Seating Chart

1. Seating Chart LTC Bali PODIUM BDE BTL CPT BDE BTL CPT CJTF CoS DIV G3 BG Sirel BDE CDR BDE S3 CJTF CG DIV CoS BDE ChOps BDE S2 BDE CoS DIV CG BDE S4 SFC Gunn BDE Legal BDE NCOIC EXCON OIC OPFOR CDR DIV XO BDE S9 DL LNO BDE S1 BDE S6 BDE ENG BDE FSO ALO 1st MECH CDR 3/2 CR CDR VIR FA CDR ADA BN CDR Supply CDR CSS BN CDR AT CO CDR EN BN CDR RECCE CDR 34th FA CDR 2nd IN CDR 8th IN CDR

2. Command Post Exercise After Action Review 22 JUN 2012

3. Agenda • Introduction • Training Objective & Mission Review • Battle Chronology & Key Event Review • Select Focus Area Discussion • Wrap Up & Summary • Leader Comments

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

5. House Rules • Participate - It’s your AAR - Get involved! • “Game-isms” = fog of war, not AAR items • Always ask yourself, “How can I do this better?” • Learn something and get better every day • Turn-off cell phones Be a Learning Organization!!

6. Bde Training Objectives • Conduct the Military Decision Making Process (MDMP) in order to plan and execute comprehensive and decisive operations in support of the Brigade Commander’s intent. • Conduct command post operations in order to maintain command and control at all echelons. • Conduct a BDE defense in order to secure key terrain, population, and resources against a Hybrid Threat in order to set conditions for the transition to offensive operations. • Integrate synchronizing ISR • Integrate BDE level firesand attack / assault aviation to defend in depth • Employ deep strike capabilities/assets to disrupt the enemy in depth along their avenues of approach before reaching the BDE’s main defensive belt • Conduct a BDE attack, integrating and synchronizing ISR, BDE level fires, attack and assault aviation, combined with mechanized forces against a Hybrid Threat in order to seize and retain key terrain, population, and/or infrastructure. • Conduct an Air Assault centered around one Infantry Battalion Task Force in order to seize and retain key terrain and/or resources until proper battle hand over to follow-on forces.

7. Training Objective Key Tasks • Conduct MDMP • Conduct Command Post Operations / Operations Process • Coordinate with Adjacent Units • Conduct Defense • Conduct Attack • Conduct Air Assault • Synchronize & Integrate ISR • Synchronize Fires • Synchronize Attack Aviation / Conduct Air-Ground Integration • Synchronize Assault Aviation • Employ Deep Strike • Plan for Stability Operations • Plan Civil Military Operations

8. Division Mission

9. Brigade Mission

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

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

12. Enemy Scheme of Maneuver SMF will conduct an assault operations through our AOR IOT secure the area SOUTH from PL IVARS to create favorable conditions for SIMM to declare the area as independent state and block MND-Sentinel CATKs into the area. ENY will attack in 4 axises.15 km in front of each there is COY-size recce unit with task to confirm suitable advancing corridors and identify possible bypass opportunities. Main units are trying to avoid decisive contact IOT maintain their speed of movement. In case of contact a COY-size unit is maximum that is left to deal with it and main body attempts to bypass. On closed terrain INF is used in first echelon; on open terrain units are swapped if available. SAP coy is allocated to WEST flank CA BN and to INF BN moving EAST as a ME. In addition to their organic, both movement directions are supported by additional IDF assets. CAS is used when main body of attacking units are blocked by BN or higher and bypassing is not possible. II II II SOUTHLAND II

13. 17 0800 – 2000 JUN 2012 x Tokyo PL Red Lama Lion II Dingo II PL Red II I PL White PL White II II PL Blue MNB-V II II X 56 I PL Blue PL Green I PL Green 3 3

14. UNCLASSIFIED MNB-V Obstacle Overlay as of 15 1730 JUL PL BLUE PL BLUE PL BLUE 1stMech directed obstacles UNCLASSIFIED

15. UNCLASSIFIED MNB-V Defense Set as of 17 0900 JUL PL BLUE PL BLUE 1stMech forces 1stMech forces UNCLASSIFIED

16. 18 0800 – 2000 JUN 2012 Tokyo PL Red Lama Lion II Dingo II PL Red II (-) PL White PL White II II PL Blue MNB-V X 56 PL Blue PL Green PL Green

17. 19 0800 – 2000 JUN 2012 Tokyo PL Red Lama Lion II Dingo II PL Red II (-) PL White PL White II II PL Blue MNB-V X 56 PL Blue PL Green PL Green

18. 20 0800 – 2000 JUN 2012 Update

19. UNCLASSIFIED 3-2 CR drive-by of Air Assault OBJ as of 20 1045 JUL 2nd & 8th INF Main Body 30km Air Assault OBJ 3-2 CR Main Body 6km 3-2 CR Lead Elements UNCLASSIFIED

20. UNCLASSIFIED MNB-V Set during Air Assault as of 20 1123 JUL 1stMech Main Body 2nd & 8th INF Main Body Air Assault en route to OBJ 38km 3-2 CR Main Body 3-2 CR Lead Elements UNCLASSIFIED

21. Key Events Focus Command Post Operations “Who else needs to know?”

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

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

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

25. EFST • CCIR • IO • COA • DSM • R & S • War Fighting Functions • Priorities of Plans • Priority of Effort • Priorities of Work • Time Management Command Post Functions EMAIL FM PHONE RECEIVE INFORMATION ANALYZE INFORMATION • SOURCES • 1st MECH BN • 2nd IN BN • 8th IN BN • 3/2 CR • 34th FA BN • EST FA BN • EN BN • SOURCES • DIV HQ • UAS • CAS/CCA • Defense League SUBMIT RECOMMENDATIONS • MDMP • IPB • TOC CURRENT OPS • BATTLE TRACKING • TASK ORGANIZATION • LOGISTICS STATUS • STAFF RUNNING • ESTIMATES DISTRIBUTE INFORMATION INTEGRATE RESOURCES • REPORTS • BRIEFS • OPORDS • FRAGOS SYNCHRONIZE RESOURCES • Defense League • ENGRS • UAS • CAS/CCA • DECISIVE OPS • SHAPING OPS • SUSTAINING OPS

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

27. Self AssessmentHow are we doing? Staff Competencies TOC Functions Receive Information Analyze Information Submit Recommendations Distribute Information Integrate Resources Synchronize Resources • ID / Anticipate Requirements • Monitor Operations • Manage Information • Make Recommendations • Direct Actions • Conduct Coordination • Synchronize Operations • Maintain Continuity

28. Key Events Focus Situational Awareness & the Common Operational Picture

29. Situational Awareness SEE OURSELVES SEE ENEMY SEE TERRAIN PIR NAIs IPB Pattern Analysis EVENTEMP SITEMP Patrol Debriefs Bi-lat Debriefs INTSUMs TSM PMESII-PT SWEAT-MSO NGOs UNHCR HTT MCOO ASCOPE Imagery and Maps Leaders’ Recon FFIR Effective CPs Tracking Charts Timelines War-gaming Rehearsals Communications Battle Updates FRAGOs Unit Capabilities LOGSTATs Staff Estimates

30. Reporting

31. Battle Rhythm

32. Common Operating Picture DAY 4 DAY 2 Can the CDR understand 90% of the fight?

33. Common Operating Picture BN operational graphics 4km difference from BDE graphics PL BLUE PL Blue restrictive control measure 9 FKIA from SIMM mortar attack 1st MECH BN How do we ensure all graphic control measures are synched with BDE? What controls are in place to ensure a COP at all levels?

34. Any uncovered topics?

35. Bde Training Objectives • Conduct the Military Decision Making Process (MDMP) in order to plan and execute comprehensive and decisive operations in support of the Brigade Commander’s intent. • Conduct command post operations in order to maintain command and control at all echelons. • Conduct a BDE defense in order to secure key terrain, population, and resources against a Hybrid Threat in order to set conditions for the transition to offensive operations. • Integrate synchronizing ISR • Integrate BDE level firesand attack / assault aviation to defend in depth • Employ deep strike capabilities/assets to disrupt the enemy in depth along their avenues of approach before reaching the BDE’s main defensive belt • Conduct a BDE attack, integrating and synchronizing ISR, BDE level fires, attack and assault aviation, combined with mechanized forces against a Hybrid Threat in order to seize and retain key terrain, population, and/or infrastructure. • Conduct an Air Assault centered around one Infantry Battalion Task Force in order to seize and retain key terrain and/or resources until proper battle hand over to follow-on forces.

36. Observer Summary MNB-V effectively met each of the five major training objectives planned for this exercise. Efficiency, accuracy and coordination improved markedly during the course of the operation across the staff, as well as with higher and subordinate units. Recommend future events that exercise phase transitions, synchronization, battle handoff between CPs and leader succession plans.

37. Leader Comments • MNB-V Commander • MND-S Commander • Exercise Director

38. This concludes your After Action Review Multi National Brigade- Vironia CPX AAR 22 JUN 2012 Facilitator: LTC Sal Bali Exercise SABER STRIKE 12

39. Below The Line

40. Observations- Movement & Maneuver • Strengths • Detailed planning throughout the MDMP process provided the CDR accurate COAs for his operations • Effectively transitioned between phases by utilizing defined decision points executed by effective triggers • Challenges • Integration of primary and special staff • Frequently planned with minimal staff which created gaps in information flow • Improve on tactical planning for the deep fight and integration of multinational platform

41. Observations- Intelligence • Strengths • Adequate and correct assessments of enemy SITEMP, capabilities, and BDA • Thorough and accurate IPB provided the CDR a clear and concise picture of the enemy allowing him to emplace and wargame his units • Challenges • Intelligence Personnel Configuration • Disconnected set-up resulted in limited direct contact and diminished information flow • Management and integration of specific personnel • Ensure all personnel are provided specific task and purpose during all stages of operations to better support mission command

42. Observations- Fires • Strengths • Individual Artillery Task and Firing Procedures from BDE to Company • Accurate Target Location / Target’s of Opportunity • Quick and Reactive Gunnery • Fire Planning (FSOs) • Pre-planning your targets ISO operations • Offense, Defense (FPF), Shaping Ops • Synchronization of Assets • Great job using all assets and de-conflicting when necessary • Fire Support Coordination Measures • Complete understanding of what they are, and why they are put into effect • Challenges • Amount of FS personnel in FECC • At a minimum 4 personnel need to be dedicated to the role of fire support from the company level to BN and BDE • Targeting Process • Begin targeting process very early through the MDMP in order to allow the subordinate FS cells to begin fires planning • Operational Overview • The S3, S2, FSO, and other WFF need to operate together and share information more frequently, provided the CDR of more clear COP

43. Observations- Protection • Strengths • Obstacle templates and overlays effectively supported scheme of maneuver and CDR’s endstate for each phase of the operation • Utilization of the Defense League as an enabler in a recce role greatly increased the BDE’s operational of the battlespace • Challenges • Obstacle overlay dissemination • Ensure all echelons are tracking the same obstacle overlays and current status to enable effective transition to counterattack from the defense and to prevent fratricide • Accurate Obstacle grid location reporting • All four corner grid locations of a minefield obstacle must be submitted to DIV rather than just a center point

44. Observations- Mission Command • Strengths • Actively and correctly understood and visualized the threat and enemy template • Commander provided staff with clear and concise guidance of his objectives • Integrated and developed effective teams with multinational and joint partners • Challenges • Decentralized TOC set-up • Separation of staff sections during operations created an unclear COP • Difficulty in maintain Common Operating Picture at all echelons • Inconsistent reporting requirements, and lack of enforcement in receiving reports • Mission Command Systems • Staff did not provide frequent and accurate running estimate to continually allow the CDR to visualize his combat power throughout the fight

45. Observations- Sustainment • Strengths • Thorough BDE level CSS planning despite limited planning resources and a lack of good data • Precisely forecasted logistical requirements during MDMP to support all phases of the operation • Challenges • Lack of Combat Service Support overlays for all operations • Creating CSS overlays creates a clearer COP for the TOC without communicating with the S4 • Poor subordinate unit reporting • BNs did not accurately report their combat effectiveness to BDE resulting in incorrect Combat Power/Effectiveness reports to the CDR

46. MCP Layout

47. LAYOUT and ORGANISATION of TOC Rotation of Battle Captains in Current Ops (Shop #1): • 15 and 17 June - #1 • 18 June - #2 • 19 June - #1 • 20 June - #2 • 21 June - #1 S2 BC 1 RTO BC 2 ALO 1 2 CHOP ADA FSO S4 S4 S4 3

48. Information Management (Tactical) CDR When and how do I interface with my commander? What needs to go to higher? What decisions must I make? What needs to go back down? What info do I need to make decisions? CoS/S3Staff What reports do I need? Where do I give guidance? What working groups do I need? What’s our battle rhythm? S6 What IM / KM tools do we have/need? What Info Assurance (IA) policies must we follow?

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

50. 6 Basic Functions of a CP 1. Receive information 2. Distribute information 3. Analyze information 4. Submit recommendations to the commander 5. Integrate resources 6. Synchronize resources CP Functions in a Coin Environment – What’s Different? HIC Operations COIN Operations 1. Information collection/management focused by targeting requirements 2. Information distribution may involve NGO’s, international forces, and other members outside TF & CO/TM 3. Analysis is a product of collective TF effort involving more than the S-2 4. Submit recommendations to the commander 5. Integration involves NGO’s, contractors, interpreters, etc. 6. Synchronize resources 1. Information collection focused primarily on enemy operations 2. Information distribution revolves primarily to HHQ and subordinate units 3. Analysis techniques covered by BOS elements 4. Submit recommendations to the commander 5. Integration involves primarily U.S. (organic to DIV) forces 6. Synchronize resources BOTTOM LINE: Same functions, different focus!