

* 14. Retention NCO assists commanders to retain soldiers according to AR 600-200. 

 a. Reenlisted the appropriate number of highly qualified soldiers. 

 b. Ensured career counselors and transition personnel enlisted/transferred 

qualified soldiers who had reached the expiration time of service (ETS) 

status into the Reserve component (RC). 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 15. Reenlistment NCO transitions qualified soldiers into the Army Reserve and 

National Guard according to AR 601-210. 

 

* 16. S1/legal clerk processes official correspondence, messages, and distribution. 

 a. Maintained 100-percent accountability on classified documents. 

 b. Prepared and reviewed official correspondence and messages for correct 

format. 

 

 17. Publications clerk controls publications and blank form requests. 

 a. Maintained supply of essential blank forms. 

 b. Processed requisitions for blank forms and publications. 

 c. Distributed incoming publications and blank forms to requester. 

 18. Mail clerk processes and controls incoming and outgoing mail. 

 a. Inventoried, prepared receipts for, and logged incoming and outgoing 

accountable mail. 

 

 b. Established time and location of personal mail pickup and delivery. 

 c. Safeguarded mail until pickup and delivery, as required. 

* 19. PSNCO conducts reclassification to ensure that personnel resources are 

managed effectively according to AR 600-200. 

 

* 20. S1 coordinates for support of the mobile pay team. 

 a. Requested finance support requirements from subordinate units. 

 b. Coordinated and processed subordinate unit requirements with servicing 

finance support unit. 

 

 c. Notified servicing finance support unit of the tactical location of the brigade. 

 d. Provided time, date, and location for unit combat payments. 

 e. Provided the individual soldier with combat pay and check cashing services. 

* 21. Brigade CSM evaluates pay services received by brigade units. 

 a. Checked finance support unit timeliness in providing pay services and 

reported deficiencies to G1 section. 

 

 b. Interviewed brigade soldiers to determine quality of pay services received. 

* 22. S1 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-279

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0311 Conduct Military Briefings 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2054.01-0111 COORDINATE UNIT-LEVEL SUPPLY OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: COMPANY HEADQUARTERS 

TASK: SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE ADMINISTRATIVE 

AND LOGISTICS OPERATIONS CENTER (ALOC) (01-6-7102.01-0111) 

(FM 22-6) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

staff has issued an OPORD/FRAGO to displace the assembly area. Advance party operations have 

been accomplished and the brigade has closed on the new assembly area. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: Administrative and logistical support to the Tactical Operations Center (TOC) 

and the Administrative and Logistics Operations Center (ALOC) enabled uninterrupted command and 

control. Security of the TOC/ALOC was not compromised as a result of inadequate support. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander facilitates establishment of the TOC. 

 a. Provided ground guides to direct personnel to the TOC location. 

 b. Established local security as the TOC was established. 

 c. Provided personnel to assist in setting up the TOC. 

 2. HHC provides logistical support to the TOC. 

 a. Established resupply and a ration cycle IAW the unit SOP. 

 b. Established a water point. 

 c. Established a backhaul schedule for refuse. 

 3. HHC provides maintenance support. 

 a. Ensured that daily preventive maintenance checks and services (PMCS) on 

all wheeled vehicles were conducted. 

 

 b. Conducted wheeled vehicle maintenance procedures. 

 c. Ensured that daily PMCS on all ground support equipment was conducted. 

 d. Provided maintenance support for all ground support equipment. 

 4. HHC coordinates initial medical assistance to TOC personnel. 

 a. Conducted routine sick calls. 

 b. Evaluated and treated more serious problems. 

 5. HHC assists the S2 with TOC security IAW the unit SOP. 

* 6. HHC commander performs the steps in the risk management process for each 

step in troop-leading procedures (see app C). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

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TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-141-0110 Direct Establishment of a Tactical Operations 

Center 

STP 1-93P24-SM-TG 

011-141-0112 Direct Relocation of a Tactical Operations 

Center 

STP 1-93P24-SM-TG 

011-141-1060 Extract Data from Signal Operation 

Instructions (SOI) Extract 

STP 1-93P1-SM 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 152H 3 

MOS W 153D 3 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0303 Conduct Operations Missions Briefing / 

Debriefing 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0042.01-0111 RELOCATE MAIN COMMAND POST (CP) 

01-6-0059.01-0111 PROVIDE MAIN COMMAND POST (CP) SECURITY 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: CLASS III/V PLATOON 

TASK: CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) OPERATIONS (01-6-

7726.01-0111) 

(FM 10-67-1) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

unit has received an OPORD/FRAGO and the commander's guidance. The main CP is operational 

and the staff sections are functioning. Reports are being received through normal channels. The 

Class III/V platoon is deployed. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Aircraft and equipment were properly serviced to meet mission support 

requirements for class III/V within the time constraints specified in the OPORD/FRAGO and the unit's 

SOP. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. Brigade Class III/V platoon refuels and/or rearms aircraft. 

 a. Refueled and rearmed aircraft with minimal delay. 

 b. Kept radio traffic to a minimum. 

 c. Performed minor armament repairs. 

 d. Controlled aircraft traffic. 

 2. Brigade Class III/V platoon operates the forward area refueling equipment 

(FARE) System. 

 

 a. Tested a sample from each nozzle. 

 b. Before refueling any aircraft, personnel circulated the fuel in the system 

using another 500-gallon drum. 

 

 c. Aircraft with the closed-circuit system used the closed-circuit nozzle unless 

directed otherwise. 

 

 d. Took all safety precautions before and during refueling operation. 

 e. Used a filter or separator during all aircraft refueling operations. 

 f. Maintained FARE components to ensure that pump and filter systems were 

operational. 

 

 g. Protected the fuel from contamination. 

 h. Followed procedures established in unit SOP to prevent and report 

hazardous waste spillage. 

 

 3. Brigade Class III/V platoon accounts for fuel and ammunition usage. 

 a. Maintained an accurate account of the fuel and ammunition on hand and of 

the fuel dispensed to each aircraft, vehicle, or piece of equipment. 

 

 b. Provided consumption statistics according to the SOP. 

 c. Coordinated for resupply. 

* 4. Leader performs the steps in the risk management process for each step in 

troop-leading procedures (see app C). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-283

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0012 Employ Air Movement Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-4-0320.01-0111 PROVIDE UNIT SUPPLY SUPPORT 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-284

ELEMENT: COMPANY HEADQUARTERS 

TASK: CONDUCT TROOP-LEADING PROCEDURES (01-2-2047.01-0111) 

(FM 1-100) (FM 100-14) (FM 101-5) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. 

HHC has received an OPORD/FRAGO and the commander's guidance. The main CP is operational 

and the staff sections are functioning. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Mission preparation was enhanced as a result of proper troop-leading 

procedures. Sufficient time was allocated to allow subordinate elements to conduct their 

preparations. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander receives a mission. 

 a. Determined assets required based on mission, enemy, terrain, troops, time, 

and civilian considerations (METT-TC). 

 

 b. Identified supplies and equipment required. 

 c. Identified personnel required. 

* 2. HHC commander issues the warning order to subordinate leaders, 1SG, and the 

attached elements. 

 

* 3. HHC commander continues planning while the unit prepares for operations. 

 a. Based the execution plan on the factors of METT-TC. 

 b. Conducted a map reconnaissance. 

 c. Used reverse planning to optimize time available. 

 d. Used no more than one-third of the available time, leaving the remainder for 

unit preparation. 

 

 4. HHC continues assembly area activities and maintains security. 

* 5. HHC commander ensures that coordination with supported unit is conducted. 

 a. Attended initial planning conference. 

 b. Coordinated with the brigade S3 and the supported unit S3 to ensure that 

all aspects of the operation had been addressed. 

 

 c. Coordinated (as necessary) with supporting units. 

* 6. HHC commander issues an OPORD/FRAGO. 

 7. HHC personnel conduct precombat checks IAW the unit SOP. 

* 8. HHC commander conducts rehearsals (map exercise (MAPEX) or sand table 

exercise). 

 

* 9. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-285

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support. 

MOS W 153A 5 

 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 154C 3 

MOS W 153D 3 

011-420-0025 Integrate Aircraft Survivability Equipment 

(ASE) in Mission Planning 

MOS W 154C 3 

 MOS W 153D 3 

 MOS W 152H 3 

011-420-0028 Plan Aviation Deployment MOS W 153D 3 

 MOS W 152H 3 

 MOS W 154C 3 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0303 Conduct Operations Missions Briefing / 

Debriefing 

011-510-0504 Prepare a Company-Level Operation Order 

(OPORD) 

011-510-0505 Conduct Company-Level Rehearsals / AARs 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-2035.01-0111 IMPLEMENT FRATRICIDE PREVENTION MEASURES 

01-2-2054.01-0111 COORDINATE UNIT-LEVEL SUPPLY OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-286

ELEMENT: COMPANY HEADQUARTERS 

TASK: CONDUCT HASTY ASSEMBLY AREA DISPLACEMENT (01-2-7039.01-0111) 

(FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

HHC has received an OPORD/FRAGO and the commander's guidance. The main CP is operational 

and the staff sections are functioning. Reports are being received through normal channels. The 

HHC is directed to conduct a hasty displacement when contact with threat forces has been broken. 

Indirect fire and smoke support will be provided to cover the move. Initial movement preparations 

have been made. Simulated destruction of supplies, documents, and equipment has been 

coordinated with the brigade. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The HHC relocated within the time specified in the OPORD/FRAGO. No 

serviceable supplies, equipment, or recognizable documents of military value were left behind. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. HHC commander supervises hasty displacement. 

 a. Assembled soldiers at designated area. 

 b. Briefed troops on the hasty displacement plan. 

 c. Assigned tasks to sections or platoons such as: 

 (1) Burial of casualties. 

 (2) Destruction of supplies, equipment, and documents. 

 (3) Load out. 

 (4) Security of the unit during evacuation of the assembly area. 

 d. Designated vehicles to transport wounded soldiers. 

 e. Coordinated indirect fire and smoke support. 

 f. Briefed stay-behind security force. 

 g. Forwarded situation report (SITREP) to the brigade CP. 

 2. HHC conducts emergency burials. 

 a. Placed personal effects in bags. 

 b. Attached identification personal effects tags to remains. 

 c. Forwarded casualty feeder reports and witness statements to S1. 

 d. Buried remains in unmarked, mass grave. 

 e. Placed casualty identification tags on a wire/chain in the same order the 

remains were buried. 

 

 f. Included an index marker that showed the first or the last interred remains 

and the direction of succession through the gravesite, if identification tags 

are placed on a closed loop. 

 

 g. Prepared strip map with grid coordinates and terrain features of burial site. 

 3. HHC destroys supplies, equipment, and documents left behind. 

 a. Destroyed documents according to the unit SOP. 

 b. Destroyed supplies according to the unit SOP. 

 c. Rendered equipment inoperative according to the unit SOP. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-287

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 4. HHC departs the area. 

 a. Loaded equipment according to commander's guidance. 

 b. Exited area without confusion and excessive noise. 

 c. Assembled at predesignated area. 

 5. Stay-behind security force covers HHC displacement. 

 a. Occupied fighting positions. 

 b. Engaged threat with all available weapons to delay or disrupt advance. 

 c. Performed disengagement under fire. 

 d. Exited area by available means. 

* 6. HHC commander performs, or delegates performance of, the steps in the risk 

management process for each step in troop-leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0023 Conduct Assembly Area Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0503 Perform Company-Level Command Post 

Operations 

011-510-0504 Prepare a Company-Level Operation Order 

(OPORD) 

011-510-0505 Conduct Company-Level Rehearsals / AARs 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0101.01-0111 OCCUPY AN ASSEMBLY AREA 

01-2-0102.01-0111 SECURE AND DEFEND UNIT POSITION 

01-2-2035.01-0111 IMPLEMENT FRATRICIDE PREVENTION MEASURES 

01-2-2047.01-0111 CONDUCT TROOP-LEADING PROCEDURES 

01-2-2048.01-0111 CONDUCT UNIT MOVEMENT 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-288

ELEMENT: ARMY AIRSPACE COMMAND AND CONTROL (A2C2) 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (A2C2) (01-6-

0011.01-0111) 

(FM 100-103) (FM 3-91.3) (FM 101-5) 

(FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO from higher headquarters. The brigade S3 determines that the Army airspace 

command and control (A2

C2) element must develop measures and resolve conflicts for current and 

future operations. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: No friendly aircraft losses resulted from poor or inadequate integration of 

operations into the A2C2 plan. Planning allowed brigade to conduct operations without incidents of 

fratricide. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 Air analyzes the mission in conjunction with other staff members as 

appropriate. 

 

 a. Received the higher headquarters OPORD. 

 b. Extracted the following required information from the OPORD/FRAGO: 

 (1) Task organization. 

 (2) Mission statement. 

 (3) Concept of the operation, including subordinate unit instructions and 

coordinating instructions. 

 

 (4) A2C2 annex and fires annex. 

 c. Identified airspace limits, users, and control measures. 

* 2. S3 Air determines brigade airspace requirements. 

 a. Sought commander's guidance on A2C2 priorities. 

 b. Established A2C2 priorities. 

 c. Evaluated all airspace user requirements. 

* 3. S3 Air participates in the staff planning process. 

 a. Consolidated airspace user requirements. 

 b. Identified and resolved conflicts within the brigade. 

 c. Incorporated airspace control measures into scheme of maneuver. 

 d. Conducted A2C2 synchronization meeting in conjunction with targeting 

meeting. 

 

* 4. S3 Air requests control measures to support the A2C2 annex. 

 a. Forwarded requests to higher A2C2 element. 

 b. Adjusted plans and orders as required. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-289

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 5. S3 Air incorporates A2C2 measures and plans into the Aviation Mission Planning 

System and ensures their dissemination to appropriate commanders and staff 

sections. 

 

* 6. S3 Air identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0027.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(AIR DEFENSE) 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-290

ELEMENT: S3 SECTION 

TASK: SUPERVISE TACTICAL AIR CONTROL PARTY FUNCTIONS (01-6-0012.01-0111) 

(FM 1-111) (FM 101-5) (FM 90-21) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. An OPORD/FRAGO has been 

received. Air parity exists. The brigade may receive tactical air support. A tactical air control party 

(TACP) is attached to the brigade. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The TACP functions were performed in concert with the concept of the 

operation. The functions provided adequate command and control for the tactical air support assets 

allocated to the brigade. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Air liaison officer (ALO) establishes and maintains communications. 

 a. Maintained radio and/or wire communications with the tactical operations 

center. 

 

 b. Operated the Air Force air request radio net. 

 c. Operated and maintained the Air Force tactical air direction nets. 

* 2. ALO provides command and control of tactical air (TACAIR) support assets in 

the area of operations. 

 

 a. Supervised forward air controllers. 

 b. Assisted fire support elements (FSE) and fire support teams in directing air 

strikes in the absence of forward air controllers. 

 

* 3. ALO supervises TACP personnel. 

 a. Kept personnel informed of the situation and scheme of maneuver. 

 b. Ensured that personnel observed operations security measures. 

 c. Ensured that personnel received proper health, welfare, and morale 

services. 

 

* 4. S3 Air supervises TACAIR support planning. 

 a. Ensured TACAIR support, suppression of enemy air defense, and friendly 

air defense artillery controls were integrated into the fire support (FS) plan 

based on the commander's guidance and planned scheme of maneuver. 

 

 b. Ensured pre-planned requests complied with the brigade commander's 

concept and priorities. 

 

 c. Assigned priority and precedence to each TACAIR request. 

 d. Revised with the commander's approval the FS and maneuver plans, as 

necessary. 

 

* 5. S3 Air initiates TACAIR planning. 

 a. Obtained, for planning purposes, information regarding the number of 

TACAIR sorties distributed to the brigade. 

 

 b. Advised subordinate units of the number of TACAIR sorties available. 

* 6. S3 Air plans for TACAIR as a member of the FSE. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-291

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Established deadline for subordinate units to submit TACAIR requests to 

brigade S3. 

 

 b. Prepared preplanned requests for TACAIR sorties based on brigade 

commander's concept. 

 

 c. Completed air support request message with advice and assistance from 

the ALO. 

 

* 7. S3 Air processes preplanned TACAIR requests as a member of the FSE. 

 a. Ensured all subordinate pre-planned requests were received at brigade by 

the no later than (NLT) time stated in brigade OPORD. 

 

 b. Ensured preplanned requests were complete and properly prepared. 

 c. Approved or disapproved preplanned requests. 

 d. Coordinated requests with ALO. 

 e. Consolidated all approved requests in priority and precedence order. 

 f. Submitted the consolidated requests to higher headquarters G3 by the NLT 

time specified in the OPORD. 

 

 g. Notified subordinate units of requests that were disapproved. 

 h. Evaluated the impact of battle damage assessment on the scheme of 

maneuver and recommended revision of the FS and maneuver plans to the 

S3, as appropriate. 

 

 i. Adjusted preplanned missions through higher headquarters, as necessary. 

 j. Informed subordinate units of revisions to FS and maneuver plans. 

* 8. S3 Air identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0018 Plan Army Airspace Command and Control 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0412 CONDUCT TARGETING PROCESS 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-292

ELEMENT: S3 SECTION 

TASK: PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS (01-6-0013.01-0111) 

(FM 101-5) (FM 100-14) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The aviation brigade is engaged in a simulated (live, virtual or constructive) combat 

environment. The main CP is operational. The staff sections are functioning. Reports are being 

received through normal channels and the XO/deputy commander is coordinating the staff. The staff 

has received an OPORD/FRAGO and the commander's guidance. Adequate time is available for 

planning. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The S3 section prepared and issued the OPORD/FRAGO, allowing 

subordinate units two-thirds of the time available for planning and issuing orders. The 

OPORD/FRAGO was clear, concise, and completely coordinated with other staff and supporting 

agencies. Control of tactical operations was maintained 100 percent of the time. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S3 section prepares the OPORD/FRAGO. 

 a. Ensured the mission, commander's intent, and concept of operations were 

stated clearly and concisely. 

 

 b. Ensured that assets were task-organized for optimum employment, 

considering the factors of mission, enemy, terrain, troops, time, and civilian 

considerations (METT-TC). 

 

 2. S3 section coordinates with other staff sections. 

 a. Ensured that coordination supported the development of plans and orders. 

 b. Integrated staff input into the OPORD/FRAGO. 

* 3. S3 publishes and issues the OPORD. 

 a. Ensured the OPORD and annexes excluded repetition, SOP items, and 

unnecessary information that normally involves staff coordination. 

 

 b. Ensured that graphic control measures supported the concept of operations 

statement. 

 

 c. Ensured that graphic control measures allowed subordinate commanders 

maximum flexibility consistent with the factors of METT-TC. 

 

 d. Issued the OPORD/FRAGO so that subordinates had a minimum of twothirds of the available time to conduct reconnaissance, plan, and issue 

orders. 

 

* 4. S3 controls the tactical operation. 

 a. Ensured A2C2 element activated control measures. 

 b. Enforced proper radio/telephone procedures. 

 c. Provided real-time situational awareness to maneuver commanders. 

 d. Directed contingency operations IAW OPORD/FRAGO/changing situation. 

 e. Monitored current operations. 

 f. Ensured necessary combat support requirements were provided where and 

when required. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-293

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 g. Maintained continuous operations. 

* 5. S3 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-420-0025 Integrate Aircraft Survivability Equipment 

(ASE) in Mission Planning 

MOS W 153D 3 

MOS W 152H 3 

011-420-0028 Plan Aviation Deployment MOS W 153D 3 

 MOS W 152H 3 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0012 Employ Air Movement Operations 

011-510-0013 Employ Air Assault Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0021 Employ Fundamentals of Army Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0310 Perform Duties of Aviation Liaison Officer 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0019.01-0111 DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN 

01-6-0026.01-0111 PERFORM LIAISON OPERATIONS 

01-6-0028.01-0111 EXECUTE ARMY AIRSPACE COMMAND AND CONTROL (A2

C2) IN THE 

DIVISION AREA 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 

01-6-0031.01-0111 COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 
ARTEP 1-111-MTP _________________________________________________________________________

5-294

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-295

ELEMENT: S3 SECTION 

TASK: COORDINATE TACTICAL AIR SUPPORT WITH AVIATION FORCES (01-6-0014.01-0111) 

(FM 90-21) (FM 101-5) (FM 1-111) 

(FM 1-112) (FM 1-114) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received an OPORD/FRAGO and the commander's guidance from higher headquarters. 

The main CP is operational and the staff sections are functioning. Air parity exists. Tactical air 

(TACAIR) support has been requested and allocated to the unit. Some iterations of this task should 

be performed in MOPP4. 

TASK STANDARDS: The air liaison officer (ALO), or S3 Air, submitted appropriate, timely requests 

for tactical air support resulting in optimum employment of these assets for aviation operations. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Air Liaison Officer (ALO), Air and Naval Gunfire Liaison Company (ANGLICO), 

and S3 Air coordinate the employment of tactical air support. 

 

 a. Analyzed the factors of mission, enemy, terrain, troops, time, and civilian 

considerations (METT-TC) 

 

 b. Evaluated tactical air assets available and determined optimum 

employment. 

 

* 2. ALO coordinates interdiction. 

 a. Assisted the S3 Air in planning a request for interdiction. 

 (1) Gave target description and location. 

 (2) Stated control measures. 

 (3) Stated results desired. 

 (4) Forwarded mission information to the fire support officer (FSO) and the 

Army airspace command and control (A2

C2) section. 

 

 b. Informed the S3 of assets available for incorporation into the scheme of 

maneuver. 

 

* 3. ALO, S3 Air, and FSO coordinate and integrate tactical air into fire support plans. 

 a. Reviewed request for TACAIR support. 

 (1) Received request information from subordinate unit, to include— 

 (a) Observer's identification. 

 (b) Warning order. 

 (c) Target location. 

 (d) Target description. 

 (e) Results desired. 

 (f) Desired time or target. 

 (2) Assigned priority and precedence to each request. 

 (3) Transmitted request through appropriate channels. 

 b. Developed TACAIR strike plan, to include— 

 (1) Engagement area. 

 (2) Target information. 

 (3) Ordnance. 
ARTEP 1-111-MTP _________________________________________________________________________

5-296

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (4) Control measures. 

 (5) Suppression of enemy air defense plan. 

 (6) Situation overlay. 

 c. Provided information to the FSO and A2C2 section. 

 (1) Air routes. 

 (2) Initialization points. 

 (3) Formation. 

 (4) Call signs and frequencies. 

 (5) Identification procedures. 

* 4. ALO coordinates tactical surveillance and reconnaissance. 

 a. Identified target description and location together with the S2 and S3. 

 b. Analyzed desired results, control measures, and time requirements. 

 c. Assisted the S3 Air in submitting mission requests. 

 d. Informed the S3 Air of the status of the missions. 

* 5. S3 Air identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0032 Identify the Fundamentals of Joint Operations MOS W 152H 3 

 MOS W 153D 3 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0016 Employ Joint Air Attack Team Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0310 Perform Duties of Aviation Liaison Officer 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-297

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0011.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(A2

C2) 

01-6-0012.01-0111 SUPERVISE TACTICAL AIR CONTROL PARTY FUNCTIONS 

01-6-0027.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(AIR DEFENSE) 

01-6-0028.01-0111 EXECUTE ARMY AIRSPACE COMMAND AND CONTROL (A2

C2) IN THE 

DIVISION AREA 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

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ELEMENT: S3 SECTION 

TASK: ADVISE THE COMMANDER AND STAFF ON THE CAPABILITIES, LIMITATIONS, AND 

EMPLOYMENT OF TACTICAL AIR SUPPORT (01-6-0015.01-0111) 

(FM 90-21) (FM 101-5) (FM 1-111) 

(FM 55-15) (FM 63-20) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) environment. The main 

CP is operational, and the staff sections are functioning. The brigade has received an 

OPORD/FRAGO and the commander's guidance from higher headquarters. The commander has 

requested tactical air support for integration into his plans. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: The air liaison officer (ALO) provided the commander with recommendations 

on the best use of available tactical air support. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. ALO develops a database (friendly force inventory). 

 a. Included information on type, number, and availability of aircraft. 

 b. Provided this information to the S3 Air. 

 2. ALO develops recommendations based on the factors of mission, enemy, 

terrain, troops, time, and civilian considerations (METT-TC). 

 

 3. ALO briefs the commander on the aircraft and organization that are most 

effective for the type of mission. 

 

 a. Identified courses of action. 

 b. Analyzed advantages and disadvantages. 

* 4. S3 Air identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 
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SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0310 Perform Duties of Aviation Liaison Officer 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0012.01-0111 SUPERVISE TACTICAL AIR CONTROL PARTY FUNCTIONS 

01-6-0014.01-0111 COORDINATE TACTICAL AIR SUPPORT WITH AVIATION FORCES 

01-6-0033.01-0111 COORDINATE FIRE SUPPORT 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: S3 SECTION 

TASK: ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER (01-6-0018.01-0111) 

(FM 101-5) (FM 100-14) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade staff has received an OPORD/FRAGO and the commander's guidance. The tactical situation 

dictates movement of the tactical operations center (TOC). Units have been deployed tactically and 

are conducting operations. The brigade is operational and has all of its required resources and 

equipment. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Communication between the TOC, higher, and lower headquarters was not 

disrupted. The command and control (C2) of tactical operations were not disrupted. Tactical 

information was received, analyzed, and disseminated in an effective manner on a continuous basis. 

The S3 section relocated and reestablished the brigade TOC as part of the main CP. The S3 also 

established and maintained local and physical security. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 displaces the TOC to support current or planned operations. 

 a. Established a forward TOC to control immediate operations IAW the unit’s 

SOP. 

 

 b. Moved the TOC to an area where C2 of ongoing present or planned 

operations were easily facilitated. 

 

 c. Established TOC security. 

 d. Maintained communications with all elements. 

 e. Ensured that the displaced TOC was operational before the main TOC was 

displaced. 

 

 f. Moved the main TOC to the new site and resumed C2 responsibilities. 

 g. Maintained communications with higher and lower headquarters throughout 

the movement and TOC establishment. 

 

 2. S3 establishes and maintains the TOC. 

 a. Selected the staff elements to be represented based on the situation and 

the commander's guidance. 

 

 b. Established procedures to minimize the time required to process 

information. 

 

 c. Established procedures to facilitate immediate information exchange 

between internal and external staff sections. 

 

 d. Maintained the status of the current situation. 

 e. Prepared and disseminated orders, requests, and reports necessary for 

current operations. 

 

 f. Established an internal TOC security plan. 

 g. Began planning for future operations. 

* 3. S3 operates the TOC. 

 a. Received and processed required operational reports promptly. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Prepared situation maps and updated them immediately upon receipt of 

tactical information. 

 

 c. Maintained a staff journal. 

 d. Maintained flight records for aircrew members, as required. 

 e. Provided recommendations to the commander. 

 4. Communications section operates a net control station. 

 a. Opened and closed the net. 

 b. Used challenge and authentication. 

 c. Controlled entry and departure from the net. 

 d. Monitored the net and corrected errors in operating procedures. 

 e. Imposed and lifted station and net restrictions. 

 f. Controlled a direct net. 

 g. Passed all meaconing, interference, jamming, and intrusion (MIJI) reports to 

the officer in charge as soon as possible. 

 

 h. Used blind broadcast procedures as appropriate. 

 i. Used a crypto net control device as appropriate. 

* 5. S3 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-141-0110 Direct Establishment of a Tactical Operations 

Center 

STP 1-93P24-SM-TG 

011-141-0112 Direct Relocation of a Tactical Operations 

Center 

STP 1-93P24-SM-TG 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0311 Conduct Military Briefings 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0001.01-0111 PLAN/ORGANIZE THE MOVE 

01-2-0102.01-0111 SECURE AND DEFEND UNIT POSITION 

01-6-0059.01-0111 PROVIDE MAIN COMMAND POST (CP) SECURITY 
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SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-303

ELEMENT: S3 SECTION 

TASK: DEVELOP BRIGADE ORDERS (01-6-0025.01-0111) 

(FM 101-5) (FM 1-111) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) environment. The brigade 

has received a FRAGO/OPORD and the commander's guidance from higher headquarters. The 

brigade commander adopts a feasible course of action (COA). He announces his decision and 

articulates his intent by presenting the commander's concept to selected members of the staff. The 

XO/deputy commander is coordinating the staff during FRAGO/OPORD development. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The FRAGO/OPORD was prepared IAW FM 101-5 and issued to allow 

subordinate units two-thirds of the time available for planning and issuing orders. It clearly stated the 

brigade's mission, and commander's intent, allowed subordinate commanders flexibility, planned for 

probable contingencies based on staff wargaming, and planned for future or follow-on operations. 

The task organization and missions assigned to subordinate units were those best suited to 

accomplish the brigade mission within the constraints set forth by the commander and higher 

headquarters. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 initiates preparation of the FRAGO. 

 a. Received commander's guidance. 

 b. Coordinated with other staff officers as required. 

 c. Provided necessary guidance to the S3 section. 

* 2. S3 prepares the FRAGO. 

 a. Provided brief and specific instructions for conduct of the operation without 

loss of clarity. 

 

 (1) Provided changes to the concept of the operation. 

 (2) Provided task changes to subordinate commanders. 

 (3) Provided task changes to combat support units. 

 (4) Specified any additional coordinating instructions. 

 (5) Addressed changes to Service Support, Command, and Signal 

paragraphs. 

 

 b. Stated the mission if changed. 

 c. Indicated changes to the task organization (attachments and 

detachments/changes in the command relationship). 

 

 d. Provided an update of friendly and enemy situation, if applicable. 

 e. Included a brief outline of the situation that generated the requirement for 

the order, or referred to previous order. 

 

 f. Addressed the FRAGO to each commander, and higher and adjacent 

headquarters. 

 

* 3. S3 expeditiously disseminates the FRAGO. 

* 4. S3 prepares OPORD starting with the HEADING. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Ensured the following elements were stated clearly and concisely: security 

markings, confirmation statement on oral orders, copy number, issuing 

headquarters, place of issue, date and time order was signed, message 

reference number, OPORD number, code name (if applicable), map 

references IAW Standardization Agreement (STANAG) 2029, time zone in 

which the order was executed, map series number, sheet number, edition, 

and scale. 

 

 b. The OPORD number was assigned by the operations SGM. 

* 5. S3 prepares TASK ORGANIZATION. 

 a. Ensured the commander's concept was supported. 

 b. Listed major subordinate headquarters in the correct sequence. 

 c. Qualified relationships other than attachment by parenthetical terms such 

as OPCON, general support, or direct support and showed command and 

support relationship. 

 

 d. Made task organization an annex if it was too long or complex. 

* 6. S3 prepares paragraph 1, SITUATION, and ensures it contains the standard 

three subparagraphs, i.e., Enemy Forces, Friendly Forces, Attachments and 

Detachments. 

 

 a. Received Enemy Forces subparagraph input from the S2. 

 (1) Referred to the intelligence annex, intelligence overlay, intelligence 

report (INTREP), or intelligence summary (INTSUM) and provided a 

sketch of enemy COA. 

 

 (2) Contained only information about the enemy vital to the entire 

command. 

 

 (3) Provided an assessment of terrorist activities directed against U.S. 

Government interests in the AO. 

 

 b. Friendly Forces subparagraph included mission, commander's intent, and 

concept of operation of the higher headquarters. 

 

 (1) Included task and purpose of adjacent, supporting, and reinforcing 

units. 

 

 (2) Discussed units essential to the operation. 

 c. Attachments and Detachments subparagraph did not repeat information 

under TASK ORGANIZATION. 

 

 (1) Indicated "see task organization" if task organization annex was used. 

 (2) Listed units and times that units become attached or detached. 

* 7. S3 prepares paragraph 2, MISSION, and outlines essential tasks determined 

during mission analysis. 

 

 a. Stated clearly and concisely the task and its purpose. 

 b. Contained the elements of who, what (form of tactical operation and task), 

when, where, and why. 

 

* 8. S3 prepares paragraph 3, EXECUTION, and states the commander's intent 

derived during the planning process, consisting of his purpose, method, 

acceptable risk, and the resulting end state. 

 

 a. Prepared the "Concept of Operations," expanding on the commander's 

intent; i.e., how the operation would be conducted and who would be 

assigned to perform it and the following subparagraphs as required: 

 

 (1) Maneuver. 

 (a) Contained clear, concise statement of scheme of maneuver from 

beginning to end, addressing each maneuver unit's task and 

purpose. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-305

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (b) Verbally visualized the operation and addressed the elements of 

the battlefield framework. 

 

 (c) Designated the main effort/attack and its respective task and 

purpose. 

 

 (2) Fires, Annex D (Fire Support). Included purpose, priority, allocation, 

and restrictions; a statement of critical fire support by phase that 

addressed the following fire elements, as appropriate: 

 

 (a) Air support. 

 (b) Field artillery (FA) support. 

 (c) Naval gunfire (NGF) support. 

 (3) Reconnaissance and Surveillance, Annex L (Reconnaissance and 

Surveillance Plan). Explained how these assets were operating in 

relation to the rest of the force. 

 

 (4) Intelligence, Annex B (Intelligence). 

 (a) Clarified effort to support overall concept. 

 (b) Established priority of unit collection effort to support scheme of 

maneuver. 

 

 (c) Referred to appropriate annex. 

 (5) Engineer, Annex F (Engineer). 

 (a) Described the mobility/survivability tasks that supported the 

maneuver plan, despite which unit performed the task. 

 

 (b) Addressed four areas under each maneuver phase (general 

comments, countermobility, survivability, and mobility) and 

indicated priority of support. 

 

 (6) Air Defense, Annex G (Air Defense). 

 (a) Addressed purpose and priority of air defense artillery (ADA) 

assets in support of scheme of maneuver. 

 

 (b) Referred to appropriate annexes. 

 ( c) Provided ADA weapon status and warning status. 

 (7) Information Operations. Stated the overall concept of information 

operations in support of the scheme of maneuver. 

 

 b. Listed tasks to maneuver units that report directly to the brigade. 

 (1) Used a separate subparagraph for each maneuver unit. 

 (2) Stated tasks each maneuver unit was to accomplish. 

 (3) Did not state tasks that affected two or more units. 

 c. Listed tasks to combat support (CS) units, as necessary, in the order they 

appeared in the task organization. 

 

 (1) Intelligence, Annex B (Intelligence). Addressed functions or support 

roles of organic or attached military intelligence (MI) units, if not clear 

in the task organization, and designated any use of unmanned aerial 

vehicles (UAV). 

 

 (2) Engineer, Annex F (Engineer). Assigned priorities of effort and 

support for engineer units as well as environmental considerations. 

 

 (3) Fire Support, Annex D (Fire Support). Included allocation of close air 

support sorties, air interdiction mission sorties, tactical air 

reconnaissance sorties, and field artillery fire support priorities. Also, 

included NGF support and fire support coordinating measures. 

 

 (4) Air Defense, Annex G (Air Defense). Assigned priorities of effort and 

support, if not clear in task organization. Addressed organization for 

combat and missions. 

 

 (5) Signal, Annex H (Signal). Assigned priorities of effort and support, if 

not clear in task organization. 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (6) Nuclear, Biological, and Chemical (NBC), Annex J (NBC). Assigned 

priorities of effort and support. Addressed functions or support roles of 

organic or attached chemical units if not clear in task organization. 

 

 (7) Provost Marshall, Annex K (PM). Assigned priorities of effort and 

support, if not clear in task organization. 

 

 (8) Psychological Operations, Annex R (PSYOP). 

 (9) Civil-Military Operations, Annex U (CMO). 

 d. Coordinating instructions. Listed only instructions applicable to two or more 

units and not routinely covered in unit SOPs. 

 

 (1) Time or condition when a plan or order became effective. 

 (2) Commander's critical information requirements (CCIR). 

 (3) Risk reduction control measures; i.e., Measures unique to this 

operation and not in unit SOPs, such as MOPP, operational exposure 

guidance, vehicle recognition signals, and fratricide prevention 

measures. 

 

 (4) Rules of engagement (ROE). 

 (5) Environmental considerations. 

 (6) Force protection. 

 (7) Any additional coordinating instructions, such as description of phase 

lines. 

 

* 9. S4 prepares paragraph 4, SERVICE SUPPORT, which includes the 

subparagraphs listed below, and gives to S3 for incorporation into OPORD. 

 

 a. Support concept subparagraph. Stated the concept of logistics support to 

provide non-CSS commanders and staffs a visualization of how the 

operation would be logistically supported. This included: 

 

 (1) Brief synopsis of the support command mission. 

 (2) Next higher level's support priorities. 

 (3) Commander's priorities of support. 

 (4) Units in the next higher CSS organization that were supporting. 

 (5) The use of host nation support. 

 (6) Unusual CSS issues impacting the operation. 

 (7) Significant sustainment risks. 

 (8) Unique support requirements in manning, arming, fueling, fixing, 

moving, and sustaining the soldier and his systems. 

 

 (9) Support concept organized according to operational phasing before, 

during, and after operations. 

 

 b. Materiel and services. 

 c. Medical evacuation and hospitalization. 

 d. Personnel support. 

* 10. S3 and S6 prepare paragraph 5, COMMAND AND SIGNAL, which includes the 

subparagraphs listed below. 

 

 a. S3 prepared the Command subparagraph. 

 (1) Listed the map coordinates for TAC CP, main CP, rear CP, and 

alternate CP. 

 

 (2) Designated alternate CP. 

 (3) Locations of support command and next higher logistics bases. 

 (4) Depicted axis of CP displacement (if not shown graphically). 

 (5) Designated location of commander, S3, and executive officer (XO). 

 b. S6 prepared the Signal subparagraph. 

 (1) Listed signal instructions not in unit SOP. 

 (2) Identified specific signal operation instructions (SOI) in effect. 
_________________________________________________________________________ ARTEP 1-111-MTP 

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (3) Listed required reports/formats and times to be submitted. 

 11. S3 section ensures OPORD ending matter requirements are fulfilled. 

 a. Ensured acknowledgment of receipt and understanding. 

 b. Ensured original order was signed by the commander or his designated 

representative. 

 

 c. Authenticated other copies. 

 d. Lettered annexes alphabetically and listed them in the order they appeared 

in the OPORD. 

 

 e. Placed security markings top, bottom, and centered on each page. 

 f. Distributed to subordinate, higher, adjacent, and supporting units. 

 12. S3 section incorporates all appropriate annexes and overlays into the OPORD, 

in the number of copies required to support the mission. 

 

 a. Ensured overlay was listed as an annex to the concept of operations. 

 b. Ensured overlay was consistent with the written portion of the OPORD. 

 c. Used control measures that provided flexibility to adjust to changing 

OPCON. 

 

 d. Depicted higher headquarters control measures. 

 e. Indicated a proper terrain appreciation, to include the most critical 

environmental/cultural resources. 

 

 f. Ensured overlay was produced on a map scale that could be used by 

subordinate units. 

 

 g. Placed security markings top, bottom, and centered on overlay. 

* 13. S3 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0012 Employ Air Movement Operations 

011-510-0013 Employ Air Assault Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0016 Employ Joint Air Attack Team Operations 

011-510-0017 Plan Cavalry Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0019 Plan Aviation Brigade Operations 
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SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0020 Employ Army Aviation in Military Operations in 

Urban Terrain (MOUT) 

011-510-0021 Employ Fundamentals of Army Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

STP 1-15II-OFS-2 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
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5-309

ELEMENTS: S3 SECTION 

AVIATION SUPPORT ELEMENT 

TASK: PERFORM LIAISON OPERATIONS (01-6-0026.01-0111) 

(FM 1-111) (FM 101-5) (FM 11-43) 

(FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is preparing for or is engaged in combat. The brigade has received the 

OPORD and commander's guidance. The main CP is operational and the staff is functioning. There 

is a requirement to provide liaison to an adjacent or higher unit. Some iterations of this task should 

be performed in MOPP4. 

TASK STANDARDS: Liaison officers (LNOs) obtained information to meet the commander's critical 

information requirements (CCIR) and provided information necessary to the attached unit. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 designates LNOs based upon commander's guidance and factors of mission, 

enemy, terrain, troops, time, and civilian considerations (METT-TC). 

 

 a. Designated LNOs for higher and adjacent headquarters. 

 b. Designated LNOs for other headquarters, as necessary. 

 2. LNOs examine all aspects of parent aviation brigade operations before departing 

on liaison tour. 

 

 a. Understood the mission and duties of the LNO. 

 b. Understood the aviation brigade's unit locations, mission, situation, 

commander's intent, concept of operation, logistics situation, combat power 

status, and status of critical supplies. 

 

 c. Obtained current map overlays and copies of operation orders (OPORDs). 

 d. Coordinated with each staff section and obtained information and liaison 

requirements. 

 

 e. Obtained and understood the CCIR. 

 f. Ensured LNO had reliable means of communications back to aviation 

brigade S3 section. 

 

 3. LNOs coordinate with the supported headquarters upon arrival. 

 a. Reported to the S3 of the supported unit and prepared to brief the aviation 

brigade situation. 

 

 b. Established communications from the supported unit to the aviation brigade 

S3. 

 

 c. Visited each staff section of supported unit and exchanged information as 

required. 

 

 4. LNOs monitor and assist in the planning process of the supported unit during 

liaison tour. 

 

 a. Kept abreast of the aviation brigade situation and provided updates to 

supported unit. 

 

 b. Monitored and assisted in the planning process of supported unit. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (1) Advised supported unit staff on how to best employ aviation 

 brigade assets. 

 (2) Recorded all critical information and passed it to the aviation brigade 

staff as soon as possible (included specified/implied tasks, mission 

essential tasks, constraints, and limitations). 

 

 (3) Received and passed all enemy situation reports (SITREPs) and other 

intelligence products to the aviation brigade S2 as soon as possible. 

 

 (4) Conducted adjacent unit coordination, if required. 

 5. LNOs transmit information to aviation brigade staff upon return from supported 

unit. 

 

 a. Briefed S3 immediately on information received. 

 b. Exchanged information with appropriate staff sections. 

 c. Assisted the aviation brigade staff in conducting the military decisionmaking process (MDMP).  

 d. Prepared for additional liaison requirements. 

* 6. S3 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0310 Perform Duties of Aviation Liaison Officer MOS W 153D 3 

 MOS W 152H 3 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0311 Conduct Military Briefings 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0013.01-0111 PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS 

01-6-0014.01-0111 COORDINATE TACTICAL AIR SUPPORT WITH AVIATION FORCES 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-0061.01-0111 COORDINATE DEPLOYMENT ADVANCE PARTY ACTIVITIES 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
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5-311

ELEMENTS: AIR DEFENSE ELEMENT 

JOINT SURVEILLANCE TARGET ATTACK RADAR SYSTEM GROUND STATION 

MODULE TEAM 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (AIR DEFENSE) 

(01-6-0027.01-0111) 

(FM 1-111) (FM 100-103) (FM 101-5) 

(FM 44-64) (FM 6-20) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO and the commander's guidance. Enemy tactical air activity is expected in the unit's 

area. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The air defense coordination/management officer integrated and synchronized 

air defense artillery (ADA) into the tactical plan, providing overlapping coverage and protection. 

Proper planning and employment of ADA assets limited the effectiveness of enemy tactical air 

activity. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Air defense coordination/management officer integrates ADA protection into 

operations. 

 

 a. Designated priority of ADA protection. 

 b. Ensured ADA plan supported the scheme of maneuver. 

 c. Ensured ADA assets were allocated correctly and supported the 

commander's intent. 

 

* 2. Air defense coordination/management officer coordinates with the S3 on 

employment of ADA assets. 

 

 a. Air defense coordination/management officer, in conjunction with the S3, 

coordinates vertically and horizontally between the brigade and supporting 

ADA units. 

 

 b. Ensured that changes to the tactical plan were incorporated into the ADA 

plan. 

 

* 3. Air defense coordination/management officer identifies and controls hazards 

IAW risk management procedures. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
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5-312

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-143-5062 Determine Army Airspace Command and 

Control Procedures 

STP 1-93C24-SM-TG 

011-143-7000 Implement Basic Airspace Command and 

Control Procedures 

STP 1-93C1-SM 

011-420-0005 Apply the Fundamentals of Air Defense MOS W 152H 3 

 MOS W 153D 3 

011-510-0005 Employ Air Defense 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0311 Conduct Military Briefings 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0002.01-0111 INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE 

BATTLEFIELD (IPB) 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0059.01-0111 PROVIDE MAIN COMMAND POST (CP) SECURITY 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
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5-313

ELEMENT: ARMY AIRSPACE COMMAND AND CONTROL (A2C2) ELEMENT 

TASK: EXECUTE ARMY AIRSPACE COMMAND AND CONTROL (A2C2) IN THE DIVISION AREA 

(01-6-0028.01-0111) 

(FM 100-103) (FM 3-91.3) (FM 101-5) 

(FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and staff sections are functioning. The brigade has received an 

OPORD/FRAGO and the commander's guidance from higher headquarters. Air parity exists. 

Airspace is dense with both friendly and enemy activity. Conflicts on use of the unit's airspace require 

resolution by the brigade Army Airspace Command and Control (A2

C2) element. The brigade is 

augmented with an Army air liaison officer (ALO). Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: Aviation assets were synchronized for safe operations in the unit's airspace 

through positive command and control. No friendly aircraft losses resulted from poor or inadequate 

integration of operations into the A2

C2 plan. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S3 establishes the brigade A2C2 operations. 

 a. Organized, established, and directed the A2C2 element. 

 b. Designated the S3 Air as the principal staff officer for brigade A2C2 matters. 

 2. A2C2 element performs airspace management functions. 

 a. Identified, consolidated, coordinated, and integrated airspace user priorities 

and requirements within the unit AO. 

 

 b. Prepared input to the A2C2 annex to the brigade OPORD. 

 c. Identified sortie allocations and critical fire support (FS) tasks, and 

coordinated mission times with the ALO. 

 

 d. Identified areas impacting on operations and ensured the following pertinent 

information was coordinated: 

 

 (1) Forward arming and refueling point (FARP) locations. 

 (2) Forward line of own troops. 

 (3) Field artillery locations and gun target lines. Army Airspace Command 

and Control, Airspace Information Center, and Aviation Mission 

Planning System (AMPS). 

 

 (4) Fire support coordination measures. 

 (5) Unmanned aerial vehicle (UAV) launch and recovery sites and flight 

paths. (AMPS) 

 

 (6) Positions of instrument landing systems, navigation aids (NAVAIDs) 

and AMPS. 

 

 (7) Nuclear, biological, and chemical contaminated areas. 

 (8) Air defense artillery locations, engagement zones, and coverage. 

 (9) Air corridors. 

 (10) Airspace coordination measures. 

 e. Monitored current situation and updated information as follows: 

 (1) Friendly tactical situation. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (2) Enemy situation, to include massed enemy aircraft locations. 

 (3) Airspace user priorities, restrictions, and control measures. (AMPS) 

 (4) Air defense priorities, warnings, and weapons control status. (AMPS) 

 (5) Status of airfields and FARPs. 

 (6) Planned and ongoing artillery fires and the impact upon the airspace 

plan. 

 

 (7) Identification, friend or foe/selective identification feature procedures, 

and standard use Army aircraft flight routes. 

 

 (8) Status of instrument landing systems, navigational aids (NAVAIDs), 

airspace information centers (AICs). 

 

 (9) Friendly electronic attack activities. 

 f. Generated appropriate airspace control procedures and graphic overlays. 

 g. Coordinated and provided information to higher headquarters. 

 h. Ensured aircraft identification procedures were compatible with air defense 

identification requirements. 

 

 3. A2C2 element forwards A2C2 requirements to the G3 Air for airspace control 

procedure deconfliction. 

 

 a. Requested, as necessary: 

 (1) Army aviation airspace requirements. 

 (2) Air support requests (UAV and Air Force). 

 (3) Joint measures and restrictions. 

 (4) Army specific measures (affects only Army users below coordinating 

altitude). 

 

 b. Disseminated: 

 (1) Joint measures and restrictions. 

 (2) Army specific measures. 

 4. A2C2 element receives airspace control information from higher A2C2 element. 

 a. Received and disseminated air tasking order (ATO), airspace coordination 

order (ACO), and special instructions (SPINS). 

 

 b. Monitored compliance of ATO, ACO, and SPINS. 

 c. Maintained A2C2 information displays, overlays, and maps with airspace 

control measures (ACM), fire support coordination measures (FSCM), and 

known hazards. 

 

 d. Disseminated changes to ACM, ground control measures, and Air Defense 

Weapons Control Status (ADWCS). 

 

* 5. S3 Air identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-315

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-143-5062 Determine Army Airspace Command and 

Control Procedures 

STP 1-93C24-SM-TG 

011-143-7000 Implement Basic Airspace Command and 

Control Procedures 

STP 1-93C1-SM 

011-510-0005 Employ Air Defense 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3) Operations 

011-510-0018 Plan Army Airspace Command and Control 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0013.01-0111 PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS 

01-6-0014.01-0111 COORDINATE TACTICAL AIR SUPPORT WITH AVIATION FORCES 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

OPFOR TASKS AND STANDARDS: NONE 
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5-316

ELEMENT: S3 SECTION 

TASK: MAINTAIN THE CURRENT SITUATION (01-6-0029.01-0111) 

(FM 101-5) (FM 100-42) (FM 101-5-1) 

(FM 1-100) (FM 1-111) (FM 24-32) 

(FM 3-0) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade has received the OPORD/OPLAN and the commander's guidance from 

higher headquarters. Combat intelligence and unit reports are flowing through communications 

channels. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The current status of friendly and enemy forces was maintained. The S3 was 

kept informed of enemy and friendly changes. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 monitors the conduct of the operation. 

 a. Determined progress toward mission accomplishment based on current 

plan. 

 

 b. Assessed vulnerability to enemy nuclear, biological, and chemical (NBC) 

attack. 

 

 c. Recommended adjustments to the plan, as required. 

 2. S3 section maintains current situation map (SITMAP), information displays, and 

journals. 

 

 a. Depicted aviation brigade and other friendly units operating in area of 

operations (AO). 

 

 b. Depicted higher headquarters and flank unit locations. 

 c. Depicted rear and support units. 

 d. Depicted aviation brigade task organization for combat. 

 e. Depicted aviation brigade unit activity and commander's assessment. 

 f. Depicted aviation brigade critical shortages of Class III, Class V, and 

medical and maintenance supplies. 

 

 g. Depicted aviation brigade combat power status (critical air and ground 

platforms as designated by the aviation commander). 

 

 h. Depicted USAF sorties requested, approved, completed, and remaining. 

 i. Depicted recent and current critical events. 

 j. Depicted current and projected status of roads, bridges, and airports. 

 k. Depicted control measures. 

 l. Depicted location of enemy. 

 m. Depicted aviation brigade commander's critical information requirement 

(CCIR). 

 

* 3. Assistant S3 (battle captain) continually updates the operations estimate. 

 a. Considered the current enemy situation. 

 (1) Considered enemy's most probable course of action (COA). 

 (2) Considered enemy vulnerabilities. 

 (3) Considered changes in enemy's order of battle (OB). 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-317

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (4) Considered enemy's intention to employ NBC weapons and electronic 

combat (EC). 

 

 b. Determined the current friendly situation. 

 (1) Determined disposition. 

 (2) Determined composition. 

 (3) Determined strength. 

 (4) Determined recent and current significant activities. 

 (5) Determined peculiarities and weaknesses. 

 (6) Determined vulnerability to enemy NBC attacks. 

 c. Maintained liaison with adjacent units. 

* 4. Assistant S3 recommends operational changes to the S3 based on changing 

tactical conditions. 

 

* 5. S3 controls the tactical operation. 

 a. Monitored other primary and special staff sections to remain apprised of the 

current tactical situation. 

 

 b. Coordinated with other maneuver, CS, and combat service support (CSS) 

assets to ensure successful mission accomplishment. 

 

 c. Continued planning and coordination for future operations. 

 d. Kept the commander apprised of the situation. 

* 6. Assistant S3 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-318

ELEMENT: S3 SECTION 

TASK: CONDUCT BATTLE TRACKING (01-6-0030.01-0111) 

(FM 101-5) (FM 101-5-1) (FM 1-111) 

(FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is engaged in a simulated (live, virtual, or constructive) combat 

environment. The main CP is operational and reports are being received. Brigade has received an 

OPORD/FRAGO and the commander's intent. The commander's critical information requirements 

(CCIR) have been stated. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Information was received, analyzed, and distributed. Recommendations were 

made, and resources were integrated and synchronized. The commander was kept informed. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Assistant S3 (battle captain) receives, maintains, and monitors information. 

 a. Received messages, reports, and orders from higher headquarters and 

subordinate units. 

 

 b. Monitored tactical situation ("battle tracking"). 

 (1) Monitored task organization. 

 (2) Monitored available combat power. 

 (3) Monitored available breaching assets. 

 c. Maintained a journal of all significant activities. 

 (1) Used DA Form 1594 (Daily Staff Journal or Duty Officer's Log) to 

maintain journal. 

 

 (2) Maintained copies of all orders (WARNORDs/OPORDs/FRAGOs). 

 (3) Maintained copies of all messages received and sent. 

 (4) Maintained list of all CP sensitive items. 

 (5) Maintained CP briefing format. 

 d. Maintained enemy situation IAW commander's critical CCIR and ensured all 

personnel knew the actions to be taken upon identification. 

 

 e. Maintained status of critical classes of supplies. 

 (1) Maintained resupply and replacement projections. 

 (2) Maintained Class III, Class IV, and Class V (or as directed). 

 f. Tracked friendly and enemy battle damage assessment in conjunction with 

the S2 and S4. 

 

 g. Tracked the battle using the execution matrix and alerted the commander, 

S3, or executive officer (XO) of any deviations 

 

* 2. Assistant S3 distributes information (information management). 

 a. Submitted reports to higher headquarters. 

 b. Served as communications relay between units. 

 c. Published orders and instructions. 

 d. Processed and distributed information to appropriate units or staff sections. 

 e. Passed critical information to appropriate commanders and staff sections. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-319

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 3. Assistant S3 analyzes information. 

 a. Consolidated reports. 

 b. Anticipated events and activities, taking appropriate action as required. 

 c. Conducted predictive analysis based on the tactical situation. 

 d. Identified information that related to CCIR and decision points. 

 e. Conducted the military decisionmaking process (MDMP). 

 f. Identified the need to execute contingency plans (CONPLAN) based on the 

current situation. 

 

* 4. Assistant S3 makes recommendations to the commander based on information 

available and analysis conducted. 

 

* 5. Assistant S3 integrates resources, coordinating the integration of combat 

multipliers. 

 

* 6. Assistant S3 synchronizes resources. 

 a. Coordinated the synchronization of combat multipliers. 

 b. Coordinated the activities of all CPs. 

* 7. Assistant S3 conducts daily battle update briefings (BUBs). 

 a. Ensured that all staff sections conducted internal changeover briefs before 

BUBs. 

 

 b. Ensured that all staff sections were included in the BUBs. 

 (1) S2 briefed recent enemy activities, current enemy operations, and 

future enemy operations. 

 

 (2) Fire support officer (FSO) briefed fire priorities, targets, direct support, 

general support, reinforcing, ground surveillance radar, and 

ammunition. 

 

 (3) Air defense artillery (ADA) officer briefed ADA status, priorities, enemy 

air status, and air avenues of approach. 

 

 (4) Engineer officer briefed location and mission of all engineer units down 

to platoon level, status of mission critical equipment to include 

nonorganic systems such as mine-clearing blades and air VOLCANO 

assets, status of lanes and bypasses, status of all known obstacles to 

include safety zones and self-destruct times for scatterable systems, 

and status of the survivability effort. 

 

 (5) Assistant S3 briefed current tactical situation, current combat power, 

locations of subordinate units and trains, significant activities in the 

past 12 hours, anticipated significant activities in the next 12 hours, 

communications status, unresolved supply and personnel issues, 

status of orders process, any displacement instructions, NBC posture, 

and changes to the CCIR. 

 

 (6) XO/Deputy commander briefed the correct time synchronization. 

 c. Monitored division and corps BUBs when possible. 

* 8. Assistant S3 identifies and controls hazards IAW risk management procedures. 
ARTEP 1-111-MTP _________________________________________________________________________

5-320

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0005.01-0111 MAINTAIN THE BRIGADE INTELLIGENCE DATA BASE 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-321

ELEMENT: COMMAND SECTION 

TASK: RELOCATE MAIN COMMAND POST (CP) (01-6-0042.01-0111) 

(FM 1-111) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade executive officer (XO)/Deputy brigade commander has determined that 

the main command post (CP) must relocate to maintain control of the battle or to minimize 

vulnerability. 

Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Leaders conducted a map reconnaissance and a physical reconnaissance of 

the proposed main CP sites. The selected site affords cover and concealment from air and ground 

observation; does not impede communications; is located outside of enemy mortar and direct-fire 

range; is large enough to allow adequate dispersion of main CP group; and is located on ground that 

will support vehicle traffic. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Executive officer (XO)/Deputy brigade commander directs the S3 to issue a 

warning order (WARNORD) to main CP personnel. 

 

 a. Designated a quartering party that includes a representative from each staff 

section, and the headquarters and headquarters company (HHC). 

 

 b. Gave general guidance on the proposed location and operational needs of 

the relocated CP. 

 

 c. Deconflicted tentative sites by land management coordination. 

* 2. XO and quartering party conduct a map reconnaissance to evaluate tentative 

main CP site(s). 

 

 a. Determined communications profile of proposed site(s). 

 b. Ensured site(s) does not conflict with troop support elements and is not 

close to fire support elements . 

 

 c. Ensured site(s) is not along high-speed avenues of approach or prominent 

terrain, yet is accessible. 

 

 d. Ensured site(s) is outside enemy mortar range. 

 e. Selected primary and alternate routes to new site(s). 

 f. Selected probable main CP site. 

 g. Coordinated with the fire support officer to ensure new site(s) is designated 

as a no-fire area. 

 

 3. Quartering party moves to the proposed main CP site(s). 

 a. Used covered and concealed routes. 

 b. Employed operations security (OPSEC) measures. 

 c. Maintained security and air guards. 

 d. Conducted hasty reconnaissance of primary and alternate routes. 

 e. Assumed MOPP appropriate to the threat. 

 4. Quartering party conducts reconnaissance of proposed main CP site(s). 

 a. Determined concealment from air and ground observation. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Determined covered positions from direct fire. 

 c. Determined if area is large enough to ensure adequate dispersion against 

indirect fire. 

 

 d. Selected adequate entrances and exits to ensure accessibility. 

 e. Conducted radio checks at each site to verify communications profile (with 

TAC CP). 

 

 f. Determined drainage and cross-country trafficability of all terrain within the 

area. 

 

 g. Identified and marked mines, obstacles, or hazards within the area. 

 h. Determined the existence and extent of NBC contamination in the area, if 

required. 

 

 i. Used aviation assets, if available, for route and area reconnaissance, and 

possible radiological survey, of a proposed site. 

 

 5. Quartering party selects a site that meets mission requirements. 

 a. Ensured site provides good cover and concealment from air and ground 

observation. 

 

 b. Ensured site supports ground vehicular traffic. 

 c. Ensured site was beyond enemy direct fire and mortar range. 

 d. Ensured site did not restrict movement. 

 e. Ensured site was located where communications were unimpeded. 

* 6. Quartering party officer-in-charge (normally HHC commander) reports to main 

CP. 

 

 a. Used radio if net was secure. 

 b. Reported location of selected site. 

 c. Reported route(s) for use. 

 7. Quartering party returns, using covered and concealed routes. 

* 8. HHC commander identifies and controls hazards IAW risk management 

procedures. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0023 Conduct Assembly Area Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-323

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-0102.01-0111 SECURE AND DEFEND UNIT POSITION 

01-6-0006.01-0111 ESTABLISH SECURITY MEASURES 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0059.01-0111 PROVIDE MAIN COMMAND POST (CP) SECURITY 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
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5-324

ELEMENT: S1 SECTION 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP)(S1) (01-6-

0048.01-0111) 

(FM 101-5) (DA PAM 600-67) (DA PAM 600-8-20) 

(FM 100-14) (FM 101-5-1) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade has received the OPLAN or OPORD from higher headquarters. The 

main CP and the administrative and logistics operations center (ALOC) are operational and all staff 

sections are functioning. Reports are being received through normal channels. Personnel service 

support systems are in effect. The executive officer (XO) has directed each staff section to prepare 

their respective staff estimates and recommendations, plans, and orders for the commander. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The personnel staff estimate, recommendations, plans, and orders were 

prepared with no errors according to the timetable prescribed by the XO. These documents 

supported the commander's intent. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

`* 1. S1 conducts mission analysis. 

 a. Reviewed known enemy and friendly situations. 

 b. Identified essential tasks to be done, and reviewed the concept of the 

operation with the S3. 

 

 c. Evaluated planning guidance. 

 d. Identified and maintained the status of personnel. 

 e. Identified personnel support tasks required for operations, to include 

strength management, replacement and casualty operations, and services. 

 

 f. Forecasted and examined personnel requirements. 

 g. Directed and supervised S1 section activities. 

* 2. S1 prepares the personnel staff estimate according to FM 101-5. 

 a. Indicated the unit strength maintenance posture. 

 b. Identified critical replacement requirements. 

 c. Indicated the impact of enemy prisoner of war (EPW), non-U.S. 

augmentation, and civilians possibly available for labor requirements. 

 

 d. Identified and reported the status of unit health, welfare, and morale; 

included factors that affected the climate, commitment, and cohesion of the 

unit. 

 

 e. Identified deficiencies in personnel services that may affect operations. 

 f. Analyzed courses of action and considered personnel factors such as troop 

preparedness. 

 

 g. Compared courses of action to evaluate deficiencies from a personnel 

aspect and analyzed advantages and disadvantages. 

 

 h. Indicated whether the mission can be supported based on wargaming and 

recommended the course of action that could best be supported from a 

personnel aspect. 

 

 i. Submitted the personnel estimate to the XO, and briefed as required. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-325

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 j. Maintained a current personnel estimate of the situation in coordination with 

other staff elements. 

 

* 3. S1 section prepares plans and orders. 

 a. Coordinated the preparation of the service support annex with the S4 and 

the support organization. 

 

 b. Developed the personnel portion of the OPLAN or OPORD to include 

replacement and casualty operations; medical evacuation and 

hospitalization; personnel service support; health; and morale, welfare, and 

recreation (MWR) activities. 

 

 c. Issued the personnel portion of the service support annex and the 

accompanying appendix. 

 

* 4. S1 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0311 Conduct Military Briefings 

011-510-0900 Implement the Principles of Medical 

Evacuation 

011-510-1500 Prepare Military Correspondence 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-0073.01-0111 COORDINATE MORALE, WELFARE, AND RECREATION SERVICES 

01-6-0075.01-0111 PROVIDE PERSONNEL AND ADMINISTRATIVE SERVICES 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
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5-326

ELEMENT: S2 SECTION 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) (01-6-

0049.01-0111) 

(FM 101-5) (FM 1-111) (FM 34-130) 

(FM 34-2) (FM 34-2-1) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade has received the OPLAN/OPORD from higher headquarters and the 

commander's guidance. The main CP is operational and the staff sections are functioning. Reports 

are being received through normal channels. Intelligence support systems are operational. The 

executive officer (XO)/deputy commander has directed each staff section to prepare staff estimates, 

recommendations, plans, and orders. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The intelligence staff estimate, recommendations, plans, and orders were 

prepared according to the timetable prescribed by the XO/deputy commander. These documents 

supported the commander's intent. Mission accomplishment was not degraded by inadequate 

intelligence planning and analysis. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S2 conducts mission analysis. 

 a. Reviewed known enemy situation and reviewed the current friendly 

situation. 

 

 b. Reviewed the concept of the operation with the S3. 

 c. Identified intelligence requirements based on the commander's initial 

guidance. 

 

 d. Directed and supervised S2 section activities. 

 2. S2 section prepares the intelligence staff estimate. 

 a. Obtained and analyzed information. 

 b. Described the area of operations (AO) to include weather, terrain, and other 

characteristics. 

 

 c. Described the enemy situation to include disposition, composition, strength, 

recent/present activities, capabilities, and limitations (vulnerabilities). 

 

 d. Created a situational template. 

 e. Described probable enemy courses of action. 

 f. Described the effects of the AO and enemy situation on friendly courses of 

action (COAs). 

 

 g. Compared COAs to evaluate deficiencies from an intelligence aspect and 

analyzed advantages and disadvantages. 

 

 h. Indicated whether the mission could be supported and which prescribed 

course of action could best be supported from an intelligence aspect. 

 

 i. Submitted the intelligence estimate to the XO, and briefed as required. 

 j. Maintained a current intelligence estimate of the situation together with 

other staff elements. 

 

 3. S2 section conducts staff coordination. 

 a. Sent enemy data to the staff to assist in the staff planning process. 
_________________________________________________________________________ ARTEP 1-111-MTP 

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Reviewed and provided input to the staff's mission analysis. 

 c. Determined the capability of friendly intelligence assets to support the 

mission. 

 

 d. Assisted the tactical operations officer in identifying aircraft survivability 

measures. 

 

 4. S2 section prepares plans and orders. 

 a. Developed and published the intelligence annex to include a summary of 

the enemy situation, essential elements of information, intelligence 

acquisition tasks, measures for handling enemy prisoners of war (EPW) 

documents and material, counterintelligence, reports, and distribution. 

 

 b. Exported the intelligence annex and accompanying appendixes with 

overlays. 

 

* 5. S2 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0311 Conduct Military Briefings 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0002.01-0111 INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE 

BATTLEFIELD (IPB) 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0005.01-0111 MAINTAIN THE BRIGADE INTELLIGENCE DATA BASE 

01-6-0009.01-0111 PROCESS INFORMATION INTO INTELLIGENCE 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0019.01-0111 DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN 

01-6-0031.01-0111 COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN 

OPFOR TASKS AND STANDARDS: NONE 
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ELEMENT: S3 SECTION 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) (01-6-

0050.01-0111) 

(FM 101-5) (FM 1-111) (FM 34-130) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received the OPLAN/OPORD from higher headquarters, and the commander has issued 

a WARNORD. The S3 is located at the main CP. The S3 section is operational, and the executive 

officer (XO)/deputy commander is coordinating the staff. Some iterations of this task should be 

performed in MOPP4. 

TASK STANDARDS: The S3 prepared and issued the operations staff estimate and 

recommendation, plans, and orders according to the timetable prescribed by the XO. These 

documents supported the commander's intent. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 conducts mission analysis. 

 a. Reviewed the higher headquarters OPORD. 

 b. Reviewed friendly situation. 

 c. Determined implied tasks. 

 d. Identified all essential tasks required for operations. 

 e. Identified friendly vulnerabilities and limitations. 

 f. Restated the mission. 

 g. Issued a WARNORD to subordinate units as appropriate. 

 h. Directed and supervised S3 section activities. 

* 2. S3 prepares the operations staff estimate. 

 a. Determined relative combat power. 

 b. Developed friendly courses of action (COAs). 

 c. Provided COA to other staff sections. 

 d. Integrated information from other staff sections. 

 e. Determined advantages and disadvantages of each COA together with 

other staff sections. 

 

 f. Conducted wargaming of the COA. 

 (1) Compared the COA. 

 (2) Determined the advantages and disadvantage of each COA. 

 (3) Recommended the best COA. 

 g. Modified and displayed task organization for each COA. 

 h. Submitted and briefed, as required, the operations estimate to the 

commander/XO/Deputy Commander IAW the SOP. 

 

 i. Maintained a current tactical situation. 

 3. S3 section prepares plans and orders. 

 a. Coordinated staff planning. 

 b. Developed the OPLAN or OPORD and integrated all supporting annexes, 

appendixes, and overlays. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Distributed the OPORD to all pertinent units. 

* 4. S3 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

MOS W 153D 3 

011-420-0020 Plan Employment of Army Aviation in Military 

Operations on Urban Terrain 

MOS W 152H 3 

MOS W 153D 3 

011-420-0022 Identify US Army Aviation Organization and 

Capabilities 

MOS W 153D 3 

MOS W 152H 3 

011-420-0025 Integrate Aircraft Survivability Equipment 

(ASE) in Mission Planning 

MOS W 152H 3 

MOS W 153D 3 

011-420-0026 Coordinate Combat Search and Rescue 

(CSAR) Procedures 

MOS W 153D 3 

MOS W 152H 3 

011-420-0028 Plan Aviation Deployment MOS W 153D 3 

 MOS W 152H 3 

011-420-0031 Conduct Intelligence Operations in an 

Electronic Warfare Environment 

MOS W 153D 3 

MOS W 152H 3 

011-420-0032 Identify the Fundamentals of Joint Operations MOS W 152H 3 

 MOS W 153D 3 

011-420-0033 Identify the current Army Doctrinal Concepts MOS W 152H 3 

 MOS W 153D 3 

011-510-0005 Employ Air Defense 

011-510-0006 Employ Fire Support 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0011 Implement Fundamentals of Air-Ground 

Operations 

011-510-0012 Employ Air Movement Operations 

011-510-0013 Employ Air Assault Operations 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0016 Employ Joint Air Attack Team Operations 

011-510-0017 Plan Cavalry Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0021 Employ Fundamentals of Army Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 
ARTEP 1-111-MTP _________________________________________________________________________

5-330

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0311 Conduct Military Briefings 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0013.01-0111 PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS 

01-6-0018.01-0111 ESTABLISH AND MAINTAIN A TACTICAL OPERATIONS CENTER 

01-6-0025.01-0111 DEVELOP BRIGADE ORDERS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-331

ELEMENT: S4 SECTION 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S4) (01-6-

0051.01-0111) 

(FM 101-5) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The unit has received an 

OPORD/FRAGO and the commander's guidance. The executive officer (XO)/deputy commander 

has directed each staff section to prepare its respective staff estimate, recommendation, plans, and 

orders. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The logistics estimate, recommendations, plans, and orders were prepared 

with no errors within the prescribed timeframe. Inadequate logistics planning and logistics did not 

degrade mission accomplishment. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S4 conducts mission analysis. 

 a. Reviewed the higher headquarters OPORD/FRAGO. 

 b. Reviewed the enemy and friendly situation. 

 c. Reviewed the concept of operation with the S3. 

 d. Reviewed the maintenance and logistic situation. 

 e. Identified any host-nation and/or foreign-nation support. 

 f. Identified the logistical requirements based upon the commander's 

guidance. 

 

 g. Supervised S4 section activities. 

* 2. S4 prepares the logistic staff estimate. 

 a. Identified the status of the combat service support situation of the unit, 

subordinate units, and all attached and/or supporting units. 

 

 b. Compared and analyzed courses of action (COAs). 

 (1) Identified the effects of the functional areas of supply, transportation, 

services, maintenance, labor, facilities, and construction, if any, on 

each course of action. 

 

 (2) Analyzed advantages and disadvantages. 

 c. Conducted wargaming of COAs. 

 (1) Determined feasibility of support. 

 (2) Identified the course of action best supported by current maintenance 

and logistical status. 

 

 d. Submitted the logistic estimate to the XO/deputy commander, and briefed 

as required. 

 

* 3. S4 conducts staff coordination. 

 a. Submitted maintenance and logistics requirements to higher headquarters 

and appropriate organizations. 

 

 b. Established and implemented guidance for specific requirements. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Maintained a current logistics estimate of the situation in coordination with 

other staff sections. 

 

 4. S4 section prepares plans and orders. 

 a. Coordinated the preparation of the service support annex with the S1 and 

the support organization. 

 

 b. Developed movement plans, as required. 

 c. Developed and published the service support annex in coordination with the 

S1. 

 

 d. Issued the service support annex, accompanying appendixes, and overlays. 

 e. Distributed the service support annex and accompanying appendixes with 

overlays for the OPORD. 

 

* 5. S4 identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0004 Employ Combat Service Support 

011-510-0023 Conduct Assembly Area Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0008.01-0111 ESTABLISH AND MAINTAIN THE ADMINISTRATIVE AND LOGISTICS 

OPERATIONS CENTER (ALOC) IN COORDINATION WITH THE S1 

01-6-0013.01-0111 PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-333

ELEMENT: COMMUNICATIONS SECTION 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) (01-6-

0052.01-0111) 

(FM 24-16) (FM 101-5) (FM 101-5-1) 

(FM 1-111) (FM 11-50) (FM 24-18) 

(FM 24-32) (FM 24-35) (FM 24-35-1) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

main CP is operational and the staff sections are functioning. The brigade has received the 

OPLAN/OPORD from higher headquarters. The S6 is located at the main CP. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: The communications-electronics (CE) officer prepared the signal estimate and 

recommended to the commander a COA that afforded good communications. The communications 

section prepared appropriate portions of the OPLAN/OPORD according to the timetable to support 

the commander's intent. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S6 (CE staff officer) conducts mission analysis. The S6 (CE staff officer)— 

 a. Reviewed known enemy and friendly situations. 

 b. Determined specified and implied communications tasks. 

 c. Reviewed the commander's specific guidance. 

* 2. S6 and S2 analyze the signal situation and the threat. The S6 and S2— 

 a. Determined enemy's capability to employ electronic attack (EA) measures. 

 b. Reviewed for the locations and dispositions of enemy EA systems (if 

available). 

 

 c. Determined the locations of commercial communication facilities. 

* 3. S6 recommends courses of action (COAs) that support the brigade operation 

from a communications perspective. The S6— 

 

 a. Analyzed and compared COAs. 

 b. Determined the advantages and disadvantages of each COA. 

 c. Recommended to the commander the most advantageous COA. 

* 4. S6 prepares the signal portion of the command and signal paragraph of the 

OPLAN/OPORD. The S6— 

 

 a. Submitted the signal portion of the OPLAN/OPORD to the S3. 

 (1) Included signal tasks for subordinate and supporting units. 

 (2) Included coordinating instructions that describe general signal, wire, 

and radio procedures. 

 

 b. Briefed the signal portion of the OPLAN/OPORD as required. 

* 5. S6 develops the communications plan/annex. The S6— 

 a. Ensured the staff understood the capabilities and limitations of the signal 

units' organic and external signal assets. 

 
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5-334

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 b. Determined communications considerations for proposed tactical 

operations. 

 

 c. Conducted a terrain analysis to determine requirements for communications 

support. 

 

 d. Developed plan for providing signal communications support to the brigade 

operation. 

 

 e. Planned and requested use of indigenous communications facilities. 

 f. Coordinated with higher headquarters for additional communications 

support if required. 

 

* 6. S6 coordinates communications support with the brigade staff. The S6— 

 a. Coordinated with the S1regarding— 

 (1) Communications personnel strength and replacement priorities. 

 (2) Headquarters and CP locations, organization, arrangement, and 

operation. 

 

 (3) Location of ambulance exchange point aid stations for remote 

communications teams. 

 

 b. Coordinated with the S2 regarding— 

 (1) Enemy communications activities. 

 (2) Evaluation of meaconing, intrusion, jamming, and interference (MIJI) 

reports and security violations. 

 

 (3) Planning, coordination, and staff supervision of communications 

security (COMSEC), signal security (SIGSEC), and command and 

control protect—Network security management. 

 

 (4) Commander's critical information requirements (CCIR) pertaining to 

communications intelligence. 

 

 (5) Use of signal activities to support higher headquarters' deception plan. 

 (6) Enemy reconnaissance elements/routes/observation post that could 

affect remote communications sites. 

 

 c. Coordinated with the S3 regarding— 

 (1) Ability to support tactical operations and the impact of current and 

planned operations on communications support. 

 

 (2) Input to the electronic combat (EC) annex and implementation of 

offensive EC policies and procedures. 

 

 (3) Implementation of operations security and SIGSEC measures. 

 (4) Communications activities to support higher headquarters' deception 

plan. 

 

 (5) Input for the communications annex to the brigade order and 

command OPORD. 

 

 (6) Recommended locations of retransmission/relay teams. 

 (7) Recommended sites for CP and headquarters. 

 (8) Communication aspects of CP locations. 

 (9) Minimizing the effects of electromagnetic pulse, if applicable. 

 (10) Tasking for security escort to remote signal sites. 

 d. Coordinated with the S4 regarding— 

 (1) Procurement, storage, and distribution of communications equipment. 

 (2) Priorities for maintenance and evacuation of communications 

equipment. 

 

 e. Coordinated with HHC regarding— 

 (1) Specific location of communications element at the main CP. 

 (2) Main CP site selection. 

 (3) Reconnaissance of proposed jump site. 

 (4) Proper employment of communications equipment and antennas. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-335

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 7. S6 coordinates the use and allocation of radio frequencies. 

 a. Obtained radio frequency allocations from higher headquarters. 

 b. Assigned available frequencies to subordinate units. 

 c. Planned for the use of available frequencies to avoid conflict. 

 d. Processed MIJI reports and provided alternate frequencies when practical. 

* 8. S6 supervises the activities of the COMSEC subaccount. The S6— 

 a. Developed the brigade signal operating instructions (SOI). 

 b. Maintained the brigade SOI distribution scheme. 

 c. Distributed SOI to subordinate units, as required, and maintained 

accountability. 

 

 d. Included SOI use in brigade plans and orders. 

 e. Coordinated with higher headquarters for access to necessary SOI items. 

 f. Supervised all COMSEC items within the brigade, to include accountability, 

distribution, destruction, and security. 

 

 g. Ensured that attached/OPCONed units to the brigade had all required 

information and data. 

 

* 9. S6 coordinates with the communications section of higher and adjacent 

headquarters. Coordination included— 

 

 a. Reviewed applicable technical directives. 

 b. Reviewed tactical plans for impending operations. 

 c. Established the mesh net for internal communications. 

 d. Reviewed changes anticipated in current operations. 

 e. Determined requirements for signal personnel. 

 f. Established routes of signal communications and locations of signal centers 

for the communications systems. 

 

 10. Communications section supervises and assists subordinate units with signal 

activities. 

 

 a. Assisted with the location of signal facilities and activities. 

 b. Planned and directed the operation and maintenance of signal 

communication systems by assigned or attached units. 

 

 c. Coordinated measures to reduce radio interference. 

 11. Communications section manages the flow of brigade communications and 

information. 

 

 a. Established and maintained the brigade within the tactical operations center 

(TOC). 

 

 b. Established message and communications priorities. 

 c. Maintained communications equipment status in conjunction with the S4. 

 d. Supervised planning for and the use of electronic protection measures. 

 e. Coordinated with other signal units horizontally and vertically to facilitate 

effective communications. 

 

 12. Communications section advised the commander on the status of signal 

activities. 

 

 a. Identified signal shortcomings. 

 b. Identified COA. 

 c. Made recommendations on which COA to pursue. 

 d. Developed plans and orders to support COA. 

* 13. S6 identifies and controls hazards IAW risk management procedures. 
ARTEP 1-111-MTP _________________________________________________________________________

5-336

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-337

ELEMENT: S3 SECTION 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (CHEMICAL) 

(01-6-0053.01-0111) 

(FM 3-100) (FM 101-5) (FM 101-5-1) 

(FM 1-111) (FM 3-101) (FM 3-3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade has received the OPLAN/OPORD from higher headquarters. The main 

CP is operational and the staff sections are functioning. The chemical officer (CHEMO) is located at 

the main CP and is operational. The executive officer (XO)/deputy commander is coordinating the 

staff. The enemy NBC intent is unknown. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: The chemical officer (CHEMO) prepared the NBC estimate and recommended 

to the commander a COA that minimized vulnerability to NBC attack. The section identified the 

affected area, implemented a monitoring/reporting plan, and coordinated for decontamination. The 

NBC section prepared appropriate portions of the OPLAN/OPORD according to the timetable to 

support the commander's intent. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Chemical officer (CHEMO) prepares the NBC estimate in accordance with FM 

101-5. The CHEMO— 

 

 a. Understood the mission and commander's intent two levels up. 

 b. Briefed mission analysis for NBC. 

 (1) Advised commander on MOPP levels for crews flying operational 

missions and stated minimum MOPP level required by higher 

headquarters. 

 

 (2) Provided what chemical assets were available to support the mission 

with the command or support relationship. 

 

 (3) Provided NBC threat status in accordance with FM 3-3 and unit tactical 

standing operating procedures (TACSOP). 

 

 (4) Provided troop safety criteria as directed by higher headquarters. 

 (5) Identified templated chemical and biological strikes in conjunction with 

S2. 

 

 (6) Explained constraints on NBC assets, such as fog oil, motor gasoline 

(MOGAS), and water. 

 

 (7) Identified constraints on chemical defense equipment that may impact 

on the mission. 

 

 (8) Identified flame fuel expedient supplies available. 

 c. Recommended course of action (COA) to minimize friendly and civilian 

NBC vulnerability. 

 

 (1) Templated chemical and biological attacks and their effect on each 

COA. 

 

 (2) Planned to use flame fuel expedients to support each COA. 

 (3) Planned ways to minimize friendly and civilian vulnerability. 
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5-338

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (4) Followed commander's guidance on fighting dirty or bypassing 

contamination. 

 

 (5) Recommended how to employ NBC assets for each COA. 

 (6) Considered weather data and its effects on chemical and biological 

operations and chemical asset employment. 

 

 (7) Conducted MOPP analysis and made changes to the MOPP level to 

support each COA. 

 

 d. Wargamed COAs. 

 (1) Planned to support command, control, communications, computers, 

and intelligence (C4I) with chemical assets. 

 

 (2) Developed automatic masking criteria. 

 (3) Conducted vulnerability analysis. 

 (4) Planned for chemical defense equipment. 

* 2. CHEMO coordinates with the brigade staff for planning tactical operations. 

 a. Assisted the S2 with the intelligence preparation of the battlefield (IPB). 

 (1) Identified the enemy NBC capability. 

 (2) Identified friendly area NBC vulnerability. 

 (3) Determined templated chemical and biological strikes. 

 (4) Planned for NBC in the reconnaissance and surveillance (R&S) plan. 

 b. Planned and recommended integration of smoke into tactical operations. 

 (1) Conducted smoke target development (projected, generated, and 

potted). 

 

 (2) Identified effects of smoke on friendly and enemy electro-optical 

systems. 

 

 (3) Identified available smoke assets. 

 (4) Analyzed weather effects on smoke. 

 (5) Monitored resupply of smoke elements such as fog oil and MOGAS. 

 (6) Developed a smoke annex and overlay synchronizing the unit smoke 

plan. 

 

 c. Planned the employment of operational and thorough decontamination 

sections. 

 

 (1) Coordinated with the S3 and weather personnel on the development of 

an aircraft scatter plan in case of NBC attack. 

 

 (2) Coordinated with the S4 for additional water support (identified water 

source availability), clean and dirty routes, and support at the 

reconstitution site. 

 

NOTE: Contaminated waterways can pose a health threat to others down stream. 

 (3) Coordinated with the S3 and recommended aircraft decontamination 

sites, decontamination procedures (i.e. clean versus dirty forward 

ammunition and refueling points to higher headquarters), identified 

possible linkup points and decontamination sites in depth. 

 

 (4) Recommended priority of work and effort for decontamination. 

 (5) Coordinated with the S3 for additional decontamination support, 

engineers, MP, and ADA. 

 

 (6) Coordinated with the S5, if assigned, or with the S4 on integrating 

host-nation assets into decontamination operation and using existing 

facilities for field expedient protective shelters. 

 

 (7) Coordinated with supporting decontamination platoon to conduct 

reconnaissance of proposed decontamination sites. 

 

 (8) Coordinated with the flight surgeon for additional medical support and 

patient decontamination requirements/locations. 

 

 d. Planned employment of reconnaissance. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-339

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (1) Coordinated with the S2 on the possible size and location of 

suspected contaminated areas, suspected areas nominated as named 

areas of interest (NAIs) for use in the R&S plan, conventional and NBC 

reconnaissance coverage of the NAIs. 

 

 (2) Coordinated for route clearance and security with subordinate units 

and MPs. 

 

 (3) Recommended routes and areas for NBC reconnaissance. 

 (4) Briefed the S3. 

* 3. CHEMO prepares the NBC operations annex to the OPORD/OPLAN and the 

NBC overlay and submits to the S3. 

 

* 4. CHEMO maintains situational awareness (battle tracking) and status of chemical 

defense equipment to assist the S4 in forecasting. 

 

* 5. CHEMO verifies enemy first use of chemical and biological warfare agents. 

* 6. CHEMO develops chain of custody for chemical and biological samples. 

* 7. CHEMO develops chemical, biological, and radiological survey plans. 

 a. Developed monitoring plan. 

 b. Distributed NBC contamination data. 

* 8. CHEMO maintains NBC accident, incident, and response assistance plans for 

the AO. 

 

* 9. CHEMO maintains record of environmental accidents in AO and monitors 

radiation exposure status. 

 

* 10. CHEMO identifies and controls hazards IAW risk management procedures. 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1101 Supervise a Unit NBC Defense Program MOS W 153D 3 

 MOS W 152H 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-1100 Determine Aircraft Decontamination levels 

and procedures 
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5-340

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-1101 Employ NBC Protection for Aviation 

Operations 

011-510-1102 Employ the NBC Warning and Reporting 

System 

011-510-1103 Conduct Aviation Operations in an NBC 

Environment 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0037.01-0111 CROSS A RADIOLOGICALLY CONTAMINATED AREA 

01-6-0040.01-0111 EVALUATE NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) 

CONTAMINATION INFORMATION 

01-6-0044.01-0111 PROCESS NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) REPORTS 

01-6-0609.01-0111 CROSS A CHEMICALLY/BIOLOGICALLY CONTAMINATED AREA 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-341

ELEMENT: COMMAND SECTION 

TASK: MONITOR THE STATUS OF BRIGADE PERSONNEL (01-6-0079.01-0111) 

(TC 22-6) (AR 600-25) (DA PAM 600-25) 

(FM 101-5) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is conducting maneuver, combat service (CS), and combat service 

support (CSS) operations. The main CP is operational. The staff sections are functioning. Some 

iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The commander was informed on matters and issues related to soldiers in the 

unit. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. The brigade command sergeant major (CSM) monitors the status of enlisted 

personnel using all means of data collection and informs the commander. 

 

 a. Identified numbers of personnel assigned in primary military occupational 

specialty (PMOS) or secondary military occupational specialty (SMOS). 

 

 b. Identified numbers of personnel assigned in other than PMOS or SMOS. 

 c. Identified number of vacancies in critical positions. 

 d. Identified number of personnel on routine and emergency leave. 

 e. Identified number of personnel performing temporary duties and duties in 

other than their assigned MOS. 

 

 f. Identified number of personnel in the hospital, on quarters, or otherwise 

unavailable for duty. 

 

* 2. CSM maintains communications with subordinate unit noncommissioned officers 

(NCOs) and enlisted personnel through the NCO channel. 

 

 a. Developed a NCO professional development program. 

 b. Reviewed and developed common task training, MOS training, and other 

enlisted training. 

 

* 3. CSM develops and reviews unit programs, to include safety; education; health; 

and morale, welfare, and recreation (MWR). 

 

* 4. CSM provides the commander with factors that are affecting soldier 

performance. 

 

 a. Advised the commander on positive and negative factors influencing soldier 

performance. 

 

 b. Recommended courses of action to minimize negative factors. 

* 5. CSM executes established policies and standards on the performance, training, 

appearance, and conduct of enlisted personnel. 

 

* 6. CSM provides counsel and guidance to NCOs and other enlisted personnel. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 7. CSM performs other duties prescribed by the commander that may include 

reception and orientation of newly-assigned enlisted personnel, assisting in the 

inspection of command activities and facilities, and serving as president or 

member of command selection boards for NCOs. 

 

* 8. CSM performs command safety duties in the planning and direction of missions 

and operations. 

 

 a. Identified and controlled hazards IAW risk management procedures. 

 b. Ensures implementation of the command safety and occupational health 

program IAW DA Pam 835-1 to meet the next higher commander's accident 

prevention guidance. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1503 Supervise Enlisted Development and 

Utilization 

MOS W 152H 3 

MOS W 153D 3 

 MOS W 154C 3 

011-510-0021 Employ Fundamentals of Army Operations 

011-510-0022 Determine Characteristics of U.S. Army 

Organization and Capabilities 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0503 Perform Company-Level Command Post 

Operations 

011-510-1500 Prepare Military Correspondence 

011-510-1501 Supervise Professional Development / Career 

Management 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0080.01-0111 SUPERVISE KEY OPERATIONAL AND SUPPORT FUNCTIONS 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-343

ELEMENT: COMMAND SECTION 

TASK: SUPERVISE KEY OPERATIONAL AND SUPPORT FUNCTIONS (01-6-0080.01-0111) 

(FM 101-5) 

ITERATION: 1 2 3 4 5 

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is preparing for or is engaged in operations. Communications have 

been established. Information and intelligence is provided according to unit SOPs. Combat support 

(CS) and combat service support (CSS) assets are available. The OPLAN or OPORD has been 

issued. The main CP is operational. The staff sections are functioning. This task should not be 

trained in MOPP4. 

TASK STANDARDS: Plans and orders developed and executed ensured continuous operations and 

force sustainment. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. The brigade command sergeant major (CSM) participates in the staff planning 

process. The CSM— 

 

 a. Reviewed all essential tasks assigned by higher headquarters. 

 b. Observed each staff section during the planning process, and received 

situational updates. 

 

 c. Participated in the staff estimate and recommendation process; 

recommended operational employment to the commander based on the 

status of subordinate unit enlisted personnel training, health, welfare, and 

morale. 

 

* 2. CSM coordinates administrative and logistic support functions for the brigade 

main CP. The CSM— 

 

 a. Monitored the personnel and logistics status of the main CP. 

 b. Coordinated with the headquarters and headquarters company commander 

to ensure continuous administrative and logistics support for the main CP. 

 

 c. Monitored the security and training of enlisted personnel at the main CP. 

 d. Recommended to the brigade executive officer courses of action to improve 

administrative and logistics support functions; directs necessary actions as 

required. 

 

* 3. CSM performs, or delegates performance of, the steps in the risk management 

process for each step in troop-leading procedures. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step 
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5-344

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-1503 Supervise Enlisted Development and 

Utilization 

MOS W 154C 3 

MOS W 152H 3 

 MOS W 153D 3 

 

011-510-1501 Supervise Professional Development / Career 

Management 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0059.01-0111 PROVIDE MAIN COMMAND POST (CP) SECURITY 

01-6-0070.01-0111 PERFORM STRENGTH MANAGEMENT 

01-6-0071.01-0111 CONDUCT REPLACEMENT OPERATIONS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-345

ELEMENT: COMMAND SECTION 

TASK: CONDUCT MILITARY DECISIONMAKING PROCESS (MDMP) (01-6-0082.01-0111) 

(FM 101-5) (FM 1-111) (DA PAM 385-1) 

(DA PAM 600-41) (DA PAM 600-8) (FM 100-14) 

(FM 101-5-1) (FM 22-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is preparing for or has been engaged in an operation. The brigade has 

received the division/corps OPORD/OPLAN and operations have commenced. The main CP is 

operational and all staff sections are functioning. Combat intelligence and unit reports are flowing 

through communications channels. The commander is initiating the MDMP. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: Staff analyzed the mission. Commander issued initial guidance. All warning 

orders were issued allowing time for subordinate units to plan. Commander made initial risk 

assessment and selected the commander's critical information requirements (CCIR). Commander 

presented his initial intent for the operation and issues his guidance. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

NOTE: The commander and each staff section do estimates continuously to provide 

important inputs for the MDMP. Estimates are revised when important new 

information is received or when the situation changes significantly. 

 

* 1. Brigade commander and staff receive an order or anticipate a new mission. 

NOTE: The new mission may come from an order issued by higher headquarters, or 

derive from an ongoing operation. 

 

 a. Brigade S3 section issued a warning order (WARNORD) to the staff alerting 

them of the pending planning process. 

 

 (1) Unit SOPs identified who is to attend. 

 (2) Unit SOPs identified who the alternates are. 

 (3) Unit SOPs identified where they should assemble. 

 b. Brigade staff prepared for mission analysis immediately on receipt of the 

warning order by gathering tools necessary to conduct mission analysis. 

 

 (1) Included higher headquarters' plan or orders, with graphics. 

 (2) Included maps of the AO. 

 (3) Included both own and higher headquarters' SOPs. 

 (4) Included any existing staff estimates. 

 c. Brigade XO coordinated staff actions required to ensure staff estimates 

were current and staff elements have necessary mission analysis tools 

available. 

 

 d. Commander and staff completed a quick initial assessment. 

 (1) Assessment determined the time available from mission receipt to 

mission execution. 

 

NOTE: The most critical product of the assessment is an initial allocation of available 

time. As a general rule, the commander allocates a minimum of two-thirds of 

available time for subordinate units to conduct their planning and preparation. 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (2) Assessment determined the time needed to plan, prepare for, and 

execute the mission for own and subordinate units. 

 

 (3) Assessment determined the intelligence preparation of the battlefield 

(IPB). 

 

NOTE: IPB is an ongoing process, proceeding simultaneously with other steps in the 

MDMP. Changes are dictated by METT-TC and MDMP requirements. 

 

 (4) Assessment determined the staff estimates already available to assist 

planning. 

 

 (5) Assessment determined ambient light requirements for planning, 

rehearsals, and movement. 

 

 (6) Assessment determined the staff's experience, cohesiveness, and 

level of rest or stress. 

 

 e. Brigade commander determined whether time permitted conduct of the full 

MDMP, or to abbreviate the process. 

 

 f. Brigade commander issued his initial guidance. Guidance included— 

 (1) How to abbreviate the MDMP, if necessary. 

 (2) Initial time allocation. 

 (3) Liaison officers to dispatch. 

 (4) Initial reconnaissance to begin. 

 (5) Authorized movement. 

 (6) Additional tasks the commander wants the staff to accomplish. 

 g. Brigade S3 section issued a WARNORD to subordinate and supporting 

units. WARNORD Included— 

 

 (1) Type of operation. 

 (2) General location of the operation. 

 (3) Initial timeline. 

 (4) Any movement or reconnaissance to initiate. 

NOTE: Parallel planning is a routine procedure for the MDMP. 

 h. Brigade XO coordinated dispatch of liaison personnel as directed. 

 i. Brigade S2 section continued IPB and began development of the 

reconnaissance and surveillance (R&S) plan. 

 

* 2. Brigade commander and staff conduct mission analysis with concurrent 

continuation of staff estimate development. 

 

 a. Mission analysis ensured understanding of the higher headquarters' 

commander's intent, two levels up. Mission analysis ensured 

understanding of— 

 

 (1) The mission, including tasks, constraints, risks, available assets, and 

AO boundaries. 

 

 (2) The concept of the operations, including the deception plan. 

 (3) The timelines for mission execution. 

 (4) The missions of adjacent (to include front and rear) units and their 

relation to higher headquarters' plan. 

 

 (5) The assigned AO. 

NOTE: If confused by the higher headquarters' order or guidance, the staff must seek 

clarification immediately. 

 

 b. Brigade S2, in coordination with the commander and staff, conducted IPB. 

 (1) Developed the modified combined obstacle overlay (MCOO) and 

enemy SITTEMPS. 

 

 (2) Developed initial intelligence-collection plan. 

 (3) Provided all intelligence products to subordinates as they were usable, 

even if only partially complete. 

 

 c. Brigade XO and staff developed specified and implied tasks. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-347

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (1) Conducted task analysis. 

 (2) Developed essential task list. 

 d. Brigade commander and staff reviewed available assets. 

 (1) Reviewed additions to and deletions from the current task 

organization. 

 

 (2) Reviewed support relationships. 

 (3) Reviewed status to determine additional resources needed for mission 

success. 

 

 e. Brigade commander and the staff identified and understood constraints that 

restricted their freedom of action 

 

 f. S3 section, in coordination with the staff, gathered information concerning 

assigned task(s) and developed facts and assumptions. 

 

NOTE: Facts are statements of knowledgeable data concerning the situation, 

including enemy and friendly dispositions, available troops, unit strengths, and 

material readiness. 

NOTE: Assumptions are suppositions about the current or future situation that are 

assumed to be true in the absence of facts. Assumptions are replaced with facts as 

soon as possible. When possible, assumptions are cleared with higher headquarters 

to ensure consistency with the higher headquarters plan. 

 

 g. Brigade commander and staff identified accident risk hazards and initially 

assessed the risk level for each hazard. 

 

 h. Brigade commander initially assessed where he might take tactical risk. 

 i. Brigade staff nominated information requirements to become initial CCIR. 

 j. Brigade commander selected his CCIR based on his experience, the 

mission, the higher commander's intent and input from the staff. 

 

NOTE: CCIR most often arise from the IPB and wargaming. 

 k. Brigade S2, in coordination with the staff, based upon the initial IPB and 

CCIR, identified gaps in the intelligence available. 

 

 l. Brigade S2 determined initial R&S plan to acquire information based on 

available reconnaissance assets 

 

 m. Brigade S3 turned the R&S plan into an initial reconnaissance annex and 

launched reconnaissance assets. 

 

NOTE: As more information becomes available, it is incorporated into a complete 

reconnaissance annex for the OPORD. 

 

 n. Brigade commander and staff refined their initial plan for the use of 

available time. 

 

 (1) Brigade commander and staff specified when and where they would 

conduct briefings that result from the planning process. 

 

 (2) Brigade commander and staff specified when, where, and in what form 

they would conduct rehearsals. 

 

 o. Brigade XO/S3 prepared a restated mission for the unit based on the 

mission analysis. 

 

 p. Brigade XO and staff conducted mission analysis briefing to the 

commander, time permitting. 

 

NOTE: If possible, the entire staff should be present for the briefing. 

 (1) Mission analysis briefing included higher headquarters' mission and 

higher commander's intent. 

 

 (2) Mission analysis briefing also included higher headquarters' deception 

plan/objective; commander's initial guidance; initial IPB; specified, 

implied, and essential tasks; constraints on the operation; forces 

available; facts and assumptions; possible risk; initial CCIR; time 

available; and recommended restated mission. 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 q. Brigade commander approved the restated mission. 

 r. Brigade commander developed his initial intent for the operation during the 

mission analysis briefing. 

 

 (1) Commander modified his initial intent accordingly after review of the 

mission analysis and the restated mission. 

 

 (2) Commander prepared his intent statement and, when possible, 

delivered it along with the order, face-to-face. 

 

* 3. Brigade commander issues commander's guidance. 

NOTE: Additional information may be required based upon the commander's 

estimate and/or the experience of the staff. 

 

 a. Commander focused on the essential tasks supporting mission 

accomplishment. 

 

 b. Commander included priorities for all combat, CS, and CSS elements and 

how he envisions their support of his concept. 

 

 c. Commander addressed specific COA to consider or not to consider, both 

friendly and enemy, and the priority for addressing them; the CCIR; the 

reconnaissance guidance; risk guidance; deception guidance; fire support 

guidance; mobility and countermobility guidance; security measures to be 

implemented; any other information the commander wanted the staff to 

consider; the time plan; the type of order to issue; and the type of rehearsal 

to conduct. 

 

* 4. S3 issues a warning order to subordinate and supporting units that included the 

restated mission, the commander's intent, the unit's AO (sketch, an overlay, or 

some other description), the CCIR, risk guidance, reconnaissance to be initiated 

by subordinate units, security measures, deception guidance, mobility and 

countermobility guidance, specific priorities, the time plan, and guidance on 

rehearsals. 

 

NOTE: The MDMP is continued in the executive officer's related task, 1-6-0083, 

Direct the Brigade Staff. 

 

* 5. The commander performs command safety duties in planning and direction of 

missions and operations. 

 

 a. Identified and controlled hazards IAW risk management procedures. 

 b. Ensured implementation of the command safety and occupational health 

program and met the next higher commander's accident prevention 

guidance. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-349

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0301 Apply the Military Tactical Decisionmaking 

Process 

MOS W 154C 3 

MOS W 152H 3 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0311 Conduct Military Briefings 

011-510-0503 Perform Company-Level Command Post 

Operations 

011-510-0704 Plan Intelligence Reconnaissance / 

Surveillance Missions 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0048.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP)(S1) 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0051.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S4) 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISION-MAKING PROCESS (MDMP) 

(S6) 

01-6-0053.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(CHEMICAL) 

01-6-0083.01-0111 DIRECT THE BRIGADE STAFF 

01-6-0087.01-0111 EXECUTE CONTINGENCY PLANS 

01-6-0409 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(SAFETY) 

01-6-0411 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(STANDARDIZATION) 

OPFOR TASKS AND STANDARDS: NONE 
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5-350

ELEMENT: COMMAND SECTION 

TASK: DIRECT THE BRIGADE STAFF (01-6-0083.01-0111) 

(FM 101-5) (FM 101-5-1) (FM 1-111) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is preparing for or has been engaged in an operation. The brigade has 

received the division/corps OPORD/OPLAN and operations have commenced. The main CP is 

operational and all staff sections are functioning. Combat intelligence and unit reports are flowing 

through communications channels. The brigade staff has received the commander's guidance and is 

continuing the MDMP. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The executive officer (XO)/deputy commander directed the staff planning 

process to meet the commander's requirements within his guidance, intent, and estimate of the 

situation. The staff compared the feasible COAs. The recommended COA was briefed to the 

commander and approved by him. Warning orders were issued. The OPORD was prepared and 

issued. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

NOTE: The commander and each staff section make estimates continuously to 

provide important input for the MDMP. Estimates are revised when important new 

information is received or when the situation changes significantly. 

NOTE: See task 1-6-0082, Conduct Military Decisionmaking Process (MDMP), where 

the commander initiated the MDMP. This task picks up the MDMP where 1-6-0082 

ended. 

 

* 1. XO/Deputy commander directs the staff (who have received the commander's 

guidance) to COAs for analysis and comparison 

 

 a. S3, in coordination with the staff, developed COAs and analyzed relative 

combat power, generated options, arrayed initial forces, developed the 

scheme of maneuver, assigned headquarters, and prepared COA 

statements and sketches. 

 

 b. S3 ensured COAs are screened to meet the criteria of suitability, feasibility, 

acceptability, distinguishability, and completeness. 

 

 c. S3 briefed the COAs to the commander for review (optional). 

* 2. XO/Deputy commander directs the staff to conduct the COA analysis, or war 

gaming process, for each COA and begins the development of a detailed plan 

while analyzing its strengths and weaknesses. 

 

 a. S1 analyzed COAs to project potential personnel battle losses and 

determine how CSS provides personnel support during operations. 

 

 b. S2 role-played the enemy commander and developed critical enemy 

decision points in relationship to the friendly COA; projected enemy 

reactions to friendly actions; projected enemy losses; identified information 

requirements; refined the event template to include NAIs that support 

decision points; refined the event matrix with corresponding decision points, 

TAIs, and high-value targets (HVT); refined situation templates; participated 

in the targeting conferences, and identified HVTs as determined by IPB. 

 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-351

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. S3 ensured the COA covers every operational aspect of the mission, 

recorded each event's strengths and weaknesses, and annotated the 

rationale. 

 

 d. S4 analyzed each COA to assess its sustainment feasibility and ensured 

that available movement times and assets will support the COA. 

 

 e. Special staff officers helped the coordinating staff by analyzing the COAs in 

their own areas of expertise, indicating how they can best support the 

mission. 

 

 f. S3 and XO/Deputy commander, presented a wargame briefing to ensure 

the staff fully comprehended the results of the wargame (time permitting). 

 

NOTE: During wargaming the commander may modify the COA based on how things 

develop. 

 

* 3. XO/Deputy commander directs the staff to compare the feasible COAs and 

provide the commander with updated staff estimates for current and future 

operations along with recommended allocation of time and resources. 

 

 a. Each staff officer analyzed and evaluated the advantages and 

disadvantages of each COA from his perspective and presented his 

findings for the consideration of others. 

 

Note: XO/Deputy commander normally determines the weight of each evaluation 

criteria. Each staff officer may use his own matrix; however, all must use the same 

evaluation criteria. 

 

 b. Staff identified the COA that has the highest probability of success against 

the most likely enemy COA. 

 

 c. Staff identified the most dangerous enemy COA. 

 d. Staff, after completing its analysis and comparison, identified its preferred 

COA and made a recommendation. 

 

Note: If the staff cannot reach a decision, the XO decides which COA to recommend 

at the commander's decision briefing. 

 

 e. S3 presented the decision briefing, which included— 

 (1) The intent of the higher headquarters (higher and next higher 

commander), the restated mission, the status of own forces, and an 

updated IPB. 

 

 (2) The COAs, including assumptions used in planning, results of staff 

estimates, and advantages and disadvantages including risk of each 

COA. 

 

 (3) The recommended COA. 

* 4. Commander receives briefing and analyzes all COAs. 

NOTE: If he rejects them, all the process must start over again. If the commander 

modifies a proposed COA or gives the staff a new one, the staff must wargame the 

revised or new one to derive the products that resulted from the wargaming process. 

 

 a. Commander selected a COA he believed to be the most advantageous. 

 (1) Refined his intent statement and CCIR, if required. 

 (2) Issued any additional guidance on priorities for CS or CSS activities 

(particularly for resources he needed to preserve his freedom of action 

and to ensure continuous service support). 

 

 (3) Issued any additional guidance for orders preparation, rehearsal 

preparation, or preparation for mission execution. 

 

 b. Commander decided what level of residual risk he would accept to 

accomplish the mission. 

 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 c. Commander discussed the acceptable risks with adjacent and senior 

commanders and obtained the higher commanders' approval to accept any 

risk that might imperil the higher commanders' intent (time permitting). 

 

 d. Brigade operations section issued a warning order with essential 

information so that subordinate units can refine their plans. 

 

* 5. XO/Deputy commander directs staff to refine the selected COA, completed the 

plan, and prepared to issue the OPORD. 

 

 a. Brigade S3 section, in coordination with the staff, prepared the order or plan 

to implement the selected COA. 

 

 b. Staff assisted subordinate staffs as needed with their planning and 

coordination. 

 

 c. Staff implemented accident risk controls by coordinating and integrating 

them into the appropriate paragraphs and graphics of the OPORD. 

 

 (1) Communicated how controls would be put into effect. 

 (2) Communicated who would implement controls. 

 (3) Communicated how they would fit into the overall operation. 

 d. Brigade S3 section integrated staff input and finalized the OPORD. 

 e. Commander reviewed and approved the OPORD. 

 f. Brigade S3 section reproduced, distributed, and briefed OPORD as 

required. 

 

 g. Commander and the staff conducted confirmation briefings with 

subordinates immediately following order issue to ensure subordinates 

understood the commander's intent and concept. 

 

* 6. The XO/Deputy commander supervises risk management integration across the 

entire staff. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support. 

MOS W 153A 5 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0302 Prepare a Battalion OPORD 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-353

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

011-510-0311 Conduct Military Briefings 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-0079.01-0111 MONITOR THE STATUS OF BRIGADE PERSONNEL 

01-6-0080.01-0111 SUPERVISE KEY OPERATIONAL AND SUPPORT FUNCTIONS 

OPFOR TASKS AND STANDARDS: NONE 
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5-354

ELEMENT: COMMAND SECTION 

TASK: EXECUTE CONTINGENCY PLANS (01-6-0087.01-0111) 

(FM 101-5) (FM 1-111) (FM 3-91.3) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade has been committed or is engaged in combat against enemy forces. 

The brigade has been issued the division/corps OPORD/OPLAN and operations have commenced. 

Combat intelligence and unit reports are flowing through communications channels. Division/corps 

combat, CS, and CSS assets are available. The brigade commander is considering implementing 

contingency plans (CONPLAN). Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The brigade rapidly transitioned from its original tactical plan to execute any 

one of a number of predetermined CONPLANs with minimal disruption of the organization as stated 

in the unit OPORD/OPLAN. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. XO/Deputy commander advises commander on current situation. 

 a. Advised commander on decision point(s) for implementation of CONPLAN. 

 b. Advised commander on developments in situation not foreseen in 

CONPLAN. 

 

* 2. XO/Deputy commander makes appropriate recommendations. 

 a. Recommended CONPLAN to be executed, based on coordination with S2 

and S3, current situation, and liaison with adjacent units. 

 

 b. Recommended changes to a predetermined CONPLAN, if required. 

 c. Recommended reconstitution of reserve, if applicable. 

 d. Included combat strength/resupply status. 

* 3. XO/Deputy commander directs execution of CONPLAN based on commander's 

guidance. 

 

 a. Issued necessary orders. 

 b. Monitored execution of the plan. 

* 4. XO/Deputy commander supervises risk management integration across the 

entire staff. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
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5-355

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0020 Plan Employment of Army Aviation in Military 

Operations on Urban Terrain 

MOS W 152H 3 

MOS W 153D 3 

011-420-0022 Identify U.S. Army Aviation Organization and 

Capabilities 

MOS W 153D 3 

MOS W 152H 3 

011-420-0028 Plan Aviation Deployment MOS W 153D 3 

 MOS W 152H 3 

011-500-0001 Conduct Intelligence Preparation of the 

Battlefield to Support Aviation Operations 

011-510-0007 Employ Aviation in Offensive Operations 

011-510-0008 Employ Aviation in Defensive Operations 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0011.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(A2

C2) 

01-6-0027.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(AIR DEFENSE) 

01-6-0048.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP)(S1) 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0051.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S4) 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

01-6-0053.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(CHEMICAL) 

01-6-0409 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(SAFETY) 

01-6-0411 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(STANDARDIZATION) 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-356

ELEMENT: COMMAND SECTION 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (SAFETY) (01-

6-0409) 

(FM 1-111) (AR 385-10) (AR 385-95) 

(FM 100-14) (FM 101-5) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade staff has received an OPORD, FRAGO, or WARNORD to conduct combat, CS or CSS 

operations. The staff is preparing to conduct the MDMP. The Safety Officer is located at the main 

CP. The executive officer (XO)/deputy commander is coordinating the staff. Some iterations of this 

task should be performed in MOPP4. 

TASK STANDARDS: Brigade staff officers assisted in the MDMP. Tactical and operational risks 

were identified and procedures applied to remove or reduce the risk. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Brigade safety officer and staff officers identify all tactical and operational risks to 

include hazards to flight, vehicle movement, logistical support operations, and to 

personnel. 

 

 a. During the mission analysis step of the MDMP the brigade safety officer 

assisted the commander and the staff in identifying tactical risks. 

 

 b. While conducting the course of action development and analysis the safety 

officer further assessed the risks to the brigade. 

 

 c. Safety officer participated in the course of action comparison by identifying 

which COA would best protect the force while accomplishing the mission. 

 

* 2. Brigade staff implements procedures or control measures to remove or reduce 

risks and hazards to protect the force and its equipment. 

 

* 3. Safety officer prepares the safety annex to the OPORD. 

* 4. Commander performs, or delegates performance of, the steps in the risk 

management process for each step in MDMP (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-357

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-1700 Implement the Army Safety Program 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-1-1024.01-0NRC COORDINATE THE SAFETY PROGRAM 

01-1-1028.01-0NRC PARTICIPATE IN THE STAFF PLANNING PROCESS (ASO) 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-358

ELEMENT: COMMAND SECTION 

TASK: PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(STANDARDIZATION) (01-6-0411) 

(FM 1-111) (FM 101-5) (FM 101-5-1) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade staff has received an OPORD/FRAGO/WARNORD to conduct combat, CS or CSS 

operations. The staff is preparing to conduct the MDMP. The aviation standardization officer is 

located at the main CP. The executive officer (XO)/deputy commander is coordinating the staff. 

Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The brigade standardization officer provided input to the brigade commander 

and staff during the MDMP process, identified standardization issues, and ensured standing 

operating procedures were employed. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. Brigade standardization officer assists the commander and staff during the 

MDMP. 

 

 a. During mission analysis step, identified those areas in which use of unit 

SOPs would ensure efficient and safe combat, CS, and CSS operations. 

 

 b. During course of action development, assessed, and assisted the staff in 

developing sound tactical plans. 

 

 c. Observed mission briefings and tactical planning sessions. 

 d. Identified standardization issues to include hazards to flight, vehicle 

movement, logistical support operations, and personnel. 

 

 e. Advised commander on safest mix of crewmembers and capabilities for a 

given mission. 

 

* 2. Brigade standardization officer ensures procedures are in the brigade SOP to 

protect the force and its equipment. 

 

* 3. Brigade standardization officer monitors DA Forms 5484, crew endurance, and 

wire hazard surveys. 

 

* 4. Commander performs, or delegates performance of, the steps in the risk 

management process for each step in MDMP (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-359

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0104 Process Individual Flight Records Using 

Automated 759 Flight Record Systems 

(AFRS) 

STP 1-93P1-SM 

011-143-0012 Process Pilot Reports (PIREPS) STP 1-93C1-SM 

011-218-7001 Review Individual Flight Records Folder 

(IFRF) 

011-218-7002 Manage Individual Aircrew Training Folder 

(IATF) 

011-218-7004 Recommend Aviator Training Plan 

011-218-7005 Prepare Unit/Individual Flight Status Profile 

011-218-7006 Supervise Aircrew Training Program 

011-218-7008 Administer Pilot Flight Evaluation 

011-218-7509 Administer Pilot Instrument Flight Evaluation 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3

) Operations 

011-510-0506 Implement the Aircrew Training Program 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0057.01-0111 COORDINATE THE SAFETY PROGRAM 

01-6-0058.01-0111 ADVISE THE COMMANDER ON RISK MANAGEMENT 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-360

ELEMENT: S3 SECTION 

TASK: ESTABLISH THE AVIATION DEEP OPERATIONS PLANNING CELL (01-6-0418) 

(FM 1-111) (FM 100-14) (FM 100-15) 

(FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received an OPORD/FRAGO/WARNORD. The tactical situation dictates the 

establishment of the aviation deep operations planning and coordination cell. The higher 

headquarters' and brigade's main command posts (CP) are operational and the staff sections are 

functioning. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The aviation deep operations planning cell was established and 

communications between higher and lower headquarters were established and maintained. Planning 

and tactical information was received, analyzed, and disseminated in an effective manner on a 

continuous basis. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. +The S3 establishes the aviation deep operations planning and coordination cell. 

 a. Selected the staff elements to be represented in the cell in accordance with 

the unit SOP or as the mission dictates. 

 

 b. Established procedures that minimized the time required to process 

information. 

 

 c. Established procedures that facilitated immediate information exchange 

between internal and external staff sections. 

 

 d. Received higher headquarters' intelligence preparation of the battlefield. 

 e. Established required liaison relationships with higher and lower 

headquarters. 

 

 f. Began the planning and coordination process with higher headquarters' 

staff elements. 

 

 2. +The S3 coordinates with the S6 section to establish command, control, 

communications, computers, and intelligence systems (C4

I). 

 

 a. Established digital/nondigital/automated system linkages with higher and 

lower headquarters in accordance with the unit SOP. 

 

 b. Maintained communications with higher and lower headquarters throughout 

operations. 

 

 3. +The S3 section operates the aviation deep operations planning and 

coordination cell. 

 

 a. Prepared and maintained situation maps. 

 b. Received and processed required operational reports in accordance with 

unit SOP. 

 

 c. Maintained a staff journal. 

* 4. +Identify and control hazards IAW risk management procedures (see app C). 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-361

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0004 Control Battle Staff Functions Within a 

Tactical Operations Center 

STP 1-93P24-SM-TG 

011-141-1061 Prepare A Situation Map STP 1-93P1-SM 

011-510-0026 Operate the AN/TYQ-77A(V) Aviation Mission 

Planning System (AMPS) 

 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0026.01-0111 PERFORM LIAISON OPERATIONS 

01-6-1414.01-0111 PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, 

COMPUTERS, AND INTELLIGENCE (C4

I) SYSTEMS PLANNING 

OPFOR TASKS AND STANDARDS: NONE 
ARTEP 1-111-MTP _________________________________________________________________________

5-362

ELEMENT: S3 SECTION 

TASK: CONDUCT MISSION REHEARSAL (01-6-0419) 

(FM 1-111) (FM 101-5) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has published an OPORD/FRAGO and commander's guidance. The main command post 

(CP) is operational and the staff sections are functioning. Reports are being received through normal 

channels. Mission planning is complete and a course of action (COA) has been selected. The 

commander has selected the appropriate type and technique of rehearsal. All staff elements have 

completed rehearsal preparation requirements. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: Rehearsal is conducted based on the timeline sequence in the military 

decision- making process (MDMP) and validates the synchronization of subordinate unit tasks. To the 

extent possible, multiechelon rehearsals are conducted simultaneously. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S3 coordinates with higher and lower headquarters for participation in 

rehearsals. 

 

 a. Published FRAGO with corps/division/brigade rehearsal date, time, and 

location. 

 

 b. Identified attendees for corps/division/brigade rehearsal. 

* 2. Rehearsal director conducts rehearsal briefing. 

 a. Completed introductions and overview. 

 b. Briefed standards of task execution. 

 c. Familiarized participants with terrain or scale model in use. 

 d. Explained graphic control symbols, obstacles, and fire support targets. 

* 3. Subordinate leaders provide rehearsal input. 

 a. Briefed results of any planning or rehearsals already conducted. 

 b. Recommended mission changes as required. 

* 4. S3 provides rehearsal input. 

 a. Read mission statement. 

 b. Briefed current friendly situation. 

 c. Briefed anticipated friendly situation. 

* 5. S2 provides rehearsal input. 

 a. Briefed current enemy situation. 

 b. Briefed anticipated enemy situation. 

 c. Briefed most likely enemy COA. 

 d. Briefed the status of the Reconnaissance and Surveillance (R&S) plan. 

* 6. Fire support officer (FSO) briefs artillery status. 

 a. Detailed the range of friendly artillery fires. 

 b. Detailed the range of enemy artillery fires. 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-363

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 7. Air defense (AD) coordination officer briefs AD status 

 a. Briefed AD unit dispositions. 

 b. Provided information concerning weapons control status. 

 c. Briefed procedures concerning early warning of threat air attack. 

 d. Reviewed Army Airspace Command and Control (A2C2). 

* 8. Engineer liaison officer (LNO) briefs mobility, countermobility, and survivability 

issues. 

 

 a. Briefed engineer support priorities. 

 b. Briefed obstacle and barrier plan. 

 c. Identified mobility corridors. 

NOTE: If the aviation brigade has an engineer, the liaison element is attached. 

* 9. Rehearsal director conducts rehearsal. 

 a. Verbally walked through the concept of the operation. 

 b. Followed the OPORD, synchronization matrix, and decision support 

template. 

 

 c. Ensured subordinate leaders and staff interactively participated in the 

rehearsal. 

 

 (1) Ensured S3 briefed projected friendly force status throughout mission 

timeline as required. 

 

 (2) Ensured S2 briefed projected enemy situation throughout mission 

timeline as required. 

 

 (3) Ensured subordinate leaders articulated their units' actions and 

responsibilities based on mission timeline. 

 

 (4) Ensured FSO briefed artillery actions throughout mission timeline. 

 ( a) Identified when artillery fires begin. 

 ( b) Identified who fires. 

 ( c) Identified where artillery fires originate. 

 ( d) Confirmed type of ammunition to be used. 

 ( e) Described desired target effect 

 (5) Ensured S4 interjected key combat support (CS) and combat service 

support (CSS) issues at the appropriate times. 

 

 d. Focused on key events. 

 e. Confirmed synchronization of all elements involved. 

* 10. Commander conducts after action review. 

 a. Reviewed lessons learned. 

 b. Directed modification of the mission plan if required. 

 c. Reiterated commander's intent. 

* 11. Commander identifies and controls hazards in accordance with risk management 

procedures. 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-364

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0304 Conduct Battalion / Brigade Rehearsal 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-2-7707.01-0111 EVACUATE CASUALTIES 

01-2-7714.01-0111 SUBMIT CASUALTY FEEDER REPORTS AND WITNESS STATEMENTS 

01-6-7102.01-0111 SUPPORT THE TACTICAL OPERATIONS CENTER (TOC) AND THE 

ADMINISTRATIVE AND LOGISTICS OPERATIONS CENTER (ALOC) 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-365

ELEMENT: S1 SECTION 

TASK: PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S1) (01-6-

0420) 

(FM 1-111) (FM 100-14) (FM 100-15) 

(FM 101-5) (FM 1-100) (FM 12-6) 

(FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received an OPORD/FRAGO/WARNORD and commander's guidance. The aviation 

deep operations planning cell has been established. The higher headquarters' and brigade's main 

command posts (CPs) are operational and the staff sections are functioning. Reports are being 

received through normal channels. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Provided personnel strength status information to facilitate the deep 

operations planning process. No discrepancies existed between reported personnel strength status 

and actual numbers of personnel present for duty or accounted for. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S1 section maintains situational awareness. 

 a. Monitored personnel strength reports of all assigned and attached units. 

 b. Updated personnel status reports/boards to reflect most current information. 

 c. Projected potential personnel battle losses. 

* 2. S1 participates in the targeting board meeting as required. 

 a. Verified personnel strength. 

 b. Verified go/no go criteria. 

* 3. S1 participates in deep operation rehearsal as required. 

 Validated synchronization of key events. 

 4. S1 section supports deep operations. 

 Monitored replacement operations. 

* 5. S1 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 
ARTEP 1-111-MTP _________________________________________________________________________

5-366

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0301 Participate in the Military Decisionmaking 

Process 

STP 1-15II-OFS-2 

011-510-0306 Perform Personnel / Administration Staff 

Duties / Responsibilities 

011-510-0311 Conduct Military Briefings 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0048.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP)(S1) 

01-6-0070.01-0111 PERFORM STRENGTH MANAGEMENT 

01-6-0419 CONDUCT MISSION REHEARSAL 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-367

ELEMENT: S2 SECTION 

TASK: PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S2) (01-6-

0421) 

(FM 1-111) (FM 100-14) (FM 100-15) 

(FM 1-100) (FM 34-2) (FM 34-2-1) 

(FM 34-3) (FM 6-20-10) (FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received an OPORD/FRAGO/WARNORD and the commander's guidance. The aviation 

deep operations planning cell has been established. The higher headquarters' and the brigade's 

main command posts (CPs) are operational, and the staff sections are functioning. Reports are 

being received through normal channels. Some iterations of this task should be performed in 

MOPP4. 

TASK STANDARDS: Communication between higher and lower headquarters was established and 

maintained. The S2 planning cell provided accurate and timely intelligence before and during the 

mission. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S2 section maintains situational awareness. 

 a. Coordinated with G2 sections for accurate and detailed information on 

weather, terrain, and enemy. 

 

 b. Updated intelligence database. 

 c. Monitored aviation reconnaissance and surveillance (R&S) operations. 

 (1) Ensured intelligence collecting assets reported in accordance with 

published reporting criteria. 

 

 (2) Ensured published reporting criteria adequately answered CCIR. 

 (3) Modified aviation R&S plan as required. 

 2. S2 section analyzes intelligence and information for deep operations. 

 a. Reviewed doctrinal, situational, and event templates received from higher 

headquarters' All-Source Production Section (ASPS). 

 

 b. Reviewed High-Value Target and High-Payoff Target (HVT/HPT) lists 

received from G2. 

 

* 3. S2 prepares for targeting board meeting. 

 a. Recommended targets as HVTs/HPTs based upon likely enemy courses of 

action to higher headquarters. 

 

 b. Recommended CCIR for aviation operations. 

 c. Assisted the G2/G3 in the development of decision points and triggers for 

aviation forces based upon enemy courses of action situation templates. 

 

* 4. S2 participates in the targeting board meeting. 

 a. Evaluated the current operation. 

 b. Verified available detection assets for each target. 

 c. Verified process of exchange of target information. 

 d. Verified go/no go criteria. 
ARTEP 1-111-MTP _________________________________________________________________________

5-368

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 e. Verified tracking and reporting of targets process. 

 f. Verified communications links between sensor systems and attack systems. 

* 5. S2 participates in the deep operations rehearsal. 

 a. Validated synchronization of key events. 

 6. S2 section supports deep operations. 

 a. Provided pre-launch intelligence updates. 

 b. In coordination with ASPS and Fire Support Element (FSE), performed 

battle damage assessment for aviation operations. 

 

* 7. S2 identifies and control hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS: NONE 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0002.01-0111 INTEGRATE THE STAFF IN INTELLIGENCE PREPARATION OF THE 

BATTLEFIELD (IPB) 

01-6-0003.01-0111 PRODUCE INTELLIGENCE PRODUCTS 

01-6-0009.01-0111 PROCESS INFORMATION INTO INTELLIGENCE 

01-6-0010.01-0111 SYNCHRONIZE DEEP, CLOSE, SECURITY, RESERVE, AND REAR 

OPERATIONS 

01-6-0019.01-0111 DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN 

01-6-0031.01-0111 COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN 

01-6-0033.01-0111 COORDINATE FIRE SUPPORT 

01-6-0045.01-0111 ADVISE THE COMMANDER AND STAFF ON WEATHER FORECASTS, 

OBSERVATIONS, AND CLIMATOLOGY 

01-6-0049.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S2) 

01-6-0412 CONDUCT TARGETING PROCESS 

01-6-0419 CONDUCT MISSION REHEARSAL 

OPFOR TASKS AND STANDARDS: NONE 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-369

ELEMENT: S3 SECTION 

TASK: PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S3) (01-6-

0422) 

(FM 1-111) (FM 100-14) (FM 100-15) 

(FM 101-5) (FM 1-100) (FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received an OPORD/FRAGO/WARNORD. The aviation deep operations planning cell 

has been established. The higher headquarters' and brigade's main command posts (CPs) are 

operational and the staff sections are functioning. Reports are being received through normal 

channels. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The S3 section planned deep operations allowing the aviation battalions 24 to 

48 hours of planning time to execute the mission. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S3 section maintains situational awareness. 

 a. Received updated intelligence from the S2. 

 b. Monitored the operations of higher, lower, and adjacent units. 

 c. In coordination with S2, monitored the reconnaissance and surveillance 

(R&S) collection effort. 

 

* 2. S3 plans aviation deep operations. 

 a. Identified the means of delivery. 

 (1) Task organized aviation forces. 

 (2) Identified assets to verify effects of attack on each target. 

 (3) Developed target engagement criteria. 

 b. Coordinated for intelligence assets. 

 (1) Coordinated with the S2 section for imagery intelligence and signals 

intelligence sensors throughout deep operation. 

 

 (2) Coordinated use of all available collection assets such as unmanned 

aerial vehicles (UAVs), long-range surveillance (LRS), U-2s, and Joint 

Surveillance Target Attack Radar System (JSTARS). 

 

 c. Coordinated deep fires. 

 (1) Coordinated Suppression of Enemy Air Defenses/Joint Suppression of 

Enemy Air Defenses (SEAD/JSEAD) along corridors and passage-oflines points. 

 

 (2) Coordinated air movement of Army air transportable artillery systems. 

 (3) Coordinated with Air Force/Naval Gunfire Liaison Company 

(ANGLICO) for fires. 

 

 (4) Coordinated with air liaison officer (ALO) for tactical air support. 

 (5) Coordinated for all service components' laser identification codes. 

Provided laser codes to the executing aviation units. 

 

 d. Coordinated communications. 

 (1) In coordination with the S6, coordinated all brigade internal and 

external communication frequencies. 

 
ARTEP 1-111-MTP _________________________________________________________________________

5-370

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 (2) In coordination with the S6, coordinated all available resources for 

relay transmissions during deep operations. 

 

 (3) Coordinated media plan with higher headquarters as required. 

 e. Coordinates for Combat Search and Rescue (CSAR) IAW unit SOP. 

 f. Forwarded aviation deep operations plan for inclusion in the air tasking 

order (ATO). 

 

* 3. S3, together with the FSO, the Intelligence and Electronic Warfare Staff Officer 

(IEWSO), and the S2, plans lethal/nonlethal SEAD/JSEAD. 

 

 a. Developed a fire support execution matrix. 

 (1) Integrated all fire support. 

 (2) Synchronized all assigned and supporting lethal/non-lethal fires. 

 b. Developed fire control measures. 

* 4. S3 participates in the targeting board meeting. 

 a. Evaluated the current operation. 

 b. Verified available detection assets for each target. 

 c. Verified delivery systems to engage each target. 

 d. Verified process of exchange of target information. 

 e. Verified go/no go criteria. 

 f. Verified target bypass criteria. 

 g. Verified tracking and reporting of targets process. 

* 5. S3 participates in the deep operations rehearsal. 

 a. Validated synchronization of key events. 

 6. S3 section monitors deep operations. 

 a. Verified all air space control measures were activated. 

 b. Monitored nonlethal fires operations. 

 c. Controlled lethal fires plan in accordance with the execution matrix. 

 d. Processed battle damage assessments. 

* 7. S3 identifies and control hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-1047 Process Information During Tactical 

Operations 

STP 1-93P1-SM 

011-141-1059 Operate the Aviation Mission Planning 

System (AMPS) 

STP 1-93P1-SM 

011-141-1061 Prepare A Situation Map STP 1-93P1-SM 

011-141-3015 Supervise the Aviation Mission Planning 

System (AMPS) 

STP 1-93P24-SM-TG 
_________________________________________________________________________ ARTEP 1-111-MTP 

5-371

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0006 Conduct Fire Support Planning and 

Coordination 

 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 152H 3 

 MOS W 153D 3 

011-420-0030 Plan the Employment of Army Aviation as Part 

of a Combined Arms Team 

MOS W 152H 3 

MOS W 153D 3 

011-420-0031 Conduct Intelligence Operations in an 

Electronic Warfare Environment 

MOS W 152H 3 

MOS W 153D 3 

011-420-0035 Employ the Army's Concept of Reducing 

Fratricide 

MOS W 154C 3 

MOS W 152H 3 

 MOS W 153D 3 

011-420-0310 Perform Duties of Aviation Liaison Officer MOS W 152H 3 

 MOS W 154C 3 

 MOS W 153D 3 

011-510-0003 Employ Mobility / Countermobility / 

Survivability 

011-510-0005 Employ Air Defense 

011-510-0015 Employ Attack Helicopter Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0019 Plan Aviation Brigade Operations 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0026 Operate the AN/TYQ-77A(V) Aviation Mission 

Planning System (AMPS) 

011-510-0300 Coordinate Staff Duties / Responsibilities in 

Tactical Units 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0307 Perform IEW Staff Duties / Responsibilities 

011-510-0310 Perform Duties of Aviation Liaison Officer 

011-510-0311 Conduct Military Briefings 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0010.01-0111 SYNCHRONIZE DEEP, CLOSE, SECURITY, RESERVE, AND REAR 

OPERATIONS 

01-6-0013.01-0111 PLAN, COORDINATE, AND CONTROL TACTICAL OPERATIONS 

01-6-0014.01-0111 COORDINATE TACTICAL AIR SUPPORT WITH AVIATION FORCES 

01-6-0016.01-0111 INTEGRATE AIRCRAFT SURVIVABILITY MEASURES 

01-6-0019.01-0111 DEVELOP RECONNAISSANCE AND SURVEILLANCE PLAN 

01-6-0025.01-0111 DEVELOP BRIGADE ORDERS 

01-6-0026.01-0111 PERFORM LIAISON OPERATIONS 

01-6-0027.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) 

(AIR DEFENSE) 

01-6-0028.01-0111 EXECUTE ARMY AIRSPACE COMMAND AND CONTROL (A2

C2) IN THE 

DIVISION AREA 

01-6-0029.01-0111 MAINTAIN THE CURRENT SITUATION 

01-6-0030.01-0111 CONDUCT BATTLE TRACKING 
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SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0031.01-0111 COORDINATE THE RECONNAISSANCE AND SURVEILLANCE (R&S) PLAN 

01-6-0033.01-0111 COORDINATE FIRE SUPPORT 

01-6-0040.01-0111 EVALUATE NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) 

CONTAMINATION INFORMATION 

01-6-0044.01-0111 PROCESS NUCLEAR, BIOLOGICAL, AND CHEMICAL (NBC) REPORTS 

01-6-0050.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S3) 

01-6-0058.01-0111 ADVISE THE COMMANDER ON RISK MANAGEMENT 

01-6-0087.01-0111 EXECUTE CONTINGENCY PLANS 

01-6-0211.01-0111 CONDUCT DELIBERATE ATTACK 

01-6-0412 CONDUCT TARGETING PROCESS 

01-6-0419 CONDUCT MISSION REHEARSAL 

OPFOR TASKS AND STANDARDS: NONE 
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5-373

ELEMENT: S4 SECTION 

TASK: PARTICIPATE IN THE DEEP OPERATIONS COORDINATION CELL (DOCC) (S4) (01-6-

0423) 

(FM 1-111) (FM 100-10) (FM 100-14) 

(FM 100-15) (FM 101-5) (FM 10-27-4) 

(FM 55-10) (FM 71-100) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in a simulated (live, virtual, or constructive) combat environment. The 

brigade has received an OPORD/FRAGO/WARNORD and commander's guidance. The aviation 

deep operations planning cell has been established. The higher headquarters' and brigade main 

command post (CP) are operational and the staff sections are functioning. Reports are being 

received through normal channels. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: The S4 section anticipated changing logistical requirements and provided 

appropriate and continuous supplies and services to the brigade in support of deep operations. 

Mission accomplishment was not degraded by inadequate logistics planning. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 1. S4 section maintains situational awareness. 

 a. Evaluated enemy situation as it related to forward positioning of combat 

service support (CSS) units. 

 

 b. Monitored and analyzed equipment readiness status. 

 c. Monitored maintenance and supply reports from subordinate units. 

 d. Updated equipment status reports/boards to reflect the most current 

information. 

 

 2. S4 section coordinates CSS for deep operations. 

 a. Recommended task organization of aviation maintenance. 

 b. Coordinated for operational space for support elements in the 

division/brigade rear area. 

 

 c. Coordinated, with support command, equipment recovery and evacuation 

operations. 

 

 d. Coordinated special transport requirements, as required. 

 e. Coordinated resupply/logistics requirements with support command. 

 f. Coordinated with the S3 and HHC commander for forward arming and 

refueling point (FARP) operations. 

 

* 3. S4 participates in the targeting board meeting as required. 

 a. Verified current equipment readiness and supply status to planning staff. 

 b. Verified allocation of CSS assets. 

 c. Verified CSS go/no go criteria. 

* 4. S4 participates in deep operation rehearsal. 

 Validated synchronization of key events. 

 5. S4 section supports deep operations. 
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TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

 a. Monitored the movement of combat support and CSS elements to 

designated areas. 

 

 b. Monitored equipment recovery and evacuation operations. 

 c. Monitored logistics/resupply operations. 

 d. In coordination with S3, conducted battle damage assessment. 

 e. Focused CSS efforts on returning aviation units to prepare for follow-on 

missions. 

 

* 6. S4 identifies and controls hazards IAW risk management procedures (see app C). 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-420-0004 Plan for Aviation and Ground Combat Service 

Support. 

MOS W 153A 5 

011-510-0004 Employ Combat Service Support 

011-510-0024 Conduct Forward Arming and Refueling Point 

(FARP) Operations 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0309 Perform Logistics Staff Duties / 

Responsibilities 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0051.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S4) 

01-6-0066.01-0111 SUSTAIN THE BRIGADE 

01-6-0069.01-0111 MONITOR LOGISTICS OPERATIONS 

01-6-0419 CONDUCT MISSION REHEARSAL 

01-6-7726.01-0111 CONDUCT FORWARD ARMING AND REFUELING POINT (FARP) 

OPERATIONS 

OPFOR TASKS AND STANDARDS: NONE 
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5-375

ELEMENT: COMMUNICATIONS SECTION 

TASK: PROVIDE TACTICAL COMMAND, CONTROL, COMMUNICATIONS, COMPUTERS, AND 

INTELLIGENCE (C4

I) SYSTEMS PLANNING (01-6-1414.01-0111) 

(FM 24-1) 

ITERATION: 1 2 3 4 5 M

 (Circle) 

COMMANDER/LEADER ASSESSMENT: T P U

 (Circle) 

CONDITIONS: The brigade is in simulated (live, virtual, or constructive) combat environment. The 

staff has received an OPORD/FRAGO and the commander's guidance. The main command post 

(CP) is operational and the staff sections are functioning. Reports are being received through normal 

channels. Some iterations of this task should be performed in MOPP4. 

TASK STANDARDS: Tactical operations were enhanced as a result of proper C4

I planning and 

implementation. A properly configured tactical local area network (TACLAN) was continuously 

operated. TACLAN security was not compromised as a result of improper management and 

planning. 

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 1. S6 (communications-electronics staff officer) develops a command, control, 

communications, computer, intelligence (C4I) support plan. 

 

 a. Maintained operational C4I systems architecture at all times. 

 b. Provided support to C4I system users. 

 c. Monitored operation of C4I systems. 

 d. Planned for maintenance, evacuation, and turn-in of C4I equipment. 

 e. Integrated all C4I systems and communications systems used by battlefield 

elements to support unit command and control (C2). 

 

 f. Maintained configuration control of all software by ensuring that the 

software was current, compatible, and standardized. 

 

* 2. S6 integrates C4I systems operations into OPORDs and the unit SOP. 

 a. Established C4I policies and procedures and briefed unit on mission-specific 

variations. 

 

 b. Established policies and procedures for coordination and integration 

between staff section C4

I systems. 

 

* 3. S6 provides a C4I architecture that allows the unit elements to acquire, distribute, 

and store timely, accurate, and reliable information. 

 

 a. Planned, installed, operated, and maintained local area networks (LANs). 

 b. Planned and coordinated with the next higher echelon signal unit for 

interface with wide area networks. 

 

 c. Planned configuration of the TACLAN. 

 4. Brigade staff sections perform user functions for their C4I systems. 

 a. Coordinated the installation, operation, and maintenance of their respective 

C4

I systems and LANs. 

 

 b. Coordinated LAN interface with the signal officer. 
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5-376

TASK STEPS AND PERFORMANCE MEASURES GO NO-GO 

* 5. S6 implements C2 protect-network security management measures to maintain 

effective C2

 by reducing the enemy's potential to influence, degrade, or destroy 

friendly C2 systems. 

 

 a. Implemented protect measures to provide system security. 

 b. Implemented detect measures to detect system intrusion and abuse. 

 c. Implemented react measures to report system intrusion, take appropriate 

actions, and restore system integrity. 

 

 6. Brigade communications security (COMSEC) office provides COMSEC support 

to the brigade. 

 

 a. Received distribution of COMSEC material from the material management 

section. 

 

 b. Provided drop-off/pickup point for subordinate accounts. 

 c. Develops, changes, and updates the brigade SOI/SSI. 

 7. COMSEC security technician plans COMSEC architecture within the brigade. 

 a. Provided input to the brigade operation order on appropriate crypto 

network(s). 

 

 b. Ensured implementation policies regarding accounting and safeguarding of 

COMSEC material was published. 

 

 c. Performed COMSEC inspection on subaccounts. 

 d. Took necessary action when COMSEC violations and practices 

endangering security were reported. 

 

 e. Ensured physical security measures were followed to safeguard COMSEC 

materials. 

 

 f. Ensured appropriate COMSEC material was available (key lists, codes, 

crypto equipment, etc.). 

 

* 8. S6 performs, or delegates performance of, the steps in the risk management 

process for each step in troop leading procedures (see app C). 

 

TASK PERFORMANCE / EVALUATION SUMMARY BLOCK 

ITERATION 1 2 3 4 5 M TOTAL 

TOTAL TASK STEPS EVALUATED 

TOTAL TASK STEPS “GO” 

TRAINING STATUS “GO”/“NO-GO” 

 “*” indicates a leader task step. 

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-141-0110 Direct Establishment of a Tactical Operations 

Center 

STP 1-93P24-SM-TG 

011-420-0018 Implement Army Airspace Command and 

Control (A2

C2) 

MOS W 153D 3 

MOS W 152H 3 

011-510-0014 Employ Aviation Command, Control, and 

Communications (C3) Operations 

011-510-0018 Plan Army Airspace Command and Control 

011-510-0019 Plan Aviation Brigade Operations 
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5-377

SUPPORTING INDIVIDUAL TASKS 

Task Number Task Title References 

011-510-0301 Participate in the Military Decisionmaking 

Process 

011-510-0308 Conduct Intelligence Preparation of the 

Battlefield (IPB) 

113-587-2073 Operate SINCGARS Retransmission STP 1-93C24-SM-TG 

113-596-1068 Install Antenna Group OE-254/GRC (Team 

Method) 

MOS E 31R 1 

MOS E 31C 1 

 STP 1-93P1-SM 

SUPPORTING COLLECTIVE TASKS 

Task Number Task Title 

01-6-0052.01-0111 PARTICIPATE IN THE MILITARY DECISIONMAKING PROCESS (MDMP) (S6) 

OPFOR TASKS AND STANDARDS: NONE 

6-1

Chapter 6 

EXTERNAL EVALUATIONS 

6-1. General. 

a. This chapter is a guide for preparing and conducting external evaluations. Major paragraphs 

detail how to prepare the evaluation, select and train OCs, conduct the evaluation, and conduct the 

AAR. 

b. External evaluations provide commanders with an assessment of the unit’s ability to perform 

its critical wartime missions. Brigade evaluations are administered at the discretion of the chain of 

command; they are usually planned, administered, and evaluated at a level two headquarters higher 

than the unit being evaluated. For example, the corps headquarters evaluates the brigade with input 

from the division headquarters. The unit should modify the evaluation based on METT-TC, 

contingency plans, and the brigade’s METL. The METL, in conjunction with the T&EOs in chapter 5 

of this MTP, provides the primary basis and focus for an external evaluation. 

6-2. Preparing the Evaluation. 

a. General Preparation Procedures. To ensure the evaluation accurately measures the unit’s 

capabilities, the headquarters administering the evaluation must develop a plan to prepare, 

administer, evaluate, and report examination results. This section outlines evaluation preparation 

procedures. 

(1) The method used to prepare the evaluation depends on the intent of the commander 

administering the evaluation. The intent may be to determine the unit’s ability to execute its wartime 

mission. If so, the evaluation should mirror the missions required by their contingency plans. If the 

evaluation is to be a diagnostic tool to help the commander develop future training plans, the 

emphasis should be on devising an evaluation that allows him to see his unit perform as many tasks 

or subtasks as possible in the given time, with as little redundancy as possible. 

(2) An evaluation developed to evaluate fighting abilities should use, as a starting point, the 

brigade’s wartime contingency plan and possible missions associated with the execution of that plan. 

While the scenarios will reflect contingency plans, the preparer of the evaluation must realize that 

because of the nature of missions being evaluated, there will be redundancy in the tasks that must be 

executed. 

(3) In formulating a diagnostic evaluation to help develop future training plans, the initiating 

headquarters should look across the spectrum of missions the brigade might be called upon to 

execute. It should select those with as little task and subtask redundancy as possible. This will give 

the brigade a more comprehensive evaluation in a given time period. 

(4) The brigade evaluation is often a combination of evaluating fighting abilities and 

developing plans and orders. It includes some missions selected because of the brigade’s wartime 

contingency mission. Other missions are selected because of the value of the tasks and their 

contribution to a well-rounded evaluation. Regardless of the technique used, the mission and tasks 

should be identified, and then arranged in a logical sequence. The sequence should be based on the 

order in which the missions and tasks will occur in the scenario. The selected missions and tasks are 

then grouped into events. The end of each event represents a break point where the evaluation 

scenario can be interrupted, if required, for assessment, AARs, or a change in the scenario. After 

missions and tasks are grouped into events, they are listed on the unit evaluation worksheet (see 

figure 6-1). The worksheet serves as the base document for the AAR. 

(5) Preparing the evaluation also includes developing the following: enemy situations, 

friendly situations, warning orders, FRAGOs, OPORDs, overlays, milestones, and message input to 

support the scenario. In addition to being a vital requirement for a well-coordinated evaluation, 

production of these materials and documents provides excellent staff training (see FM 25-4). 
ARTEP 1-111-MTP _________________________________________________________________________

6-2

UNIT EVALUATION WORKSHEET 

Unit: Date: No. Mission/ Task Bn/Co/ Platoon/ Section Bn/Co/ Platoon/ Section Bn/Co/ Platoon / Section Bn/Co/ Platoon/ Section 

Unit Overall Rating & Remarks 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

 GO GO GO GO 

NO-GO NO-GO NO-GO NO-GO 

*If more space is required for remarks, use the back side of this form. 

Page of 

Figure 6-1. Unit Evaluation Worksheet. 
_________________________________________________________________________ ARTEP 1-111-MTP 

6-3

 (6) OC organization and OC information packets also must be developed. OC AARs and 

meeting requirements should be considered with the milestone schedule and key events list. 

 (7) To prepare the evaluation for a brigade, the higher headquarters should ensure that 

ample maneuver space is available, that supporting forces—OPFOR, CS, and CSS elements 

normally attached to the unit being evaluated—are identified and made available, and that sufficient 

ammunition, petroleum, oils, and lubricants (POL), and spare parts are on hand. 

b. Mission Essential Task List. The brigade METL, in conjunction with the T&EOs in chapter 

5 of this MTP, provides the foundation and focus for external evaluations. It lists the collective tasks 

the unit must successfully perform to accomplish its wartime mission. It also serves as the starting 

point for developing the evaluation. All mission essential tasks should be evaluated to obtain an 

accurate assessment of the brigade’s capability to perform its mission. Additional collective tasks 

from 

chapter 5 can be added to complement the mission essential tasks. Because it is not possible to 

evaluate every task in this MTP, selective tailoring is required. The list of evaluated tasks also can be 

modified when the evaluation is used primarily as a diagnostic tool. 

c. Evaluation Scenario Development. Once evaluation tasks are identified and listed, the 

evaluating headquarters develops a broad exercise scenario that approximates the logical sequence 

in which tasks would usually be performed on the battlefield (see figure 4-2). The scenario should 

depict general events and broad time-planning factors so it can be revised, refined, and expanded as 

needed (see table 4-2). The materials in chapter 4 of this MTP are valuable in developing the 

scenario. To develop the scenario, manpower must be devoted to planning and scheduling activities. 

Many of these actions can be accomplished concurrently. 

(1) The scenario requires development of a variety of supporting materials. Friendly and 

enemy situations are developed in detail and prepared in the form of intelligence summaries 

(INTSUMs), OPORDs, map overlays, and related documents. These documents are used later 

during the evaluation. A master event or incident list is prepared. It depicts the cues or events that 

will cause the brigade to perform the mission essential tasks. The actual event drivers are developed 

along with the master event list. These drivers include FRAGOs, messages, OPFOR missions, 

controller tasks, role player assignments, and records and reports. Included in this process are 

determinations of evaluation requirements and responsibilities, and preparation of materials that will 

help the OCs conduct the evaluation. 

(2) To prepare the master event list, developers must ensure they incorporate the cues or 

events that will cause the brigade to perform all mission essential tasks. Because mission essential 

tasks are directly related to the collective tasks in chapter 5, developers will find cues already 

identified in the condition statement of each T&EO. As the exercise is being planned and developed, 

the primary focus must be on structuring the evaluation in such a way that it provides the brigade an 

opportunity to perform its mission essential tasks to the standards specified in this MTP. 

(3) A method of ensuring that most, if not all, mission essential tasks are included in the 

evaluation is to expand the general scenario by listing the mission essential tasks that will be 

performed under each phase of the evaluation. Adding an evaluation column to the unit evaluation 

worksheet produces a chart that can be used to summarize results of the evaluation of each critical 

task. 

6-3. Resource Requirements and Planning Considerations. Resource requirements and 

other planning considerations become evident as the evaluation is expanded and developed. Even in 

the planning stages, when everything is subject to change, developers must begin to schedule, 

coordinate, and plan more to ensure a successful evaluation. Table 6-1 is an example of 

consolidated support requirements. The evaluation team, or other staff agencies that have been 

designated specific responsibilities, generally are required to— 

a. Schedule training areas. 

b. Prepare a calendar of events and key milestones for the evaluation, including the final AAR 

and preparation of the after-action report. 
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6-4

c. Identify brigade support requirements and task applicable agencies, personnel, and units 

required to perform OC, safety, support, OPFOR, and other functions. 

d. Requisition training ammunition, training aids, other training materials, fuel, rations, and other 

required supplies. 

e. Coordinate unit movement and transportation support requirements. 

f. Identify equipment requirements and coordinate support. 

g. Notify supporting and supported units of the planned evaluation dates and coordinate 

adjustments, to include personnel and unit support required to perform the unit’s mission while it is 

undergoing evaluation. 

h. Schedule and conduct safety training. 

i. Schedule OC training and orientation sessions. 

j. Identify and schedule OPFOR training. 

Table 6-1. Consolidated Support Requirements. 

AMMUNITION QUANTITY 

5.56-mm (blank) 134 rounds/rifleman 

7.62-mm (blank) 400/M60 machine gun 

Caliber .50 (blank) 200 rounds per M2 machine gun 

Hand grenade (practice) 2 per Soldier 

Hand grenade fuse (practice) 2 per Soldier 

Simulator, Artillery 8 per Co./10 OPFOR 

Simulator, Boobytrap 6 per Co./3 OPFOR 

OTHER ITEMS QUANTITY 

Diesel and MOGAS 500 gal./battalion 

JP8 10,000 gal./battalion 

Batteries – BA 200 (6-volt) 48 ea./battalion 

Batteries – BA 3090 (9-volt) 560 ea./battalion 

Chemlights 12 box/battalion 

War Wound Moulage Kit 3 ea. 

Miles equipment for all weapons and personnel 

Miles controller guns per OC 

6-4. Selecting and Training Observer/Controllers. An accurate evaluation depends heavily 

on selecting OCs with the proper experience, training them to fulfill their responsibilities, and 

supervising them throughout the conduct of the evaluation. Standard procedures are essential; they 

ensure that the evaluation is administered fairly and correctly for all units commanded by the 

evaluating headquarters. 

a. At the brigade level, the number of OCs required varies. The number depends on the 

technique of evaluation. If the intent is to conduct a multiechelon, simultaneous evaluation, the 

number of OCs can be high. If the intent is to stick to the two-echelons-above rule (corps evaluates 

brigades), the number of OCs can be reduced. An OC team made up of the following personnel is 

the minimum recommended to perform an external evaluation of a brigade: 

(1) Senior OC: aviation colonel. 

(2) Staff OC: aviation lieutenant colonel. 

(3) Operations OC: aviation lieutenant colonel. 
_________________________________________________________________________ ARTEP 1-111-MTP 

6-5

(4) Administrative OC: ranking MOS 75Z. 

(5) Logistics OC: ranking MOS 76Y. 

b. OCs must be thoroughly familiar with brigade missions, organization, equipment, and 

doctrine. They need to understand the overall operation of the brigade. They need to know how it is 

integrated into and supports Army operations. Team members must have a comprehensive working 

knowledge of common individual and collective tasks. At least one member of the evaluation team 

must have detailed expertise in the NBC and local defense common task areas. OCs should be at 

least equal in grade to the person in charge of the element of which they are making the primary 

evaluation. If possible, OCs should have had previous experience in the position being evaluated. 

All members of the team must be able to make objective assessments. They must function 

effectively as team members. They must be able to articulate their findings orally and in writing. 

c. OC training focuses on giving OCs a general understanding of the overall evaluation, 

providing each OC a detailed understanding of his specific duties and responsibilities, and building a 

spirit of teamwork. OC training should include— 

(1) The overall evaluation design, general scenario, master event list, and specific 

evaluation purposes and objectives. Each event is designed to evaluate specific critical missions or 

tasks within the overall scenario. The OCs must know the evaluation thoroughly and precisely to 

ensure that it is implemented correctly. 

(2) The brigade METL, and the manner in which it relates to T&EOs and other materials in 

this MTP. The OC must understand the task, the doctrine required to execute the task, the 

standards, and the methods used to measure mission and task accomplishment. The brigade 

TACSOP should be given to each OC. The evaluation validates this document. 

(3) OC team composition and the general duties and responsibilities of each team member. 

(4) Detailed duties and responsibilities of individual team members. Special emphasis 

should be placed on the master event list items for which OCs will be responsible. Information is 

included on the evaluation control system and its use to ensure that the evaluation is administered in 

a consistent, standardized manner and that the correct data is collected for the final evaluation. 

(5) A review of the written instructions and materials contained in the OC folders. 

(6) A detailed reconnaissance of the area used for the evaluation. 

(7) The OC and command and control systems, to include a review of the OC organization 

apparatus. The organization is usually depicted on a flow chart showing evaluation coverage in 

depth. The command and control system normally includes a separate radio net and SOI for OCs. 

The SOI should include call signs and frequencies for the evaluated unit, controllers, and OPFOR as 

well as for all OCs. OCs should never rely on the organic tactical radio nets of the unit being 

evaluated. 

(8) Safety procedures. 

(9) The evaluation data collection plan and procedures. The plan states how data are to be 

reported, collected, consolidated, and briefed. It covers times and locations of OC meetings and 

when OCs should debrief their counterparts. 

(10) AAR procedures and techniques in accordance with FM 25-4. 

d. A talk-through of the entire evaluation in which the evaluation team wargames all items of the 

master event list in order of occurrence. The team reviews the objective of each event, individual 

team member responsibilities, and anticipated problems. OCs should be prepared to ride on aircraft 

and have in their possession necessary flight gear. FARP locations, landing zone (LZ) locations and 

pickup zone (PZ) locations must be observed. In some cases it may be necessary for OCs to ride in 

designated chase aircraft. If so, OCs must not interfere with the brigade being evaluated. 

e. The senior OC supervises the operation of the team. He provides team leadership. He 

focuses his efforts on ensuring that evaluation personnel fulfill their responsibilities and adhere to the 

evaluation plan. He answers questions concerning the evaluation plan, resolves problems, 

synchronizes the efforts of team members, ensures close coordination among team members, holds 
ARTEP 1-111-MTP _________________________________________________________________________

6-6

periodic team coordination meetings, plans and orchestrates the brigade AAR, and conducts specific 

evaluation team AARs. 

6-5. Selecting and Training Opposing Forces. Selection and training of the OPFOR is crucial 

to the success of a standardized evaluation. While OPFOR support may be used in only a few tasks, 

proper training and employment of this force is important to ensure a proper assessment of unit 

capabilities. The OPFOR provides one of the control measures that influence the conditions under 

which the evaluation is administered. While it is impossible to have the same OPFOR unit each time, 

the better trained the OPFOR is to a stated standard, the more standard the evaluation. During an 

external evaluation, OPFOR support should depict the most likely threat force the brigade will 

encounter. The force must be augmented with sufficient CS and CSS to portray the expected threat 

accurately. 

a. OPFOR Commander. The OPFOR commander should be well-trained in OPFOR tactics 

and operations. The size of the OPFOR element he commands determines his grade; he can range 

from senior NCO to field grade officer. In addition to duties and responsibilities leading various 

OPFOR elements, the OPFOR commander is a part-time member of the OC team. To fulfill these 

responsibilities, the OPFOR commander must participate in OC planning and training activities. He 

must also be present during AARs. 

b. OPFOR Elements. OPFOR elements must be trained, organized, equipped, and 

maneuvered to depict threat forces as realistically as possible. As a minimum, they must be 

distinguishable on the battlefield from friendly forces through use of visual modifications (VISMOD). 

The characteristics of OPFOR weapons (range of weapons, rounds on board, protection, and 

penetration) should be the same as the enemy force being depicted. Aircraft survivability equipment 

(ASE) trainers should be employed to the maximum extent possible to simulate threat air defense 

capability. Some characteristics can be portrayed using the MILES, while others must be 

represented by OC interaction. OPFOR training must include— 

(1) Threat tactics. 

(2) OPFOR missions and responsibilities. 

(3) Rules of engagement. 

(4) OPFOR tasks and standards for each mission. 

(5) Threat weapons and equipment, if available. 

(6) Command and control. 

(7) Safety. 

(8) The evaluation scenario (who does what, and when). 

(9) Impact of personnel and equipment shortages in the evaluated unit. 

c. Offensive Strength. If available, OPFOR should be armed with weapons organic to the 

force it is depicting. OPFOR must have the mobility to move rapidly around the battlefield; the forces 

should be strong enough to offer the evaluated unit a realistic challenge. 

d. Defensive Strength. As in the offense, OPFOR must have weapons organic to the force 

being depicted. Attack/defense ratios can be reduced in direct proportion to the amount of time 

available for the OPFOR to prepare the defense. The defense should be challenging. Like the 

offense, it also depends on METT-TC. 

6-6. Conducting the Evaluation. 

a. General. The senior OC exercises overall responsibility for conducting the evaluation. He 

also oversees the support provided by the individuals and elements selected and trained to fulfill 

designated functions and responsibilities. 

(1) OCs must be free to observe, report, and record the actions of the unit. Their selection, 

training, and duties were covered earlier in this chapter (chapter 6). 
_________________________________________________________________________ ARTEP 1-111-MTP 

6-7

(2) The brigade’s next higher headquarters, or a specialized cell drawn from that 

headquarters, should be selected and trained to serve as the control element for the evaluation. This 

element issues orders, receives reports, provides feeder information, and controls the OPFOR. This 

cell is commonly referred to as the “White Cell.” 

(3) All exercise participants and supporting personnel have a continuing mission to ensure 

that every facet of the evaluation is conducted in a safe manner. Personnel observing unsafe 

conditions must take prompt action to correct them and advise superiors of the situation. 

b. Phases of the Evaluation. Conduct of the evaluation is divided into three phases: preevaluation, evaluation, and post-evaluation. These phases are described below. 

(1) Pre-Evaluation Phase.

(a) Reconnaissance of the Evaluation Area. The senior OC and all other OCs 

must make a reconnaissance of the evaluation area. This ensures that all OCs understand the 

boundaries of the area, the locations of key terrain, and the objectives. 

(b) Review of OC Folders. Under control of the senior OC, OCs should review their 

evaluation packets to ensure that they contain all pertinent administrative and tactical directives. The 

senior OC must ensure that all OCs understand the directives. He should review the milestone 

schedule. He should also answer any questions pertaining to the evaluation plan, control plan, or 

tactical scenario for the evaluated unit. 

(2) Evaluation Phase.

(a) Controlling the Exercise. Normally, the next higher headquarters acts as the 

controlling unit in a brigade evaluation. In its role as the White Cell, it issues orders, receives reports, 

provides feeder information, and controls the OPFOR. This frees the OCs to perform their principal 

duties of observing, reporting, and recording the actions of the evaluated unit. The higher 

headquarters may choose to designate a separate control element to accompany the evaluated unit; 

this allows the OC maximum flexibility because he does not have to function as both a controller and 

evaluator. 

(b) OC Control. A separate control element may be absent, or a problem in the 

control plan may prove detrimental to the continuity of the scenario. If so, the OC must be able to 

step in and implement the controls required to salvage the operation. If the OC is forced to take 

action, he must guard against overreacting and thus disrupting the initiative and momentum of the 

exercise. 

(c) Ending the Event. The senior OC should terminate an event when the evaluated 

unit has completed all tasks and missions in a particular event; he should also end the event when 

the unit has suffered such extensive casualties or damage that assigned missions or tasks cannot be 

executed. Coordination with the senior OC is crucial to ensure events are stopped and started in a 

timely fashion. The senior OC may decide he wants to run several events in sequence before halting 

the scenario to conduct a critique or gather evaluation data. While this decision is normally made 

before the exercise begins, adjustments can be made during the operation if coordinated with the 

control headquarters. 

(d) Guidelines for OCs. 

1 Observe critical events based on the milestone schedule. Record any action 

that might have an effect on later performance or mission outcome. Be specific. Using T&EOs, 

evaluate events according to the unit evaluation worksheet, current doctrine, and unit SOPs. 

2 Ensure that the control headquarters is kept abreast of the unit’s location, and 

intent. This enables the headquarters to control OPFOR action according to the desired sequence of 

events. 

3 Enforce rules of engagement. 

4 Enforce safety. 
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6-8

(3) Post-evaluation phase.

(a) As soon as the exercise ends, the senior OC should assemble his OCs, prepare 

the final AAR, and begin work on the final after-action report. The after-action report is a formal 

document the commander uses to develop future training plans. It addresses all combined arms 

functional tasks performed in the missions executed during the evaluation. The format and content of 

the after-action report may vary among commands; however, all after-action reports should have, as 

a foundation, the unit evaluation worksheet annotated with the proper rating criteria as demonstrated 

during the course of the evaluation (see figure 6-1). In addition, the AAR conducted at the end of the 

exercise aids in preparing the written after-action report. It provides the commander a precise 

evaluation of his unit training status and serves as the bridge between evaluation and training. It also 

eliminates ambiguity resulting from use of generalized strength/weakness statements. 

(b) Unit evaluation worksheets provide a consolidated roll-up of the unit’s 

performance and of the brigade’s overall mission rating, i.e., “Go” or “No-Go”, for the missions and 

their supporting collective tasks. Composition of the worksheet may vary depending on the unit’s 

location, contingency plans, and intent of the evaluation. For example, if the evaluation was designed 

to give an overall diagnostic assessment, the worksheet concentrates on underlying tasks. For an 

evaluation to test contingency plans, the worksheet focuses on specific missions. 

(c) To aid in planning future training, the brigade’s training status is recorded on the 

unit proficiency worksheet. The worksheet contains assessments of strong and weak areas noted 

during training and external evaluations. The brigade S3 uses this record of training status to 

develop and modify long- and short-range training plans to prepare the unit for success in combat. 

6-7. Recording External Evaluation Information. 

a. The senior OC will prepare and implement the evaluation scoring system. While the 

commander makes the final evaluation assessment, the full team takes part in the process. Their 

report reflects the overall proficiency of the unit in accomplishing its wartime missions. 

b. The evaluation system is based on assessment of the unit’s performance on each mission 

essential task and all other collective tasks in the overall evaluation plan. Evaluations use the 

following steps: 

(1) Step 1: Identify each mission in the evaluation scenario. Prepare a task summary 

worksheet for each mission (figure 6-2). 

(2) Step 2: Identify the T&EOs in chapter 5 that correspond to each mission of the 

evaluation scenario. 

(3) Step 3: Use T&EO standards to evaluate the brigade’s performance of the tasks. Do 

this for each evaluation task. 

(4) Step 4: On the T&EO, record a Go for each task step performed to standard, and a 

No-Go for each task step not performed to standard. 

(5) Step 5: Record T&EO evaluation information on the task summary worksheet. 

(6) Step 6: Determine the brigade’s overall capability to perform the task using the 

information recorded on each task summary worksheet and the task standard information from the 

T&EOs. Use the following as guidance in making this determination: 

(a) Go—The brigade successfully accomplished all critical task and task step 

standards. 

(b) No-Go—The brigade did not accomplish the task to task step standards. 

(7) Record a T-P-U rating for each mission task on the unit evaluation worksheet (see 

figure 6-1). 
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6-9

TASK SUMMARY WORKSHEET 

MISSION: Conduct Offensive Operations 

EVALUATION 

T&EO NUMBER TASK TITLE GO NO-GO 

01-6-0022.01-0111 Conduct Deployment Alert Activities 

01-6-0062.01-0111 Coordinate Pre-deployment Activities 

01-2-0702.01-0111 Prepare Unit for Deployment 

01-6-0063.01-0111 Supervise Deployment/Redeployment Activities 

01-6-0060.01-0111 Coordinate Deployment Logistics Support 

01-6-0061.01-0111 Coordinate Deployment Advance Party Activities 

01-6-0001.01-0111 Conduct Intelligence Functions for Deployment 

01-6-0068.01-0111 Coordinate Transportation and Movement 

01-6-0064.01-0111 Perform Port of Embarkation Activities for Deployment 

01-6-0065.01-0111 Perform Port of Debarkation Activities for Deployment 

01-2-0001.01-0111 Plan/Organize the Move 

01-2-2048.01-0111 Conduct Unit Movement 

01-6-2032.01-0111 Conduct Air Movement 

01-2-2052.01-0111 Employ Active Air Defense Measures 

01-2-0201.01-0111 Prepare for Operations Under Nuclear, Biological, and Chemical 

(NBC) Conditions 

 

01-2-0280.01-0111 Cross a Radiologically Contaminated Area 

01-2-0101.01-0111 Occupy an Assembly Area 

01-2-0102.01-0111 Secure and Defend Unit Position 

01-6-0042.01-0111 Relocate Main Command Post (CP) 

01-6-0059.01-0111 Provide Main CP Security 

01-6-0082.01-0111 Conduct Military Decisionmaking Process (MDMP) 

01-6-0083.01-0111 Direct the Brigade Staff 

01-6-0018.01-0111 Establish and Maintain a Tactical Operations Center (TOC) 

01-6-0008.01-0111 Establish and Maintain the Administrative and Logistics 

Operations Center (ALOC) 

 

01-6-7102.01-0111 Support the TOC and the ALOC 

01-6-0014.01-0111 Coordinate Tactical Air Support with Aviation Forces 

01-6-0020.01-0111 Employ Operations Security (OPSEC) Measures 

01-6-1414.01-0111 Provide Tactical C4I Systems Planning 

01-6-0013.01-0111 Plan, Coordinate, and Control Tactical Operations 

01-6-0048.01-0111 Participate in the Military Decisionmaking Process (S1) 

01-6-0049.01-0111 Participate in the Military Decisionmaking Process (S2) 

01-6-0050.01-0111 Participate in the Military Decisionmaking Process (S3) 

01-6-0051.01-0111 Participate in the Military Decisionmaking Process (S4) 

01-6-0052.01-0111 Participate in the Military Decisionmaking Process (S6) 

01-6-0011.01-0111 Participate in the Military Decisionmaking Process (A2C2) 

01-6-0027.01-0111 Participate in the Military Decisionmaking Process (Air Defense) 

01-6-0053.01-0111 Participate in the Military Decisionmaking Process (Chemical) 

01-6-0409 Participate in the Military Decisionmaking Process (Safety) 
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6-10

TASK SUMMARY WORKSHEET 

MISSION: Conduct Offensive Operations 

EVALUATION 

T&EO NUMBER TASK TITLE GO NO-GO 

01-6-0411 Participate in the Military Decisionmaking Process (Standards) 

01-6-0002.01-0111 Integrate the Staff in Intelligence Preparation of the Battlefield 

(IPB) Process 

 

01-6-0019.01-0111 Develop Reconnaissance and Surveillance Plan 

01-6-0031.01-0111 Coordinate Reconnaissance and Surveillance Plan 

01-6-0003.01-0111 Produce Intelligence Products 

01-6-0033.01-0111 Coordinate Fire Support 

01-6-0025.01-0111 Develop Brigade Orders 

01-6-0026.01-0111 Perform Liaison Operations 

01-6-0058.01-0111 Advise the Commander on Risk Management 

01-6-0057.01-0111 Coordinate the Safety Program 

01-6-0079.01-0111 Monitor the Status of Brigade Personnel 

01-6-0016.01-0111 Integrate Aircraft Survivability Measures 

01-6-0412 Conduct Targeting Process 

01-6-0028.01-0111 Execute Army Airspace Command and Control (A2C2) Measures 

in the Division Area 

 

01-6-0070.01-0111 Perform Strength Management 

01-6-0071.01-0111 Conduct Replacement Operations 

01-6-0072.01-0111 Conduct Casualty Reporting 

01-6-0066.01-0111 Sustain the Brigade 

01-6-7105.01-0111 Perform Passage of Lines 

01-6-6107.01-0111 Conduct Hasty Attack 

01-6-0211.01-0111 Conduct Deliberate Attack 

01-6-0029.01-0111 Maintain the Current Situation 

01-6-0030.01-0111 Conduct Battle Tracking 

01-6-2044.01-0111 Conduct Battle Handover/Relief in Place 

01-6-7726.01-0111 Conduct Forward Arming and Refueling Point (FARP) Operations 

01-4-0320.01-0111 Provide Unit Supply Support 

01-6-0074.01-0111 Provide Legal Support 

01-6-0045.01-0111 Advise the Commander and Staff on Weather Forecasts, 

Observations, and Climatology 

 

01-4-7708.01-0111 Provide Food Service Support 

01-6-0039.01-0111 Supervise Medical Support Services 

01-4-1029.01-0111 Perform Vehicle Recovery Operations 

01-4-7723.01-0111 Perform Unit-Level Maintenance 

01-6-0056.01-0111 Conduct the Command Religious Support Program 

EVALUATOR’S COMMENTS 

EVALUATOR’S SIGNATURE DATE 

Figure 6-2. Task Summary Worksheet. 
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6-11

c. Other locally designed reports approved by the senior OC and prescribed in the evaluation 

plan may be used to collect evaluation information. These reports should assist the team in recording 

the information concerning the brigade’s capability to perform its wartime mission according to the 

established standards. This information also assists the senior OC in determining the unit’s overall 

final rating. Some reports that may be used include— 

(1) Unit Data Sheet. This report records personnel and equipment status information as 

well as narrative strength and weakness data (see figure 6-3). 

(2) Environmental Data Sheet. This report records information on weather and terrain 

conditions present during task performance (see figure 6-4). 

(3) Personnel and Equipment Loss Report. This report records information on brigade 

personnel and equipment losses in OPFOR engagements (see figure 6-5). 

(4) Other Reports/Collection Charts. These reports cover command and control, NBC, 

CSS, vehicle status, and supply status, as locally prescribed (see figures 6-6 through 6-10). 

6-8. Conducting the After Action Review. 

a. AARs expand the value of an evaluation. They provide direct feedback to brigade members 

by involving them in the training diagnosis process and enabling them to discover for themselves 

what happened during the evaluation and why. Participants themselves identify errors and seek 

solutions that increase the value of the training and reinforce learning. The senior OC is responsible 

for the AAR process. He coordinates the entire AAR program from the initial planning of the 

evaluation through after-action phases. 

b. Key steps in the AAR process include the following: 

(1) AAR Planning. Planning for AARs is initiated during preparation activities long before 

the start of the actual evaluation. AARs are integrated into the general scenario at logical break 

points and into the detailed evaluation scenario that is developed later. Qualified OCs are selected 

and trained. This phase also includes identification of potential AAR sites and the requisition of 

equipment and supplies needed to conduct the AAR. 

(2) AAR Preparation. Preparation for the AAR begins with the start of the actual 

evaluation. In addition to the OCs watching the brigade perform its combat critical tasks, this phase 

includes a review of training objectives, orders, and doctrine. Final AAR site selection is completed, 

and timelines and attendance requirements are established. AAR information is gathered from OCs 

and applicable brigade personnel. The AAR is organized and rehearsed. 

(3) AAR Conduct. AARs are an ongoing process throughout the evaluation. They are 

conducted at logical break points in the exercise, at the end of each event or mission, at intervals 

directed by the senior OC, and at the end of the evaluation. In a multilevel evaluation, an oral AAR of 

the action to date takes place at every level between the OC and his counterpart in the evaluated 

unit. After AAR participants assemble, the senior OC opens the AAR with a statement of purpose. 

He also establishes the AAR ground rules and procedures and restates the training and evaluation 

objectives. The following are some guidelines for a successful AAR. 

(a) AARs are not critiques. They are professional discussions of training events. 

(b) The senior OC guides the discussion to ensure that the participants openly 

discuss important lessons. 

(c) Dialogue is encouraged among OCs and unit personnel. Discussion covers not 

only strengths and weaknesses, but also the rationale behind the decisions and actions that resulted 

in the demonstrated strengths or weaknesses. 

(d) All individuals who participated in the evaluation are present for the AAR if 

possible. As a minimum, every unit or element that participated in the exercise is represented. 

(e) Participants discuss not only what happened, but also how it happened and how it 

could have been done better. 

(f) Events that were not directly related to the major training objectives are not 

examined. 
ARTEP 1-111-MTP _________________________________________________________________________

6-12

(g) Participants do not offer self-serving excuses for inappropriate actions. 

(h) The reason for success or failure of a unit is specifically tied to its performance on 

a task. Summations by the OC should focus on the demonstrated proficiency of the unit in executing 

T&EOs. 

(i) Sequentially, the discussion will normally cover what was planned and what 

happened relative to the doctrine that applies to the action, followed by critiques from the OC and 

OPFOR points of view. 

(j) Discussion should focus on training objectives as they relate to the battlefield 

operating systems. 

(k) The end result should be that soldiers and leaders, through discovery learning, 

gain a better understanding of their individual and collective strengths and weaknesses and become 

more proficient in training for and performing their combat critical tasks. 
_________________________________________________________________________ ARTEP 1-111-MTP 

6-13

UNIT DATA SHEET 

1. UNIT DESIGNATION: DATE: 

2. UNIT LEADERS (circle most correct answer)* 

POSITION RANK TIME IN UNIT (MONTHS) 

CDR COL 1-3 4-6 7-12 13-18 ≥19 

XO/DBC LTC 1-3 4-6 7-12 13-18 ≥19 

S3 LTC 1-3 4-6 7-12 13-18 ≥19 

S2 MAJ 1-3 4-6 7-12 13-18 ≥19 

S4 MAJ 1-3 4-6 7-12 13-18 ≥19 

ATK BN CDR LTC 1-3 4-6 7-12 13-18 ≥19 

CAV SQDN CDR LTC 1-3 4-6 7-12 13-18 ≥19 

HHC CDR CPT 1-3 4-6 7-12 13-18 ≥19 

GSAB CDR LTC 1-3 4-6 7-12 13-18 ≥19 

3. BRIGADE STRENGTH (excluding leaders): 

4. EQUIPMENT SHORTAGES (major items): 

5. COMMENTS: 

OBSERVER/CONTROLLER’S SIGNATURE: 

*Note: All abbreviations are spelled in the glossary. 

Figure 6-3. Unit Data Sheet. 
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6-14

ENVIRONMENTAL DATA SHEET 

EXERCISE NUMBER AND DESCRIPTION: 

DATE/TIME EXERCISE STARTED: 

DATE/TIME EXERCISE ENDED: 

1. WEATHER CONDITIONS: (Circle appropriate description) 

Clear Partly 

Cloudy 

Cloudy Hazy Rain Snow Fog 

Other: 

Temperature: 

2. GROUND CONDITIONS: (Circle appropriate description) 

Dry Wet Ice Snow 

Other: 

3. LIGHT CONDITIONS: (Circle appropriate description) 

Day Night 

Moon Phase: None 1⁄4 1⁄2 3⁄4 Full 

Average Range of Visibility Due to Light: 

4. TERRAIN: (Circle appropriate description) 

Flat Rolling Mountainous Jungle Desert Urban Arctic 

Other: 

Top Soil: Sandy Rocky Clay Other: 

Average Range of Visibility Due to Terrain: 

5. REMARKS: 

Figure 6-4. Environmental Data Sheet. 
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6-15

PERSONNEL AND EQUIPMENT LOSS REPORT 

UNIT IDENTIFICATION: 

Mission Title or 

Task Number 

Date/Time of 

Enemy Contact

Friendly 

KIA/WIA 

Enemy 

KIA/WIA 

Friendly 

Vehicles 

Destroyed 

Enemy 

Vehicles 

Destroyed 

 

COMMENTS: 

Figure 6-5. Personnel and Equipment Loss Report. 
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6-16

COMMAND AND CONTROL 

OBSERVABLE 

RESULTS: 

BDE ATKB CAVS HHC GSAB 

Alert notification 

received at

 

Warning order 

issued at

 

 

 

 

KEY EVENTS: 

Figure 6-6. AAR Collection Chart: Command and Control System. 
_________________________________________________________________________ ARTEP 1-111-MTP 

6-17

NBC 

OBSERVABLE RESULTS: 

LOSSES ELEMENT REMARKS 

Friendly losses to chemical tasks 

LOSSES ELEMENT REMARKS 

Friendly losses persistent 

contamination (after attack) 

 

MINUTES ELEMENT/TYPE REMARKS 

Time after chemical strike 

mission continues 

 

KEY EVENTS: 

Figure 6-7. AAR Collection Chart: NBC. 

COMBAT SERVICE SUPPORT 

OBSERVABLE RESULTS: 

ATKB CAVS HHC GSAB 

Number/percentage of 

brigade vehicles/elements 

than ran out of class III or 

class V items 

 

Number/percentage of 

damaged vehicles recovered 

versus not recovered 

 

KEY EVENTS: 

Figure 6-8. AAR Collection Chart: Combat Service Support. 
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6-18

COMBAT SERVICE SUPPORT 

(VEHICLE STATUS) 

TYPE VEHICLE 

BUMPER/ 

TAIL 

NUMBER 

DAMAGED/ 

DESTROYED/ 

MAINTENANCE 

LOCATION 

DATE 

NONAVAILABLE 

REMARKS TOTAL 

DAYS 

Combat Vehicles 

Listed 

 

Recovery Vehicles 

Listed 

Supply Vehicles 

Listed 

Command and 

Control Vehicles 

Listed 

KEY EVENTS: 

Figure 6-9. AAR Collection Chart: CSS – Vehicle Status. 

COMBAT SERVICE SUPPORT 

(REQUISITION STATUS SUPPLY ITEMS) 

UNIT PRIORITIES 03 06 13 

ATKB 

CAVS 

HHC 

GSAB 

TOTAL 

REMARKS: 

Figure 6-10. AAR Collection Chart: CSS – Requisition Status Supply Items 
A-1 

Appendix A 

COMBINED ARMS TRAINING STRATEGY 

A-1. General. 

a. The combined arms training strategy (CATS) is the Army’s “over-arching training 

architecture.” The CATS contains approved training and doctrinal strategy; it provides the framework 

for total Army structured training for both units and institutions. The CATS functionally groups tasks 

to guide the integration of tasks into combined arms oriented training strategies. The current CATS 

provides doctrine-based training strategies. Events, gates, and training resource options for the 

institution or unit trainer are included. The CATS integrates training horizontally among levels of a 

type unit and vertically across the combined arms and services team. The aviation CATS includes a 

crosswalk of individual, crew, and collective mission essential task list (METL) tasks that require 

flying hours. As such, the CATS provides a basis to prepare a unit’s flying hour program. 

b. Commanders are expected to become intimately familiar with the CATS as a tool to 

determine who (units, individuals), when, where, and how collective and individual tasks will be 

trained. The CATS also helps commanders identify, quantify, and acquire required training 

resources. The CATS comprises long- and short-range, individual and collective strategies. 

(1) Commanders are most concerned with short-range strategies contained in the overall 

CATS. These are the training plans to attain and sustain the desired level of performance proficiency 

on each critical warfighting task. They are prescriptive rather than descriptive for unit commanders. 

Each of the short-range strategies— 

(a) Identifies specifically who, what, when, where, and how each critical task is 

trained. 

(b) Identifies training media/method/site options. 

(c) Identifies initial and sustainment training requirements for individual and unit 

critical tasks. 

(d) Estimates resource requirements. 

(e) Provides a doctrine-based foundation for a unit’s training plan. 

(2) The long-range strategies contained in the overall CATS look to the future training 

requirements of the Army. They describe in broad terms how the Army trains its units and soldiers. 

They may not appear to be an immediate tool to support training; however, commanders and staffs 

should become familiar with ongoing training development initiatives. Future training processes, 

tools, and resources are often made available in a piecemeal approach. They include training 

support packages, distance learning products, and training aids, devices, simulators, and simulations 

(TADSS). They may be useful to the commander who is aware of their availability. 

(3) Self-development is the individual’s responsibility. The self-development strategies 

contained in the overall CATS—published as part 2 of the Career Development Model—provide a 

guide for an individual to posture himself for promotion, better job performance, or self-motivated 

improvement in personal performance. The self-development strategies are available to facilitate 

leader development. 

A-2. Aviation CATS. Aviation training principles are not significantly different from those in other 

combat arms branches; however, unique considerations are given to developing and maintaining 

currency and proficiency at the individual, crew, and collective levels. Effective individual and crew 

training programs form the foundation for an aviation battle-focused training program. These 

programs produce combat-ready crews, and become the basis for the unit’s collective training program. 
ARTEP 1-111-MTP _________________________________________________________________________

A-2

a. The aviation CATS includes a crosswalk between individual, crew, and collective tasks. These 

tasks require flying hours to determine the operating temp (OPTEMPO) required to train and sustain 

individual, crew, and collective proficiency. 

b. The aviation CATS reflects multiechelon training to optimize training opportunities at all levels. 

As such, individual and crew sustainment training must be an integral part of a unit’s ongoing collective 

training. Approximately 75 percent of individual and crew aviator sustainment training can be done 

while performing collective tasks. It is important to note, however, that not all individual and crew 

training can be done while units are engaged in training a collective task. Some training resources must 

be allocated to individual and crew training as outlined in the appropriate aircrew training manuals 

(ATMs). 

c. The aviation CATS is crosswalked with the Battalion Level Training Model (BLTM) to ensure 

adequate OPTEMPO resourcing. The aviation CATS is also crosswalked with the readiness 

requirements in AR 220-1. TC 1-210 provides guidance on readiness reporting. 

d. The aviation CATS is crosswalked with available simulators and simulations to provide 

guidance on tasks that can be accomplished in these devices. Commanders should set up structured 

simulation training exercises. 

e. A commander and his staff use the aviation CATS to aid in preparing an aircrew training 

strategy (see figure A-1). The model is flexible. For example, a commander may add or delete 

individual, crew, or collective tasks. Assumptions for an aviation brigade in a heavy division include— 

(1) One hundred percent assigned strength. 

(2) Twenty-five to fifty percent turnover rate. 

(3) Aviation Combined Arms Tactical Trainer (AVCATT) and flight simulators are available (if 

not, an equivalent live OPTEMPO is required). 

(4) There are no forward air controller 3 (FAC 3) aviators. 

(5) Thirty-three percent of newly assigned aviators can be placed in a readiness level 1 

(partially) (RL1(P)) based on a records check. 

f. TC 1-210 and the appropriate ATM include specific aviation CATS guidance. The aviation 

CATS is available to help commanders plan and easily develop a flying hour program via the associated 

database. 

Figure A-1. Combined Arms Training Strategy. 
B-1 

Appendix B 

EXERCISE OPERATION ORDERS 

B-1. General. Exercise scenarios present a general situation that provides the participants with the 

background information normally available in a combat situation. Exercise operation orders 

(OPORDs) issued from a higher headquarters are the primary instruments used to provide detail and 

guidance to the training unit. The guidance is sufficient for the unit to prepare OPORDs, annexes, 

and overlays. Exercise OPORDs also ensure that the training unit takes actions that lead to 

achieving the training objectives of the exercise. These OPORDs may use standard OPORD formats 

(see FM 101-5), or they may use nonstandard formats to facilitate modularity, retraining, 

administrative conditions, flexibility, and re-usability. For example, the dates used in the exercise 

OPORD may be expressed in terms of training days rather than actual dates. This use of days rather 

than dates is especially applicable for exercises that use simulations, because battlefield conditions 

can be easily manipulated to allow a unit to repeat a particular day’s training with little resource 

impact. A sample of an aviation brigade exercise OPORD that makes use of this feature is included 

below. It portrays the general scenario, including the missions of higher and adjacent units—whether 

live, virtual, or constructive—and the training that the brigade will conduct. 

UNCLASSIFIED 

Copy___ of ____copies

4th BCT

MOJAVIA

Training Day 01 thru 09

OPORD 9-00 (DESERT FURY) 

Reference: Map information from the Close Combat Tactical Trainer (CCTT) terrain database known as 

Primary #2 (National Training Center (NTC)/Desert Database). The map sheets are (SIMULATION 

ONLY): Sheet 2654 I, Series 1, Edition AF, CCTT Primary #2 Tiefort Mountains; Sheet 2754 IV, Series 1, 

Edition AF, CCTT Primary #2 Red Pass Lake; Sheet 2654 II, Series 1, Edition AF, CCTT Primary #2 

Alvord Mountain; Sheet 2754 III, Series 1, Edition AF, CCTT Primary #2 Cave Mountain. 

Time zone used throughout the order: LIMA (L) 

Task Organization: Annex A (Task Organization). 

1. SITUATION 

a. Enemy Forces. Annex B (Intelligence). 

b. Friendly Forces: 

(1) III US Corps Mission: Continue deployment to MOJAVIA; continue marshaling operations, 

and on order, conduct combat operations with ground, air, and naval forces to reestablish the 

International MOJAVIA/KRASNOVIA border. 

(a) Corps commander’s Intent: Complete the deployment of forces to establish a defense 

with three divisions to prevent any further penetration of MOJAVIA’s territory. Once the divisions are in 

place, we will counter attack, with an infantry division (mechanized) in the center sector (4th ID (M)) as 

the main effort, to re-establish the international border. The divisions in the north and south sectors will 

conduct supporting attacks on 4th ID’s flanks. Success is restoration of the international border and the 

Corps in a posture to conduct pursuit operations into KRASNOVIA’s territory. 
ARTEP 1-111-MTP _________________________________________________________________________

B-2

(2) 4th ID (M) mission: 4th ID (M) secures Division airhead in OBJ STRIKE on TNG DAY 01 

and conducts forward deployment of forces using ground assets and intra-theater airlift. Defend in sector 

along PL GRANT (LD) NLT TNG DAY 02, and complete the rearward passage of lines of MOJAVIA 

forces NLT TNG DAY 03. Attack enemy theater ballistic missile sites on TNG DAY 04 to protect the force 

during the III (US) Corps build-up. Conduct a Movement to Contact (MTC) from PL GRANT to PL IKE 

beginning TNG DAY 06. Conduct a guard along PL IKE beginning TNG DAY 08. O/O, attack in zone to 

restore the original MOJAVIA/KRASNOVIA border, and establish a defense in sector along the 

MOJAVIA/KRASNOVIA border (PL GEORGE to PL MARSHALL), to repel any follow-on attacks by 

KRASNOVIA forces. 

(a) Division commander’s intent: Restore the territorial integrity of MOJAVIA. I intend to 

use the 4th Brigade Combat Team (BCT) as an aviation-heavy covering force to provide time and space 

for the rest of the Division to deploy in sector. I see this covering force defeating at least a regimental 

size attack. I want to air assault an infantry task force under the command and control of the aviation 

brigade to secure the Division’s airhead in OBJ STRIKE and complete the forward deployment of the rest 

of the Division’s assets using intra-theater airlift, air movement, and ground assets. Speed is the key to 

success in this operation. We must get the balance of the Division’s combat power forward as quickly as 

possible. Brigades must plan air loads to facilitate quick deployment and occupation of sectors. When 

the rest of the Division closes in sector, we will attack to re-establish the border NLT TNG DAY 10. 

Success is defined as restoring the former international border, and establishing a defense along the 

border with at least 70% of our combat power retained. 

(b) Concept of the Operation. The Division will accomplish this operation in three phases. 

Phase I - now thru completion of the Reception, Staging, Onward Movement, and Integration (RSO&I) of 

the 4th ID in sector. This phase ends with the 1st, 2nd, and 3rd BDEs in place and prepared to conduct 

offensive operations. Phase II - Attack to re-establish the international border. This Phase ends with the 

restoration of the former border and the preparation of our defense. Phase III - Defense on the 

international border (PL MARSHALL) thru cessation of hostilities. 

(c) 4th BCT, initially the main effort, establishes a covering force from PL GRANT to PL 

IKE in sector. We will begin with the 4th BCT conducting an air assault to secure the Division airhead in 

OBJ STRIKE. 4th BCT will then conduct attacks on enemy theater ballistic missile launchers and 

infrastructure while we build sufficient combat power in theater to conduct decisive operations. Upon 

deployment to the area of operations, 2nd BDE becomes the main effort, and attacks to seize OBJ BLUE 

and clears enemy from PL GEORGE to PL MARSHALL. 1st BDE conducts a supporting attack in the 

northern sector to seize OBJ RED and clears enemy from PL GEORGE to PL MARSHALL. 3rd BDE 

conducts a supporting attack in the southern sector to seize OBJ GOLD and clears enemy from PL 

GEORGE to PL MARSHALL. 4th BCT supports the main effort by attacking KRASNOVIA reserve forces. 

1st MOJAVIA INF DIV is the rear Tactical Combat Force (TCF). 

(3) 1st BDE, 4th ID (M) conducts forward deployment and defends in sector along PL GRANT 

in the northern sector. 

(4) 2nd BDE, 4th ID (M) conducts forward deployment and defends in sector along PL GRANT 

in the center sector. 

(5) 3rd BDE, 4th ID (M) conducts forward deployment and defends in sector along PL GRANT 

in the southern sector. 

(6) 1st MOJAVIA INF DIV (M), to 4th ID’s front, established covering force areas in sector after 

halting KRASNOVIA forces west of PL IKE. The MOJAVIA Forces are currently at 50% strength. 

However, their morale is high and they are prepared to defend their homeland at all costs. 

(7) 55th ID (M), on 4th ID’s left flank, is currently building combat power to prepare for offensive 

operations. 

(8) 25th AD, on 4th ID’s right flank, is currently building combat power to prepare for offensive 

operations. 

(9) 6th (US) Air Force provides: 

(a) Counterair (CA). 

(b) Air Interdiction (Al). 

(c) Close Air Support (CAS). 

(d) Intra-theater airlift. 
_________________________________________________________________________ ARTEP 1-111-MTP 

B-3

(10) (USN) Carrier TF 2-21 (USS Bracewell) provides: 

(a) Counterair (CA) 

(b) Air Interdiction (Al) 

(c) Close Air Support (CAS) 

(d) Naval Surface Weapons Support (USS Arleigh Burke) 

c. Attachments and Detachments: See ANNEX A. 

2. MISSION: 4th BCT conducts an air assault to seize the Division airhead and secure OBJ STRIKE on 

TNG DAY 01. Conducts combat operations from TNG DAY 02 to TNG DAY 09 to support the forward 

deployment of the 4th ID (M) and set the conditions for 4th ID (M) counterattack beginning NLT TNG DAY 

10. 

3. EXECUTION 

Commander’s Intent: The Cavalry will screen forward of OBJ STRIKE to identify any mechanized or 

mobile threat to the air assault. The ATKHB will provide pre-assault fires, overwatch and conduct hasty 

attacks against any threat identified by the Cavalry. The GSAB and HVY Lift Bn must maintain the ability 

to support Division CS and CSS requirements with aerial re-supply during all phases of the operation. 

Success is seizure of OBJ STRIKE and the brigade postured to support the Division’s defense, preparing 

to transition to the offense, and retaining 70% of our combat power. 

a. Concept of the Operation. See Annex C (Operations Overlay). 

(1) Maneuver. This operation will be conducted in three phases in synch with the 4th ID (M) 

concept of the operation. 

(a) Phase I. 4th BCT conducts an air assault to seize the Division airhead in OBJ STRIKE 

on TNG DAY 01 and completes the rearward passage of lines of MOJAVIA forces NLT TNG DAY 03. 

4th BCT conducts air movement to support the forward deployment of the Division beginning TNG DAY 

02. The 4th BCT, initially the main Division effort, will attack enemy tactical ballistic missile targets 

(launchers & infrastructure) beginning TNG DAY 04, while the Division moves forward to brigade Tactical 

Assembly Areas (TAAs). 4th BCT will conduct a Movement To Contact (MTC) from PL GRANT (LD) to 

PL IKE beginning TNG DAY 06. 4th BCT will conduct a Guard along PL IKE beginning TNG DAY 08. 

(b) Phase II. 4th BCT and supporting artillery conduct deep battle operations against 

enemy artillery and other high payoff targets. 

(c) Phase III. 4th BCT conduct deep battle operations on advancing KRASNOVIA forces 

and counterattacks with the Division Reserve to prevent any penetration of PL MARSHALL. 

(2) Fires. 

(a) Scheme. The purpose of fires is to support the air assault to suppress and attrit the 

enemy in zone with emphasis on OBJ STRIKE. Provide pre-assault fires for a task force size air assault. 

Assist in suppression of enemy in all phases 

(b) Priority of fires by phase: See Annex D (Fire Support). 

(c) CAS. The BCT has 8 sorties per day. 

(d) Restrictions. Target priority of engagement initially is ADA, reconnaissance assets, 

tanks, and APCs. 

(3) Reconnaissance and Surveillance. Division and higher intelligence assets will provide 

reconnaissance. 

(4) Intelligence. Priority of information collection is reconnaissance assets, air defense assets, 

first echelon regiment, artillery, second echelon regiments, and radars. 

(5) Engineer. 

(a) Engineer support will be centralized under the BCT to provide rapid situational obstacle 

emplacement capability. Engineers will be prepared to employ situational obstacles to support a 

transition to the hasty defense if necessary. Engineer recon will emphasize terrain and enemy obstacle 

information. 

(b) Priority of engineer support by phase: see Annex F (Engineer). 

(6) Air Defense. 

(a) Priority of protection by phase: see Annex G (Air Defense). 

(7) Information Operations. 
ARTEP 1-111-MTP _________________________________________________________________________

B-4

(a) Deception. The deception objective is to confuse the KRASNOVIA commander as to 

our true strength in sector. Maintain radio listening silence until crossing the LD. 

b. Tasks to Maneuver Units. 

(1) 1/10th Cavalry. 

(a) Phase I: 

1. Conduct a screen along PL GRANT beginning TNG DAY 01 until OBJ STRIKE is 

secure. 

2. Assist the rearward passage of lines of MOJAVIA forces beginning TNG DAY 02 

thru TNG DAY 03. 

3. Conduct a Guard along PL GRANT on TNG DAY 04-05. 

4. Conduct a Movement To Contact (MTC) in zone from PL GRANT to PL IKE on 

TNG DAY 06-07 to locate and defeat the advance guard of the 1st CAA’s first echelon regiment. 

5. Conduct a Guard along PL IKE on TNG DAY 08-09. 

(b) Phase II: 

1. O/O released to Division control to support the 4th ID (M) counterattack to reestablish the international border. 

(2) 1-4 ATKHB. 

(a) Phase I: 

1. O/O OPCON to 2-4 GSAB for the Air Assault of TF 1-22 IN. 

2. O/O conduct Air Assault Security to set the conditions for the successful air assault 

of TF 1-22 IN on TNG DAY 01 

3. O/O conduct Hasty Attacks in support of the rearward passage of lines of the 

KRASNOVIA forces on TNG DAY 02-03. 

4. O/O conduct a Deliberate Attack to destroy Tactical Ballistic Missile sites on TNG 

DAY 04-05. 

5. O/O conducts Hasty Attacks in support of the Movement To Contact from PL 

GRANT to PL IKE on TNG DAY 06-07. 

6. O/O conduct Hasty Attacks in support of the guard along PL IKE on TNG DAY 08-

09. 

(b) Phase II: 

1. O/O conduct a Deliberate Attack of KRASNOVIA reserve forces. 

(c) Phase III: 

1. O/O conduct Hasty Attacks in support of the Division defense in sector. 

(3) 2-4 GSAB. 

(a) Phase I: 

1. Air Assault TF 1-22 IN on TNG DAY 01 to seize the Division airhead and secure 

OBJ STRIKE. 

2. O/O conduct Air Movement operations to support the forward deployment of the 

Division on beginning TNG DAY 02-09. 

3. Provide one command and control aircraft in support of Division operations. 

(b) Phase II: 

1. O/O conduct Air Movement operations for re-supply in Division AO. 

2. Provide one command and control aircraft in support of Division operations. 

(c) Phase III: 

1. O/O conduct aerial re-supply in Division AO. 

2. Provide one command and control aircraft in support of Division operations. 

(4) 1-159 AVN BN (HVY). 
_________________________________________________________________________ ARTEP 1-111-MTP 

B-5

(a) Phase I: 

1. O/O OPCON to 2-4 GSAB for the Air Assault of TF 1-22 IN. 

2. Air assault TF 1-22 IN on TNG DAY 01 to seize the Division airhead and secure 

OBJ STRIKE. 

3. O/O conduct Air Movement operations to support the forward deployment of the 

Division on beginning TNG DAY 02-09. 

(b) Phase II: 

1. O/O conduct Air Movement operations for re-supply in Division AO. 

(c) Phase III: 

1. O/O conduct aerial re-supply in Division AO. 

(5) TF 1-22 IN. 

(a) Phase I: 

1. O/O Air Assault to seize Division airhead and secure OBJ STRIKE on TNG DAY 

01. 

2. Maintain security of the Division airhead until released to 1st BDE NET TNG DAY 

09. 

c. Tasks to combat support units. 

(1) Fire Support. See Annex D (Fire Support). 

(2) 1/A/2-439 ADA. 

Organization for combat: 

1/1/A/2-439 (MANPAD TM) (OPCON 1/10 CAV) 

2/1/A/2-439 (MANPAD TM) (DS 1/10 CAV) 

3/1/A/2-439 (MANPAD TM) (DS 1/10 - TEXAS FARP) 

4/1/A/2-439 (MANPAD TM) (DS 4th BCT - NEVADA FARP) 

5/1/A/2-439 (MANPAD TM) (DS 4th BCT - BDE CP) 

6/1/A/2-439 (MANPAD TM) (DS 4th BCT - BDE CP) 

(3) 1/A/56th ATS BN. 

(a) Establish Division airfield in ISB (O/O in AA DOG) and conduct required 

coordination/liaison as per Annex D (A2C2). 

(b) O/O provide NAVAID support at brigade FARPs. 

(c) Provide flight following services during all phases. 

(4) C/299 EN. 

(a) Situational Obstacles. Coordinate situational obstacle location with ground assets. 

(b) Obstacles. 

1. Report and mark all obstacles. 

2. O/O breach minefields. 

(c) O/O mark and maintain lanes to support bypass. 

d. Coordinating Instructions. 

(1) CCIR. 

(a) Which avenue of approach is the focus of enemy reconnaissance? 

(b) Is the enemy deploying separate advance guard battalions on multiple regiment 

avenues of approach? 

(c) Upon contact with CRPs, where are the FSE(s) in relation to the AGMB(s)? 

(d) Upon contact with the FSE, where is the main body in relation to the advance guard 

battalion(s). 

(e) Has the enemy deployed three row surface-laid or FASCAM minefields in support of 

the advance guard? 

(f) Loss of two or more tanks by any platoon. 

(g) Loss of three or more CFVs by any platoon. 

(h) Loss of more than two aircraft from any company. 

(2) Risk Reduction. 
ARTEP 1-111-MTP _________________________________________________________________________

B-6

(a) Immediate action per SOP. 

(b) Vehicle identification per SOP. 

(3) Rules of Engagement. Units conducting reconnaissance engage aircraft only in self 

defense. 

(4) Force Protection. Troop safety: negligible risk to unwarned, exposed personnel. 

(a) MOPP: Level 2. OEG: 50CgY. 

(b) Air defense posture is YELLOW weapon control status is TIGHT. 

(5) Ground units make visual contact at all contact points on boundaries. 

(6) Bypass authorized at company/troop level for dismounted OPs in restrictive terrain. 

(7) Downed pilot pick-up points are CPs 2-10. 

(8) Actions on Contact. Suppress, report, and bypass all enemy contact during the Phase I Air 

Assault on OBJ STRIKE. 

4. SERVICE SUPPORT See Annex F (Service Support). 

5. COMMAND AND SIGNAL 

a. Command. 

(1) TAC CP. 

(a) Phase l: O/O, collocated with 1/10 CAV TOC, location TBD. 

(b) Phase Il: Collocated with 1/10 CAV TOC. O/O, OBJ STRIKE. 

(c) Phase lIl: AA DOG. 

(2) Main CP. 

(a) Phases I and II: At ISB 

(b) Phase lIl: AA DOG. 

(3) Rear CP at ISB; future location TBD. 

(4) Alternate CP located at 2-4 GSAB TOC. 

(5) Succession of Command: CDR 1/10 CAV, 2-4 GSAB, 1-4 ATKHB. 

b. Signal. 

(1) SOI index KTV 1600C in effect. 

(2) Messenger schedule and routes TBP. 

(3) Support deception plan with minimal radio traffic until crossing the LD. 

(4) Emergency signals per TACSOP. 

ACKNOWLEDGE: 

NICHOLS 

COL 

OFFICIAL: 

PENNY 

S3 

ANNEXES: A - Task Organization. 

B – Intelligence. 

C - Operations Overlay. 

D - Fire Support. 

F - Engineer. 

G - Air Defense. 
_________________________________________________________________________ ARTEP 1-111-MTP 

B-7

H - Signal. 

I - Service Support. 

O - Airspace Command and Control. 

UNCLASSIFIED 

B-2. Tailoring Orders. Subsequent higher headquarters OPORDs/FRAGOs are developed that 

portray various factors that affect the difficulty of the missions. These orders give the 

commander/exercise director options to tailor the exercise to the unit’s level of proficiency using the 

“crawl, walk, run” training philosophy (see chapter 4). For example, as portrayed in the upper half of 

figure B-1, based on his assessment of the unit, the commander/exercise director used the crawl 

version of the Mission 1 FRAGO. Based on the unit’s performance, the commander/exercise director 

next used the walk version of the Mission 2 FRAGO, and then the run version of the Mission 3 

FRAGO. In the lower half of figure B-1, the commander/exercise director also began with the crawl 

version of the Mission 1 FRAGO. However, based on the unit’s performance and his judgment, the 

commander/exercise director had the unit repeat Mission 1, this time using the walk version of the 

Mission 1 FRAGO. These are just two of the many options and combinations that are possible. 

Figure B-1. Tailoring Orders. 

C-1 

Appendix C 

RISK MANAGEMENT 

C-1. Background. Risk management is the process of identifying and controlling hazards to 

protect the force. It is the Army’s principal risk reduction process. The intuitive management of risk 

in conducting military training and operations is old; however, its systematic application as part of 

Army doctrine is relatively new. Therefore, this appendix presents a summary of how-to-do-it 

information based on FM 101-5 and FM 100-14. 

Note: Key risk management terms are defined at the end of this appendix. 

C-2. Application. Risk management is applied to reduce the risk of the full range of mission, 

enemy, terrain, troops, time, and civilian considerations (METT-TC) hazards, including enemy action. 

It is integrated into the military decisionmaking process (MDMP), as indicated in figure C-1. 

 Risk Management Steps 

Military Decisionmaking 

Process* 

Identify 

Hazards 

Assess 

Hazards 

Develop 

Controls & 

Make Risk 

Decision 

Implement 

Controls 

Supervise 

& 

Evaluate 

1. Receipt of Mission X 

2. Mission Analysis X X 

3. COA Development X X X 

4. COA Analysis (Wargame) X X X 

5. COA Comparison X 

6. COA Approval X 

7. Orders Production X 

8. Rehearsal X X X X X 

9. Execution & Assessment X X X X X 

*FM 101-5, 31 May 1997 

Figure C-1. Risk Management Integrated into the Military Decisionmaking Process. 

C-3. Responsibilities. 

a. General Responsibilities at Battalion, Brigade, and Higher Levels. Every staff officer 

must integrate risk management into the planning and execution of training and operational missions. 

The staff officer assists the commander in minimizing unnecessary risk by increasing certainty in all 

operations. He uses the risk management process to assess his functional area and make control 

measure recommendations to reduce or eliminate risk to support the combat power dynamic of force 

protection. Examples of ways in which the staff officer integrates risk management into the planning 

and execution of training and operational missions include— 
ARTEP 1-111-MTP _________________________________________________________________________

C-2

(1) Applying risk management during the MDMP to identify force protection shortcomings 

in the battlefield operating system (BOS) functions. 

(2) Developing and implementing controls for the commander that support the mission by 

avoiding unnecessary risk and loss of combat power. 

(3) Providing support to operational requirements and establishing procedures and 

standards that are clear and practical for each specified and implied task. 

b. Specific Responsibilities at Battalion, Brigade, and Higher Levels. 

(1) Commander (overall). 

(a) Provide risk guidance. 

(b) Select hazard control options. 

(c) Make risk decision for course of action (COA). 

(d) Enforce and evaluate controls. 

(2) Executive officer (XO)/deputy commander (staff supervision). 

(a) Supervise risk management integration across entire staff. 

(b) Ensure hazards and controls are integrated into plans and orders. 

(c) Ensure staff monitors and enforces controls during execution. 

(3) Staff officers (functional area). 

(a) Identify hazards most likely to result in loss of combat power (i.e., hazards that are 

not adequately controlled). 

(b) Develop control options that address reasons for hazards. 

(c) Integrate hazards and selected controls into functional area paragraphs, graphics, 

and annexes of operation order (OPORD). 

(4) Safety officer/noncommissioned officer (coordination). 

(a) Assist commander and staff with risk management integration during mission 

planning, execution, and assessment. 

(b) Collect hazards and controls identified by staff; use this information to prepare risk 

assessment and control measures for all operations. 

(c) Coordinate staff risk management and make recommendations to the operations 

and training officer (S3). 

c. Responsibilities at Company/Troop and Lower Levels. The commander/leader performs 

or delegates performance of the risk management process for each step of the troop-leading 

procedures (see figure C-2). 
_________________________________________________________________________ ARTEP 1-111-MTP 

C-3

Troop-Leading Steps 

Identify 

Hazards 

Assess 

Hazards 

Develop 

Controls & 

Make Risk 

Decision 

Implement 

Controls 

Supervise 

& 

Evaluate 

Receive mission X 

1 Perform initial METT-TC Analysis X 

2 Issue the warning order X 

3 Make a tentative plan X X 

a. Make an estimate of the 

situation 

X X 

b. Detailed mission analysis X X 

c. Develop situation and courses of 

action for: 

X X 

(1) Enemy situation (enemy 

COAs) 

X X 

(2) Terrain and weather 

(OCOKA) 

X X 

(3) Friendly situation (troops 

and time available) 

X X 

(4) Courses of action (friendly) X X 

d. Analyze courses of action—

wargame 

X X 

e. Compare courses of action X 

f. Make decisions X 

g. Expand selected COA into 

tentative plan 

 X 

4 Initiate movement X 

5 Reconnoiter X 

6 Complete the plan X 

7 Issue the order X 

8 Supervise and refine the plan X 

Figure C-2. Risk Management Integrated into Troop-Leading Procedures. 

C-4. Risk Management Procedures. The commander and staff perform the actions listed 

below. The safety officer collects the information generated during these actions and enters it on the 

risk management worksheet (see figure C-3). 
ARTEP 1-111-MTP _________________________________________________________________________

C-4

Figure C-3. Risk Management Worksheet – ID Hazards. 

a. Identify Hazards. 

(1) Collect METT-TC hazard facts for each COA for the mission or task (see figure C-4). 

Sources include: 

(a) Mission order/task instructions. 

(b) Commander’s critical information requirements. 

(c) Mission planning systems. 

(d) Tactical standing operating procedure (SOP). 

(e) Unit accident history. 

(f) Reconnaissance. 

(g) Experience. 

• MISSION: 

 –AIR ASSAULT INFANTRY PERSONNEL 

 –INSERT NLT 042100 SEP, ROVER BEACH LZ 

 –PREPARED TO EXTRACT NLT O42200 SEP, SAME LZ 

• CONDITIONS: 

 –ONE COMPANY UH–60, 2 CH47–D, 2 AH–64 

 –LOAD: 14 FULLY EQUIPPED SOLDIERS, 540 LBS SPECIAL EQUIPMENT 

 –BLACKOUT CONDITIONS 

 –LZ: 114 MI. FROM DEPARTURE POINT, 100 YDS WIDE, SAND/DIRT/GRASS 

 –WX: RESTRICTED VISIBILITY EN ROUTE & LZ (ILLUM, RAIN, FOG, LOOSE SAND) 

• SITUATION: 

 –CREW: FULLY QUALIFIED, EXPERIENCED, SUPERB TEAMWORK 

 –MISSION BRIEF AT 041530 SEP (CREW & PAX) 

Figure C-4. Example Mission Factors. 

RISK MANAGEMENT WORKSHEET

1. MSN/TASK : 2. DTG BEGIN : 042100SEP97 3. DATE PREPARED:

 END : 042200SEP97 041300SEP97

 4. PREPARED BY:

 9. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (CIRCLE ONE):

5. HAZARDS 7. CONTROLS

11. HOW TO

IMPLEMENT

12. HOW TO

SUPERVISE

6. INITIAL

RISK LEVEL

8. RESIDUAL

RISK LEVEL

RANK/LAST NAME/DUTY POSITION

10. RISK DECISION AUTHORITY:

RANK/LASTNAME/DUTY POSITION LOW MODERATE HIGH EXTREMELY HIGH

C

O

N

T

R

O

L

S

E

F

F

E

C

T

I

V

E

13.

PAGE 1 of 1 

Insertion / Extraction

Adverse Environment

 - 0% Illumination

 - Complete Blackout

 - Visibility during

 Flight

 - Brownout

Continuous Operations

 - Fatigue

MAJ PARKER, ASSISTANT S-3

Inadequate Planning 

Time

Unfamiliar Terrain

 - Flight Plan

 - Landing Zone

ID Hazards

ID Hazards
_________________________________________________________________________ ARTEP 1-111-MTP 

C-5

(2) Review the mission’s METT-TC factors to identify those enemy and accident/fratricide 

hazards that are most likely to cause loss of combat power. That is, identify those hazards that are 

not adequately controlled at this or the next lower echelon of command. To do this, answer the 

questions in the matrix shown in figure C-5 to determine if the hazard needs to be risk managed. 

Adequate

YES NO

Support – Is type/amount/capability/condition of support adequate to control 

hazard? 

 - Personnel - Equipment/materiel 

 - Supplies - Services/facilities 

 

Standards – Is guidance/procedure adequately clear/ practical/specific to 

control hazard? 

 

Training – Is training adequately thorough and recent to control hazard? 

Leader – Is leadership ready, willing and able to enforce standards required to 

control hazard? 

 

Unit Self Discipline – Is unit performance and conduct self-disciplined to 

control hazard? 

 

– If all “yes”, no further action. 

– If one or more “no”, risk manage this hazard 

(ENTER IT ON THE RISK MANAGEMENT WORKSHEET). 

Figure C-5. Determining If Hazard Requires Risk Management. 

(3) Hazards determined to require risk management are identified to the safety 

officer/NCO, who enters them in block 5 of the risk management worksheet. 

b. Assess Hazards. 

(1) Determine the risk level of each hazard that is not adequately controlled. Use 

the risk assessment matrix shown in figure C-6 and your best judgment to select the risk level. 

Figure C-6. Risk Assessment Matrix – Assess Hazards. 

s

e

v

e

r

i

t

y

E E H H M

E H H M L

H M M L L

M L L L L

HAZARD PROBABILITY

Frequent Likely Occasional Seldom Unlikely

Catastrophic

Critical

Marginal

Negligible

Risk Level:

E - Extremely High

H - High

M - Moderate

L - Low
ARTEP 1-111-MTP _________________________________________________________________________

C-6

(2) Provide the risk level for each hazard to the safety officer/NCO. The safety officer/NCO 

enters this information in block 6 of the risk management worksheet as the initial risk level for each 

hazard (see figure C-7). 

Figure C-7. Risk Management Worksheet – Assess Hazards. 

c. Develop Controls. 

(1) Develop one or more controls to eliminate each hazard or to reduce its level of risk. 

Controls should address the reason(s) the hazard needs to be risk managed (see paragraph C-4a(2) 

above). 

(2) Provide controls to the safety officer/NCO, who enters them in block 7 of the risk 

management worksheet (see figure C-8). 

RISK MANAGEMENT WORKSHEET

1. MSN/TASK : 2. DTG BEGIN : 042100SEP97 3. DATE PREPARED:

 4. PREPARED BY:

 9. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (CIRCLE ONE):

5. HAZARDS 7. CONTROLS

11. HOW TO

IMPLEMENT

12. HOW TO

SUPERVISE

6. INITIAL

RISK LEVEL

8. RESIDUAL

RISK LEVEL

RANK/LAST NAME/DUTY POSITION

10. RISK DECISION AUTHORITY:

RANK/LASTNAME/DUTY POSITION LOW MODERATE HIGH EXTREMELY HIGH

C

O

N

T

R

O

L

S

E

F

F

E

C

T

I

V

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PAGE 1 of 1 

Insertion / Extraction 

Adverse Environment

 - 0% Illumination

 - Complete Blackout

 - Visibility during

 Flight

 - Brownout

Continuous Operations

 - Fatigue

MAJ PARKER, ASSISTANT S-3

EH

H

Inadequate Planning 

Time

Unfamiliar Terrain

 - Flight Plan

 - Landing Zone

H

EH

Assess Hazards

Assess Hazards

END : 042200SEP97 041300SEP97
_________________________________________________________________________ ARTEP 1-111-MTP 

C-7

Figure C-8. Risk Management Worksheet – Develop Controls. 

d. Determine Residual Risk. 

(1) For each hazard, use the risk assessment matrix (figure C-9) and your best judgment to 

determine the level of risk remaining, assuming the controls are implemented. 

Figure C-9. Risk Assessment Matrix – Determine Residual Risk. 

(2) Provide the residual risk level for each hazard to the safety officer/NCO, who enters it in 

block 8 of the risk management worksheet (see figure C-10). 

RISK MANAGEMENT WORKSHEET

1. MSN/TASK : 2. DTG BEGIN : 042100SEP97 3. DATE PREPARED:

 END : 042200SEP97 041300SEP97

 4. PREPARED BY:

 9. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (CIRCLE ONE):

5. HAZARDS 7. CONTROLS

11. HOW TO

IMPLEMENT

12. HOW TO

SUPERVISE

6. INITIAL

RISK LEVEL

8. RESIDUAL

RISK LEVEL

RANK/LAST NAME/DUTY POSITION

10. RISK DECISION AUTHORITY:

RANK/LASTNAME/DUTY POSITION LOW MODERATE HIGH EXTREMELY HIGH

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Adverse Environment

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 - Brownout

Continuous Operations

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MAJ PARKER, ASSISTANT S-3

EH

H

Enroute altitude greater

than 500 ft AGL.

Ensure Crew has current

hazard map

NVDs will be used

PC/AC will brief brownout procedures

Aircraft ramp tongue and

cargo door closed

Ensure crew rest plan is

adhered to

Ensure crew has current

photos/maps of LZ

Full rehearsal will be 

conducted

Inadequate Planning 

Time

Unfamiliar Terrain

 - Flight Plan

 - Landing Zone

H

EH

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Develop Controls

s

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HAZARD PROBABILITY

Frequent Likely Occasional Seldom Unlikely

Catastrophic

Critical

Marginal

Negligible

Risk Level:

E - Extremely High

H - High

M - Moderate

L - Low
ARTEP 1-111-MTP _________________________________________________________________________

C-8

Figure C-10. Risk Management Worksheet – Residual Risk. 

e. Determine COA Risk. 

(1) The safety officer/NCO determines the overall risk level for each COA assuming the 

commander selects the controls and they are implemented. He uses procedures in the unit’s SOP to 

do this. If the unit has no such procedures, the COA’s overall risk level is the same as the hazard 

with the highest residual risk. The safety officer/NCO circles the COA’s risk level in block 9 (see 

figure C-10). 

(2) The safety officer/NCO analyzes the feasibility and acceptability of each COA in terms 

of residual risk. He scores the residual risk criterion for each COA using weights determined by the 

XO and provides these scores for entry on the decision matrix. 

(3) The safety officer/NCO presents hazards, controls, and risks during the commander’s 

decision briefing. Risk management worksheets may be used for this purpose. 

f. Make Risk Decision. 

(1) The commander selects the COA and decides whether or not to accept the COA’s risk 

level. He decides what level of residual risk he will accept and approves control measures that will 

result in that level or a lower level of risk. He obtains the higher commander’s approval to accept any 

level of residual risk that might imperil the higher commander’s intent or is not consistent with his risk 

guidance. The safety officer/NCO enters the name, rank and duty position of the commander 

accepting the COA’s risk level in block 10 of the risk management worksheet (see figure C-10). 

(2) The S3 develops and issues a warning order that contains the commander’s refined 

risk guidance. 

g. Implement Controls. 

(1) Based on the commander’s decision and risk guidance, staff determines how each 

control will be put into effect or communicated to the personnel who will make it happen; for example, 

FRAGO, OPORD, tactical standing operating procedures (TACSOP), mission briefing, and 

rehearsals. The safety officer/NCO enters this information in block 11 of the risk management 

worksheet (see figure C-11). 

RISK MANAGEMENT WORKSHEET

1. MSN/TASK : 2. DTG BEGIN : 042100SEP97 3. DATE PREPARED:

 4. PREPARED BY:

 9. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (CIRCLE ONE):

5. HAZARDS 7. CONTROLS

11. HOW TO

IMPLEMENT

12. HOW TO

SUPERVISE

6. INITIAL

RISK LEVEL

8. RESIDUAL

RISK LEVEL

RANK/LAST NAME/DUTY POSITION

10. RISK DECISION AUTHORITY:

RANK/LASTNAME/DUTY POSITION

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LOW MODERATE HIGH EXTREMELY HIGH

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Adverse Environment

 - 0% Illumination

 - Complete Blackout

 - Visibility during

 Flight

 - Brownout

Continuous Operations

 - Fatigue

MAJ PARKER, ASSISTANT S-3

EH

H

Enroute altitude greater

than 500 ft AGL.

Ensure Crew has current

hazard map

NVDs will be used

PC/AC will brief brownout procedures

Aircraft ramp tongue and

cargo door closed

Ensure crew rest plan is

adhered to

Ensure crew has current

photos/maps of LZ

Full rehearsal will be 

conducted

Inadequate Planning 

Time

Unfamiliar Terrain

 - Flight Plan

 - Landing Zone

H

EH

H

M

M

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Residual

Residual

Risk

Risk

COLONEL BATTISTE/BDE CDR

 END : 042200SEP97 041300SEP97
_________________________________________________________________________ ARTEP 1-111-MTP 

C-9

Figure C-11. Risk Management Worksheet – Implement. 

(2) The staff coordinates controls, integrates them into the FRAGO and/or appropriate 

paragraphs and graphics of the OPORD, and confirms understanding by subordinate units during the 

rehearsal. 

h. Supervise. 

(1) The staff determines how each control will be monitored and/or enforced to ensure it is 

effectively implemented. For example: command presence, direct supervision, precombat inspection 

(PCI), precombat checks (PCC), situation report (SITREP), spot check, radio net monitoring and 

crosstalk, back brief, etc. 

(2) The staff provides control supervision methods to the safety officer/NCO, who enters 

them in block 12 of the risk management worksheet (see figure C-12). 

i. Conduct Risk Management Assessment. 

(1) The staff evaluates the effectiveness of each control in reducing the risk of the targeted 

hazard. They provide a “yes” if effective, or “no” if not, to the safety officer/NCO, who enters this 

information in block 13 of the risk management worksheet. 

(2) For each control judged not effective, the staff determines why and what to do the next 

time the hazard is identified; for example, change the control, develop a different control, or change 

the method of implementation or supervision. They provide this information to the safety officer/NCO, 

who reports it during the after action review (AAR). 

(3) The safety officer/NCO evaluates the unit’s risk management performance and reports 

it during the AAR. The matrix shown in figure C-13 may be used for this report. 

RISK MANAGEMENT WORKSHEET

1. MSN/TASK : 2. DTG BEGIN : 042100SEP97 3. DATE PREPARED:

 4. PREPARED BY:

 9. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (CIRCLE ONE):

5. HAZARDS 7. CONTROLS

11. HOW TO

IMPLEMENT

12. HOW TO

SUPERVISE

6. INITIAL

RISK LEVEL

8. RESIDUAL

RISK LEVEL

RANK/LAST NAME/DUTY POSITION

10. RISK DECISION AUTHORITY:

RANK/LASTNAME/DUTY POSITION LOW MODERATE HIGH EXTREMELY HIGH

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Adverse Environment

 - 0% Illumination

 - Complete Blackout

 - Visibility during

 Flight

 - Brownout

Continuous Operations

 - Fatigue

MAJ PARKER, ASSISTANT S-3

EH

H

Enroute altitude greater

than 500 ft AGL.

Ensure Crew has current

hazard map

NVDs will be used

PC/AC will brief brownout procedures

Aircraft ramp tongue and

cargo door closed

Ensure crew rest plan is

adhered to

Ensure crew has current

photos/maps of LZ

Full rehearsal will be 

conducted

Inadequate Planning 

Time

Unfamiliar Terrain

 - Flight Plan

 - Landing Zone

H

EH

Mission Brief

Rehearsals

Rehearsals

Mission Brief

TACSOP

Mission Brief

Rehearsals

FRAGO

H

M

M

H

IMPLEMENT

IMPLEMENT

COLONEL BATTISTE/BDE CDR

END : 042200SEP97 041300SEP97
ARTEP 1-111-MTP _________________________________________________________________________

C-10

Figure C-12. Risk Management Worksheet – Supervise. 

Assessment Questions GO NO GO 

Identified the most important hazards. 

Available facts for each METT-TC factor gathered and considered? 

Hazards (enemy and accident) most likely to result in loss of combat power 

identified? 

Assessed risk level of each hazard. 

Valid method/tool used to assess initial risk levels? 

Developed appropriate control options and determined residual risk. 

Each control addressed hazard reason(s)? 

Residual risk level realistic for each hazard? 

Valid method/tool used to determine the residual risk level for each COA? 

Residual risk level for each COA entered on decision matrix? 

Made risk decision for selected COA. 

Valid procedure/guidance used for determining risk decision authority? 

Hazards and controls clearly communicated to responsible unit/leadership. 

Controls integrated into appropriate paragraphs and graphics of the 

OPORD/FRAGO and rehearsals? 

Implemented and enforced controls. 

Effective methods used to supervise/enforce controls? 

Figure C-13. Risk Management Task Standards and Performance Assessment. 

RISK MANAGEMENT WORKSHEET

1. MSN/TASK : 2. DTG BEGIN : 042100SEP97 3. DATE PREPARED:

 END : 042200SEP97 041300SEP97

 4. PREPARED BY:

 9. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (CIRCLE ONE):

5. HAZARDS 7. CONTROLS

11. HOW TO

IMPLEMENT

12. HOW TO

SUPERVISE

6. INITIAL

RISK LEVEL

8. RESIDUAL

RISK LEVEL

RANK/LAST NAME/DUTY POSITION

10. RISK DECISION AUTHORITY:

RANK/LASTNAME/DUTY POSITION LOW MODERATE HIGH EXTREMELY HIGH

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Adverse Environment

 - 0% Illumination

 - Complete Blackout

 - Visibility during

 Flight

 - Brownout

Continuous Operations

 - Fatigue

MAJ PARKER, ASSISTANT S-3

EH

H

Enroute altitude greater

than 500 ft AGL.

Ensure Crew has current

hazard map

NVDs will be used

PC/AC will brief brownout procedures

Aircraft ramp tongue and

cargo door closed

Ensure crew rest plan is

adhered to

Ensure crew has current

photos/maps of LZ

Full rehearsal will be 

conducted

Inadequate Planning 

Time

Unfamiliar Terrain

 - Flight Plan

 - Landing Zone

H

EH

Mission Brief

Rehearsals

Rehearsals

Mission Brief

TACSOP

Mission Brief

Rehearsals

FRAGO

H

M

M

H

Direct

Supv

Direct Supv

Direct Supv

Mission

Update

Direct Supv

Mission

Updates

SUPERVISE

SUPERVISE

COLONEL BATTISTE/BDE CDR
_________________________________________________________________________ ARTEP 1-111-MTP 

C-11

C-5. Definitions. 

a. HAZARD – Actual or potential condition that can cause injury, illness, or death of personnel; 

damage to or loss of equipment or property; or mission degradation. 

b. CONDITION – The readiness status of personnel and equipment with respect to the 

operational environment during mission planning, preparation, and execution. Readiness that is 

below standard leads to human error, material failure, and inadequate precautions for environmental 

factors, which may cause accidents, fratricide, and mission degradation. 

c. RISK – The probability of exposure to injury or loss from a hazard. Risk level is expressed in 

terms of hazard probability and severity. 

d. PROBABILITY – The likelihood that an event will occur. Levels of probability are— 

(1) Frequent – Occurs often, continuously experienced. 

(2) Likely – Occurs several times. 

(3) Occasional – Occurs sporadically. 

(4) Seldom – Unlikely, but could occur at some time. 

(5) Unlikely – Can assume it will not occur. 

e. SEVERITY – The expected consequence of an event in terms of degree of injury, property 

damage, or other mission-impairing factors. Levels of severity are— 

(1) Catastrophic – Death or permanent total disability, system loss, major damage, 

significant property damage, mission failure. 

(2) Critical – Permanent partial disability, temporary total disability in excess of 3 months, 

major system damage, significant property damage, significant mission degradation. 

(3) Marginal – Minor injury, lost workday accident, minor system damage, minor property 

damage, some mission degradation. 

(4) Negligible – First aid or minor medical treatment, minor system impairment, little/no 

impact on mission accomplishment. 

f. CONTROLS – Actions taken to eliminate hazards or reduce their risk. 

g. RISK ASSESSMENT – The identification and assessment of hazards (the first two steps of 

the risk management process). 

h. RESIDUAL RISK – The level of risk remaining after controls have been selected for hazards. 

(Controls are identified and selected until residual risk is at an acceptable level or until it cannot be 

practically reduced further.) 

D-1 

Appendix D 

AIRCRAFT SURVIVABILITY 

SECTION I. FUNDAMENTALS AND THREAT CONSIDERATIONS 

D-1. Fundamentals of Aircraft Survivability. Tactical helicopters operate throughout the 

battlefield. While conducting their assigned missions, they are protected with aircraft survivability 

equipment (ASE). There is a tendency to view ASE as the whole of aircraft survivability. However, 

ASE is but a portion of electronic warfare (EW), which, in turn, is but one of several pillars that 

support information operations (IO)/information warfare (IW). FM 100-6 changed EW terminology to 

the three functions described below. 

a. Electronic Attack. Electronic attack (EA)—formerly electronic countermeasures (ECM)— is 

the portion of EW that involves using electromagnetic or directed energy to attack personnel, 

facilities, and equipment. The intent is to degrade, neutralize, or destroy enemy combat capability. 

EA includes actions taken to prevent or reduce the enemy’s effective use of the electromagnetic 

spectrum through jamming, destruction, and electromagnetic deception. EA also includes the 

employment of weapons that use either electromagnetic or directed energy—lasers, radio frequency, 

and particle beams, for example—as their primary destructive mechanism. Sources of 

electromagnetic energy also may be used as the primary means of terminal weapons guidance to 

damage or destroy personnel, facilities, or equipment. ASE systems include chaff, flares, radar 

jamming, and infrared (IR) jamming. 

b. Electronic Protection. Electronic protection (EP)—formerly electronic countercountermeasures (ECCM)—is that part of EW that involves actions taken to protect personnel, 

facilities, and equipment from effects of friendly or enemy EW actions that may degrade, neutralize, 

or destroy friendly combat capability. To minimize its vulnerability to EA, EP should be considered for 

all battlefield systems deriving operational capabilities through the use of the electromagnetic 

spectrum. EP includes optical, electronic, IR, and radar target acquisition, non-cooperative target 

recognition (NCTR) systems, as well as smart weapons system sensors, fuses, guidance, and control 

components. ASE systems include antenna design, signature reduction, IR absorbing paint, etc. 

c. Electronic Support. Electronic support (ES)—formerly electronic support measures 

(ESM)—is the portion of EW that involves actions tasked by, or under the direct control of, an 

operational commander. Actions are those taken to search for, intercept, identify, and locate sources 

of radiated electromagnetic energy for immediate threat recognition in support of EW operations. ES 

also includes tactical actions, such as threat avoidance, homing, and targeting. ES focuses on 

surveillance of the electromagnetic spectrum to support the commander’s immediate decisionmaking 

requirements for use of EW or other tactical actions. Other tactical actions include threat avoidance, 

targeting, or homing. ES normally is provided by organic intelligence and sensing devices based on 

EW technology integrated into other weapon systems. ES also may be provided by assets from other 

echelons capable of providing combat information to the supported command. ES ensures EA and 

EP applications receive the input needed to operate effectively. Examples of ES actions include 

battlefield systems executing direction-finding operations, detecting and identifying enemy missions 

or other electromagnetically-measured signatures for immediate exploitation, locating high value 

targets for electronic attack, and providing threat avoidance information. ASE systems include radar, 

laser, and IR missile-detecting sets. 
ARTEP 1-111-MTP _________________________________________________________________________

D-2

D-2. ASE Tenets. The role of ASE is to reduce the vulnerability of our aircraft, thus allowing the 

aircrew to accomplish their immediate mission and survive to fight another day. The methodology for 

achieving survivability is supported by the ASE tenets, a five-fold approach to ensure that Army 

aircrews are able to accomplish their mission again and again. Sound tactical flight and signature 

reduction provide the baseline for using the tenets. Warning leads to jamming. The five tenets are 

described below. They are in sequential order, starting from the most effective and least expensive 

and proceeding to the least effective and most expensive. 

a. Tactics. Proper tactics reduce exposure times to enemy weapons. Nap-of-the-earth (NOE) 

flight not only limits line-of-sight (LOS) exposure times, but also places the aircraft’s radar, IR, and 

optical signature in a cluttered environment. NOE tactics, combined with ASE protection and standoff ranges, allow Army aviation not only to survive, but also to perform its mission on the battlefield. 

ASE protection is severely degraded when the aircraft is flown when not tactically sound (blue-sky 

background). 

b. Signature Reduction. These EP measures are taken into account by engineering or design 

changes such as flat canopies, exhaust suppressers, and coating the aircraft with low-IR reflective 

paint. Signature reduction alone greatly increases survivability. Without signature reduction, ASE 

effectiveness is degraded and in some cases erased. The aviator choosing how much signature to 

expose to the threat also performs signature control. 

c. Warning. The next step in ASE protection is to provide warning to aircrews when they are 

about to be engaged, allowing them time to react. Examples are radar, laser detecting sets, and IR 

missile warning systems. 

d. Jamming and Decoying. Aircrews must stay on station despite warnings. When this 

occurs, countermeasures capable of jamming and/or decoying the fire control or guidance systems of 

threat weapons are required. Chaff, flares, and radar and IR jammers provide this type of EA 

protection. 

e. Aircraft Hardening. This vulnerability reduction protection provides for ballistic tolerance, 

redundant critical flight systems, and crashworthy features to minimize the damage to an aircraft once 

it has been hit. 

D-3. Threat Considerations. This section is not system-specific; rather, it provides general 

information on threat systems that can be applied to specific threats on a case-by-case basis. Threat 

considerations include threat engagement sequence, time and space, tools, engagement envelope, 

and probability of hit, as outlined below. 

a. Threat Engagement Sequence. All weapon systems must complete a series of events—

called an engagement sequence—to actually have effect on the target (aircraft). Any step in the 

engagement sequence that is missed forces the threat to start over again. Example: Five elements 

required to compute an anti-aircraft artillery (AAA) fire control solution are range, azimuth, elevation, 

velocity, and time of flight (TOF). If one of the five elements is incorrect, the AAA system will not hit 

the target. Weapon systems sensors must— 

(1) Detect. 

(2) Acquire. 

(3) Track. 

(4) Launch and guide (or fire and ballistics). 

(5) Assess damage. 

b. Time and Space. The threat must detect, acquire, track (establish fire control solution), and 

fire at the aircraft. The TOF of the projectile must be determined. The threat must predict where the 

aircraft target will be (within a few meters) when its ordnance travels to a point in space and time. 

The difference between detection and acquisition, versus tracking, is important. In detection and 

acquisition, the threat weapon system does not have refined data to fire at an object. The threat 

weapon system must track the aircraft long enough to determine range, azimuth, elevation, and 

velocity to predict when and where to fire to hit its target. Indications of search or acquisition activity 
_________________________________________________________________________ ARTEP 1-111-MTP 

D-3

may indicate, to the aircrew, time to increase their vigilance (e.g., change mode of flight, actively 

search for masking terrain features, etc.). Tracking indications alert the aircrew to an immediate 

action requirement (masking or—when terrain is not readily available—ASE decoys and evasive 

maneuvers). 

c. Tools. Tactics, signature reduction, warning, jamming, and decoys are the tools available to 

preclude a successful threat engagement. If hit, you may have to count on aircraft hardening. 

d. Engagement Envelope. All threat systems are confined by physics. Each system has a 

maximum altitude and range in which its projectile will travel. In addition, all threat systems have a 

minimum and maximum effective altitude and range. These numbers are computed against a 

cooperative engagement—non-maneuvering aircraft, blue-sky background, flat terrain, steady 

velocity, if any, etc. The effective envelope for a threat system is based upon a 50 percent hit 

probability. That is, at the maximum (or minimum) effective range (or altitude), the weapon system is 

able to hit the target one out of two times. As the target gets further into the threat’s envelope, the 

probability of a first shot kill increases. As the target gets further outside the threat envelope, the 

probability decreases until the target is outside the threat’s maximum range (or altitude) where it is 

physically impossible to be hit. 

e. Probability of Hit. The aircrew has the ability to decrease the probability of hit by making 

the engagement more difficult for the threat. A stationary target, for example, allows the threat to 

adjust each shot off the last until it hits the aircraft. A more difficult engagement would be a moving, 

constant velocity shot. A prediction can be made and, if a miss occurs, an adjustment can be made 

based on the last shot. The most difficult engagement is against a moving target that varies range, 

altitude, elevation and velocity. Prediction is impossible because all four factors are changing at 

differing rates. 

D-4. Threat Weapon Sensors. Generally four major types of threat weapon sensors exist. 

These may be man portable or transported by land, sea, or aerial platforms. It is important to 

determine the actual sensor type and guidance package for each threat and understand their 

inherent capabilities and limitations. (For indepth information on particular threat systems, contact 

your unit ASE/electronic warfare officer or tactical operations officer.) The four major threat weapon 

sensors—radar, IR, laser and directed energy weapons, and optical/electro-optical (EO)—are 

discussed below. 

a. Radar Radio Frequency. Direct threat radar weapons require LOS to hit the target. Direct 

threat radar weapons are either fire-controlled AAA or, for missile systems, command, semi-active 

radar homing (SARH), active radar homing, track-via-missile (TVM), or ground-aided seeker (GAS). 

Radar weapons must detect, acquire, track, launch and guide (or fire a ballistic solution), and assess 

damage. Radar systems have trouble with ground clutter. To pick out targets from ground clutter, 

radar systems can detect movement though the use of a moving target indicator (MTI), Doppler 

(continuous wave radar), or pulse Doppler. Some modern radar systems can, and do, track not only 

the movement of the aircraft itself, but also the movement of rotor blades. A few older radar systems 

had blind speeds (called a Doppler notch) where they could not detect an aircraft flying a specific 

speed towards or away from the radar. However, not only do modern radar systems cancel blind 

speeds, but also even with older radar systems, an aircraft had difficulty maintaining constant speed 

and angle to or from the one radar. (It is impossible to be in the Doppler notch of more than one radar 

at a time.) Radar systems can be detected, avoided, decoyed, jammed, and destroyed by direct and 

indirect fires (self, artillery, and anti-radiation missiles). 

b. Infrared. All IR direct threat weapons require LOS to be set before launch; the in-flight 

missile must maintain LOS with the target until impact or detonation of the proximity fuse. IR missiles 

require the operator to visually detect the target and energize the seeker before the sensor acquires 

the target. The operator must track the target with the seeker caged to the LOS. The operator must 

do so until it is determined that the seeker is tracking the target and not background objects (natural 

or manmade objects such as vehicles, the sun, reflected energy of the sun off clouds, etc.). The IR 

sensor is also susceptible to atmospheric conditions (haze, humidity), the signature of the aircraft and 

its background, flares, decoys, and jamming. Generally, IR systems are difficult to— 
ARTEP 1-111-MTP _________________________________________________________________________

D-4

(1) Detect prior to launch (passive sensor). 

(2) Predict where they may be located (portability). 

(3) Respond to (short TOF after launch). 

(4) Hard kill (requires shooting at an in-flight missile). 

c. Laser and Directed Energy Weapons. Laser/directed energy weapons (DEW) weapons 

really fit two distinct categories—laser-guided or laser-aided weapons, and pure laser/DEW weapons. 

Laser-guided or laser-aided weapons are those that use the laser to perform ranging, tracking, or 

guiding functions for conventional explosive missiles or projectiles. Pure laser/DEW weapons use 

laser and other forms of DEW to inflict damage to the aircraft or its sensors (as a byproduct, the 

aircrew’s eyes may be damaged). Pure laser/DEW weapons are not required to burn a hole in the 

target to destroy it—although these weapons are reaching that capability. Simply igniting fuel vapor 

near vents or burning through fuel lines are effective as well as glazing the cockpit glass so the 

aircrew cannot see out. Inherently laser/DEW weapons are short duration, hard to detect, extremely 

hard to decoy or jam, and hard to kill. Fortunately they must rely upon LOS, atmospheric conditions, 

and are somewhat short-ranged at present. 

d. Optical/Electro-Optical. Optical/EO sensors are used either as the primary or secondary 

sensor for all weapon systems. Although they rely upon LOS, they are, with very few exceptions, 

completely passive. They are limited by human eyes, atmospheric conditions, distance, jitter, and, in 

many cases, by darkness. The optical/EO sensors are most difficult to detect, seldom can be 

decoyed, can be jammed in the sense of obscurants, but, when located, can be killed. 

SECTION II. AIRCRAFT SURVIVABILITY EQUIPMENT (ASE) 

D-5. General. ASE systems can be categorized in three areas: signature reduction, situational 

awareness, and active countermeasures. 

a. Aircraft Signature Reduction. All tactical helicopters are painted with non-reflective IR 

absorbing paint. 

(1) Reducing the aircraft exhaust gas signature aids the effectiveness of the AN/ALQ-144A 

IR missile jammer by reducing missile lock-on ranges. 

(a) AH-64 aircraft have exhaust suppression called “Black Hole” that reduces the IR 

signature and aids the effectiveness of the AN/ALQ-144A IR missile jammer. 

(b) UH-60/EH-60 aircraft are equipped with the Hover Infrared Suppression System 

(HIRSS) that reduces the IR signature by suppressing hot exhaust gases. 

(c) OH-58D (Kiowa Warrior) aircraft are equipped with an exhaust gas suppression 

system that reduces the IR signature by diverting hot exhaust gases into the rotor system. By 

directing the exhaust gases up and away from the horizontal view of the aircraft, IR missile lock-on 

ranges are reduced. 

(2) The radar and IR signature of tactical helicopters is least when viewed from the front. 

(3) The maximum IR signature is from the rear quadrants, while the maximum radar 

signature is from the side aspects. 

(4) The aircrews have the ability to decrease the signature exposed to threats by changing 

the aircraft’s aspect. 

b. Situational Awareness. All tactical helicopters are equipped with pulsed wave radar signal 

detecting sets (RSDS) (for example, AN/APR-39A(V)1), which provide the aircrew with alerts of radar 

activity. AH-64 and OH-58D aircraft have additional situational awareness provided by the 

AN/AVR-2/2A, which provides alerts to aircrews of laser activity. Aircrews use the cues from the 

RSDS to change modes of flight (contour to NOE) or increase vigilance (actively seek masking 

terrain features). 
_________________________________________________________________________ ARTEP 1-111-MTP 

D-5

c. Active Countermeasures. ASE countermeasures are required when masking terrain is not 

readily available to buy time until the aircraft can maneuver to masking terrain or outside of threat 

range. IR threats can be jammed by AN/ALQ-144A(V)1. Radar threats can be decoyed by use of the 

M-130 with chaff (not normally installed on OH-58s). 

D-6. AH-64 ASE Suite. The AH-64 is equipped with a suite of ASE designed to protect it while 

performing its unique missions. This suite is illustrated in figure D-1. 

Figure D-1. AH-64 ASE Suite. 

D-7. EH-60/UH-60 Suites. Each EH-60 and UH-60 aircraft is equipped with a suite of ASE 

designed to protect it while performing its unique missions. This suite is illustrated in figure D-2. 

Figure D-2. EH-60/UH-60 ASE Suites. 
ARTEP 1-111-MTP _________________________________________________________________________

D-6

a. EH-60 ASE Suite Capabilities. The EH-60 ASE suite provides for pulsed wave (PW) radar 

and continuous wave (CW) radar signal detection, and CW radar jamming and decoying for radardirected threats. Additionally the ASE suite provides omnidirectional IR jamming and decoying for 

IR-directed threats. 

b. UH-60 ASE Suite Capabilities. The UH-60 ASE suite provides for PW radar jamming and 

decoying for radar-directed threats. Additionally the ASE suite provides omnidirectional IR jamming 

for IR-directed threats. 

D-8. OH-58D ASE Suite. The OH-58D is equipped with a suite of ASE designed to protect it 

while performing its unique missions. This suite is illustrated in figure D-3. 

Figure D-3. OH-58D (Kiowa Warrior) ASE Suite. 

D-9. ASE System Descriptions. A brief description of each ASE system is provided below, 

along with the configuration available to optimize the ASE system. 

a. AN/APR-39A(V)1. The AN/APR-39A(V)1 RSDS is an upgraded version of the 

AN/APR-39(V)1. It uses a digital processor, alphanumeric symbol display, and synthetic voice 

warning to provide the aircrew coverage of radar-directed air defense threat systems. It provides 

coverage for C/D- and E- through M-band PW radar. The theater-specific Emitter Identification 

Database (EID) software is reprogrammable. 

b. AN/AVR-2/2A. The AN/AVR-2/2A laser detecting set is a passive laser warning system. It 

provides input to the AN/APR-39A(V)1 to detect laser energy. The 2A version is also used as 

sensors for the Multiple Integrated Laser Engagement System (MILES) Air Ground Engagement 

System (AGES). The system has a reprogrammable EID. 

c. AN/ALQ-144A(V)1. The AN/ALQ-144A(V)1 countermeasure set (CMS) is an active, 

continuously-operating omni-directional, IR jammer system for helicopters designed to confuse or 

decoy threat IR missile systems. The AN/ALQ-144A(V)1 CMS is designed to provide jamming of all 

known threat IR missile systems when operated on an aircraft that has been equipped with low 

reflective paint and engine exhaust suppressers. The system has specific jam program number 

(JPN) settings that must be set prior to flight (see figure D-4). 
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D-7

Figure D-4. AN/ALQ-144A Setting. 

d. M-130. The M-130 general purpose dispenser dispenses chaff and flares. The system is 

operated either manually or automatically through interface with other countermeasure systems. The 

chaff provides protection against radar-directed antiaircraft weapon systems, while the flares provide 

protection against IR-directed missile systems. When dispensing chaff, the M-130 reduces or 

eliminates the enemy’s ability to hit and destroy aircraft by using radar-controlled, antiaircraft 

weapons. When dispensing flares, the M-130 reduces, or eliminates, the enemy’s ability to hit and 

destroy aircraft by use of IR-guided missiles. When the M-130 is set to dispense chaff, the electronic 

control module must be set with the program setting for the aircraft prior to flight. 

D-10. ASE Configuration Settings. Configuration settings for ASE are located on the classified 

Multi-Service Electronic Combat Bulletin Board System (MSEC-BBS) sponsored by the Army 

Reprogramming Analysis Team (ARAT) located at Eglin Air Force Base, Florida. Connection to the 

MSEC-BBS requires an accredited computer, communications software, null modem cable, and a 

secure telephone unit III (STU III). The MSEC-BBS must be contacted to ensure each unit has the 

most current ASE settings for each theater of operations. 

D-11. Tactical Operations Officers and ASE/EWOs. 

a. Tactical Operations Officers. For ASE to provide effective protection during a mission, 

configuration settings must be optimized for the threats encountered. The tactical operations officers 

(TOOs) at the brigade and battalion staff assist the S3 operations officer in mission planning for 

aircraft survivability while accomplishing the mission. Table(s) of organization and equipment (TOE) 

place the TOOs in the aviation troop as a CW3, in battalion or squadron operations as a CW4, and in 

the regiment or brigade as a CW5. The TOO is identified by the skill qualification identifier (SQI) I (for 

example, 152DI). DA PAM 611-21 describes the TOO position as warrant officers qualified to: 

(1) Plan, schedule, coordinate, and brief tactical and non-tactical missions. 

(2) Operate the aviation mission planning system. 

(3) Develop, plan, coordinate, and brief electronic warfare operations. 

(4) Manage flying hours and ASE programs. 

b. ASE/EWOs. The ASE/EW officer is a CW2 in the aviation troop or company. The ASE/EW 

officer is identified by the additional skill identifier (ASI) H3 (for example, 152D0H3). The ASE/EW 

officer ensures optimum ASE configuration settings are prepared for each flight. 
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D-8

SECTION III. OPERATIONAL EMPLOYMENT CONSIDERATIONS 

D-12. General. Aircraft survivability functions must be included throughout mission planning, 

rehearsal, execution, and recovery operations. Intelligence drives the operations. Mission planning 

begins with the receipt of the situation and mission; it continues through completion of mission 

execution and after action review (AAR) (see figure D-5). From the receipt of the enemy situation 

and mission, it is important to plan and implement aircraft survivability functions. 

Figure D-5. Mission Planning Roles and Functions. 

D-13. Mission Planning. ASE and EW must be considered in all phases of mission planning. 

The level of planning involved is always predicated on the time, information, and personnel available. 

OPORDs for military operations are extensive in scope and contain information that acts as a 

baseline for most unit operations. 

a. OPORD. The generation of the OPORD begins upon receipt of the enemy and friendly 

situation, the mission, and the commander’s intent. The EW annex is created to support the OPORD 

using this information (see sample EW annex). The enemy and friendly situations are further defined 

with the emphasis on the EW capabilities each aircrew has in order to find, fix, jam, deceive, disrupt, 

or destroy each other. Once the situation is clearly defined, the mission is analyzed to evaluate the 

risk to friendly forces at the same time the mission is being accomplished within the prescribed 

guidelines. After the risk assessment is complete, risk reduction techniques are specified in the 

execution instructions. These techniques require the commander’s approval if mission constraints 

need to be altered significantly from the original intent. The next step is to determine service support 

for EW and the command and signal guidance necessary to accomplish the EW phase of the 

mission. 
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D-9

SAMPLE ANNEX I (ELECTRONIC WARFARE) 

SECURITY CLASSIFICATION 

ISSUING HEADQUARTERS 

LOCATION 

DAY, MONTH, YEAR, HOUR, ZONE

ANNEX I (ELECTRONIC WARFARE) TO OPORD XXXX-XX (U) 

( ) References: List basic documents required. 

1. ( ) Situation 

a. ( ) Enemy. Refer to annex B. Provide an estimate of the enemy’s communications, non-communications, 

and EW systems capabilities, limitations, and vulnerabilities including the ability to interfere with the accomplishment of 

the EW mission stated herein. Determine the ability to detect radar altimeter, Doppler, FM, VHF, and UHF 

communications, and the ability to interrogate transponder for modes 1, 2, 3A, and 3C. Determine Air Defense EW 

systems and analyze parameters (i.e. frequencies, PRF, PRI, scan type, wavelength, etc.) for use in risk analysis. 

b. ( ) Friendly. Provide a list of friendly EW systems available for the mission (i.e. communications, noncommunications, navigation, sensors, countermeasures, and Electro-optical systems). Include friendly EW assets that 

can exploit and disrupt the enemy’s usage of the electromagnetic spectrum. 

c. ( ) Assumptions. State any assumptions about friendly or enemy EW capabilities and possible courses 

of action that may influence the planning or execution of EW operations. 

2. ( ) Mission. State the mission to be accomplished by EW operations to support the mission in the basic plan. 

3. ( ) Execution 

a. ( ) Concept of Operations. Summarize the scope of EW operations and the methods and 

resources to be used. Include TTPs for the threats that may be encountered. 

b. ( ) Tasks. In separate sub-paragraphs, assign individual tasks to EWOs and crews including instructions 

and references. 

c. ( ) Coordinating Instructions. Place instructions applicable to two or more sub-units in the final subparagraph. 

d. ( ) Guiding Principles. State or refer to policies, doctrine, tactics, techniques, and procedures that 

provide guidance to be followed. Establish any additional guidance and authorized deviations from standardized 

practices. Describe any constraints that may apply to the mission. 

e. ( ) Special Measures. Provide any special procedure to be used that is not provided elsewhere. 

4. ( ) Service Support. Specify support units to provide EW service support. Include verification of threat 

parameters and ASE settings through the Army Re-programming Analysis Team (ARAT). 

5. ( ) Command and Signal. Provide information on IFF mode settings and mode Activation/Deactivation line, 

ASE configuration settings, Havequick settings, SINCGARS settings, A2

C2 frequencies, AWACS contact points, 

brevity codes, etc. 

Acknowledge: 

Name (Commander’s last name) 

Rank (Commander’s rank) 

OFFICIAL: 

APPENDIXES: 

DISTRIBUTION: 

(SECURITY CLASSIFICATION) 

(This sample EW appendix is unclassified, but when actually accomplished should show proper 

classification markings of each paragraph.) 
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D-10

b. FRAGO. Once the OPORD, including the EW annex, is generated, it becomes the base 

document. For specific missions, complete OPORDs may not always be required. In these 

instances, FRAGOs outlining the changes from the basic OPORD are created and issued to affected 

units (see figure D-6). Upon receipt of the FRAGO, the staff planners must evaluate the information 

available and re-validate the EW annex. Any changes to the EW annex must be detailed and 

disseminated to the aircrews as part of the mission briefing.

Figure D-6. OPORD and FRAGO. 

D-14. ASE Considerations in Risk Management. 

a. Identify the Risk. To perform a thorough risk assessment, detailed information about threat 

system operating procedures, tactics, system capabilities, and locations must be analyzed to 

determine the enemy’s advantages or disadvantages in the use of EW. The capabilities and 

limitations of friendly EW systems must be compared to the threats to assess the level of risk 

associated with the mission. S2 and TOO identify the following: 

(1) Operating frequencies of radar threats. 

(2) Radio frequency threats that can or cannot be detected. 

(3) Radio frequency threats radar jamming equipment will affect. 

(4) Radio frequency threats that can be decoyed. 

(5) IR threats that may be encountered. 

(6) IR threats that can be detected. 

(7) IR threats that can be jammed or decoyed. 

(8) Laser/DEW threats that can or cannot be detected. 

(9) Optical/EO threats. 

b. Assess the Risk. Prioritize the threat systems and optimize ASE settings for the highest 

priority threats. Determine the level of risk based on the threat’s capabilities and limitations, the 

capabilities and limitations of the ASE, and the mission (see figure D-7). Use the highest risk to 

determine the overall risk to the mission. If the risk due to IR threats is high risk, then the overall 

mission risk would continue to be high risk. The risk assessment worksheet is used to determine 

what is causing the highest risks so that controls can be developed to reduce those risks. Units can 

also incorporate ASE risk analysis into unit risk management. FM 100-14 includes a risk 

management worksheet that meets Force XXI risk management guidelines. 
_________________________________________________________________________ ARTEP 1-111-MTP 

D-11

Figure D-7. ASE Risk Assessment Worksheet. 

c. Make Decisions and Develop Controls. Determine the optimum ASE configuration settings 

for each aircraft type and the threats in the mission area. 

Survivability Risk Analysis

ACFT Type: Mission: Date:

Mission Profile: <100' AGL >100' AGL

Night Low Medium Value:

Day Medium High

Suppressed Un-Suppressed

IR Threats: IRCM Low Medium Value:

Non-IRCM Medium High

Warning No-Warning

RF Threat: RFCM Low Medium Value:

Non-RFCM Medium High

Low Visibility & 

Contrast

High Visibility & 

Contrast

EO Threat: Masking Low Medium Value:

No-Masking Medium High

Warning No-Warning

Laser/DEW Threat: Masking Low Medium Value:

No-Masking Medium High

Highest Value:

Overall Risk: Low

Re-evaluate mission profile, ASE, or flight routes. Medium

Re-evaluate mission profile, ASE, or flight routes. High

Priority Threats:

IR: A B C D

RF: A B C D

E/O: A B C D

Laser/DEW: A B C D

ASE Configuration Settings:

ALQ-144A Suppresed: Un-Suppressed:

ALQ-162 Jam Program:

APR-39A(V)1 OFP: EID: IR= Infrared

APR-39(V)2 Low/High: Theater Position: IRCM= IR countermeasures

M-130 Chaff Progam:AH-64: UH-60: EH-60: Suppressed= IR paint & exhaust 

ALQ-156: RF= Radio frequency

IFF:Mode1 Mode2 Mode3A Mode3C Mode4 . RFCM= RF countermeasures

EO= Electro-optical
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D-12

(1) Identify threats that are highly lethal and not countered by ASE. Develop priority 

intelligence requirements (PIR), which are submitted by the S2 to higher levels. Take, as an 

example, the SA-X, which is very lethal. Assume that no organic countermeasures are present. This 

threat poses a high risk to mission accomplishment. One must determine where the SA-X is located 

in our area of operations. The latest time of value for this information is XXXX hours. 

(2) Apply risk reduction techniques to minimize the risk and enhance the probability of 

survival, as follows: 

(a) Plan mission time earlier or later to take advantage of night operations. 

(b) Use only suppressed aircraft for the higher risk portions of the mission. 

(c) Request escort aircraft to suppress threats. 

(d) Plan lethal and non-lethal suppression of enemy air defense (SEAD) at critical 

points to reduce vulnerability. 

(e) Prep the landing zone (LZ)/pickup zone (PZ) with indirect fires. 

(f) Alter flight routes to avoid known air defense areas. 

(g) Plan for deception to include false insertion. 

(h) Take measures to reduce the aircraft signature (emission control (EMCON)). 

(i) Adjust formation/sortie size. 

(3) The ASE/EW mission briefing disseminates information and instructions to the aircrews 

before the mission. The briefing alerts aircrews to the risks associated with the threats, informs them 

of the optimum ASE settings, and reviews the tactics specific to the mission. These tactics include 

evasive maneuvers, actions on contact, multiship breakup and reformation procedures, and rules of 

engagement for countermeasures weapons employment. Figure D-8 shows a sample ASE/EW 

mission briefing. 

d. Implement Controls and Supervise. Commanders and aircrews must take an active role in 

reducing risks by implementing controls and supervising their implementation. 

(1) Commanders ensure ASE/EW considerations and configuration settings are 

considered and briefed to all aircrews and maintenance personnel. 

(2) During preflight checks, aircrews ensure that ASE configuration settings are correct and 

ASE is operational. 

(3) During mission, aircrews ensure identification, friend or foe (IFF) codes are activated 

and deactivated at proper times and locations during flight. 

(4) During AAR, commanders ensure debriefings from aircrews are collected. 

(5) Commanders report ASE/EW problems (ambiguities, false alarms, equipment failures, 

short comings) to higher headquarters. 

(6) Aircrews input AMPS data for next mission or other aircrews (for example, threat data, 

countermeasure responses, locations of false alarms, friendly systems reported as threat). 
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D-13

ASE/EW BRIEFING FORMAT 

OVERALL RISK: Low Medium High 

 

CAUSED BY: Mission Profile 

 ASE Suite 

 Threat 

ASE and IFF Configuration Settings: 

ASE can detect: 

ASE cannot detect: 

ASE can jam: 

ASE cannot jam: 

Primary threats: IR 

 RF 

 EO 

 Laser/DEW 

Risk Reduction Measures: 

Changes to Standard TTPs: 

QUESTIONS: 

Figure D-8. ASE Mission Brief Format. 
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D-14

SECTION IV. MISSION EXECUTION 

D-15. Mission Execution. During conduct of the mission, it is important for aircrews to be familiar 

with the ASE situational awareness displays and the expected threat indications. Some actions must 

be performed without delay. When the visual indications of a gun or missile are fired at the aircraft, or 

the ASE indicates radar track or launch, the aircrew has but seconds to perform an action to prevent 

the aircraft from being engaged. There are three distinct parts to reacting to threat engagements— 

• Indication (determine immediate actions). 

• Evasive maneuver (when masking terrain is not readily available). 

• Actions on contact (decision to continue or abort mission). 

a. Crew Coordination. Crew coordination must be rehearsed to perform evasive maneuvers. 

Standardized terminology such as “Missile Three O’clock, Break Right” and “Breaking Right” should 

be used to avoid confusion. At other times, such as radar search or acquisition, indications do not 

require evasive maneuvering. 

b. Multiship Considerations. Select formations and spacing intervals that provide all aircraft 

maneuver space to evade hostile fire. Standardized terminology such as “Chalk Two Breaking Right 

Missile” or “Chalk Three Tracers Three O’clock Breaking Left” should be used to alert the flight to 

your actions. Briefings should include evasive formation break up procedures and how to reform the 

formation after breaking the engagement. It is important to communicate your ASE indications to 

other aircraft in the formation because you may be the only aircraft receiving it due to terrain, narrow 

radar beam, altitude, or maintenance problems. 

D-16. Conclusion. Survivability for Army aviation on the modern battlefield and in stability and 

support operations (SASO) requires extensive coordination with other staffs. Liaison officer (LNO) 

operations must include coordination with next higher and maneuver task force staffs at a minimum. 

Because Army aviation can cover broad spaces at high speeds, coordination for airspace and fire 

control measures is paramount. The TOO and ASE/EWO are trained to incorporate ASE/EW 

considerations into the mission planning and execution. ASE is only effective if configured properly 

and used with tactics to counter the threat’s capabilities. Army aviation must plan to make maximum 

use of the electromagnetic spectrum and fully exploit the weaknesses of the threat’s EW capabilities. 
E-1 

Appendix E 

TRAINING AIDS, DEVICES, SIMULATORS, 

AND SIMULATIONS (TADSS) 

E-1. General. Aviation units enjoyed success in recent combat and stability and support 

operations (SASO). Much of this success originated with the training done in individual and crew 

mission simulators. The development of new simulation and simulator technology provides essential 

tools to train individual aviators and crews. It allows air and ground units, and their staffs, to train for 

a myriad of operations under trying environmental conditions. 

E-2. TADSS Overview. Training aids, devices, simulators, and simulations (TADSS) are vital 

tools for achieving combat readiness. The Army has a long history of using TADSS in every facet of 

operations worldwide. Decisionmakers consider analytical results derived from TADSS. The Army 

uses TADSS to improve the quality of the acquisition process and the products delivered to soldiers. 

a. Definitions. 

(1) Model. A model is a representation of some or all of the properties of a device, system, 

or object. There are three basic classes of models: mathematical, physical, and procedural. 

(2) Simulation. A simulation is an operating representation of selected features of 

real-world or hypothetical events and processes. It represents activities and interactions over time. 

A simulation may be fully automated (i.e., it executes without human intervention), or it may be 

interactive or interruptible (i.e., the user may intervene during execution). The Corps Battle 

Simulation (CBS) is a simulation that integrates various models. The functionality of a simulation 

depends upon the numerous models that serve as the building blocks. For example, an Apacheequipped attack helicopter unit within CBS requires a model of how an AH-64 fights under different 

conditions. Likewise, the simulation needs models of an M1 Abrams tank, an M2 Bradley fighting 

vehicle, an M3 cavalry fighting vehicle, and other systems, operating under different conditions. 

These different models are then consolidated and processed to build the simulation.

(3) Models and Simulations. Model(s) and simulation(s) (M&S) are often used as 

synonyms. They relate significantly to each other; however, they are not exactly the same in a 

technical sense. Models are the essential elements or characteristics of a simulation. 

(4) Simulator. Although M&S are sometimes used as synonyms (both internal and 

external to the U.S. Department of Defense (DOD)), the terms simulators and simulations should not 

be used in that manner. In the training context, simulators are most often associated with either 

individual or crew skill training. These simulators replicate either significant segments or the entire 

piece of equipment. An example of a simulator that is associated with crew training is the AH-64A 

Apache combat mission simulator (CMS). The relationships among models, simulations, and 

simulators are depicted in figure E-1. 

(5) Wargame. Wargaming is used in both training simulations and simulators. A wargame 

is a simulation of a military operation that involves two or more opposing forces. Rules, data, and 

procedures designed to depict an actual or assumed real-life situation are used. Wargaming allows 

those taking part to experiment with alternative tactics and operations against an opposing force. 

This process forces those taking part to react to the opposing force in developing plans and 

executing operations. The complexity and sophistication of current simulations bring a high degree of 

reality to wargame participants. 
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E-2

Figure E-1. Relationship of Simulations, Simulators, and Models. 

b. Types of Simulations. Simulations can be categorized as constructive, virtual, and live (see 

figure E-2). 

(1) Constructive Simulation. A constructive simulation consists of wargames and 

models, many of which rely heavily on mathematical methods. Examples include Janus (A), 

Spectrum, and Brigade/Battalion Battle Simulation (BBS). 

(2) Virtual Simulation. A virtual simulation focuses largely on manned simulators 

interacting within a synthetic environment and, in many cases, with other simulators. Well-known 

examples are the Simulations Network (SIMNET) simulators in common use throughout the Army for 

both training and developmental work. 

(3) Live Simulation. A live simulation is actual soldiers and equipment operating together, 

often on instrumented ranges. The Army’s combat training centers (CTCs) are highly instrumented, 

live simulation facilities. 

E-3. Unit-Level TADSS Training. An integrated use of live, virtual, and constructive training 

tools can provide commanders the best-trained Army aviators and units. Igor Sikorsky wrote that the 

use of the helicopter is limited only by the imagination of the user. This wisdom also holds true for 

the use of simulations and simulators. 

a. How Simulations Support Training. Simulations support training in unique ways. 

Understanding how simulations support training can help the commander incorporate the unique 

features of simulations into an overall unit training strategy. Simulations— 

(1) Can portray large areas for conducting operations. 

(2) Can portray large, capable, and doctrinally correct opposing forces. 

(3) Can task load commanders and staffs, and provide realistic, stressful conditions under 

which commanders must make decisions. 

(4) Allow different units to train under the same conditions and to the same standards. 
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E-3

Figure E-2. Types of Simulations. 

b. Brigade and Battalion Training. 

(1) In the constructive environment, simulations such as BBS, Janus, or Modular SemiAutomated Forces (ModSAF) can provide commanders, crews, and staff members with some 

mission battlefield visualization skills. BBS and Janus enable the user to portray friendly and enemy 

forces on a two-dimensional map using high fidelity terrain information. ModSAF accomplishes the 

same objective, but in a three-dimensional world. Staffs wargame various mission options and judge 

the effectiveness of their plans accordingly. Crews gain an appreciation of terrain intervisibility or 

movement effect as the battle unfolds. In future developments, Warfighters’ Simulation (WARSIM) 

will replace BBS/CBS and Janus; One Semi-Automated Forces (OneSAF) will replace ModSAF. In 

an upgraded target acquisition designation sight (TADS) selected tasks trainer (TSTT), a gunner can 

integrate with the WARSIM or OneSAF simulation with the pilot flying from a control workstation. The 

pilot can execute various mission options, including evasive actions, multiple target engagements, 

and actions on contact. Enhancements to the AH-64 CMS also allow WARSIM or OneSAF 

integration. The TSTT and the CMS can pair on missions and conduct limited engagements. 

Leaders can develop battle drills and visually display those drills under the conditions the crews may 

expect to encounter. Maintenance personnel can observe the commander’s desired operating tempo 

(OPTEMPO) and determine appropriate support options. Increased portability of the WARSIM, 

OneSAF, or some other type of mission planning rehearsal tool (MPRT) will allow the unit to transport 

simulation equipment to the field and conduct training using simulations while deployed. Digital 

terrain walks can be conducted and crews can see the terrain over which they will operate. 

(2) In the virtual environment, the Aviation Combined Arms Tactical Trainer (AVCATT), 

reconfigurable manned simulator allows units to replicate the battlefield and to conduct a full 

spectrum of aviation operations at a level not attainable in the live or constructive realm. AVCATT 

supports training of crew skill through company collective tasks. The battalion commander has near 

perfect vision of the training; he can tailor his teaching, coaching, and mentoring according to each of 

his commanders’ strengths and weaknesses. Crews can observe the full effect of their decisions. By 

linking WARSIM or OneSAF to the AVCATT, battlestaffs can work large-scale operations in real time. 
ARTEP 1-111-MTP _________________________________________________________________________

E-4

(3) Crews conduct operations under various mission profiles; they examine potential 

branches and sequels. With appropriate home station instrumentation (HSI), live crews and virtual 

crews conduct operations when maintenance posture does not support actual aircraft flight. The 

situational experience gained from the constructive and virtual environment is value added. Crews 

are exposed to multiple challenges in realistic environments. These virtual and constructive 

situational experiences should be viewed as opportunities to enhance readiness and ensure mission 

success. Live missions are still conducted. The overall training tempo will increase without a 

corresponding increase in resource requirements. 

c. Company-Level Training. The company commander and his crews benefit from the 

integration of simulators and simulations into their training. Without integrated use of simulators and 

simulations, aircraft readiness and funding drives unit training tempo. In the past, units would slow 

down the training tempo in order to have funding available for major events, such as the National 

Training Center (NTC). With an integrated training vision, the training does not slow down. The 

commander has more options available to support his plan while allowing his soldiers the opportunity 

to maintain complex aircraft systems. During a typical weekly training schedule, events such as 

Motor Stables, Rotor Stables, Sergeant’s Time, and Readiness Level (RL) training are included. 

Integrated throughout the week are windows for simulator and simulations training to support the 

overall training plan. Platoon leaders, company commanders, and instructor pilots use WARSIM, 

OneSAF, TSTT, CMS, and AVCATT to prepare for live training. Crews work in the appropriate 

simulator or simulation to reinforce the live training conducted during the week or to prepare for the 

next week’s training. While aircraft are being repaired and readied for the next mission, crews can 

train at nearly the same level of fidelity and stress. Units are able to train and maintain without 

compromising readiness. 

d. Individual Training. TADSS will never replace live training events. Aviators require a 

baseline of hands-on experience. This experience can be gained only through realistic training on 

actual equipment in tough, demanding conditions. This baseline, called situational experience, is the 

basis for individual success. Once this solid foundation of situational experience is established, we 

can begin to exploit the tremendous potential of simulators and simulations. Consider figure E-3 as 

an example. Aviators need time in the cockpit to fully develop air sense; they need it to understand 

the complexities of their particular airframe. The feel developed during this time is partially developed 

in a simulator, such as during initial aircraft qualifications. However, simulators cannot replace actual 

flight time. As the aviator’s situational experience and understanding increase, other simulation tools 

can be used to supplement the baseline. If we can demonstrate certain mission profiles via a mission 

simulator or simulation, the overall situational experience of the aviator can grow. This is a key safety 

concept, especially considering the potential dangers that exist in most mission profiles. Those 

missions or events that cannot be realistically conducted in actual flight conditions (e.g., certain 

emergency procedures, selected weapons engagements, specific weather conditions) must be 

conducted in either virtual or constructive simulations. As the aviator matures, the complexities of 

modern mission profiles and drills requires training that can be replicated to exacting standards or 

rehearsed to validate certain drills or missions. This is when simulations and simulators can directly 

assist units in increasing combat readiness. We must also develop those senior aviators who will 

lead aviation forces in future engagements and missions. The only way to hone their skills is by 

placing them in a training environment where they can experience the most demanding missions 

possible. Simulations are a means of doing so. 
_________________________________________________________________________ ARTEP 1-111-MTP 

E-5

Figure E-3. Aviator Experience and Simulation Training (Example). 

E-4. Simulations in Command and Staff Training. The Army’s command and staff training 

simulations are computer-driven simulations that assist in training commanders and their staffs. Most 

of these simulations place command and staff elements in a combat-like environment that stimulates 

decisionmaking, command and staff interaction, and staff coordination. In a simulation-driven 

exercise, the participating commanders and staffs (the trainees or training audience) may operate in 

command posts (CPs) or tactical operation centers (TOCs) at field locations. Specifically, command 

and staff training simulations can: 

a. Assist units in preparing for external evaluations while minimizing costs and resources. 

b. Exercise and evaluate internal staff training and unit standing operating procedures (SOPs). 

c. Aid units in developing an awareness of the lethality and complexity of the modern battlefield. 

d. Provide a forum to evaluate written material and verbal communication processes between 

units, vertically and horizontally. 

e. Provide feedback to measure situational responses and staff ability to develop alternative 

courses of action. 

Note. See chapters 3 and 4 for more information on training the staff using exercises and 

simulations. 

E-5. Simulations and Simulators Available for Brigade Training. 

a. The Family of Simulations (FAMSIM). 

(1) The Army FAMSIM consists of a proponent-approved group of simulations for training 

unit commanders and battle staffs in command post exercises (CPXs) and leader development 

training simulations. The overall objective for FAMSIM is to continue evolutionary enhancements to 

ensure that the simulations remain relevant. Current objectives are to give commanders the ability to 
ARTEP 1-111-MTP _________________________________________________________________________

E-6

train subordinate commanders and staffs from the platoon through the corps levels in synchronizing 

all the battle operating systems (BOSs) under conditions that closely replicate the battlefield. Each 

corps and division is able to conduct home station CPXs for a variety of theaters and scenarios to 

include the integration of heavy, light, aviation, and special operations forces (SOFs). The six fielded 

simulations in FAMSIM are as follows: 

(a) Janus. 

(b) Spectrum. 

(c) Brigade/Battalion Battle Simulation (BBS). 

(d) Corps Battle Simulation (CBS). 

(e) Tactical Simulation (TACSIM). 

(f) Combat Service Support Training Simulation System (CSSTSS). 

(2) The FAMSIM members are effective training tools when their capabilities are matched 

with the targeted echelons and trainees (see figure E-4). 

Simulation Training Audience 

TACSIM Intelligence staffs at all echelons. 

Spectrum Company to division commanders, staffs, and platoon leaders. 

Janus Platoon leaders to brigade commanders and staffs. 

BBS Battalion and brigade commanders and staffs. 

CBS Division to echelon above corps (EAC) commanders and staffs 

(brigade secondary). 

CSSTSS CSS commanders and staffs from battalion to EAC. 

Figure E-4. FAMSIM Training Audiences. 

(a) Janus. Janus is a low-cost, flexible, interactive, event-driven wargaming 

simulation. It is used for training platoon and company-level commanders, as well as brigade and 

battalion-level staffs. As a staff trainer, Janus provides an environment that requires detailed 

interaction between the commander, S2, and S3 as they develop and execute the tactical plan. 

Commanders must apply sound warfighting principles and achieve full synchronization of the BOS to 

fight a successful Janus battle. 

(b) Spectrum. Spectrum was designed to address deficiencies in command and 

control training in SASO. All other military simulations model force on force combat operations. 

Spectrum operates in the Microsoft Windows® environment on personal computers. 

(c) Brigade/Battalion Battle Simulation. BBS is designed as a low-cost training 

simulation used to provide maneuver brigade and battalion-level commanders and their battle staffs 

an opportunity to practice decisionmaking skills in a realistic, multi-threat, time-stressed combat 

environment. They must be able to develop, correlate, and assess large quantities of tactical and 

logistical data, formulate situational estimates, and make immediate decisions in the command and 

control (C2

) and synchronization of combat, combat support (CS), and combat service support (CSS) 

assets. BBS supports training of combat maneuver commanders and the staffs at brigade and 

battalion levels. Company-level commanders, CS, and CSS units also receive valuable secondary 

training as part of any BBS driven CPX. 

(3) Future Developments. The major development effort for FAMSIM is WARSIM 2000. 

WARSIM 2000 will exploit new technology to enable CPs at all echelons to train in a realistic, 

distributed interactive simulation (DIS)-compliant environment. The increased realism of 

WARSIM 2000 over existing models will allow units to synchronize across each operating system in 

depth. WARSIM 2000’s design will allow warfighting CPs to interact without using TOE equipment. 
_________________________________________________________________________ ARTEP 1-111-MTP 

E-7

WARSIM 2000 will also be capable of depicting a joint and combined environment across the 

operational continuum. 

b. Other Army Simulations and Simulators. 

(1) Simulation Networking-Trainer. The Simulation Networking-Trainer (SIMNET) was a 

joint Army/Defense Advanced Research Projects Agency (DARPA) project. It exploited the ability of 

computer technology to transfer data streams across networks containing large numbers of 

simulators with real-time update of all simulators in the network. SIMNET-T trains combat units at the 

crew through battalion-level echelons. Existing simulators are in the form of reconfigurable helicopter 

simulators, M-1 tanks, and infantry fighting vehicles. Emulation of artillery, engineer, dismounted 

infantry, air defense (AD), and CSS also exist. The follow-on systems are the Close Combat Tactical 

Trainer (CCTT) and the AVCATT. 

(2) Combined Arms Tactical Trainer Family. The Combined Arms Tactical Trainer 

(CATT) family is a simulation-training concept that links requirements of several functional areas to 

form a combined arms virtual battlefield. The CCTT and the AVCATT are the first components in this 

concept. The training audience for this concept consists of crew, company, and battalion-level 

elements. The CATT supports units as they work on fundamentals that directly or indirectly support 

their mission essential task lists (METLs). These fundamentals include battle drills, tactical 

maneuvers, combat engagements, communications, SOPs, synchronization of unit and supporting 

elements’ activities and interface, and fire support coordination. Used in a pre-exercise situation, the 

CATT can help units gain higher levels of proficiency before field training. As a post-exercise 

medium, CATT can hone skills from the field and limit skill degradation between field training 

opportunities. When this concept is totally operational, the following combat trainers will be part of 

the CATT family: 

(a) CCTT. 

(b) AVCATT. 

(c) Fire Support Combined Arms Tactical Trainer (FSCATT). 

(d) Air Defense Combined Arms Tactical Trainer (ADCATT). 

(e) Engineer Combined Arms Tactical Trainer (ENCATT). 

(3) When networked, the CATT family of simulators will permit units to conduct combined 

arms training. When the systems are used separately with the workstations representing other 

BOSs, units will be able to train in a combined arms environment. As each follow-on CATT manned 

simulator is fielded, a semi-automated forces (SAF) component is replaced by that manned simulator. 

The components of most significance to aviation training are the CCTT and the AVCATT discussed 

below. 

(a) Close Combat Tactical Trainer. CCTT is a collective training system. In this 

system, armor and mechanized infantry units man full-crew simulators to conduct unit training in a 

combined arms environment. CCTT has a great deal of flexibility to support the commander’s 

training intent and exercise design. It can stretch to accommodate a battalion task force training 

exercise when leaders are in the trainers and subordinate vehicles are represented by computer 

generated forces that report and shoot. Commanders must exercise normal command and control of 

these forces. CCTT consists of networked vehicle simulator manned-modules, SAF, CS 

workstations, computer networks and protocols, and after action review (AAR) systems. CCTT 

manned-modules consist of the M1A1, M1A2, M2/3A2, FIST-V, M113A3, HMMWV, and dismounted 

soldier. These manned-modules are high-fidelity simulators that require individuals and crews to 

perform their respective tasks correctly in order to accomplish their collective missions. SAF have the 

capacity to create a variety of OPFOR and BLUFOR vehicles and units with which units can train. 

SAF entities exhibit highly realistic behaviors and can be tailored to varying levels of competence. 

The components of this system combine to create a highly complex synthetic battlefield on which 

soldiers can conduct training in a combined arms environment. The system allows unit commanders 

to train collective tasks in a variety of virtual environments to include day, night, and varying 

limitations on visibility. The AVCATT can be integrated with the CCTT to provide combined arms 

training for aviators with their ground counterparts manning the virtual simulators of the CCTT. 
ARTEP 1-111-MTP _________________________________________________________________________

E-8

(b) Aviation Combined Arms Tactical Trainer. The AVCATT is a modular suite of 

reconfigurable aviation warfighting platforms driven by software that creates a virtual battlefield. It 

provides a realistic, high intensity, task-loaded combat environment, composed of attack, 

reconnaissance, and lift aircraft platforms, SAF work stations, the Aviation Mission Planning System 

(AMPS), AAR capability, and battalion-level staff work stations. AVCATT can be tailored to specific 

unit needs, such as mission planning, rehearsal, and collective task training, through use of DIS 

protocols and tactical simulation interface units (TSIUs). This system is aviation-specific. It is 

designed to complement and function in conjunction with the CATT family of virtual reality simulators. 

It provides the third dimension of maneuver on the virtual battlefield. AVCATT supports institutional, 

organizational, and sustainment training for aviation units worldwide. 

E-6. Unit Simulations Training Strategy. 

a. Incorporating Simulations into the Training Plan. The commander and staff determine 

how simulations are incorporated into a unit’s training strategy. Chapter 3 outlines the training 

planning process and links the organization’s METL with subsequent execution and evaluation of 

training. A relatively centralized process, planning develops mutually supporting METL-based 

training at all levels within an organization. Thus, higher and lower command echelons may train 

simultaneously in the same exercise at different levels of realism based on participation. The 

commander and staff must determine who is to be trained, the specific tasks on which they need 

training, which simulation can provide that training, and the availability of the simulation and 

resources necessary to provide the required training. Guidance on simulation uses and capabilities 

can be found in Training with Simulations: A Handbook for Commanders and Trainers, from 

simulation users’ guides, and from the experienced staff at simulation facilities. Simulation users’ 

guides specify the actions necessary to plan and conduct simulation exercises by addressing most of 

the following items: 

(1) Exercise organization. 

(2) Key personnel resources and their primary responsibilities. 

(3) Planning timelines. 

(4) Development of the commander’s training objectives. 

(5) Assigned responsibilities for planning. 

(6) Conduct of the exercise. 

b. Selecting the Proper Simulation to Meet Training Needs. When simulations are selected, 

they should be selected because they can assist the commander in achieving or maintaining task 

performance. They should not be selected if a more appropriate training vehicle is available. 

(1) The commander should not get caught in a trap by thinking that simulation use equals 

training success or that simulation can train everything well 100 percent of the time. Simulations are 

training aids that allow the commander to practice certain tasks and skills in a scenario specifically 

developed to test them. They do not give a 100 percent replication of the real world. They can 

simulate a number of battlefield and operational conditions very well; however, most simulations are 

limited in imposing psychological stresses, a major factor on the battlefield and in the success of 

military operations. 

(2) The assistance that simulations provide the commander is invaluable as long as the 

commander places the simulation experience into the overall development of the unit and its 

individual members. Tactical success in a command and staff simulation exercise will not necessarily 

equate to tactical success on the battlefield. 

(3) Simulations use can be broken down into two areas: leader development training and 

collective task training. 

(a) In leader development training, the primary purpose of the training is to develop 

the skills of an individual. Often this is accomplished in a formal educational setting specifically 

designed to train and test individual skills. Some of the characteristics of this area of training are— 
_________________________________________________________________________ ARTEP 1-111-MTP 

E-9

1 Development of specific skills, knowledge, and attitudes. 

2 Some built-in flexibility for individual experimentation. 

3 Focused interaction between the trainer and trainee. 

4 Immediate individual feedback. 

(b) Collective task training is best incorporated in a unit setting where team-building is 

desired so collective task effectiveness can be improved. This is not to say that individual training 

does not occur here. However, by design, the predominate focus is on collective tasks rather than on 

individual leadership development or skill(s) performance. Selecting the command and staff 

simulation that provides the level of resolution needed is based primarily on the specific end use and 

focus of the simulations. Figure E-5 shows the level, type, and echelon of trainee for each of the 

command and staff simulations in the family of simulations. 

Leader Development Training* 

(Individual Skill Development) 

Trainees Simulation 

Squad Leaders 

Crew Chiefs 

Platoon Leaders 

Company, Troop, Battery and 

Battalion/Squadron Commanders 

Janus (excellent for S2 and S3 skill development, weak in 

CSS) 

Collective Task Training* 

(Team Building) 

Trainees Simulation 

Company/Troop (Combat or CS) BBS (Command and Staff Trainer, CPX, for all BOSs), Janus 

Battalion/Squadron (Combat or CS) BBS (Command and Staff Trainer, CPX, Seminar Trainer) 

Battalion/Squadron (CSS) CSSTSS (Command and Staff Trainer, CPX, Seminar Trainer) 

Battalion/Squadron and 

Brigade/Regiment (Combat or CS) 

Janus (Command and Staff Trainer, but weak on CSS) 

Brigade/Regiment (CSS) BBS/CBS (Command and Staff Trainer, CPX, Seminar Trainer) 

DISCOM, COSCOM, TAACOM 

Groups (CSS) (Corps and EAC) 

CSSTSS (Command and Staff Trainer, CPX, Seminar Trainer) 

Division 

Corps 

Echelons Above Corps 

Joint and Multinational 

CSSTSS/CBS (Command and Staff Trainer, CPX, Seminar 

Trainer) 

Note: *SPECTRUM can be used in all the above. 

Figure E-5. C2 Simulation Training Applications. 

(4) Developing a Simulation Training Strategy. Several items should be taken into 

consideration when developing the unit simulation training strategy: 

(a) Integrate simulation into the overall training strategy during the training plan 

process. 
ARTEP 1-111-MTP _________________________________________________________________________

E-10

(b) Determine which simulations would be beneficial to units with upcoming training 

events (e.g., external evaluation). The trainer must determine the echelon to train, the upcoming 

event requirements, and the simulation most likely to benefit this echelon when used as a train-up 

device. In developing a training strategy, one must answer the following questions: 

1 Who am I trying to train? 

2 What tasks am I trying to train? 

3 What conditions must be presented against which tasks that are to be trained? 

4 What are the training objectives? 

5 What training tool will assist in meeting the training objectives? 

(c) Ascertain which leaders and staff members must be trained. It is possible that 

they can receive training with other units, as well as within their own unit. 

(d) Review the higher commander’s guidance to ensure that his intent is met. List 

each training activity and determine how sister units can assist and support training activities and 

receive secondary reinforcement in their skills in the process. 

(e) Use simulation to complement live training. When a live training event cannot be 

conducted, simulations should be considered as an alternative. 

E-7. TADSS Training in Practice. An attack helicopter unit is used in the following conceptual 

example, but this discussion is applicable to all types of aviation units. At the weekly unit training 

meeting, the commander decides to plan a training session on the METL item “Conduct an Attack.” 

As part of the analysis, the commander identifies the following battle tasks that must be conducted to 

support the training: 

• Prepare for operations. 

• Move to and occupy a battle position/attack by fire position. 

• Engage targets. 

• Call for indirect fires. 

• Employ close air support. 

• Provide spot and status reports. 

• Depart from a battle position/attack by fire position. 

• Conduct rearm and refuel operations. 

The commander realizes that the training plan must be supportable by qualified crews and a 

responsive maintenance flow. With this focus identified, he begins the training process as outlined in 

chapter 3. This process is discussed below as it relates to simulation training. 

a. Plan the Training. The commander conducts an initial assessment of the battle tasks to be 

trained and the tools available. This assessment is presented, graphically, in figure E-6. The 

simulation/simulator tools rated with a 1 provide a high level of task replication and fidelity. Tools in 

this range also provide excellent visualization properties. A 2 rating indicates an adequate level of 

value, while a 3 rating indicates a low-end support tool with several shortcomings that may detract 

from training efforts. 
_________________________________________________________________________ ARTEP 1-111-MTP 

E-11

Task Janus BBS ModSAF TSTT CMS AVCATT 

Prepare for operations. 1 3 1 2 2 1 

Move to and occupy a battle position/attack by fire 

position. 

2 3 1 3 2 1 

Engage targets. 3 3 3 2 2 1 

Call for indirect fires. 1 2 1 3 3 1 

Employ close air support. 1 3 1 3 3 1 

Provide spot and status reports. 2 3 2 2 2 1 

Depart from a battle position/attack by fire position. 2 3 1 3 2 1 

Conduct rearm and refuel operations. 2 2 2 3 2 1 

Figure E-6. Simulation/Simulator Training Assessment. 

(1) Task analysis. 

(a) Prepare for Operations. Janus and ModSAF provide excellent constructive 

simulations to review company-level SOPs and battle drills. Depending upon location, high fidelity 

terrain databases of the home station may be acquired and used to portray the operation from start to 

finish. By using ModSAF, three-dimensional fly-through reviews can be conducted. In some cases, 

terrain databases can be modified to replicate local landmarks, further heightening sensory cues. 

The terrain analysis capability of Janus and ModSAF provides graphical presentation of lines of sight, 

intervisibility conditions, and maneuver corridors. Threat forces can be portrayed and alternative 

scenarios, based upon unit battle drills, can be conducted. Other combined arms tasks that can be 

trained include call for fire, close air support, and air-ground maneuver coordination. AVCATT’s 

virtual training environment encompasses all of the functionality specified for Janus and ModSAF; 

however, it is superior in its integrated approach to replicating a specific training environment. The 

key point concerning the use of simulations and simulators with this battle task is that they are tools 

that set the stage for the remaining tasks. Every aspect of how to prepare and conduct a mission can 

be viewed and a common understanding of the battlespace can be gained. 

(b) Move to and Occupy a Battle Position/Attack by Fire Position. Simulators 

and simulations provide the commander with a tool he can use to verify the common understanding 

of procedures the unit will follow during the execution of this task. By rehearsing this task in the 

constructive or virtual environment, the commander allows subordinate leaders the opportunity to 

plan and execute their portion of the mission before live execution. With minimal costs and 

resources, a short situational training exercise (STX) can be conducted. Platoon leaders and their 

crews can work at operator stations and conduct dry runs of the upcoming live mission. The 

commander can observe, validate, and lead the mission from a master control station that lets him 

observe the entire situation. Because this task involves the mechanics of flying, the CMS and 

AVCATT are the best tools to use for route orientation and visualization. The CMS uses a geo-typical 

terrain database in contrast to a geo-specific one. Thus, the unit will not be able to train on the same 

route they will fly in the live environment. In addition, the CMS is a stand-alone system that does not 

currently link with other training systems. AVCATT allows the integration of multiple cockpits on a 

common database. ModSAF also provides a three-dimensional view; however, it does not allow a 

crew to operate the full array of systems they would normally use in flight. Janus’ terrain database is 

excellent, but it does not allow three-dimensional viewing. 

(c) Engage Targets. Rapid and efficient execution of target engagements is vital to 

a successful mission. Simulation flight missions cannot fully replicate the engagement of targets in a 

full fidelity tactical scenario. Factors such as accurate OPFOR targets, comprehensive electronic 

warfare conditions, and battlefield clutter can be achieved only in a virtual simulator. CMS and 

AVCATT are the primary tools for training this task. AVCATT is interconnected with other cockpits 

and the OPFOR can be dynamically adjusted to meet the needs of the commander’s training. TSTT 
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E-12

permits gunners to conduct limited crew engagements; however, it cannot be linked for platoon or 

company operations. Constructive simulations—such as Janus and ModSAF—can be used to 

demonstrate target engagement priorities and procedures. They cannot, however, replicate 

individual aircraft engagement procedures. 

(d) Call for Indirect Fires. The skills needed to integrate indirect fires during a 

mission are best supported using AVCATT or ModSAF. Janus also replicates indirect fires; it is an 

excellent tool to evaluate the current level of unit training. CMS and TSTT can be used to a limited 

extent but require numerous workarounds. If crews execute calls for fire and subsequent 

adjustments to standard, the commander can tailor upcoming training to match that level of expertise. 

(e) Employ Close Air Support. The tools used for “Call for indirect fires” can also be 

used with this task. In addition, airspace management issues can be fully replicated in the virtual 

environment and, to a lesser extent, in the constructive realm. 

(f) Provide Spot and Status Reports. Any of the simulators or simulations can 

support this task, but virtual systems are better suited for this training. Janus provides intelligence 

that would not normally be available to a crew. To add realism, crews could filter this information to 

the commander. While this may be an acceptable training trade-off, crews are not provided the 

opportunity to track battle engagements and results accurately. Other factors, such as fuel and 

ammunition status, are not simulated to the same fidelity in Janus as they are in AVCATT or CMS. 

(g) Depart from a Battle Position/Attack by Fire Position. The same tools used 

for “Move to and occupy a battle position/attack by fire position” can be used to train this battle task. 

(h) Conduct Rearm and Refuel Operations. CSS operations are not replicated to a 

high fidelity in any current simulation or simulator designed for battalion training. BBS provides the 

best logistical play in any of the systems but it does not allow a crew to fly to a forward arming and 

refueling point (FARP) to rearm and refuel. The system tracks an icon moving to a CSS unit’s 

location; however, it does not provide the fidelity to address specific issues normally found in a unit’s 

SOP. 

(2) Training Guidance. The commander weighs the OPTEMPO of the unit and the 

availability of selected simulators and simulations. The identification and lock-in of resources several 

weeks prior to execution provides the commander the following tools: AVCATT, Janus, ModSAF, 

and TSTT. Armed with this analysis, the commander issues the training guidance to the unit 

illustrated in figure E-7. 

DAY TIME EVENT TOOL 

Monday 1300-1700 Prepare for operations. Janus, ModSAF 

0800-1200 Move to and depart from BP, engage targets, call 

for fire, employ CAS, provide reports. 

AVCATT, 

ModSAF Tuesday 1300-1700 Move to and depart from BP, engage targets, call 

for fire, employ CAS, provide reports. 

Aircraft 

0800-1200 Review previous training, retrain tasks. Janus, ModSAF Wednesday 1300-1700 Prepare for operations. Janus, ModSAF 

1300-1700 Full-dress rehearsal for night mission. AVCATT, 

ModSAF Thursday 2000-2400 Move to and depart from BP, engage targets, call 

for fire, employ CAS, provide reports. 

Aircraft 

Friday 1300-1700 Review previous mission, retrain tasks. Janus, ModSAF 

Figure E-7. Example Simulation Training. 
_________________________________________________________________________ ARTEP 1-111-MTP 

E-13

The plan outlined illustrates a “crawl, walk, run” approach to training the METL item “Conduct an 

Attack,” using a mix of simulation and the actual aircraft. On Monday, Janus and ModSAF are used 

to demonstrate how the mission should be executed, as the company conducts a complete review of 

the upcoming training. The digital playback capability of both constructive simulations allows training 

at a pace that supports unit needs. All aspects of the mission, as addressed in SOPs, can be 

accommodated. On Tuesday, the company conducts a rehearsal of the mission in the AVCATT. The 

commander reviews all missions and corrects any problem areas before expending live resources 

later that day. Particular focus during the AVCATT mission is on engaging targets with direct, 

indirect, and close air support fires. The afternoon mission is the walk portion of the training. 

Because the unit does not have the organic capability to replicate a live threat, they perform as many 

aspects of the mission as possible with emphasis on moving to and leaving from the battle positions. 

Wednesday is an in-depth review of training to date and retraining of selected tasks if necessary. 

Emphasis is on preparing for the mission on Thursday night. The run portion of training starts on 

Thursday afternoon. Again, the unit conducts a full mission rehearsal in the AVCATT. On Thursday 

night, the commander leads the unit on the night execution of the mission. As mentioned earlier, the 

commander balances the execution of the mission with the tools available. During the night phase, 

emphasis is again placed upon moving to and leaving from battle positions. Use of the AVCATT is 

stressed because it provides a robust and dynamic threat environment. Friday is used to review the 

week’s training and to retrain crews as required. 

b. Train and Certify Leaders. Training with simulations and simulators requires all participants 

to have a solid working knowledge of how the systems operate. Platoon leaders and instructor pilots 

(IPs) must understand how each tool can be used to support their training needs. One of the aviators 

in the unit may be assigned the mission to become fully versed on the use of simulations and 

simulators for training; however, it is critical that all members work to achieve a comfortable level of 

familiarity with these systems. IPs cannot be the sole source of knowledge concerning these 

systems. If the unit does not commit itself to understanding these tools, the full benefit of using 

simulators and simulations will not be realized. 

c. Reconnoiter the Training Sites. Reconnoitering the training sites is an important step that 

applies to the virtual and constructive realms. It is critical that the leadership of the unit visit the battle 

simulation center (BSC) to verify the availability of the systems and the terrain database. The BSC 

personnel can be an asset to support training as long as they are aware of the requirements. 

d. Issue the Training Plan. Issuing the training plan early allows the aviators to review it and 

prepare for the upcoming mission. It is critical that the commander fully explain the upcoming training 

and his expectations. 

e. Conduct Rehearsals. The commander and platoon leaders must review the training for the 

week and validate the plan by reviewing all aspects with key personnel. The first sergeant and IPs 

must understand their respective roles in the training. The first sergeant ensures that all aircraft are 

ready for training and the IPs validate individual training levels for all members and provide the 

commander recommendations concerning crew mix. Failure to rehearse and review the upcoming 

mission sets the stage for less than satisfactory training. 

f. Execute Training. Units train to achieve and maintain readiness. The amount and quality of 

work expended prior to this event will become evident as the training is conducted. Failure to plan 

adequately reduces the effectiveness of the training for the unit and expends resources needlessly. 

g. Conduct an After Action Review. The commander’s plan has AAR periods embedded. 

The use of AVCATT, Janus, and ModSAF allow for high fidelity reviews of the mission via digital 

playbacks. 

h. Retrain (Time Permitting). Retraining is often neglected. Time and resources must be 

allocated to correct deficiencies identified during training events. The use of virtual simulators 

minimizes the expenditure of critical, high cost resources. 

F-1 

Appendix F 

AVIATION BRIGADE DEEP OPERATIONS TRAINING 

SECTION I. INTRODUCTION 

F-1. General. The aviation brigade plays a key role in the operation of the deep operations 

coordination cell (DOCC) for Army aviation deep attack operations. To perform effectively in this role, 

the aviation brigade staff needs specialized training. If training opportunities at the combat training 

centers or during corps battle command training program (BCTP) exercises are too infrequent to 

sustain the brigade’s proficiency in operating with the DOCC, the aviation brigade must conduct its 

own staff training. This means that the aviation brigade commander must continually determine the 

staff’s training needs, plan and execute a training program that focuses on critical tasks, and then 

assess the results. The best venue for this type of training is a corps or division headquarters 

deployed to a training site and conducting at least map exercises. However, if there are insufficient 

exercise opportunities, brigades must attempt to replicate critical corps staff elements. The purpose 

of this appendix is to familiarize aviation brigade battle staffs with the intricacies of training for deep 

operations. While not all-encompassing, it should serve to outline the training required for battle staff 

to operate with the DOCC in the conduct of deep operations. 

F-2. Deep Operations Coordination Cell. The DOCC is typically located at the corps/division 

main command post (CP). Its primary function is to plan, synchronize, coordinate, and execute corps 

or division deep operations. The DOCC is concerned with Army aviation helicopters attacking targets 

beyond the forward line of troops (FLOT). It also provides a focused, centralized organization for 

planning and coordinating all deep operations. 

a. DOCC Functions. The DOCC is the battle command and control facility that supports deep 

operations. The DOCC’s primary functions are to plan, synchronize, coordinate, and execute deep 

operations. These functions are illustrated in figure F-1, and are described in greater detail below. 

(1) Plan. The DOCC maintains situational awareness by staying abreast of the status of 

close and rear operations and continually assessing their relationship with deep operations criteria. 

The DOCC develops and wargames courses of action (COAs) based on decisions to attack deep 

targets. The DOCC identifies high-payoff targets (HPTs) to be tracked and attacked, and defines 

intelligence collection requirements. The DOCC develops and issues orders in support of deep 

operations. 

(2) Synchronize. The DOCC provides critical fusion of information and synchronizes 

assets across all battlefield operating systems (BOSs). The DOCC allocates combat power for the 

execution of deep operations, and synchronizes deep operations with joint and higher headquarters. 

(3) Coordinate. The DOCC coordinates attack means for target engagement. The DOCC 

coordinates intelligence and electronic warfare (EW) assets; it confirms and validates information to 

determine if the original decide criteria for the attack remains valid. The DOCC coordinates airspace 

and deep fires to ensure support for planned deep operations. It also coordinates input into the air 

tasking order (ATO). 

(4) Execute. The DOCC acts as the battle command and control facility for executing 

deep operations. The DOCC executes the targeting process, ensuring that the commander’s intent, 

missions, and events drive the process. Also, the DOCC makes battle damage assessments (BDAs) 

to determine if attacks have had the desired effects. The DOCC develops specific abort criteria for 

each deep attack operation. 
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F-2

Figure F-1. DOCC Functions. 

b. Corps vs. Division. The DOCC is typically located at the main CP. If formed within the 

corps, the DOCC is generally a fixed, full-time organization. If formed within the division, the DOCC 

may be either a full-time cell or an ad hoc organization, depending on the size, scope, mission and 

organic deep attack assets assigned to the division. In either case, the DOCC is not resourced in the 

table(s) of organization and equipment (TOE)—resources must come from the allocated force 

structure. Other distinguishing characteristics of the DOCC at the corps and division levels are as 

follows: 

(1) Corps is usually the first echelon at which other service components provide significant 

fire support assets beyond field artillery and other Army systems. As compared with the division, the 

corps has more organic assets to look deep into the battlefield. It also has various systems that link it 

to echelons above corps and to national collection and attack systems. The corps normally conducts 

deep operations against the enemy’s uncommitted forces or resources to prevent him from using 

them where and when he wants on the battlefield. 

(2) The actions and functions of the corps and division targeting teams are essentially the 

same. The primary differences are the depth at which the commander focuses his deep fight and the 

organic assets available to the commander to execute his plan. 

(3) Corps aviation brigades conduct shaping and deep operations in the corps area while 

division aviation brigades conduct shaping and decisive operations in the division area. 

c. DOCC Organizations. Making deep operations work requires the efforts of several 

elements working with the fire support coordinator (FSCOORD). The corps artillery brigade 

commander, or chief of staff—who recommends approval of all deep operations—usually leads the 

DOCC. Routine operations are usually performed and assigned to a DOCC battle captain. The 

DOCC may consist of members of the following sections or staff elements: 
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F-3

• Targeting team. 

• Army aviation: 

• Division: from the aviation brigade. 

• Corps: from the corps aviation brigade; corps attack regiment; and/or corps 

aviation group (if assigned). 

• Fire support element (FSE). 

• Intelligence cell. 

• Army airspace command and control (A2C2) element. 

• G3 Air and G3 Plans. 

• Electronic warfare officer (EWO). 

• Air defense artillery (ADA). 

• Psychological operations (PSYOP). 

• Air liaison officer (ALO). 

• Naval liaison element. 

• Special operations command and control element (SOCCE). 

Additional assistance may be required from other staff agencies. Also, several members of the 

DOCC may perform functions within multiple cells (see figure F-2). 

Figure F-2. DOCC Organization. 

F-3. Overview of Deep Operations Planning. Deep operations planning is not only 

accomplished in the DOCC. It is an integral part of the military decisionmaking process (MDMP) that 

division and corps battlestaffs use to develop plans and orders. During this process, staffs use the 

decide, detect, deliver, and assess (D3A) targeting methodology. 

a. Targeting Process. Targeting is a combination of intelligence functions, planning battle 

command, weaponeering, operational execution, and combat assessment. The D3A methodology 

facilitates the attack on the right target, with the right asset, at the right time. The following is a brief 
ARTEP 1-111-MTP _________________________________________________________________________

F-4

description of the D3A methodology, followed by a discussion of deep operations planning and 

targeting during the MDMP. A detailed description of the D3A methodology is included in 

FM 6-20-10. 

(1) Decide. The decide function provides the overall focus and sets priorities for 

intelligence collection and attack planning. In the process, the staff answers the following questions: 

• What targets must we acquire and attack? 

• In what priority should we attack the targets? 

• When and where are we likely to find the targets? 

(2) Detect. The detect function determines the accurate, identifiable, and timely 

requirements for collection systems. In the process, the staff answers the following questions: 

• Who or what can locate the targets? 

• What target location accuracy is required to attack the target? 

• How long will the target remain in its location once acquired? 

• If the HPT is mobile, how do we track it? 

(3) Deliver. The deliver function executes the target attack guidance and supports the 

commander’s battle plan once the HPTs are located and identified. In the process, the staff answers 

the following questions: 

• When should we attack the target? 

• What is the desired effect we want to have on the target? 

• What attack system (lethal, nonlethal) should we use to attack it? 

• What unit(s) will conduct the attack? 

• How will we conduct the attack (number, type munitions)? 

• What is the response time of the attacking unit? 

(4) Assess. The assess function is the determination of the effectiveness of force 

employment. In the process, the staff answers the following questions: 

• Did we achieve the desired effects on the target? 

• If not, what are the enemy’s combat effectiveness, capabilities, and intentions 

now? 

• Is a re-attack necessary? 

b. Deep Operations and the Military Decisionmaking Process. The entire staff participates 

in the MDMP and supporting command estimate process. The MDMP results in the commander’s 

approval of critical operations, including those deep operations that become the focus of the DOCC. 

The commander determines the HPTs associated with deep operations, identifies the resources 

available to conduct these deep operations, and directs the DOCC to develop the detailed plan. 

(1) Mission Analysis. The primary purpose of mission analysis is for the commander to 

visualize the parameters of his mission. During mission analysis the G2 identifies high value targets 

(HVTs) from his analysis of the enemy COA. Additionally, other staff members review their BOS 

assets and identify any that can assist in the detect, deliver, or assess functions. All this information 

helps to confirm, deny, or modify the commander’s visualization of the tactical situation. 

(2) Commander’s Guidance. The commander provides the staff with an understanding of 

how he visualizes the situation and what he believes is the decisive point of the mission. The 

commander identifies HPTs—those enemy targets he believes will contribute the most to the success 

of the mission if successfully attacked. He also issues attack guidance, by BOS, specifying what 

effects he wants to achieve on each HPT. This focuses the staff on specific COAs. 

(3) Course of Action Development. During COA development, the staff can make 

recommendations to add, delete, or modify the HPTs and attack guidance the commander has 

articulated. Within each COA, forces are arrayed and assigned mission type orders (task and 

purpose) to acquire, attack, and assess these HPTs to meet the commander’s guidance. 

(4) Wargaming. The commander and staff wargame the COAs to ensure that all BOS 

elements are fully integrated and synchronized. They prioritize the HPTs, formulate the G2’s 

collection plan, prepare the reconnaissance and surveillance (R&S) plan, and identify systems to use 

to achieve the desired effects on each HPT. They also determine target selection standards, which 
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F-5

identify the time, accuracy, and observer requirements necessary to launch attacks on HPTs. 

Additionally, the commander and staff identify all requirements to assess the results of each attack. 

The results of the wargaming are reflected in the target synchronization matrix. A target 

synchronization matrix visually indicates— 

• The prioritized HPTs. 

• The HPTs known, suspected, or templated locations. 

• The asset tasked to detect and track each HPT. 

• The asset or delivery means tasked to attack each HPT. 

• The desired effects. 

• Any requirement for assessment and the asset tasked to conduct the BDA. 

SECTION II. TRAINING CONSIDERATIONS 

Deep operations are difficult from beginning to end. It takes considerable training to become 

proficient at planning, coordinating, synchronizing, and executing deep operations. 

F-4. Fundamentals. The challenges inherent in deep operations require meticulous command 

and staff training in the DOCC functions, procedures, information management, orders preparation, 

and rehearsals. 

a. Training Method. The aviation brigade commander structures training by presenting the staff 

with situations in which they participate in the DOCC and subsequently conduct a complete or an 

abbreviated MDMP at the brigade level to plan the deep attack. The commander coaches and 

directs questions to the staff members, asking them to explain or clarify their rationale. The 

commander then assesses the accuracy and depth of their thought processes and their products. He 

provides feedback to the staff, assessing how well staff members have provided the information and 

support that the DOCC requires. The commander uses this procedure for staff training in individual 

and collective battle tasks, basing training on hypothetical situations or on actual war plans. This 

training helps the commander and staff to— 

• Sharpen thinking. 

• Assess what additional training the staff needs. 

• Increase understanding of how the DOCC operates. 

• Improve cohesion and enhance morale, trust, and confidence. 

• Determine how best to modify the procedures in a time-constrained environment. 

• Increase understanding of each member’s role in the DOCC process. 

b. Participants and Roles. This training should include all elements that will be expected to 

participate in the process; it must incorporate staff NCOs and enlisted soldiers. During the training, 

the staff should identify the specific roles and responsibilities of each individual involved. 

c. Initial Training. If the staff is relatively inexperienced, training should begin with seminars on 

the DOCC process. These classes should focus on ensuring that personnel who participate in the 

DOCC understand the formal process. A good technique is to conduct this training using the small 

group instruction (SGI) method, similar to that used in the advanced courses, with the commander 

serving as the SGI. The staff must first be able to perform its tasks to standard before it can attempt 

to abbreviate the process. 

d. Follow-On Training . After the initial training, the commander should exercise the staff using 

the DOCC process. 

e. Training Frequency. The frequency of the training will depend on personnel turbulence. 

F-5. Rehearsals. Deep operations are complex. They require precision in planning and execution. 

The cognitive thinking that must be displayed on the battlefield can be acquired only through practice 

and rehearsals. Deep attack rehearsals should be across all BOSs, include essential representation 

from all BOSs, and rehearse the essential functions of all BOSs—not just maneuver, fire support, and 

command and control. The first run-through rehearsal should cover the plan and all elements from 
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F-6

beginning to end. Subsequent run-throughs should incorporate different enemy COAs, friendly 

casualties, and contingencies. This variety forces planning redundancy, and prepares all elements to 

continue the mission in the event that contingencies are executed during the mission. 

F-6. DOCC Aviation Cell Responsibilities and Functions. In support of deep operations, 

the brigade staff may operate wholly from the brigade main CP, or establish an aviation cell as part of 

the corps/division DOCC. When established, the manning and configuration of the DOCC aviation 

cell will vary from unit to unit and sometimes from mission to mission. Also, many supporting actions 

are conducted from the brigade main CP in coordination with the DOCC aviation cell. Regardless of 

its particular configuration, the functions that the cell and/or its main CP counterparts perform remain 

constant. Personnel located in the aviation cell must be prepared to assume the functions and 

responsibilities of another member. 

a. Aviation Commander. The aviation commander at the division level will be the aviation 

brigade commander. At the corps level, the aviation commander will be the aviation brigade 

commander, the attack regiment commander, or the aviation group commander. The commander 

may split time between several locations throughout the course of deep operations. His location on 

the battlefield should be based on where he can best influence the operation. The aviation 

commander— 

(1) Provides command and control of organic aviation assets and resources that support 

deep operations. 

(2) Advises division/corps commander and staff on the application of aviation in deep 

operations. 

(3) Ensures that the brigade’s operations support the higher commander’s intent. 

(4) Ensures that the division/corps staff is aware of the aviation force’s support 

requirements, especially the detailed intelligence products for en route to the objective, at the 

objective, and for the return trip. 

b. Chief of Staff/Executive Officer. The chief of staff (CofS)/executive officer (XO) typically 

supports the DOCC from the brigade main CP. The CofS/XO— 

(1) Coordinates combat support (CS) for the deep operation. 

(2) Ensures that combat service support (CSS) is continuous. 

(3) Remains current on the tactical situation and is prepared to assume command if 

required. 

c. S1. The S1 typically supports the DOCC from the brigade administrative and logistics 

operations center (ALOC). The S1— 

(1) Coordinates all replacement operations for the brigade. 

(2) Maintains strength accounting for brigade and attached units. 

(3) May be the officer in charge (OIC) for the ALOC. 

d. S2. The S2 is typically located in the DOCC aviation cell. The S2 directs intelligence 

operations and the intelligence preparation of the battlefield (IPB), supervises the S2 section, and 

recommends the commander’s critical information requirements (CCIR). The S2 also assists in the 

development of the R&S plan. The S2— 

(1) Provides the commander with the intelligence he needs to make decisions. 

(2) Directs intelligence operations to satisfy the commander’s requirements, and ensures 

that intelligence operations support the concept of the operation. 

(3) Provides the intelligence link between the corps G2/analysis and control element (ACE) 

and the aviation brigade commander, his staff, and his subordinate commanders. 

(4) Ensures that intelligence and combat information, and weather and topographic 

products are disseminated to the staff and subordinate units. 

(5) Recommends CCIR for brigade operations. 
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F-7

(6) Develops the tactical R&S plan for the brigade, and monitors its execution. 

(7) Participates in the targeting process. Coordinates with corps G2/ACE to provide 

accurate and detailed information on weather conditions, topographic data, and enemy activity along 

all flight routes, and in the vicinity of all landing zones (LZs), battle positions (BPs), and engagement 

areas. 

(8) Assists in the planning of lethal and nonlethal suppression of enemy air defense 

(SEAD) for cross-forward line of own troops (FLOT) aviation operations, in concert with corps artillery 

(CARTY), G2, and G3. 

(9) Performs BDA for aviation operations, in concert with the corps G2/ACE. 

(10) Assists the S3 in determining decision points. 

e. S3 Operations. The S3 Operations is typically located in the DOCC aviation cell. The S3 is 

a primary decisionmaker and supervises and coordinates the brigade staff at the DOCC. The S3 

Operations— 

(1) Provides the operational link to the command group, the G3, and the DOCC. 

(2) Coordinates, integrates, and synchronizes organic and supporting combat, CS, and 

CSS assets to support current deep, close, and rear combat operations for the brigade. 

(3) Allocates resources and establishes priorities in support of the brigade. 

(4) Prepares and issues WARNOs and FRAGOs to support the current operation. 

(5) Coordinates and conducts deep operations in support of close and rear operations. 

(6) Conducts deep operations Go/No-Go decision brief in accordance with the battle 

rhythm. 

(7) Monitors the operations of higher, lower, and adjacent units. 

(8) Monitors close, deep, and rear operations. 

(9) Assists the A2

C2 process by synchronizing the airspace requirements of brigade 

aviation units with other airspace users. 

f. S3 Plans. The S3 Plans is typically located in the DOCC aviation cell. The S3 Plans— 

(1) Conducts parallel planning with the S2, S3 Operations, and S4 elements to facilitate 

transitioning from current operations to implementation of future operations. 

(2) Plans, integrates, coordinates, and synchronizes all BOSs into future operations. 

(3) Produces OPLANS, WARNOs, and FRAGOs to support transition to future operations. 

(4) Continuously monitors current operations to anticipate and adjust future planning 

requirements. 

g. Fire Support Officer. The fire support officer (FSO) is typically located in the DOCC aviation 

cell. The FSO— 

(1) Plans, coordinates, and integrates all fire support for brigade operations. 

(2) Synchronizes all assigned and supporting lethal and non-lethal fires in support of deep, 

close, and rear operations. 

(3) Establishes priorities and allocates available fire support resources to support the 

brigade battle. 

(4) Plans and controls all deep fires in support of aviation cell operations. 

(5) Provides field artillery intelligence officers (FAIOs) to the ACE to facilitate the aviation 

cell targeting process. 

(6) Responds to requests for additional fire support from other subordinate FSOs. 

(7) Participates and supervises the aviation targeting process in the aviation cell and 

DOCC. 
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F-8

(8) Coordinates with the A2C2 element to identify current artillery firing unit locations, 

changes to fire support coordination measures, and significant fires, which may impact airspace 

activity. 

h. A2

C2 Liaison Officer. The A2C2 elements at the corps and division levels accomplish future 

operational planning tasks. At the corps level, A2C2 staff exercise airspace control responsibilities for 

the deep fight and corps rear airspace users. At the division level, they focus primarily on the 

conduct of battles and engagements from the division rear boundary forward. The corps and division 

A2

C2 staff representatives include: G3 Air, air traffic services, aviation, ADA, field artillery, Air TACP, 

ANGLICO, and others, as required. The aviation liaison officers (LNOs) in the A2C2 elements at the 

division and corps levels typically support the DOCC from the corps/division main CP. The A2

C2

LNO— 

(1) Works directly for and responds to taskings by the S3. 

(2) Ensures that the airspace is appropriately coordinated, integrated, and synchronized to 

support deep, close, and rear operations. 

(3) Coordinates airspace to support tactical and logistics operations. 

(4) Integrates and coordinates United States Air Force (USAF) and Army tactical air 

support for shaping, decisive, and sustaining operations. 

i. Air Defense Artillery Officer. The air defense artillery officer (ADAO) is typically located in 

the DOCC aviation cell. The ADAO— 

(1) Coordinates, integrates, and synchronizes all ADA elements into aviation cell planning. 

(2) Continuously monitors ADA unit dispositions and range of weapons systems to ensure 

that the brigade conducts tactical operations under an overlapping coverage of both corps and higher 

ADA assets. 

(3) Plans, integrates, coordinates, and synchronizes ADA assets in support of the brigade 

battle. 

(4) Coordinates with the S3 Air, aviation cell planners, A2

C2 ALO, and corps ALO to 

perform the A2C2 mission. 

j. Chemical Officer. The chemical officer (CHEMO) typically supports the DOCC from the 

brigade main CP. The CHEMO— 

(1) Coordinates, integrates, and synchronizes all nuclear, biological, and chemical (NBC) 

elements into aviation cell planning. 

(2) Works for and reports to the S3. 

(3) Establishes priorities for NBC in support of the brigade deep, close, and rear 

operations. 

k. Signal Officer/S-6. The signal officer/S6 (SIGO) typically supports the DOCC from the 

brigade main CP. The SIGO— 

(1) Coordinates, integrates, and synchronizes all organic and supporting communications 

assets (including satellite communications) to support the brigade battle(s). 

(2) Allocates resources and establishes priorities for deep, close, and rear signal 

operations. 

(3) Anticipates and plans for the employment and positioning of communications assets for 

future operations. 

(4) Plans brigade communications operations. 

(5) Conducts battlefield frequency spectrum management. 

(6) Prepares and manages the tactical telephone directory. 

(7) Requests and manages satellite access. 
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F-9

l. S4. The S4 typically supports the DOCC from the brigade ALOC. The S4— 

(1) Coordinates, integrates, and synchronizes all logistics planning and operations for the 

brigade’s battle(s). 

(2) Monitors and reports the current logistics status of the brigade. 

(3) Coordinates with the brigade’s units for reports on supply, services, transportation, and 

maintenance status. 

(4) Advises the aviation commander on the brigade’s capabilities for current and future 

operations. 

(5) Participates in the planning of future operations as an active member of the plans battle 

staff. 

(6) Plans future logistical operations in support of the brigade’s operations. 

(7) Coordinates with supporting agencies for logistical requirements. 

m. Assault Helicopter Plans Officer(s). The assault helicopter plans officers are experienced 

pilots-in-command. They typically are located in the DOCC aviation cell. The assault helicopter 

plans officers— 

(1) Conduct lift helicopter planning to support deep operations to include C2

 aircraft, aerial 

resupply aircraft, and Fat Cow operations. 

(2) Submit airspace control measures (ACM) requests to the A2

C2 cell for airspace control 

order (ACO) development. 

n. Attack Helicopter Plans Officer(s). The attack helicopter plans officers are experienced 

pilots-in-command. They typically are located in the DOCC aviation cell. The attack helicopter plans 

officers— 

(1) Conduct deep attack helicopter route planning and timeline planning, and identify 

potential forward arming and refueling point (FARP) locations. 

(2) Submit ACM requests to the A2

C2 cell for ACO development. 

o. Liaison Officer. The liaison officers (LNOs) are responsible for coordinating with 

supporting/supported units in the DOCC for future operations. LNOs— 

(1) Serve as the future plans officer for the aviation cell. 

(2) Brief the aviation plans portion of the briefing to the Army forces (ARFOR) CofS during 

the targeting board meeting. 

(3) Coordinate with supporting units within the DOCC to synchronize future deep 

operations and to assist in the preparation of the deep operations conditions check briefing. 

(4) Send ATO input to the battlefield coordination detachment (BCD) to put Army aviation 

assets on the ATO; coordinate the ATO cycles for the next 48 to 96 hours. 

SECTION III. TRAINING METHODOLOGY 

The commander develops the brigade mission essential task list (METL) in accordance with 

FM 25-100 and FM 25-101. If deep attack is part of the brigade METL, the staff must be trained to 

perform the tasks that support that mission. Rapid changes in staff composition require a training 

program that will— 

• Quickly orient newly assigned staff members. 

• Rapidly assess the staff’s technical and tactical proficiency. 

• Provide battle-focused individual and collective staff training. 

• Provide sustainment of soldier, leader, and team skills. 

F-7. Staff METL. The brigade staff and slice elements develop a staff METL that supports the 

brigade METL. The staff as a whole must develop its METL to support the brigade METL; likewise, 

each staff section develops their unique training to support the staff METL. The battle staff METL is 
ARTEP 1-111-MTP _________________________________________________________________________

F-10

reviewed by the brigade executive officer and approved by the brigade commander. As part of this 

process, the staff METL for the corps should also be reviewed to ensure synchronization of the 

training effort. 

F-8. Training Echelons. DOCC staff skills are trained mainly during multiechelon training 

activities. DOCC/deep attack training crosses echelons above and below the brigade level. Although 

each echelon has its unique training requirements, tasks selected for training by subordinate leaders 

support the training objectives of the commander directing the event. The linkage between the 

DOCC, aviation brigades, and aviation attack battalions is portrayed in figure F-3. 

F-9. Combined Arms Training Strategy. The combined arms training strategy (CATS) is the 

Army’s over-arching strategy for the current and future training of the force (see appendix A). This 

training strategy— 

• Describes how the Army will train the total force to standard. 

• Consists of unit, individual, and self-development training strategies. 

• Identifies, quantifies, and justifies the training resources required to execute the 

training. 

Linkage between the DOCC and the 

Aviation Brigade and Attack Battalion 

DOCC 

• Sets battlespace. 

• Develops intelligence. 

• Provides fires. 

• Sets CSS rates. 

• Provides C2

 assets. 

Aviation Brigade 

• Plans battlespace. 

• Requests intelligence. 

• Plans fires. 

• Plans CSS 

• Plans and executes C2. 

Attack Battalion 

• Executes in battlespace. 

• Uses and requests 

intelligence. 

• Plans and directs fires. 

• Requests and executes CSS 

• Executes tactical C2. 

Figure F-3. DOCC-Aviation Linkage. 

F-10. Deep Attack Critical Training Gates. Critical training gates are training events that 

soldiers and units must perform to standard prior to performing subsequent tasks or events. Initial or 

sustainment training events for missions, collective tasks, and individual tasks are scheduled to 

reflect the unit’s level of proficiency in synchronization with the brigade’s CATS. CATS are the 

Army’s over-arching training architecture. For both individual and collective tasks, training is 

conducted to develop skills in techniques, procedures, and any time-constrained variants. Figure F-4 

shows deep attack critical training gates. The training gates begin with home station training from the 

individual though battalion level for the maneuver units. These are followed by individual and 

collective training for the brigade staff. They culminate with live simulation training at CTCs or during 

warfighter exercises. These training gates represent a “crawl, walk, run” approach to deep attack 

training—the tasks become progressively more difficult as they build on the foundation of success 

and proficiency laid by performing supporting individual and collective tasks. 

F-11. DOCC/Deep Attack Task Hierarchy. Task hierarchy refers to the relationships among 

tasks; it designates which tasks must be mastered before others can be learned. One can look at 

these as independent, dependent, and interdependent training objectives. Proficiency in individual 

tasks must be attained to standard by the members of the staff before the unit can move on to 

collective staff training. Otherwise, the collective training to be presented cannot be accomplished to 

the required standard. 
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F-11

F-12. Training the Aviation Brigade Staff with the DOCC. The commander and CofS/XO 

must not assume that the necessary training will occur inherently in the course of DOCC planning 

and deep attack execution. Commanders determine which METL tasks they can train within the 

conduct of the higher unit’s training event. Therefore, the brigade’s training objectives should be 

incorporated into the overall goals of the training exercise. For both the aviation brigade and the 

DOCC, there should be a set of tasks that must be evaluated to establish proficiency. Training 

exercises should be developed in such a manner that at least the critical tasks for each staff element 

are trained and evaluated. 

a. Combat Training Centers. The CTC program provides the most realistic training 

environment available for corps and subordinate units during peacetime. CTCs teach combat 

doctrine in a straightforward way—hard-fought battles against a competitive, well-trained, opposing 

force (OPFOR). However, CTC rotations must include the aviation brigade as a planning 

headquarters for deep operations in order for the brigade to benefit beyond the battalion-level 

planning, fire, and maneuver. If a corps or division headquarters is not part of the rotation, a whitecell DOCC must be established in order for the aviation brigade to garner the training required from 

planning deep operations as part of a corps/division operation, rather than as an independent 

maneuver force. 

Figure F-4. Deep Attack Training Gates. 

b. Battle Command Training Program. As the capstone of the CTC program, the BCTP 

provides command and control battle staff training for brigade, division, and corps commanders, their 

staffs, major subordinate commands (MSCs), and special operations forces (SOFs), using simulation 

centers worldwide. As such, it provides essentially the same training opportunities for the brigade 

staff as are provided by live corps- and division-level exercises. BCTP training exercises use 

computer simulations to model combat and battlefield functions. The detailed intelligence products 

and feeds required to execute a deep attack are often not available with a BCTP exercise. Therefore, 

a BCTP exercise usually resolves the gross training requirements but often does not address the 

details. 
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F-12

c. Corps/Division-Level Exercises. The brigade commander must ensure that multiechelon 

corps- and division-level training exercises provide the brigade staff opportunities to meet specific 

training objectives, including DOCC training. Otherwise, training exercises may become ends in 

themselves; that is, they may become focused on executing the particular mission rather than on 

meeting specific training objectives. 

F-13. Training the Brigade Staff Separately. Opportunities to train with the DOCC provide 

only one level of training. Like the training that occurs at the CTCs, training with the DOCC focuses 

on unit tasks rather than on section and individual tasks. Therefore, the brigade must conduct the 

majority of individual and section training on its own. Most of the tasks, skills, and knowledge 

required to operate with or within the DOCC are the same as those used when the brigade staff 

operates on its own. However, the application of these tasks changes with the introduction of the 

DOCC’s functions. Also, the fact that the aviation cell is a subordinate entity within the DOCC 

dictates that it will often have to conform to the DOCC’s unique operational procedures even when 

the aviation force is the supported commander. Commanders should dedicate time to train and refine 

skills for all subordinates in the aviation cell. 

a. Deliberate Practice of Collective Tasks. Deliberate practice of collective tasks is 

appropriate for a variety of training events, including staff battle drills and exercises, and most 

simulation-driven exercises. Listed below are some characteristics that distinguish deliberate 

practice from performance of conventional collective training exercises: 

(1) Repetition. Task performance occurs repetitively rather than at its naturally occurring 

frequency. A goal of deliberate practice is to develop habits that operate expertly and automatically. 

If appropriate situations occur relatively infrequently or widely spaced apart while performing “as you 

fight,” they will not become habitual as readily. 

(2) Focused Feedback. Task performance is evaluated by the coach or the mentor during 

performance. There is a focus on elements of form—on the critical parts of how one does the task. 

During a performance these elements appear in a more holistic fashion. 

(3) Immediacy of Performance. After corrective feedback on task performance, there is an 

immediate repetition of the task so it can be performed more in accordance with expert norms. When 

there is feedback during a performance, it is often presented during an after action review (AAR); 

there is usually no opportunity to re-perform the task and incorporate the feedback until some time 

later. 

(4) Stop and Start. Because of its emphasis on repetition and feedback, deliberate practice 

is typically seen as a series of short performances rather than as a continuous flow of activity. 

(5) Emphasis on Difficult Aspects. Deliberate practice focuses on the more difficult 

aspects of a task. For example, when flying an airplane, normally only a small percentage of one’s 

flight time is consumed by takeoffs and landings. In deliberate practice simulators, a large portion of 

the time is dedicated to landings and takeoffs and relatively little to steady level flight. Similarly, 

deliberate practice enables participants to practice appropriate responses to rarely-occurring 

emergencies.. 

(6) Focus on Areas of Weakness. Deliberate practice can be tailored to the individual and 

focused on areas of weakness. During “train as you fight” performances, the individual desires to do 

his best, and therefore tends to avoid situations in which he knows he is weak. 

(7) Conscious Focus. Expert behavior is characterized by many aspects of a task being 

performed with little conscious effort. Such automatic responses have been built up over time from 

repeated past performances. Normally, in fact, when the expert must consciously attend to the 

individual elements of a task, performance is degraded. In deliberate practice, the learner may 

consciously attend to the element because, in this situation, improving performance at the task is 

more important than performing one’s best. After repeatedly attending to the element to ensure that it 

is performed as desired, the learner resumes performing without consciously attending to the 

element. 
_________________________________________________________________________ ARTEP 1-111-MTP 

F-13

(8) Work versus Play. Deliberate practice tends to feel more like work and requires more 

effort than casual performance. The motivation to engage in deliberate practice generally comes 

from a sense that one is improving in skill. 

(9) Active Coaching. Typically, a coach must be very active during deliberate practice—

monitoring performance, assessing adequacy, and controlling the structure of training. In “train as 

you fight” performances, however, there are usually no coaches. Instead, there are 

observer/controllers (OCs) who attempt to interfere as little as possible in the performance. 

b. Staff Training Seminars on Deep Operations. The intent of staff training seminars is to 

stimulate thought and promote insight into the complexities of deep operations planning. Seminars 

provide information on doctrine, tactics, techniques, and procedures that facilitate training. Seminars 

are an excellent forum in which to present and discuss specific knowledges and skills that must be 

mastered to perform deep operations planning and execution. Topics should include items such as— 

• The deep fight. 

• Attack helicopters in deep operations. 

• DOCC fundamentals. 

• DOCC functions. 

• DOCC battle rhythm. 

• Local DOCC procedures/SOP. 

• Targeting process. 

• Targeting meetings. 

• Deep operations A2C2. 

• ATO. 

c. Staff Section Battle Drills. Staff section battle drills focus on synchronizing the activities of 

members of individual brigade staff sections, for example, the S2 section. The training objectives 

center on improving proficiency in routine staff section functions. 

d. Brigade Staff Battle Drills. Brigade staff battle drills focus training, improve reaction times, 

and provide standardization across the staff. For DOCC operations, trainers use a battle drill 

checklist that outlines all actions to accomplish before, during, and after a deep attack. This checklist 

must be in synch with the applicable corps/division’s DOCC SOP. 

e. Brigade Training Exercises. The commander should request support from the 

corps/division to provide DOCC role players and OC coverage during the exercise. The role players 

act as DOCC members and interact with the brigade staff. The OCs conduct AARs to provide 

feedback throughout the DOCC process. The DOCC aviation cell should be set up to replicate a field 

environment. Conducting the exercise in a garrison or an office environment is much different from 

conducting the exercise in a field setting. Replicating a field environment also provides the 

opportunity to exercise command posts and adjust to their organization or layout based on the 

commander’s desires and the staff’s lessons learned. While conducting DOCC exercises, the 

commander and staff should identify what planning charts and tools they want to incorporate into their 

SOP. The brigade staff should develop and refine its planning according to the corps/division DOCC 

SOP during this training. The training should include confirmation briefs, backbriefs, and rehearsals. 

f. Warfighter Training Support Package. A warfighter training support package (TSP) 

provides the materials needed to train one or more critical collective tasks and supporting critical 

individual tasks (including leader and battle staff). Warfighter TSPs assist the commander in 

conducting and assessing training. They enable trainers to plan, prepare, and execute training in a 

more efficient manner. Warfighter TSPs— 

• Are prepared by the proponent school for unit training of critical collective tasks. 

• Minimize unit preparation time and increase actual training time. 

• Measure unit performance and provide the mechanism for unit certification. 

• Provide a “crawl, walk, run” methodology for training. 

TSPs vary greatly in content depending on the tasks to be trained, the training environment, the 

audience, and the available training aids, devices, simulators, and simulations (TADSS). They can 

range from a paper-based set of lesson plans used to execute classroom instruction to the myriad of 
ARTEP 1-111-MTP _________________________________________________________________________

F-14

materials, orders, overlays, execution matrices, OC instructions, OPFOR cell, computer hardware, 

and simulation-based scenarios required to support a BCTP warfighter exercise. TSPs help the unit 

to achieve the desired level of proficiency in each of the three steps found in the TRADOC Digital 

Learning Strategy. 

SECTION IV. TRAINING EXERCISES 

Collective training exercises help trainers at all levels to develop, sustain, and evaluate units 

performing collective tasks that constitute critical wartime tasks and special mission requirements. 

Several types of exercises are available to a commander for use in conducting deep operations 

collective training. 

F-14. Deep Operations Training Exercises. Training exercises vary in their degree of 

appropriateness for training deep operations. Only those training exercises that are most appropriate 

for deep operations training are discussed below. The multiechelon training opportunities described 

below vary from simple to complex, from inexpensive to resource-intensive, and in their suitability for 

constructive, virtual, or live simulations. For a more detailed discussion of these and other training 

exercises, see chapter 4. 

a. Limited-Scope Training Exercises. During the crawl level of training, limited-scope training 

exercises that are mission-related and designed to train a specific group of collective tasks are 

appropriate. They are characterized by distinct start and stop points that represent a segment of the 

battle. Among these are staff exercises (STAFFEXs) and situational training exercises (STXs). The 

principal and special staffs organize CPs and cells to progressively train up for wartime missions. 

The advantages of these exercises are that their limited scope allows them to be quickly tailored to 

specific training requirements, and, if conducted outside of the context of a larger exercise, allow 

training schedule changes without regard to synchronizing training with lower and higher echelons. 

The shortcomings are that without maneuver of some sort, planning cycles may be unrealistic or 

artificial. 

b. Constructive and Virtual Simulation-Driven Exercises. During the walk level of training, 

simulation-driven exercises add an additional degree of realism in the form of simulated maneuvers. 

These are medium-cost, medium-overhead exercises that may be conducted from garrison locations 

or between participating headquarters. The forces in these exercises are simulated. The types of 

exercises include computer assisted exercises (CAXs), digital training exercises (DTXs), and 

command post exercises (CPXs). Maneuver forces are an important aspect of deep operations 

training. A computer-driven simulation provides force simulation and OPFOR interactions. It helps to 

prevent the development of an unrealistic battle rhythm. These exercises enable the trainer to 

regulate planning cycles, vary the pace depending on the staff’s proficiency, and repeat phases of the 

training as necessary for maximum training effect. If done in conjunction with higher headquarters, 

simulation is a good vehicle for training DOCC functions. It also provides the stage for conducting 

MDMP training. 

c. Field Exercises. Field exercises (live simulation) are high-cost, high-overhead exercises 

conducted under simulated combat conditions in the field. During the run level of training they 

exercise command and control of all echelons in their battle functions. Among these exercises are 

the field training exercise (FTXs), joint training exercise (JTXs), and combined training exercise 

(CTXs). Field exercises provide a method for training major portions of a brigade’s METL, including 

deep operations, and a means to perform the tasks practiced in the crawl and walk levels of training. 

The staff trains during the planning and command and control phases of deep operations. 

Subordinate battalions train during the execution of deep attacks. Exercises conducted in 

conjunction with higher headquarters provide the DOCC interaction required for proficiency in the 

staff’s METL in the area of deep operations. 

F-15. Condition Options. After subordinate units have demonstrated proficiency in their tasks, 

and brigade leaders are trained in their deep operations tasks, training exercises may be conducted 
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F-15

under various condition options that the must be accounted for during planning and execution. These 

conditions may be applied separately or in combination. Examples of the conditions that may be 

applied are included below. 

a. Friendly and Opposing Maneuver Forces. The first condition that should be applied to the 

deep operations training is a simulated or actual friendly maneuver force. The requirement to 

execute the staff’s planning in a simulated or real-world situation forces the planners’ hand in 

maintaining realism and provides a mechanism that regulates the planning process based on 

operating tempo (OPTEMPO) constraints. Employment of a realistic OPFOR, in conjunction with the 

friendly maneuver force, adds additional constraints on planners, as they must account for the 

doctrine, tactics, materiel, and weapon systems of potential adversaries. This condition should also 

include a kill or be killed capability, via constructive, virtual, or live simulation. Live simulation uses 

the Multiple Integrated Laser Engagement System/Air-Ground Engagement System II (MILES/AGES 

II). 

b. Weather and Terrain. The staff must determine how weather and terrain impact deep 

operations. Weather and terrain affect not only the enemy’s movement but our ability to detect, 

deliver, and assess as well. No one staff section or system can provide all the answers. The DOCC 

members must work as a team and also consult other staff sections within the TOC and higher 

headquarters. Marginal weather conditions on the simulated battlefield (constructive and virtual 

simulation) afford the opportunity to train the staff in planning the command and control measures 

necessary to mitigate the effects of marginal weather on tactical operations (with no risk to actual 

aircrews and aircraft). The staff weather officer (SWO) plays a vital role in deep operations planning 

and must be included. The use of automated systems and consultation with a topographical analysis 

detachment provide valuable training for terrain analysis. 

c. Operations in Urbanized Terrain. The compressed battlespace in the urban environment 

creates unique considerations for planning and conducting aviation operations. These considerations 

include operations in urban canyons, deconfliction in confined airspace, restrictive rules of 

engagement (ROE), difficulty in threat analysis, an overload of visual cues, the presence of 

noncombatants, the potential for collateral damage, and the increased risk of fratricide (see 

FM 3-06.1). 

d. Battlefield Organization. A nonlinear, expanded battlefield may routinely create gaps 

between friendly units. These gaps are called noncontiguous areas of operations (AOs). Although 

subordinate elements may be involved in separate linear operations, the corps/division may conduct 

operations that do not conform to a linear battlefield grid of close, deep, and rear operations. The 

battlespace is fluid, changing with the mission, enemy, terrain, troops, time, and civilian 

considerations (METT-TC). The nonlinear battlefield affords the opportunity to plan and execute 

deep operations in two or more directions. The various operational combinations of battlefield 

organization each presents unique planning and execution challenges. (See paragraph F-24 for 

more information on battlefield organization.) 

e. Bypass Criteria. Deep attack orders for attack helicopter units should include bypass 

criteria. Executing units should know what to do if they encounter other high-payoff targets en route 

to or from the primary target. Training scenarios should present units with conditions wherein bypass 

criteria dictate an attack on a target of opportunity, rather than always presenting conditions where 

the attack goes as planned. 

F-16. Situation Options. The exercise should be tailored to the appropriate level of unit 

proficiency. As the unit becomes increasingly proficient, trainers may stress realism by adding 

complex situations, such as— 

a. Restrictive A2

C2 Measures and ATO Conflicts. Rather than training in a continually 

cooperative tactical environment, the periodic introduction of less than favorable A2

C2 measures and 

ATO conflicts forces the staff to plan around these obstacles. In these circumstances, staff must 

negotiate and coordinate acceptable solutions, mitigate the impact of obstacles, and modify plans 

accordingly. Introducing conflict will also potentially involve LNO intervention. 
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F-16

b. Pre- and Post-Launch Abort Criteria. The training scenario(s) should present situations in 

which it is necessary to abort the mission. Including these scenarios helps participants to recognize 

when the mission abort criteria are met, and to practice the actions that are used to abort the mission. 

c. Enemy Courses of Action. Wargaming enemy COAs—a process in which the G2 section 

determines enemy intentions and decision points—greatly influences deep operations planning. 

Wargaming assists with the publication of the operations order, but it does not end there. Rather, it is 

a continuous process, the results of which are briefed by the G2 or his representative daily during 

targeting meetings. During training, the OPFOR should vary its COA, especially if a logical OPFOR 

COA has not been thoroughly analyzed. This process of varying the OPFOR COA will give staff the 

opportunity to react to unexpected OPFOR actions. 

d. Intelligence Information. Intelligence summaries (INTSUMs) and intelligence reports 

(INTREPs) are vital to the targeting process. Intelligence staff members must constantly stay abreast 

of current INTSUMs and INTREPs and provide pertinent information to the DOCC. Deep operations 

are inherently high risk. The commander must have all available intelligence when weighing the risk 

versus the payoff. Intelligence sections should not wait for higher headquarters to push information 

to them but should ask for it often. Likewise, higher headquarters should make every effort to be 

aware of subordinate information requirements and feed reports as quickly as possible. During 

training, the “white cell” higher headquarters should vary the push of information to the staff as their 

level of proficiency increases. That is, after the staff is familiar with what “right” looks like, the trainers 

should not spoon-feed intelligence information to the staff members. Rather, they should provide 

some level of information short of perfect intelligence that forces the staff to ask for the information 

the staff needs to support the mission. 

e. Battle Rhythm. To avoid making the deep attack battle rhythm predictable, trainers should 

not conduct deep attacks at the same time repeatedly. Use of multiple attack helicopter battalions 

requires flexible planning to attack at various times or in multiple locations at the same time. Trainers 

should also consider daylight attacks, which require the staff to plan for the inherent increased risks. 

f. Change of Mission. The DOCC does the full range of planning—not just targeting. Though 

the majority of the DOCC’s effort is in planning, it needs to keep abreast of the close fight. It may be 

necessary at times to cancel or divert a deep attack in order to assist in the close fight. Integrating 

Army airspace requirements into the joint community is difficult and confusing for the uninitiated. 

Planning for contingencies well in advance can make airspace deconfliction much smoother and 

more flexible. Most units plan multiple routes, restricted operations zones (ROZs), and airspace 

coordination areas (ACAs), and submit them to higher headquarters well before their expected or 

planned use. This pre-planning allows the A2

C2 cell to rapidly “turn on” a new route or open airspace 

for the close fight if the situations changes suddenly. During training, diverting the deep attack force 

to assist in the close fight will show immediately whether the staff has sufficiently planned for this 

contingency. 

g. Engagement Areas and Attack by Fire Positions versus Zone of Attack. For Army 

aviation, the traditional control measures for deep attacks are attack by fire positions and 

engagement areas. These restrictive control measures greatly facilitate deconfliction of fires and 

airspace. Though not doctrinal, some units have used zones of attack instead. This method is 

particularly useful when the target is moving or is spread across a large area. The downside is the 

additional difficulty in deconflicting fires and airspace. During training, the situations and missions 

should be adjusted to dictate planning and execution of both types of control measures. Both 

measures are illustrated in figure F-5. 
_________________________________________________________________________ ARTEP 1-111-MTP 

F-17

Figure F-5. Army Aviation Deep Attack Control Measures. 

h. Liaison. Synchronization with division, corps, and joint headquarters is critical. Close 

coordination between headquarters prevents duplication of effort and airspace conflicts. Also, staff 

planners must have current graphics. Automated systems such as the Automated Deep Operations 

Coordination System (ADOCS) can help deconflict graphics between headquarters, but transmission 

may be unacceptably slow due to a limited communications infrastructure. Training exercises must 

emphasize use of liaison officers; trainers may intentionally stovepipe some information in order to 

exercise the liaison channels. 

i. Target Location Error. Currently there are no target location error (TLE) standards for 

attack helicopters. FM 6-20-10 mentions 1 km as an example; however, for aviation, TLE should be 

based on the ability of the pilot to find the target. The pilot’s ability will depend on weather, terrain, 

enemy activity (moving or stationary), and the type of target (armor, artillery, etc). For aviation, TLE 

may change based on the conditions. TLE should be the commander’s call based on a thorough IPB, 

reconnaissance, surveillance, and knowledge of the aviation unit. It is subjective and should be 

incorporated into the D3A methodology and the go/no-go decision for each mission. Too often, units 

begin the go/no-go brief with poor intelligence on the target and end up launching what might be 

called a “deep movement to contact” instead of a deep attack, thus greatly increasing risk and 

reducing chances for success. 

j. Dwell Time. Enemy units have established doctrinal times for survivability moves, refuel 

stops, etc. Applying this information (target selection standard) into the planning process and at the 

go/no-go decision point can greatly improve the discipline and success rate of deep missions. By 

varying the last position report of targets, trainers may discipline the staff to ask the question, “What 

is the established dwell time for the type of target?” The next question should be, “How current is the 

last position report of the target?” This will train the staff to avoid sending aviation units (or indirect 

fires) after a target that is no longer there. 

k. Combat Search and Rescue. Combat search and rescue (CSAR) must be included when 

planning aviation cross-FLOT missions. Divisions have limited CSAR capability so planners should 

consider assets available at the corps level and above. Often times the joint forces air component 

commander (JFACC) will have a plan and assets for theater level CSAR. 
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F-18

F-17. Complex Situations. The following considerations are presented to assist trainers in 

structuring exercises to present some of the common problems encountered during deep operations 

planning. 

a. Multiple, Sequential Deep Attacks. Continuous deep operations (day and night) prevent 

the enemy from recovering. DOCC planners may concentrate heavily on the employment of Army 

aviation, predominately at night. As a result, little attention is given to daylight operations, resulting in 

relatively weak close air support (CAS), air interdiction (AI), and indirect fires during the day. This 

allows the enemy to recover, reorganize, and move before nightfall. The extended planning cycles 

required by the introduction of multiple, sequential deep attacks into training requires the staff to deal 

with the factors of staff manning, fatigue, fighter management, tactical sustainment, etc. 

b. Other Simultaneous Brigade Missions (Nondeep Attack). Other combat, CS, and CSS 

missions that the staff is responsible for planning requires the staff to man the aviation deep 

operations cell, while faithfully planning and executing other brigade missions. 

c. Multiple, Simultaneous Deep Attacks. Simultaneous deep operations challenge the staff 

to plan and execute multiple missions at the same time. The execution of multiple, simultaneous, 

deep attacks introduce internal competition for assets to support the planning and execution of each 

deep attack. 

d. Multiple, Simultaneous Deep Attacks (Including Other than Aviation). The DOCC plans 

and executes deep operations with the corps/divisions. Simultaneous deep operations that involve 

other systems introduce external competition for DOCC assets and for supporting corps/division 

combat, CS, and CSS assets. They also introduce possible additional coordination considerations 

and requirements. 

e. Synchronizing and Deconflicting Fires during Deep Attacks. Because no plan survives 

the first contact, DOCC members should expect the need to deconflict fires “on the fly.” Several 

techniques are useful for doing this. Fire support coordination measures and airspace control 

measures should facilitate the expected and the unexpected. These measures should encompass 

alternate routes, engagement areas, and the accompanying SEAD target sets. The DOCC should 

have automated, as well as alternate voice means, of turning control measures on and off as needed. 

Additionally, the deeper the attack goes, the more difficult it becomes to maintain communications. 

Simulation-driven training exercises should reflect this fact. In doing so, the exercises help train the 

staff to consider alternative sources available to relay transmissions. 

SECTION V. SUPPORTING KNOWLEDGES 

The DOCC must be a cohesive team. All members must fully understand Army, joint, and combined 

deep operations doctrine, missions, and capabilities. In addition to knowledges required to perform 

tasks associated with other operations, aviation brigade battlestaffs must have a firm grasp of the 

information and facts required to perform the tasks needed to seamlessly integrate and coordinate 

with other members of the DOCC during deep attack operations. 

F-18. Targeting Methodology. The commander directs the targeting effort, but normally 

appoints one individual to supervise the process. In the main CP, the chief of staff is responsible for 

supervising the targeting process and the targeting team. At corps level, the fire support coordinator 

(FSCOORD) could be an alternate supervisor. The targeting team incorporates the mission 

statement, the commander’s intent, and the concept of the operation into the target value analysis 

(TVA) process. 

a. Targeting Cycle. The targeting process is a continuous and cyclic effort. The phases are 

sequential in the context of any given planning cycle. During continuous operations, execution of 

current operations may occur at the same time as planning future operations. These recurring tasks 

and their associated products are best managed through workable SOPs. SOPs must be tailored to 

the unit’s structure and operating environment to ensure a cohesive, coordinated targeting effort. 

Appendix J of FM 6-20-10 shows a sample SOP for a targeting team at the corps or division level. 
_________________________________________________________________________ ARTEP 1-111-MTP 

F-19

b. Target Coordination. Targets and missions beyond the capability of the corps or division to 

attack with their assets are passed to higher headquarters for action. The staff must know when the 

requests must be submitted for consideration within the higher headquarters target planning cycle. 

The synchronization of these missions with ongoing operations may be critical to the success of the 

unit mission. Close coordination between higher and lower headquarters is critical to provide 

integration and synchronization of plans. A key to coordination for both planning and execution is the 

use of LNOs at all headquarters. 

F-19. Targeting Synchronization. During execution of the plan, the commander and staff must 

periodically evaluate the current fight and determine if the concept of operations should be modified. 

This evaluation is typically conducted at a synchronization meeting (sometimes referred to as a 

targeting meeting). This meeting is nothing more than a very compressed MDMP during which the 

commander and staff walk through the D3A methodology to verify that the ongoing operations and 

resources are focused toward finding, attacking, and assessing valid HPTs. This meeting verifies 

and updates the HPT list; verifies, updates, and re-tasks available collection assets for each HPT; 

verifies and reallocates delivery systems to engage each HPT; and confirms which assets are tasked 

to verify the effects on each target after it is attacked. Synchronization meeting success requires 

focused participation by all BOS representatives, preparation by all participants, and the rapid 

development and dissemination of products. The meeting is normally held in the DOCC. 

F-20. Battlefield Delineation. A recurring point of contention in dealing with deep operations is 

the delineation of the battlefield. Is the battlefield defined in relation to one commander’s area of 

operations, is the delineation dependent on the mission of the enemy force, or is the battlefield 

defined in relation to a subordinate commander’s capability to find and engage the enemy? In the 

context of the linear battlefield, this delineation, for fire support purposes, usually focuses on the fire 

support coordination line (FSCL). 

a. Fire Support Coordination Line. The FSCL is used by the ground force commander to 

coordinate fires of air, ground, or sea weapons systems using any type of ammunition against 

surface targets. It follows well-defined terrain features and must be coordinated with close air 

support (CAS), air interdiction (AI), and other supporting elements (see FM 101-5-1). 

b. Locally-Defined Control Measures. For a variety of reasons, units design their own control 

measures to divide battlefield responsibilities for deep and close. For instance, the ground force 

commander may establish the FSCL beyond the battlespace of the division commander and, 

possibly, the corps commander. Examples of just such an action include the reconnaissance and 

interdiction planning line (RIPL) in Europe, and the deep battle synchronization line (DBSL) in Korea. 

Neither term is doctrinal in its origin, yet both theaters have a clear understanding of what they mean 

in their respective theaters. Doctrinal control measures (phase lines), with a locally defined purpose 

within the corps, can further divide the close and deep responsibilities. One corps uses a battlefield 

coordination line (BCL) to delineate the corps and major subordinate commands areas of 

responsibility, relative to deep operations, intelligence collection, and fires. This line requires 

divisions and major subordinate commands (MSCs) to coordinate with the corps prior to conducting 

deep operations beyond the BCL. Conversely, the corps is required to coordinate with the major 

subordinate command before conducting operations within the BCL. The BCL is a measure that has 

been used successfully in several warfighter exercises. Brigade planners must be thoroughly familiar 

with theater-specific, common reference system(s). They provide a universal, joint perspective with 

which to define specific areas of the battlespace, enabling the joint force commander (JFC) and 

component commanders to efficiently coordinate, deconflict, and synchronize surface time critical 

targeting (TCT) attacks. 

F-21. Air Tasking Order. The air tasking order (ATO) is a method used to task and disseminate 

to components, subordinate units, and command and control agencies projected sorties, capabilities, 

and specific missions. It normally provides specific instructions to include call signs, targets, and 

controlling agencies as well as general instructions. When it comes to deep operations, the ATO is 

the key to synchronization. The JFC’s battle rhythm drives the ATO cycle. When working in a joint 
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F-20

environment, deep operations planning must be synchronized with the higher headquarters and sister 

services. Army planners must ensure their requests and submissions are in cycle with the theater 

ATO. Joint Pub 3-56.1 states, “When appropriate, they (organic aviation assets) appear on the joint 

ATO for coordination and deconfliction purposes.” (Also see FM 3-100.2.) Coordinating rotary-wing 

aircraft operations into the ATO is problematic because it is not a traditional task defined in Army 

doctrine nor is it exercised on a regular basis in joint training. Generally, attack helicopters are not 

included in air apportionment decisions, nor are they normally tasked via the ATO. Attack helicopters 

are normally tasked through mission-type orders and employed as organic assets as a maneuver 

unit. However, in a joint and/or combined environment, it may be necessary to put Army aviation 

deep missions, Army tactical cruise missile system (ATACMS), and other long-range field artillery 

systems on the ATO. Some reasons for this are— 

• The deep missions may go beyond the owning commander’s AO (ground and 

airspace). 

• To deconflict airspace (aircraft and fires) with sister services and coalition 

partners. 

• To avoid multiple component commanders striking the same target. 

• To gain support for additional assets to reach the desired target-EW, AI, Airborne 

Battlefield Command and Control Communications (ABCCC). 

• Because the mission is directed by the JFC. 

F-22. Close Air Support, Air Interdiction, and Joint Air Attack Team. Fixed-wing air 

support to deep operations may come in many forms, to include joint air attack team (JAAT) 

missions. Air support of corps deep operations can include reconnaissance and surveillance, AI, 

EW, and airlift missions. It may also provide close air support (CAS) in support of a deep maneuver 

force. The more complex the JAAT mission the more planning time required. A planning horizon of 

36 hours usually allows time for a complete joint ATO. Anything less can be planned but may not be 

in the joint ATO. ATO requirements are discussed in Joint Pub 3-56.1. JAAT operations beyond the 

FSCL must be coordinated with the joint air operations center (JAOC) through the BCD. When 

possible, JAAT operations should be conducted concurrently with theater level joint suppression of 

enemy air defenses (Joint SEAD) operations, thereby benefiting from airborne jamming and defense 

suppression platforms operating in the same area. 

F-23. Joint SEAD. Brigade planners must know the capabilities of Joint SEAD and use it. There 

are many assets at echelons above corps that can greatly assist the division or corps prosecution of 

the deep fight. These assets may sometimes mean the difference between success and failure. Not 

all assets deliver lethal SEAD; non-lethal attack may be just as effective. Planners must consider that 

incorporating joint assets requires coordination and lead-time. 

a. Last-Minute Targets. Planners must prepare for last-minute targeting and targets of 

opportunity. No SEAD plan will be 100 percent accurate. Planners anticipate last minute targets by 

establishing pre-cleared fires using the appropriate fire support coordination measures in conjunction 

with airspace coordination measures. In other words, if the friendlies are within specified boundaries, 

anything that pops up outside of those boundaries is fair game. Fire supporters should also establish 

a quickfire net for rapid sensor-to-shooter calls for fire. 

b. Target Priorities. The commander and FSCOORD must set priorities for targets in the fire 

mission cue and establish a responsive means to shift priorities during execution. The targeting 

board should establish priorities; the fire support cell should plan for rapid change of priority. 

Automated systems, such as ADOCS and the Advanced Field Artillery Tactical Data System 

(AFATDS), are valuable tools for adjusting priorities quickly. 

c. Block Times and Target Areas. During the targeting process, the DOCC should develop air 

support requests that identify block times and target areas throughout a 96-hour period. Identifying 

times and target areas in blocks provides a greater degree of flexibility than requesting a specific time 

on target (TOT) in a specific location. The DOCC should also use the multi-service targeting 

reference methods found in FM 90-36. 
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F-21

F-24. Battlefield Organization. An in-depth understanding of battlefield organization and 

relationship to deep operations is a crucial part of successful deep operations mission planning and 

execution. Commanders visualize their battlespace and determine how to arrange their forces s part 

of the MDMP.

a. Force Allocation. Battlefield organization is the allocation of forces in the AO according to 

their intended purpose. Commanders organize forces according to purpose by determining which 

category of operations each unit’s operation falls: decisive, shaping, or sustaining (see figure F-6). 

Despite the increasingly nonlinear nature of operations, there may be situations where commanders 

must be able to describe decisive, shaping, and sustaining operations in spatial terms. In such 

cases, commanders describe the AO in terms of deep, close, and rear areas. These spatial 

categories are especially useful in operations that are generally contiguous and linear and feature a 

clearly defined enemy force. 

Figure F-6. Battlefield Organization. 

b. Linear/Nonlinear Operations. Typically, linear operations involve conventional combat and 

concentrated maneuver forces. Ground forces share boundaries and orient against a similarly 

organized enemy force. Terrain or friendly forces secure flanks and protect CSS operations. In 

some multi-national operations, the capabilities and doctrine of partners may dictate spatial 

organization of the AO. In such situations, commanders designate deep, close, and rear areas. 

c. Contiguous/Noncontiguous Areas of Operation. As they visualize their battlefield 

framework and operational design, commanders consider incorporating combinations of contiguous 

and noncontiguous AOs with linear and nonlinear operations. Commanders choose the combination 

that fits the situation and the purpose of the operation. When AOs are contiguous, a boundary 

separates units. When AOs are noncontiguous, units do not share a boundary; the concept of 

operations links the elements of the force and the higher headquarters is responsible for the area 

between noncontiguous AOs. 

d. Operational Combinations. Association of contiguous and noncontiguous AOs with linear 

and nonlinear operations creates four combinations of battlefield organization, as described below. 

These combinations are also illustrated in figure F-7. 
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F-22

Figure F-7. Operational Combinations. 

(1) Linear Operations in Contiguous AOs. Linear operations in contiguous AOs typify 

sustained offensive and defensive operations against powerful, echeloned, and symmetrically 

organized forces. The contiguous areas and continuous FLOT focus combat power and protect 

sustaining operations. Commanders normally shape in the deep area, conduct the decisive 

operation in the close area, and sustain in the rear area. 

(2) Linear Operations in Noncontiguous AOs. Linear operations in noncontiguous AOs 

may be typified by a headquarters with subordinate units. In this case, the higher headquarters 

retains responsibility for the portion of its AO outside the subordinate unit AOs. The higher 

headquarters operational design uses nonlinear operations. The subordinate units are conducting 

linear operations. The subordinate units’ battlefield organizations have deep, close, and rear areas; 

the higher headquarters battlefield organization does not. This combination might be appropriate 

when the higher headquarters is conducting widely separated simultaneous operations, for example, 

a vertical envelopment against a decisive point (the decisive operation) and a lodgment (shaping and 

sustaining operations).

(3) Nonlinear Operations in Contiguous AOs. Nonlinear operations in contiguous AOs 

typifies stability operations such as those in Haiti, Bosnia, and Kosovo. Hurricane Andrew support 

operations also followed this design. The higher headquarters assigns the responsibility for its entire 

AO to subordinate units. Within the subordinate AOs, operations are nonlinear, with the subordinate 

headquarters receiving support and resources from the higher headquarters. On a tactical scale, 

search and attack operations are often nonlinear operations conducted in contiguous AOs. 

(4) Nonlinear Operations in Noncontiguous AOs. Nonlinear operations in 

noncontiguous AOs contain operations of both higher and subordinate units that are nonlinear. The 

size of the land AO, its composition, the distribution of enemy forces, and the capabilities of friendly 

forces are important considerations in deciding whether to use this battlefield organization and 

operational design. In Somalia in 1992, for example, Army forces conducted nonlinear stability 

operations and support operations in widely separated AOs around Kismayu and Mogadishu.
Glossary-1 

Glossary

Section I

Abbreviations

A2

C2 Army airspace command and control 

AA assembly area 

AAA anti-aircraft artillery

AACG arrival airfield control group 

AAFES Army and Air Force Exchange Service 

 

AAR after action review 

AATF air assault task force 

ABCS aircraft battlefield countermeasures and survivability; Army Battle 

Command System 

ABF attack by fire 

AC Active component 

ACA airspace coordination area; airspace control authority 

ACC Army correspondence course; air component commander 

ACE American Council on Education; armored combat earthmover; 

analysis and control element 

ACL allowable cargo load 

ACM airspace control measure 

ACO airspace control order; airspace coordination order 

ACP allied communication publication; air control point; airspace control 

plan 

ACS Army Community Service 

ACSO armored cavalry signal officer 

ACT air cavalry troop 
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Glossary-2

ACU area common user 

AD air defense 

ADA air defense artillery 

ADC area damage control 

ADE assistant division engineer 

ADWCS air defense weapons control status 

AF U.S. Air Force 

AFES automatic fire extinguisher system 

AFTP additional flight training period 

AG adjutant general 

AGES Air Ground Engagement System 

AGM attack guidance matrix 

AI area of interest; airborne intercept 

AIC airspace information center 

AIS automated information systems 

ALE automatic link establishment 

ALO administrative-logistics officer; air liaison officer 

ALOC administrative and logistics operations center 

AM amplitude modulation 

AMC Army Materiel Command; air mission commander 

AMDWS air and missile defense work stations 

AMO aircraft maintenance officer 

AMPS Aviation Mission Planning System 

ANC Army Nurse Corps 

ANGLICO naval gunfire liaison company 

AO area of operations 

AOAP Army Oil Analysis Program 
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Glossary-3

AOR area of responsibility 

AP antipersonnel 

APO Army Post Office 

APOD aerial port of debarkation 

APOE aerial port of embarkation 

AR Army regulation; Army Reserve 

ARAT Army Reprogramming Analysis Team 

ARI Army Research Institute; Aviation Restructure Initiative 

ARMS Aviation Resource Management Survey 

ARP acquisition requirements package 

ARTEP Army Training and Evaluation Program 

ARTY artillery 

AS autonomous system; aviation ship; analog secure 

ASAP as soon as possible 

ASAS All-Source Analysis System 

ASAT Automated System Approach to Training 

ASB aviation support battalion 

ASE aircraft survivability equipment; allied signal engine 

ASET Aircraft Survivability Equipment Trainer 

ASLT assault 

ASI additional skill identifier 

ASPS all-source production section 

AT antitank; assessment team; Army training; annual training 

ATB annual training brief 

ATCCS Army Tactical Command and Control System 

ATI artillery target intelligence 

ATKBN attack battalion 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-4

ATM aircrew training manual 

ATO air tasking order 

ATP aircrew training program 

AUEL automated unit equipment list 

AVCATT Aviation Combined Arms Tactical Trainer 

AWOL absent without leave 

BA battery 

BAS battlefield air support; battlefield automated system; battlefield aid 

station 

BBS brigade and battalion simulation 

BC branch code 

BCBST brigade command and battle staff training 

BD battle damage 

BDA battle damage assessment 

BDAR battle damage assessment repair 

BL battery low 

BLTM Battalion Level Training Model 

BM base maintenance; branch material; ballistic missile 

BOS battlefield operating system 

BP battle position 

BR battle roster 

BSA brigade support area 

BSX battle simulation exercise 

BUB battle update briefing 

C2

 command and control 

C2

P command and control protect 

C3 command, control, and communications 

C4

 command, control, communications, and computers 
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-5

C4I command, control, communications, computers, and intelligence 

CA civil affairs 

CAI computer assisted instruction 

CAL Center for Army Leadership; caliber 

CALFEX combined arms live-fire exercise

CALL Center for Army Lessons Learned 

CAM chemical agent monitor 

CAS close air support 

CAT command and assessment team 

CATS combined arms training strategy 

CAV cavalry 

CAX computer assisted exercise 

CB chemical biological 

CC Chemical Corps; control center 

CCI controlled cryptographic item 

CCIR commander’s critical information requirements 

CCP casualty collection point; consolidation and containerization point 

CDR commander 

CE communications-electronics 

CEO communications-electronics officer; chief executive officer 

CED captured enemy documents 

CEM captured enemy material 

CF correlation factor; covering force 

CFA current files area 

CFX command field exercise 

CG commanding general; center of gravity 

CHEMO chemical officer 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-6

CI counterintelligence; combat information; civilian internees 

CID criminal investigation division 

CIP command inspection program 

CIS command information system 

CJA command judge advocate 

CM countermeasures 

CMO civil-military operations 

CMOC civil-military operations center 

CMS countermeasure set 

CO commanding officer; commissioned officer; company 

COA course of action 

COMARFOR Commander of the Army Force 

COMEX communications exercise 

COMM communication 

COMSEC communications security 

CONPLAN contingency plan; concept plan 

CP command post 

CPX command post exercise 

CS combat support 

CSA corps storage area 

CSAR combat search and rescue 

CSM command sergeant major 

CSS combat service support 

CSSCS combat service support control system 

CTA consolidated training activities; common table of allowances 

CTC combat training center 

CTG command training guidance 
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-7

CTIL commander's tracked items list 

CTT common task test 

CTX combined training exercise 

CW continuous wave; chief warrant officer (CW2, CW3, CW4) 

CY calendar year 

DA Department of the Army 

DA Form Department of the Army form 

DA PAM Department of the Army Pamphlet 

DAC Department of the Army civilian 

DACG departure airfield control group 

DART downed aircraft/aircrew recovery team 

DBC deputy brigade commander 

DC displaced (dislocated) civilian 

DCFA Directorate of Community and Family Activities 

DD Department of Defense 

DD Form Department of Defense form 

DE directed energy 

DEL deployment equipment list 

DEPEX deployment exercise 

DEW directed energy weapon (or warfare) 

DIS distributed interactive simulation 

DISCOM division support command 

DMX decisionmaking exercise 

DO delivery order 

DOCC deep operations coordination cell 

DOL Department of Logistics; Director of Logistics 

DOTDS Directorate/Director of Training, Doctrine, and Simulation 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-8

DP decision point 

DPCA Directorate of Community and Family Activities 

DR data repository 

DS direct support 

DS2 decontaminating solution #2 

DST decision support template 

DTLOMS doctrine, training, leader development, organization, materiel, and 

soldier 

DTX digital training exercise 

EA engagement area; electronic attack 

EAC echelons above corps 

EAD echelon above division 

EBA engineer battlefield assessment 

EC electronic countermeasure; electronic combat 

ECCM electronic counter-countermeasures 

EEFI essential elements of friendly information 

EEI essential elements of information 

EENT end of evening nautical twilight 

EGA extended graphics adapter 

EGR embedded global positioning system receiver 

EH electronic helicopter 

EID emitter identification database 

EL elevation 

ELO enabling learning objectives 

EMCON emission control 

EMO electronic warfare officer 

EMP electromagnetic pulse 
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-9

EN engineer; engineers 

EO electro-optical 

EOC emergency operations center 

EOD explosive ordnance disposal 

EP electronic protection 

EPA evasion plans of actions 

EPW enemy prisoner of war 

ER evaluation report 

ES electronic support 

ESM electronic support measures 

ET embedded training 

ETS expiration time of service 

EW electronic warfare 

EWO electronic warfare officer

FA functional area; field artillery 

FAC forward air controller 

FAR Federal Acquisition Regulation 

FARE forward arming refueling equipment 

FARP forward arming and refueling point 

FBCB2

 Force XXI Battle Command Brigade and Below 

FCX fire coordination exercise 

FER final exercise report 

FFIR friendly force information requirements 

FL flight level 

FLOT forward line of own troops 

FM field manual; frequency modulation (radio) 

FO forward observer 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-10

FRAGO fragmentary order 

FS fire support; flight simulator 

FSB forward support battalion 

FSC fire support cell 

FSCM fire support coordination measures 

FSCOORD fire support coordinator 

FSE fire support element 

FSO fire support officer 

FST field sanitation team 

FTX field training exercise 

FUE first unit equipped 

G1 Assistant Chief of Staff, Personnel 

G2 Assistant Chief of Staff, Intelligence 

G3 Assistant Chief of Staff, Operations 

G4 Assistant Chief of Staff, Logistics 

G5 Assistant Chief of Staff, Civil Affairs 

G6 Assistant Chief of Staff, Communications-Electronics 

GAS gunner's auxiliary sight; chemical contamination (label) 

GI government issue 

GS general support 

GSAB general support aviation battalion 

GSE ground support equipment 

HA holding area 

HACC humanitarian assistance coordination center 

HE high-explosive 

HHC headquarters and headquarters company 

HHT headquarters and headquarters troop 
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-11

HIRSS Hover Infrared Suppression System 

HPT high-payoff targets 

HPTL high-payoff target list 

HQ headquarters 

HQDA Headquarters, Department of the Army 

HR hour(s) 

HVT high-value targets 

IAW in accordance with 

IC installation commander 

ICS information control systems 

IDP initial delay position 

IDT inactive duty training 

IEWSO electronic warfare staff officer 

IFF identification, friend or foe 

IG inspector general 

IHADSS Integrated Helmet and Display Sighting System

IMA individual mobilization augmentees 

IMC instrument meteorological conditions

IMETS Integrated Meteorological System 

IN inch(es) 

INS inertial navigation system 

INT intercommunication system (panel nomenclature) 

INTREP intelligence report 

INTSUM intelligence summary 

IO information operations 

IP instructor pilot; initial point, internet protocol 

IPB intelligence preparation of the battlefield 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-12

IR infrared; intelligence requirements 

IRCM infrared countermeasures 

ISOPREP isolated personnel report 

ISS information systems security 

ITEP individual training evaluation program 

ITO invitational travel orders 

ITT interrogator translator team 

IV intravenous 

IW information warfare 

JAAT Joint Air Attack Team 

JCS Joint Chiefs of Staff 

JPN jam program number 

JRTC Joint Readiness Training Center 

J-SEAD Joint Suppression of Enemy Air Defenses 

JSRC Joint Search and Rescue Center 

JSTARS Joint Surveillance Target Attack Radar System 

JTX joint training exercise 

KIA killed in action 

LAN local area network 

LC line of contact 

LCX logistical coordination exercise 

LD line of departure 

LEN large extension node 

LES leave and earnings statement 

LFX live-fire exercise 

LIC language identifier code 

LIN line item number 
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-13

LNO liaison officer 

LOA letter of agreement; limit of advance 

LOC lines of communication 

LOG logistics 

LOGEX logistics exercise 

LOI letter of instruction 

LOS line of sight 

LP listening post 

LRS long-range surveillance 

LTX lane training exercise 

LZ landing zone 

MA marshalling area 

MAC maintenance allocation chart 

MACOM major Army command 

MAPEX map exercise 

MASH mobile Army surgical hospital 

MBA main battle area 

MC mobility corridor 

MCA major commercial account 

MCO movement control officer 

MCOO modified combined obstacle overlay 

MCS maintenance control system, maneuver control system 

MCT movement control team 

MD military deception 

MDMP military decisionmaking process 

MDW U.S. Army Military District of Washington 

ME maintenance test flight evaluator 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-14

MEA munitions effects assessment 

METL mission essential task list 

METT-TC mission, enemy, terrain, troops, time, and 

 civilian considerations 

MI military intelligence 

MIA missing in action 

MIC mission identification code 

MIJI meaconing, interference, jamming, and intrusion 

MILES Multiple Integrated Laser Engagement System 

 

MOBEX mobilization exercise 

MOC management of change 

MOGAS motor gasoline 

MOPP mission-oriented protective posture 

MOS military occupational specialty 

MOU memorandum of understanding 

MOUT military operations in urbanized terrain 

MP military police 

MQS military qualification standards 

MSE mobile subscriber equipment 

MSEC-BBS Multi-Service Electronic Combat Bulletin Board 

System 

MSR main supply route 

MT ministry team 

MTI moving target indicator 

MTOE modified table of organization and equipment 

MTP mission training plan 

MWR morale, welfare, and recreation 

NAI named area of interest 
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-15

NATO North Atlantic Treaty Organization 

NAVAID navigational aid 

NBC nuclear, biological, and chemical 

NC node center 

NCO noncommissioned officer 

NCOER noncommissioned officer evaluation report 

NCOPD noncommissioned officer professional development

NCTR noncooperative target recognition 

NCOIC noncommissioned officer in charge 

NDI nondevelopmental items 

NG National Guard 

NGF naval gunfire 

NGO naval gunfire officer; nongovernmental organization 

NOE nap of the earth 

NS night system 

NTC National Training Center 

NVD night vision device 

O and S operating and support 

OB order of battle 

OC observer/controller 

OCOKA observation and fields of fire, cover and concealment, 

 obstacles, key terrain, and avenues of approach (considerations in 

evaluating terrain as part of METT-T analysis) 

OD olive drab 

ODSS offensive, defensive, stability, or support operations 

OEG operational exposure guide/guidance 

OER officer evaluation report 

OF observed fire 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-16

OI operations and intelligence 

OIC officer in charge 

OMA operations and maintenance—Army 

OP observation post 

OPCON operational control 

OPD officer professional development

OPFOR opposing force 

OPLAN operation plan 

OPORD operation order 

OPS operational project stock 

OPSEC operations security 

OPTEMPO operating tempo 

OR operation ready 

ORD operational requirements document 

ORT optical relay tube 

OT observer-target 

OTH other-than-honorable conditions 

OVE on vehicle equipment 

P needs practice (partial) 

PAC personnel and administration center 

PAN production approval number 

PAO public affairs officer 

PAR precision approach radar 

para paragraph 

PC personnel carrier; pilot in command 

PCC precombat check 

PCI precombat inspection 
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-17

PD program directive 

PE practical exercise 

PERSTEMPO personnel tempo 

PFPX partnership for peace exercise

PI point of impact 

PIN product identification number 

PIR priority intelligence requirements 

PL phase line; platoon leader; preservative lubricant 

PM program manager; provost marshal 

PMCS preventive maintenance checks and services 

PME performance management & evaluation; precision measuring 

equipment; professional military education 

PMO provost marshal office 

PMOS primary military occupational specialty 

POC point of contact 

POE point of embarkation 

POI program of instruction 

POL petroleum, oils, and lubricants 

POM program objective memorandum; preparation for overseas 

movement 

POR preparation of overseas replacement 

PP passage point, present position 

PRI primary review authority 

PSA port support activity 

PSC personnel service company 

 

PSNCO personnel service noncommissioned officer 

PSR personnel strength report 

PSRC partial selective reserve call-up 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-18

PSYOP psychological operations 

PT physical training 

PVO private volunteer organization 

PW prisoner of war; pulsed wave 

PZ pickup zone 

QRF quick reaction force 

QTB quarterly training briefing 

QTG quarterly training guidance 

R&R rest and recuperation 

R&S reconnaissance and surveillance 

RA regular army 

RAD radio (panel nomenclature); radiation absorbed dose 

RAG regimental artillery group (OPFOR) 

RAM radar absorbent material 

RC Reserve component 

RCC rescue coordination center 

RCE regional coordinating element 

RDL General Dennis J. Reimer Digital Library 

RDS requirements data sheet 

RE reference; regarding; regard; research engineering 

RES radiation exposure status 

RF Reserve forces; radio frequency 

RM reparable management 

ROE rules of engagement 

RP reference point; release point 

RS radiation status; religious support 

RSDS radar signal detecting sets
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-19

RT receiver-transmitter 

RTS regional training sites 

RV rekeying variables; reentry vehicle; rescue vehicle 

RW rotary wing 

S1 personnel staff officer 

S2 intelligence staff officer 

S3 operations and training staff officer 

S4 logistics staff officer 

S5 civil-military operations staff officer 

S6 signal staff officer 

SA Secretary of the Army; small arms; semi-annual; special action 

SAF/SAFOR semi-automated forces 

SAL special ammunition, semi- active laser 

SALUTE size, activity, location, unit identification, time, and equipment 

(format for reporting enemy information) 

SAR synthetic aperture radar 

SARH semi-active radar hominy 

SASO stability and support operations 

SAT standard Army training 

SATS Standard Army Training System 

SB selection board; standby; supply bulletin; surface burst 

SBF support by fire 

SC Signal Corps 

SE synthetic environment 

SEAD suppression of enemy air defenses 

SEDRE sealift emergency deployment readiness exercise 

SGM sergeant major 

SI set indicator (panel nomenclature); skill identifier 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-20

SID standard instrument departure 

SIDPERS Standard Installation/Division Personnel System 

SIG signal 

SIGSEC signal security 

SINCGARS Single Channel Ground and Air Radio System 

SIP standardization instructor pilot 

SIR specific intelligence requirements 

SITMAP situation map 

SITREP situation report 

SITTEMP situation template 

SIV system integration van 

SJA Staff Judge Advocate 

SM soldier's manual 

SMOS secondary military occupational specialty 

SNCO senior noncommissioned officer 

SO signal officer 

SOF special operations forces 

SOFA Status of Forces Agreement 

SOI signal operation instructions 

SOP standing operating procedure 

SOR special orders and requests 

SORTS Status of Resources Training System 

SP start point 

SPINS special instructions 

SPO support operations 

SPOD seaport of debarkation 

SPOE seaport of embarkation 
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-21

SPOTREP spot report 

SQDN squadron 

SQI skill qualification identifier 

SR supply route 

SSA supply support activity 

SSI special skill identifier 

ST student text 

STAARS Standard Army After Action Review System

STAB standby advisory board; stab-stabilizer; stabilizer 

STAFFEX staff exercise

STANAG standardization agreement (international) 

STATREP status report 

STP soldier training publication 

STU III secure telephone unit III 

STX situational training exercise 

T trained 

TA table of allowance; theater Army 

TAC tactical air command; tactical 

TAC CP tactical command post 

TACAIR tactical air 

TACLAN tactical local area network 

TACP tactical air control party 

TACSOP tactical standing operating procedures 

TACT tactical airspace control team 

TADS Target Acquisition and Designation System 

TADSS training aids, devices, simulators, and simulations 

TAI TRADOC acquisition instruction; target area of interest 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-22

TAM training assessment module 

TAMCA Theater Army Movement Control Agency 

TAR tactical air request 

TAS target audience soldier, target acquisition system 

TAT to accompany troops 

TC training circular 

TD training development 

TDMP tactical decisionmaking process 

TDY temporary duty 

T&EO training and evaluation outline 

TE task evaluation; test equipment; time of entry (in contaminated 

area) 

TEC training extension course 

TEM terrain evaluation module 

TEMP test and evaluation master plan 

TES tactical engagement system 

TEWT tactical exercise without troops 

TF task force 

TI technical inspector; tactical internet 

TIA training impact analysis 

TM technical manual 

TMA training mission area 

TOC tactical operations center 

TOCEX tactical operations center exercise 

TOE table(s) of organization and equipment 

TOF time of flight 

TOO tactical operations officer 
_________________________________________________________________________ ARTEP 1-111-MTP 

Glossary-23

TR TRADOC regulation 

TRAC TRADOC analysis center 

TRADOC U.S. Army Training and Doctrine Command 

TRANS transmit (panel nomenclature) 

TRTG Tactical Radar Threat Generator 

TSP training support package

TST tactical support team 

TTP tactics, techniques, and procedures 

TV transport vehicle 

TVM track via missile 

T&EO training and evaluation outline 

U untrained 

UAV unmanned aerial vehicle 

UBL unit basic load 

UCMJ Uniform Code of Military Justice 

UI unit of issue 

ULLS Unit Level Logistics System 

UMA unit marshalling area 

UMC unit movement center 

UMO unit movement officer 

UMT unit ministry team 

UN United Nations 

US United States 

USA United States Army 

USAAVNC United States Army Aviation Center 

USAF U.S. Air Force 

USMTF United States message text format 
ARTEP 1-111-MTP _________________________________________________________________________

Glossary-24

USR unit status report 

VA Veterans' Administration 

VI visual information 

VIS visual information specialist 

VMC visual meteorological conditions

WARNORD warning order 

WIA wounded in action 

WO warrant officer 

XO executive officer 

1SG First Sergeant 

Section II 

Terms

COORDINATE 

To bring into a common action, movement, or condition. 

EMPLOYMENT 

To commit a force in support of an operation. 

OPERATING TEMPO (OPTEMPO)

The annual operating miles (vehicles) or flying hours (flight crew) for systems in a particular unit 

required to execute the commander's training strategy. It is stated in terms of the miles per hours for 

the major system in a unit; however, all equipment generating significant operating and support cost 

has an established operating tempo. 

VOLCANO

Mine Dispensing System 
References-1 

References 

Required Publications 

Required publications are sources that users must read in order to understand or to comply with this 

publication. 

Army Regulations 

AR 25-400-2 The Modern Army Recordkeeping System (MARKS). 

01 October 2001. 

AR 27-10 Legal Services: Military Justice. 24 June 1996. 

AR 34-4 Army Standardization Policy. 15 March 1984. 

AR 215-1 Morale, Welfare, and Recreation Activities and Nonappropriated 

Fund Instrumentalities. 25 October 1998. 

AR 220-1 Unit Status Reporting. 30 November 2001. 

AR 220-10 Preparation of Overseas Movement of Units (POM). 15 June 1973. 

AR 360-1 The Army’s Public Affairs Program, 15 September 2000. 

AR 380-5 Department of the Army Information Security Program. 

29 September 2000. 

AR 381-10 U.S. Army Intelligence Activities. 01 July 1984. 

AR 381-12 Subversion And Espionage Directed Against the U.S. Army 

(SAEDA). 15 January 1993. 

AR 385-10 The Army Safety Program. 23 May 1988. 

AR 385-95 Army Aviation Accident Prevention. 10 December 1999. 

AR 600-25 Salutes, Honors, and Visits of Courtesy. 16 May 1970. 

AR 600-8-10 Leaves and Passes. 01 July 1994. 

AR 600-8-14 Identification Cards for Members of the Uniformed Services, Their 

Family Members, and Other Eligible Personnel. 01 March 1998. 

AR 600-8-29 Officer Promotions. 30 November 1994. 

AR 600-8-104 Military Personnel Information Management/Records. 27 April 1992. 

AR 600-200 Enlisted Personnel Management. 05 July 1984. 

AR 601-100 Appointment of Commissioned and Warrant Officers in the Regular 

Army. 15 August 1981. 

AR 601-210 Regular Army and Army Reserve Enlistment Program. 

28 February 1995. 

AR 601-280 Army Retention Program. 31 March 1999. 

AR 614-185 Requisitions and Assignment Instructions for Officers. 

15 March 1983. 

AR 614-200 Enlisted Assignments and Utilization Management. 12 July 2001. 

AR 623-105 Officer Evaluation Reporting System. 01 October 1997. 

AR 623-205 Noncommissioned Officer Evaluation Reporting System. 

17 December 2001. 

AR 635-200 Enlisted Personnel. 01 November 2001. 

AR 638-2 Care and Disposition of Remains and Disposition of Personal 

Effects. 22 December 2000. 
ARTEP 1-111-MTP _________________________________________________________________________

References-2

AR 672-20 Incentive Awards. 01 June 1993. 

AR 690-11 Mobilization Planning and Management. 14 September 1990. 

AR 710-2 Inventory Management Supply Policy Below the Wholesale Level. 

31 October 1997. 

Army Training and Evaluation Programs 

ARTEP 1-112-MTP Mission Training Plan for the Attack Helicopter Battalion. 

16 February 1999. 

ARTEP 1-113-MTP Mission Training Plan for the Utility Helicopter Battalion. 

31 August 2001. 

ARTEP 1-114-MTP Mission Training Plan for the Air Cavalry/Reconnaissance Squadron 

and Troop. 30 March 2000. 

ARTEP 1-245-MTP Mission Training Plan for the Heavy Lift Helicopter Battalion. 

31 August 2001. 

ARTEP 1-425-MTP Mission Training Plan for the Air Traffic Services Battalion. 

20 August 2001. 

Department of Army (DA) Forms 

Except where otherwise indicated below, these DA Forms are available as follows: 

DA Forms are on the Army Electronic Library (AEL) CD-ROM (EM 0001) and the USAPA web site 

(www.usapa.army.mil). 

DA Form 1155 Witness Statement on Individual. 01 June 1966. (Available through 

normal forms supply channels) 

DA Form 1156 Casualty Feeder Report. 01 June 1966. (Available through normal 

forms supply channels) 

DA Form 1594 Daily Staff Journal and Duty Officer’s Log. 01 November 1962. 

DA Form 2028 Recommended Changes to Publications and Blank Forms. 

01 February 1974. 

DA Form 4186 Medical Recommendation for Flying Duty. 00 January 1985. 

DA Form 5484-R Mission Schedule/Brief. 00 February 1996. 

DA Pamphlets (PAMs) 

DA PAM 350-38 Standards in Weapons Training. 03 July 1997. 

DA PAM 360-3 Army Hometown News Program. 01 August 1984. 

DA PAM 385-1 Small Unit Safety Officer/NCO Guide. 29 November 2001. 

DA PAM 600-8 Management and Administrative Procedures. 25 February 1986. 

DA PAM 600-8-20 SIDPERS Handbook for Commanders. 01 April 1986. 

DA PAM 600-25 U.S. Army Noncommissioned Officer Professional Development 

Guide. 30 April 1987. 

DA PAM 600-41 Military Personnel Managers Mobilization Handbook. 

01 January 1987. 

DA PAM 600-67 Effective Writing for Army Leaders. 02 June 1986. 

DA PAM 611-21 Military Occupational Classification and Structure. 31 March 1999. 

DA PAM 738-751 Functional Users Manual for The Army Maintenance Management 

System—Aviation (TAMMS-A). 15 March 1999. 
_________________________________________________________________________ ARTEP 1-111-MTP 

References-3

Department of Army Field Manuals

FM 1-100 Army Aviation Operations. 21 February 1997. (Will be revised as 

FM 3-04.100) 

FM 1-111 Aviation Brigades. 27 October 1997. (Will be revised as 

FM 3-04.111) 

FM 1-112 Attack Helicopter Operations. 01 April 1997. (Will be revised as 

FM 3-04.112) 

FM 1-113 Utility and Cargo Helicopter Operations. 12 September 1997. (Will 

be revised as FM 3-04.113) 

FM 1-114 Air Cavalry Squadron and Troop Operations. 01 February 2000. 

(Will be revised as FM 3-04.114) 

FM 1-120 Army Air Traffic Services Contingency and Combat. 22 May 1995. 

(Will be revised as FM 3-04.120) 

FM 1-140 Helicopter Gunnery. 29 March 1996. (Will be revised as 

FM 3-04.140) 

FM 1-300 Flight Operations. 15 July 1998. (Will be revised as FM 3-04.300) 

FM 3-0 (FM 100-5) Operations. 14 June 2001. 

FM 3-04.500(FM 1-500) Army Aviation Maintenance. 26 September 2000. 

FM 3-06.1 (FM 1-130) Multiservice Procedures for Aviation Urban Operations. 

15 April 2001. 

FM 3-09.21 (FM 6-20-1) Tactics, Techniques, and Procedures for the Field Artillery Battalion. 

22 March 2001. 

FM 3-09.22 (FM 6-20-2) Tactics, Techniques, and Procedures for Corps Artillery, Division 

Artillery, and Field Artillery Brigade Operations. 02 March 2001. 

FM 3-3 Chemical and Biological Contamination Avoidance. 

16 November 1992. (Will be revised as FM 3-11.3) 

FM 3-4 NBC Protection. 29 May 1992. (Will be revised as FM 3-11.4) 

FM 3-5 NBC Decontamination. 28 July 2000. (Will be revised as FM 3-11.5) 

FM 3-7 (FM 3-8) NBC Field Handbook. 29 September 1994. (Will be revised as 

FM 3-11.7) 

FM 3-11 Chemical Operations Principles and Fundamentals. 19 August 1996. 

(Will be revised as FM 3-11.100) 

FM 3-19.30 (FM 19-30) Physical Security. 08 January 2001. 

FM 3-19.40 (FM 19-40) Military Policy Internment/Resettlement Operations. 01 August 2001. 

FM 3-91.3 (FM 71.3) Armored and Mechanized Infantry Brigade. 01 February 2002. 

FM 3-100 Chemical Operations Principles and Fundamentals. 08 May 1996. 

FM 3-100.2 (FM 100-103-1) Multiservice Procedures for Combat Airspace Command and Control 

(ICAC2). 30 June 2000 

FM 3-101 Chemical Staffs and Units. 19 November 1993. (Will be revised as 

FM 3-11.101) 

FM 4-25.12 (FM 21-10-1) Unit Field Sanitation Team. 25 January 2002. 

FM 4-30.3 (FM 9-43-1)(FM 43-5) Maintenance Operations and Procedures. 

FM 5-103 Survivability. 10 June 1985. (Will be revised as FM 3-34.103) 

FM 6-20 Fire Support in the AirLand Battle. 17 May 1988. (Will be revised as 

FM 3-09) 

FM 6-20-2 Tactics, Techniques, and Procedures for Corps Artillery, Division 

Artillery, and Field Artillery Brigade Headquarters. 

07 January 1993. (Will be revised as FM 3-09.22) 
ARTEP 1-111-MTP _________________________________________________________________________

References-4

FM 6-20-10 Tactics, Techniques, and Procedures (TTP) for the Targeting 

Process. 08 May 1996. (Will be revised as FM 3-09.24) 

FM 6-20-20 TTP for Fire Support at Battalion Task Force and Below. 

27 December 1991. (Will be revised as FM 3-09.27) 

FM 6-20-30 TTP for Fire Support for Corps and Div Operations. 

18 October 1989. (Will be revised as FM 3-09.30) 

FM 6-20-40 TTP for Fire Support for Brigade Operations (Heavy). 

05 January 1990. (Will be revised as FM 3-09.40) 

FM 6-20-50 TTP for Fire Support for Brigade Operations (Light). 

05 January 1990. (Will be revised as FM 3-09.42) 

FM 6-71 TTP for Fire Support for the Combined Arms Commander. 

29 September 1994. (Will be revised as FM 3-09.71) 

FM 6-121 TTP for Field Artillery Target Acquisition. 25 September 1990. (Will 

be revised as FM 3-09.1) 

FM 7-7 (FM 7-8) The Mechanized Infantry Platoon and Squad (APC). 15 March 1985. 

(Will be revised as FM 3-21.7) 

FM 7-10 The Infantry Rifle Company. 14 December 1990. (Will be revised as 

FM 3-21.10) 

FM 8-10-6 (FM 8-35) Medical Evacuation in a Theater of Operations, Tactics, Techniques, 

and Procedures. 14 April 2000. (Will be revised as FM 4-02.2) 

FM 8-55 Planning for Health Service Support. 09 September 1994. (Will be 

revised as FM 4-02.55) 

FM 10-23 Basic Doctrine for Army Feeding and Class I Operations 

Management. 18 April 1996. (Will be revised as FM 4-20.02) 

FM 10-23-1 Commander’s Guide to Food Service Operations. 23 October 2001. 

(Will be revised as FM 4-20.52) 

FM 10-27-4 Organizational Supply and Services for Unit Leaders. 14 April 2000. 

(Will be revised as FM 4-20.05) 

FM 10-67-1 Concepts and Equipment of Petroleum Operations. 02 April 1998. 

(Will be revised as FM 4-20.12) 

FM 11-43 Signal Leader’s Guide. 12 June 1995. (Will be revised as 

FM 6-02.43) 

FM 11-50 Combat Communications Within the Division (Hvy/Light). 

04 April 1991. (Will be revised as FM 6-02.50) 

FM 12-6 (TC 12-6) Personnel Doctrine. 09 September 1994. (Will be revised as FM 1-0) 

FM 16-1 Religious Support Doctrine: The Chaplain and Chaplain Assistant. 

26 May 1995. (Will be revised as FM 1-05) 

FM 17-95 Cavalry Operations. 10 December 1996. (Will be revised as 

FM 3-20-95) 

FM 20-3 (FM 5-20) Camouflage, Concealment, and Decoys. 30 August 1999. (Will be 

revised as FM 3-24.3) 

FM 21-10 Field Hygiene and Sanitation. 21 June 2000. (Will be revised as 

FM 4-25.10) 

FM 21-10-1 Unit Field Sanitation Team. 11 October 1989. 

FM 21-11 First Aid for Soldiers for Unit Leaders. 27 October 1998. (Will be 

revised as FM 4-25.11) 

FM 21-75 Combat Skills of the Soldier. 03 August 1984. (Will be revised as 

FM 3-21.75) 

FM 22-6 Guard Duty. 17 September 1971. (Will be revised as FM 3-21.6) 

FM 22-100 Army Leadership. 31 August 1999. (Will be revised as FM 6-11) 
_________________________________________________________________________ ARTEP 1-111-MTP 

References-5

FM 24-1 Signal Support in the AirLand Battle. 15 October 1990. (Will be 

revised as FM 6-02) 

FM 24-16 Communications-Electronics: Operations, Orders, Records, and 

Reports. 03 September 1987 (Will be revised as FM 6-24.16) 

FM 24-18 Tactical Single-Channel Radio Communications Techniques. 

30 September 1987. (Will be revised as FM 6-24.18) 

FM 24-32 Tactics, Techniques, and Procedures for the Tactical Internet. (Will 

be revised as FM 6-02.32) 

FM 24-35 (O)Signal Operation Instructions, “The SOI (U).” 26 October 1990. 

(Will be revised as FM 6-24.35) 

FM 24-35-1 (O) Signal Supplemental Instructions (U). 02 October 1990. (Will be 

revised as FM 6-24.36) 

FM 25-4 How to Conduct Training Exercises. 10 September 1984. 

FM 25-100 Training the Force. 15 November 1988. (Will be revised as FM 7.0) 

FM 25-101 Battle Focused Training. 30 September 1990. (Will be revised as 

FM 7-10) 

FM 27-10 The Law of Land Warfare. 18 July 1956. (Will be revised as 

FM 1-27.10) 

FM 34-1 Intelligence and Electronic Warfare Operations. 27 September 1994. 

(Will be revised as FM 2-0) 

FM 34-2 Collection Management and Synchronization Planning. 

08 March 1994. (Will be revised as FM 2-33.4) 

FM 34-2-1 Tactics, Techniques, and Procedures for Reconnaissance and 

Surveillance and Intelligence Support to Counterreconnaissance 

19 June 1991. (Will be revised as FM 2-00.21) 

FM 34-3 Intelligence Analysis. 15 March 1990. (Will be revised as 

FM 2-33.5) 

FM 34-8 Combat Commander's Handbook on Intelligence. 

28 September 1992. (Will be revised as FM 2-50.4) 

FM 34-10 Division Intelligence Operations and Electronic Warfare Operations. 

25 November 1986. (Will be revised as FM 2-19.3) 

FM 34-25 Corps Intelligence and Electronic Warfare Operations. 

30 September 1987. (Will be revised as FM 2-19.2) 

FM 34-25-3 All-Source Analysis System and the Analysis and Control Element. 

03 October 1995. (Will be revised as FM 2-50.3) 

FM 34-60 Counterintelligence. 03 October 1995. (Will be revised as 

FM 2-01.2) 

FM 34-80 Brigade and Battalion Intelligence and Electronic Warfare 

Operations. 15 April 1986. (Will be revised as FM 2-19.4) 

FM 34-81 Weather Support for Army Tactical Operations. 31 August 1989. 

(Will be revised as FM 2-33.2) 

FM 34-130 Intelligence Preparation of the Battlefield. 06 July 1994. (Will be 

revised as FM 2-01.3) 

FM 41-10 Civil Affairs Operations. 14 February 2000. (Will be revised as 

FM 3-05.40) 

FM 44-8 Combined Arms for the Air Defense. 01 June 1999. (Will be revised 

as FM 3-01.8) 

FM 44-64 SHORAD Battalion and Battery Operations. 05 June 1997. (Will be 

revised as FM 3-01.64) 
ARTEP 1-111-MTP _________________________________________________________________________

References-6

FM 55-9 Unit Air Movement Planning. 05 April 1993. (Will be revised as 

FM 4-01.9) 

FM 55-10 Movement Control. 09 February 1999. (Will be revised as 

FM 4-01.3) 

FM 55-15 Transportation Reference Data. 27 October 1997. (Will be revised 

as FM 4-01.15) 

FM 55-20 Army Rail Transport Units and Operations. 01 June 2000. (Will be 

revised as FM 4-01.12) 

FM 55-30(FM 55-312) Army Motor Transport Units and Operations. 27 June 1997. (Will be 

revised as FM 4-01.30) 

FM 55-65 Strategic Deployment. 03 October 1995. (Will be revised as 

FM 4-01.011) 

FM 63-1 Support Battalions and Squadrons, Separate Brigades and Armored 

Cavalry Regiment. 30 September 1993. (Will be revised as 

FM 4-93.1) 

FM 63-20 Forward Support Battalion. 26 February 1990. (Will be revised as 

FM 4-93.20) 

FM 71-1 Tank and Mechanized Infantry Company Team. 26 January 1998. 

(Will be revised as 3-90.1) 

FM 71-100 Division Operations. 28 August 1996. (Will be revised as 

FM 3-100.71) 

FM 90-4 Air Assault Operations. 16 March 1987. (Will be revised as 

FM 3-97.4) 

FM 90-10-1 An Infantryman's Guide to Combat in Built-Up Areas. 12 May 1993. 

(Will be revised as FM 3-97.11) 

FM 90-21 Multiservice Procedures for Joint Air Attack Team Operations. 

03 June 1998. (Will be revised as FM 3-09.33) 

FM 90-29 Noncombatant Evacuation Operations. 17 October 1994. (Will be 

revised as FM 3-07.5) 

FM 100-6 Information Operations, Doctrine, and TTTP. 27 August 1996. (Will 

be revised as FM 3-13) 

FM 100-10 Combat Service Support. 03 October 1995. (Will be revised as 

FM 4-0) 

FM 100-14 Risk Management. 23 April 1998. (Will be revised as FM 3-100.14) 

FM 100-15 Corps Operations. 29 October 1996. (Will be revised as 

FM 3-100-1) 

FM 100-17 Mobilization, Deployment/Redeployment, Demobilization. 

28 October 1992. (Will be revised as FM 3-35) 

FM 100-17-3 Reception, Staging, Onward Movement, and Integration. 

17 March 1999. (Will be revised as FM 4-01.8) 

FM 100-19 Domestic Support Operations. 01 July 1993. (Will be revised as 

FM 3-07.7) 

FM 100-20 Military Operations in Low Intensity Conflict. 05 December 1990. 

(Will be revised as FM 3-07) 

FM 100-103 Army Airspace Command and Control in a Combat Zone. 

07 October 1987. (Will be revised as FM 3-52) 

FM 101-5 Staff Organization and Operations. 31 May 1997. (Will be revised 

as FM 5-0) 

FM 101-5-1 Operational Terms and Graphics. 30 September 1997. (Will be 

revised as FM 1-02) 
_________________________________________________________________________ ARTEP 1-111-MTP 

References-7

Army Soldier Training Publications

STP 21-I-SMCT Soldier’s Manual of Common Tasks Skill Level. 01 October 1994. 

STP 21-II-MQS Military Qualification Standards II Manual of Common Tasks for 

Lieutenants and Captains. 31 January 1991. 

STP 21-24-SMCT Soldier’s Manual of Common Tasks (SMCT) Skill Levels 2-4. 

01 October 1994. 

STP 1-93C1-SM Soldier’s Manual, Skill Level 1 MOS 93C, Air Traffic Control 

Operator. 28 December 1994. 

STP 1-93P1-SM Soldier’s Manual MOS 93, Aviation Operation Specialist Skill Level 1. 

31 July 1996. 

STP 1-93C24-SM-TG Soldier’s Manual, Skill Levels 2, 3, and 4, and Trainer’s Guide, 

MOS 93C, Air Traffic Control Operator. 08 December 1994. 

STP 1-93P24-SM-TG Soldier’s Manual, Skill Level 1 MOS 93P, Aviation Operation 

Specialist. 31 July 1996. 

STP 1-15II-MQS Military Qualification Standards II, Aviation Branch (15), Company 

Grade Officer’s and Aviation Commissioned Warrant Officer’s 

Manual. 23 March 1992. 

STP 6-13F14-SM-TG Soldier’s Manual, Skill Levels 1/2/3/4, and Trainer’s Guide, 

MOS 13F, Fire Support Specialist. 24 September 1993. 

Army Training Circulars 

TC 1-210 Aircrew Training Program Commander’s Guide to Individual and 

Crew Standardization. 03 October 1995. (Will be revised as 

TC 1-200) 

TC 22-6 The Army Noncommissioned Officer Guide. 23 November 1990. 

(Will be revised as FM 3-22.6) 

TC 25-30 A Leader’s Guide to Company Training Meetings. 27 April 1994. 

Army Technical Manuals 

TM 38-250 Preparing Hazardous Materials for Military Air Shipments. 

1 March 1997. 

Department of Defense (DD) Forms 

DD Forms are available from the OSD web site (www.dior.whs.mil/ICDHOME/DDEFORMS.HTM). 

DD From 175-1 Flight Weather Briefing. 01 September 1989. 

DD Form 551 Record of Internment. 01 August 1984 (reproduced locally) 

DD Form 565 Statement of Recognition of Deceased. 00 July 1998. 

DD Form 567 Record of Search and Recovery. 00 July 1998. 

Joint Publications 

Joint Pub 3-50.2 Doctrine for Joint Combat Search and Rescue, 26 January 1996. 

Joint Pub 3-50.21 Joint Tactics, Techniques, and Procedures for Combat Search and 

Rescue. 23 March 1998. 

Joint Pub 3-56.1 Command and Control for Joint Air Operations. 14 November 1994. 

Joint Pub 4-06 JTTP for Mortuary Affairs in Joint Operations. 28 August 1996. 
ARTEP 1-111-MTP _________________________________________________________________________

References-8

Related Publications 

Related publications are sources of additional information. They are not required in order to 

understand this publication. 

Army Regulations 

AR 40-5 Preventive Medicine. 15 October 1990. 

AR 95-1 Flight Regulations. 1 September 1997. 

Department of Army Pamphlets 

DA PAM 710-2-1 Using Unit Supply System (Manual Procedures). 

31 December 1997. 

DA PAM 738-750 Functional Users Manual for the Army Maintenance Management 

System (TAMMS). 01 August 1994. 

Field Manuals 

FM 44-8 Combined Arms for the Air Defense. 01 June 1999. (Will be revised 

as FM 3-01.8) 

FM 7-7 The Mechanized Infantry Platoon and Squad [APC]. 15 March 1985. 

(Will be revised as FM 3-21.7) 

FM 22-6 Guard Duty. 17 September 1971. (Will be revised as FM 3-22.6) 

FM 71-1 Tank and Mechanized Infantry Company Team. 26 January 1998. 

(Will be revised as FM 3-91.1) 

FM 10-23-1 Commander's Guide to Food Service Operations. 17 March 1992. 

(Will be revised as FM 4-20.52) 

FM 21-10 Field Hygiene and Sanitation. 22 November 1988. (Will be revised 

as FM 4-25.10) 

FM 90-36 The Joint Targeting Process and Procedures for Targeting TimeCritical Targets. 20 June 1995. (Will be revised as FM 3-60.1) 

FM 100-103 Army Airspace Command and Control in a Combat Zone. 

07 October 1987. (Will revised as FM 3-52) 

FM 101-5-1 Operational Terms and Graphics (MCRP 5-2A). 

30 September 1997. (Will be revised as FM 5-20-1) 

Other Publications 

Training with Simulations: A Handbook for Commanders and Trainers. National Simulation Center. 

00 January 1999.
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THE FOLLOWING QUESTIONS PERTAIN TO YOU: 

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3. How long have you served in this unit? 

4. What is your component? Active Reserve 

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THE FOLLOWING QUESTIONS ARE ABOUT THE MTP IN GENERAL: 

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8. What part of the MTP was most useful? Why? 

 Chapter 1, Unit Training 

 Chapter 2, Training Matrixes 

 Chapter 3, Mission Outline 

 Chapter 4, Training Exercises 

 Chapter 5, Training and Evaluation Outlines 

 Chapter 6, External Evaluations 

Why? 

9. What part of the MTP was least useful? Why? 

 Chapter 1, Unit Training 

 Chapter 2, Training Matrixes 

 Chapter 3, Mission Outline 

 Chapter 4, Training Exercises 

 Chapter 5, Training and Evaluation Outlines 

 Chapter 6, External Evaluations 

Why? 

10. What part of the MTP was the easiest to understand? 

 Chapter 1, Unit Training 

 Chapter 2, Training Matrixes 

 Chapter 3, Mission Outline 

 Chapter 4, Training Exercises 

 Chapter 5, Training and Evaluation Outlines 

 Chapter 6, External Evaluations 

Why? 
________________________________________________________________________________User Feedback 

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11. What part of the MTP was the most difficult to understand? 

 Chapter 1, Unit Training 

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 Chapter 3, Mission Outline 

 Chapter 4, Training Exercises 

 Chapter 5, Training and Evaluation Outlines 

 Chapter 6, External Evaluations 

Why? 

12. What do you like best about this ARTEP? 

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 Content 

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13. What would you like to see added to this MTP? 

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15. Would you like to have added to this MTP a training matrix that contains an alphabetical listing

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between each collective task and its individual tasks? Yes No 

THE FOLLOWING QUESTIONS PERTAIN TO THE TRAINING EXERCISES (FTX AND STXs): 

17. The training exercises prepare the unit to accomplish its wartime missions. In your opinion, how 

well do they fulfill this purpose? 

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21. Additional comments: 
ARTEP 1-111-MTP

17 JUNE 2002

By Order of the Secretary of the Army:

ERIC K. SHINSEKI

General, United States Army

Chief of Staff

Official: 

JOEL B. HUDSON

Administrative Assistant to the

Secretary of the Army

 0215609

DISTRIBUTION:

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ARTEP 1-111-MTP.
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