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1
Meeting the Challenges for
21st Century Defense: Your Army, Agility and the
Fires Warfighting Function
Col. Tim Bush
US Army
Commander, 120th Inf. Bde
Div West, 1st US Army
Fort Hood, Texas
17 July 2012
America’s Army: The Strength of the Nation
2
Agenda
Introduction
Army 101
Overview—Roles and Missions
People—Soldiers, Families, Wounded Warriors
Organizations—Army Transformation—Modularity
Challenges and Takeaways—Budget crisis, manpower reductions,
and Army values
Agility and the Fires Warfighting Function
Strategic Environment
Agility and the National Security Strategy
Defining Agility
Agility in Action—the fires Warfighting function
Pervasive Agility—Decisive Action
Questions/Discussion
3
Civilian Military Divide
Dave Schechter
Senior National Editor
October 7th, 2011
"America doesn't know its military, and
the United States military doesn't know
America,”
Adm. Mike Mullen, the recently-
retired Chairman of the Joint Chiefs
of Staff
• Only 1 percent of Americans serve in the military
• Fewer than 8 percent of Americans are veterans (a fraction projected to grow
smaller in the coming years).
• Only one in five members of the U.S. Congress is a veteran, compared with
three of every four in 1969.
• In a 2010 survey, 92% of military family members surveyed agreed that the
general public doesn’t understand or appreciate the sacrifices made by service
members and their families.
4
Who is this guy?
Native Ohioan/Adopted Texan
HS athlete—track and Cross
country
Ohio Army National Guard
BGSU—Army ROTC
Field Artilleryman
Proud Husband and father
Colonel Tim Bush
5
237 years of history—
When we were needed,
... We were there
America’s sons & daughters—
Serving the Nation
with distinction
1775
2012
The Army—Here From the Beginning
6
The purpose of the U.S. Army is to fight and win our Nation’s
wars. Warfighting is our primary mission. Everything that we do
should be grounded in this fundamental principle. It is imperative
that we be responsive to Combatant Commanders as part of the
Joint Force.
We do this by rapidly dominating any operational environment and
providing decisive results across a full range of missions.
Role of the Army
7
PREVENT
• We are the most decisive land force in
the world
SHAPE
• We help shape the international
environment so our allies are
empowered and our enemies are
contained
WIN
• No matter the task, no matter the
environment, no matter the difficulty –
America’s Army will always
accomplish the mission
Nation’s Force for Decisive Action
8
AMERICA’S ARMY: THE STRENGTH OF THE NATION
IN NEARLY 150 COUNTRIES OVERSEAS
OTHER OPERATIONS
& EXERCISES
5,170 SOLDIERS
HONDURAS
JTF-BRAVO
300 SOLDIERS
KFOR
790 SOLDIERS
Army Global Commitments
IRAQ
130 SOLDIERS
CONUS SPT BASE
2,850 SOLDIERS
(RC Mobilized
Stateside)
MFO
640 SOLDIERS
OEF- AFGHANISTAN
66,650 SOLDIERS
KUWAIT
15,170 SOLDIERS
BOSNIA
80 SOLDIERS
USAREUR
38,230 SOLDIERS
(FWD Stationed)
JTF- HOA
1,280 SOLDIERS
QATAR
1,730 SOLDIERS
OEF- PHILIPPINES
490 SOLDIERS
ALASKA
13,850 SOLDIERS
(FWD Stationed)
HAWAII
22,630 SOLDIERS
(FWD Stationed)
JAPAN
2,500 SOLDIERS
SOUTH KOREA
18,970 SOLDIERS
(Part of AC Station Overseas)
JTF-GTMO
1,260 SOLDIERS
PACOM NORTHCOM
SOUTHCOM
EUCOM CENTCOM
AFRICOM
ARMY PERSONNEL STRENGTH
Component RC AUTHORIZED FOR
MOBILIZATION / ON CURRENT
ORDERS
ACTIVE (AC) 558,570 N/A
RESERVE (RC)
USAR 204,790 17,320
ARNG 359,020 35,620
1,122,380 52,940
28 Jun 2012
SOLDIERS DEPLOYED 95,540
SOLDIERS FWD STATIONED 96,180
TOTAL SOLDIERS 191,720
9
Our Soldiers: 1,128,740 • Active: 564,570 • National Guard: 359,410 • Reserve: 204,760
Our equipment: • 25,465 Combat Vehicles • 287,508 Wheel Vehicles • 4,204 Helicopters • 20,742 Mine Resistant Ambush
Protected Vehicles (MRAP)
Our worldwide facilities: • 104,370 Family housing units • 15,687,531 acres of land • 158 Army installations • 1,110 Army Reserve centers • 2,860 National Guard centers
A Few Facts About Your Army
10
Active Army
Army Reserve
Army National Guard
Department of the
Army Civilians
Army Organization Army End Strength = 1,128,740
USAR
204,760
(18%)
ARNG
359,410
(32%)
ACTIVE
564,570
(50%)
Supported by 252,292 Army Civilian
Employees
11
Active Component Major Units
Germany
Republic of Korea
Ft Benning
Ft Stewart
Ft Drum
Ft Campbell
Ft Polk
Ft Hood
Ft Lewis
Ft Irwin
Ft Carson
Ft Bliss
Ft Bragg
Ft Wainwright
Ft Richardson
Schofield Barracks
1
Legend
Division
Brigade (BCT)
STRYKER BCT
OPFOR Unit
Ft Riley
Italy
12
Army National Guard Major Combat Units
116th Armor Bde
40th Infantry Division (M) California*
29th Infantry Bde
36th Infantry Div Texas
155th Armor Bde
278th ACR
256th Infantry Bde
(M)
53d Infantry Bde
48th Infantry Bde (M)
218th Infantry Bde (M)
30th Infantry Bde (M)
29th Infantry Div (L) Virginia
28th Infantry Div (L) Pennsylvania
42d Infantry Div (M) New
York*
35th Infantry Div (MDM)**
Kansas
34th Infantry Div (MDM)** Minnesota
C 38th Infantry Div (MDM)**
Indiana
27th Infantry Bde
76th Infantry Bde
45th Infantry Bde
39th Infantry Bde
81st Infantry Bde (M)
41st Infantry Bde
13
Army Rank Insignia
Second
Lieutenant
(2LT)
First
Lieutenant
(1LT)
Captain
(CPT)
Major
(MAJ)
Lieutenant
Colonel
(LTC)
Colonel
(COL)
Brigadier
General
(BG)
Major
General
(MG)
Lieutenant
General
(LTG)
General
(GEN)
General
Of the Army
(GA)
Officers O-1 O-2 O-3 O-4 O-5 O-6 O-7 O-8 O-9 O-10 SPECIAL
Warrant Officers
Warrant Officer
(W01)
Chief Warrant Officer
(CW2)
Chief Warrant Officer
(CW3)
Chief Warrant Officer
(CW4)
Chief Warrant Officer
(CW5)
W-1 W-2 W-3 W-4 W-5
Enlisted
Private E-1
(PV1)
Private E-2
(PV2)
Private
First Class
(PFC)
Corporal
(CPL)
Specialist
(SPC)
Sergeant
(SGT)
Staff
Sergeant
(SSG)
Sergeant
First Class
(SSG)
Master
Sergeant
(MSG)
First
Sergeant
(1SG)
Sergeant
Major
(SGM)
Command
Sergeant
Major
(CSM)
Sergeant
Major of
the Army
(SMA)
No
Insignia
E-1 E-2 E-3 E-4 E-5 E-6 E-7 E-8 E-9
Senior
Enlisted
Advisor
14
Average Combat Soldier Profile
RANK: E-4 (Corporal / Specialist)
AGE: 22
TIME IN SERVICE: 4 Years
BASE PAY: $2,127.60/month
EDUCATION: High School Graduate
MARITAL STATUS: Married w/ two Children
RACE: 62% Caucasian/38% Minority
GENDER: 86% Male/14% Female
AVERAGE WORK DAY: When the mission is complete
15
Parachutists & Ground Troops
(PASGT) Helmet &
Accessories
Jungle Combat Boot
PVS 7 Night Vision Device
& Accessories**
M4 Carbine
Gloves
Battle Dress Uniform
Close Combat Optic
Load Carrying Equipment
Interceptor Body Armor
(ACU Camouflage Pattern)
Outer Tactical
Vest (OTV)
Enhanced Small Arms Protective
Inserts
Deltoid Axillary
Protector**
Side Plates**
Army Combat Helmet
& Accessories
Infantry Combat Boot Type II (Tan)
M4 Carbine (modular)
Army Combat Uniform
Knee and Elbow Pads
PVS 14 Monocular Night Vision
Device & Accessories
PEQ-2A Infrared Aiming Light
Gloves
Close Combat Optic
Protective Eyewear (Wiley X)
Thermal Weapons Sight II (Light)
PASGT Vest
Protective Goggles
PVS-4 Weapons Sight
PAC-4 Infrared Aiming Light
Soldier: 2000 Soldier: 2007
Evolution of Soldier Equipment
Equipment Spending Per Soldier:
$11,147*
Equipment Spending Per Soldier:
$17,472*
18 *Adjusted to 2006 Dollars Using FY2007 Inflation Indices (DACS PPBC Memo 2006-05).
** Item not shown.
Soldier: 2004
Knee and Elbow Pads
Advanced Combat Helmet
& Accessories
Infantry Combat Boot
Type II (Tan)
Modular Lightweight
Load Carrying
Equipment (MOLLE) -
Rifleman Set
Monocular Night Vision
Device & Accessories
PAC-4 Infrared Aiming Light (Not shown)
M4 carbine (modular)
Gloves
Uniform
Interceptor Body Armor
Close Combat
Optic
Thermal Weapons
Sight (Light)
Equipment Spending Per Soldier:
$19,941*
Protective Eyewear (Wiley X)
Increased cost and increased numbers equipped
16
Army Family Covenant We recognize... • The commitment and increasing sacrifices
that our Families are making every day. • The strength of our Soldiers comes from
the strength of their Families. We are committed to Improving Family Readiness by: • Standardizing and funding existing Family
programs and services • Increasing accessibility and quality of
health care • Improving Soldier and Family housing • Ensuring excellence in schools, youth
services and child care • Expanding education and employment
opportunities for Family members
We are committed to: •Providing Soldiers and Families a Quality of Life that is commensurate with their service. •Providing our Families a strong, supportive environment where they can thrive. •Building a partnership with Army Families that enhances their strength and resilience.
The Army Family
17
People are Our Army • The Army is the strength of the Nation
Soldiers are the strength of the Army.
Our Families are the strength of our
Soldiers.
• Our enduring priority is to preserve
our high-quality All Volunteer Force –
Active, Guard and Reserve
• We are America’s sons and daughters
bonded together by trust, honor and
duty
• America’s greatest generations are
built on the strength of America’s
strongest citizens - U.S. Soldiers
• The Army is the nation’s preeminent
leadership experience. We continue
to train and develop strategic leaders
who can overcome the complex
challenges of tomorrow.
• We have an enduring commitment to
care for our wounded, ill and injured
and to honor those we have lost.
18
Wounded Warriors
“The 1.1 million Soldiers who deployed to combat
during the past decade have demonstrated
remarkable courage, mental and physical
fortitude. In that time, U.S. Soldiers have earned
6 Medals of Honor, 24 Distinguished Service
Crosses, more than 600 Silver Stars and nearly
14,000 other awards for valor. Our
accomplishments in Iraq and Afghanistan have
come with an enormous cost, as more than
4,500 Soldiers have rendered the ultimate
sacrifice and almost 33,000 have returned as
Wounded Warriors. Through all of this adversity,
the courage and resilience of our Soldiers,
Civilians and Family members have
demonstrated repeatedly that our Army remains
the Strength of the Nation.”
Army Posture Statement
February 2012
19
Wounded Warriors
• “Going to combat with the 1st Cavalry Division is something I will always
remember . . . but the thing that I have done that has given me the most
satisfaction is to try to at least begin the process of eliminating the stigma
associated with behavioral-health issues,” he said.
• In 2010, about 200,000 soldiers sought mental-health counseling for
wounds such as post traumatic stress. “Everybody gasped, and I said that I
hope it goes up higher than that,” Chiarelli said. Last year, more than
280,000 soldiers received treatment or counseling from behavioral-health
specialists.
Vice Chief of Staff of the U.S. Army
Gen. Peter Chiarelli has pressed
harder than any other officer to
change the way soldiers view post-
traumatic stress and other mental-
health injuries.
Washington Post, January 12, 2012
20
Army Organizations and Force Structure
Command Level
General
Lieutenant General
Major General
Colonel
Lieutenant Colonel
Captain
Lieutenant
Staff Sergeant
Field Army
(2-5 Corps)
Divisions (3 Brigades)
10,000 – 18,000 Soldiers
Corps (2-5 Divisions)
Brigades (3 or more Battalions)
3,000 – 5,000 Soldiers
Battalions (3-5 Companies)
500 – 600 Soldiers
Company (3-4 Platoons)
100 – 200 Soldiers
Platoon (3-4 Squad)
16 – 40 Soldiers
Squad
4-10 Soldiers
21
Organizational Change
Halfway through largest organizational change since World War II.
Modular formations are more deployable, can be tailored, and are more versatile than older organizations.
Modular units have proven their power in Iraq and Afghanistan.
Essential for the Army to have the forces necessary to deal with an era of persistent conflict.
Army Modularity—2004
27
Source: FY 2005 President’s Budget
Defense Outlays as a Percentage of GNP/GDP
0%
5%
10%
15%
20%
25%
30%
35%
40%
19
10
19
15
19
20
19
25
19
30
19
35
19
40
19
45
19
50
19
55
19
60
19
65
19
70
19
75
19
80
19
85
19
90
19
95
20
00
20
05
Fiscal Year
Pe
rce
nta
ge
19
05
FY 1905 - 2005
28
• Today we face another challenge -- a global financial crisis on top of
an already uncertain and increasingly complex environment. As all
of you are aware, the United States confronts a very large deficit
problem, and we also know that sustaining the strength of our
economy is a national security issue. Accordingly, in August, the
Budget Control Act was passed, which requires a $487 billion
reduction in DoD spending over the next ten years. And that has
been reflected in the latest plan that was submitted.
Challenges—Budget Crisis
Honorable John McHugh
Secretary of the Army
31
Force Structure Reductions • “As recently announced, this
decreased end strength will result in at
least eight fewer Active Component
Brigade Combat Teams, going from 45
to 37. The first two BCT reductions
occur in Europe, where the 170th BCT
will inactivate in FY13, and the 172nd
Brigade Combat Team will inactivate in
FY14, both as they return from
deployments in Afghanistan. Decisions
on the remaining Brigade Combat
Team reductions have not yet been
made.”
Honorable John McHugh
Secretary of the Army
Remarks to the AUSA Winter Symposium
Orlando, Florida
24 February 2012
32
Personnel Reductions • “By FY17, the Army will decrease its
end strength from 570,000 to 490,000
in the Active Army. . . But it is not just
about the numbers themselves; it is
about reducing our end-strength over a
deliberate and gradual ramp.
• Why do I want this? This allows me to
ensure I can take care of our Soldiers
and Families and Department of Army
Civilians. . . ,can continue to meet our
contingency commitments, to include
Afghanistan. And we can remain
responsive for unforeseen
contingencies and facilitate reversibility
if necessary in this uncertain
environment.”
General Raymond T. Odierno
38th Chief of Staff of the Army Remarks to the AUSA Winter Symposium
Orlando, Florida
24 February 2012
34
Loyalty Bear true faith and allegiance to the U.S. Constitution, the Army, your unit, and other Soldiers.
Duty Fulfill your obligations. Accept responsibility for your own actions and those entrusted to your care.
Respect Rely on the golden rule. Treat people as they should be treated.
Selfless Service Put the welfare of the nation, the Army, and your subordinates before your own.
Honor Live up to all the Army values.
Integrity Do what's right, legally and morally. Be willing to do what is right even when no one is looking.
Personal Courage Our ability to face fear, danger, or adversity, both physical or moral courage.
Army Values
36
America’s sons and daughters
serving the nation with distinction
When we’ve been called, We’ve been there…
Trained and Ready
Our History is America’s History
37
Agility in Action
TF Deep Strike--Predeployment
timeline (June 2007-2008)
• Aug 07—Table XVIII at WSMR
• Oct 07—Assume PTDO
• Jan 08—Depord Issued
• Jan-Mar 08—Reorganize into Mvr
Plts/Co/MTT—TBL V/VI
• Mar 08--PDSS
• Apr 08—Load Containers/Rail
• May 08—Block Leave
• Jun 08--Deploy
38
2
1
10
10
10
8
BAHIRA
DARRAJA
BAHIRA
SHARAB MIA BAHIRA
McCLEAN
BAHIRA
NELSON
BAHIRA
LANGFORD
BAHIRA
HAMRA’
Ghar Tassa Al Arozz
Ghar Bruno
Ghar Wadi Khafi
Ghar Tassa Bihar
Ghar Ismok La
Ghar Albai
Ghar Al Ra’id
Nahiat al-Bab al-Sharq
Diffat al-Bahaira al-Jaff
Wadi Ra’id
Ain Ghar
Kut Adeera
Medina Wasl
Mezra’a Mazik Ahmar
Tall Alloowa Mosque
Badiyah
Al Zohoor
Abar Layla
Al Wahde
Takook
Medina Jabal
FOB SEATTLE
FOB KING
FOB DENVER
FOB DALLAS
FOB MIAMI
FOB SANTA FE
FOB AKHDAR
FOB RENO
COP VEGAS
Kadhaa Wasl
Kadhaa Ahmar
Kadhaa Jaff
Kadhaa Hartha
Kadhaa Adeera
Al Sabah
Saharabia 1
2
Kadhaa Jabal
Kadhaa Layla
Saharabia
AO Bronco
X
X
2-608 FA Wolves
2 608
II
2 30
II 1 11 IA
X
3 21
II
XX
11
52
IA
IA Cell
X
3-21 CAV Cobra
4 77
II
52CAB 1 A II
H
TF 1-52 AV Eagles
2 11 IA
X
2-30 CAB Tarantula
3 BSTB Sidewinder
352 BSB Goldminer
3
II BSTB
15
II
BSB
X
3 52
X
DBE IA
X
FP IA
4-77 CAB Scorpion
POE
II
DBE IA
X
POE
SAHARABIA
38
39
MAJ Ronald W. Culver Jr., 44, of Shreveport, LA, died May
25, 2010 in Numaniyah, Iraq, when insurgents attacked his
vehicle with an improvised explosive device. He was
assigned to the 2nd Squadron, 108th Cavalry Regiment,
Shreveport, LA.
Baghdad
Numaniyah
39
40
Maneuver, Fires, & Effects Infantry, Armor, Aviation, Field Artillery, Air Defense Artillery,
Military Police, Engineer, Chemical, Special Operations Forces, Civil Affairs, PSYOP, Information Operations, Public Affairs
Operations Support Signal Corps, Military Intelligence,
Foreign Area Officers, Functional Areas
Force Sustainment Transportation, Ordnance, Quartermaster, Logistics,
Adjutant General, Finance, Acquisition
Special Branches Judge Advocate General, Medical Service Corps, Veterinary Corps, Chaplain Corps, Dental Corps, Medical Corps, Medical Specialist Corps, Army
Nurse Corps
Branches of the Army
41
Meeting the Challenges for 21st
Century Defense:
Pervasive Agility and Agile Fires in
Support of Unified Land Operations
Colonel Tim Bush
US Army
23 March 2012
42
Pervasive Agility and Agile Fires
• Persistent Conflict in an age of uncertainty
• Agility as a strategic imperative
• Agility in the Abstract—defining agility
• Agility in action—Limited Agility
• Agility for the future—Pervasive agility
43
Nation’s Force for Decisive Action
Ready Today, Prepared for Tomorrow
• The Army is the national force for sustained,
decisive action, providing the Joint Force
depth, versatility, flexibility, and effective
operations across the spectrum of conflict
• Recent history and global trends demand a
versatile mix of capabilities, formations and
equipment that provide our national decision
makers flexibility across a range of
operations
• Readiness is non-negotiable. While it is clear
our Army will resize, whatever the size the
Army must remain highly trained and ready.
Our Army and our Nation can accept nothing
less.
• Critical to the way ahead is a modernization
plan that allows us to develop, field and
sustain equipment in a more responsible and
affordable manner.
45
21st Century Security Environment
Highly Complex Growing interdependence of financial, commercial, and information areas
Diffusion and access of technology
Threats posed by both nation states and non-state actors
Increasingly engaged in the human dimension
Array of Hybrid Challenges Conflict and competition crossing multiple arenas
Complex and adaptive threats with robust lethal and non-lethal capabilities
Ruthless and unconstrained adversaries
Sustained Combat in an Era of Persistent Conflict Multi-generational demands
Global insurgency fueled by radical Islam
Requirements across the full spectrum – from peacetime military engagements to major combat operations
46
Persistent Conflict Trends
Potential for violent conflict fueled by …
Globalization
Population Growth
Resource Demand
Climate Change
WMD Proliferation
Failed or Failing States
“Protracted confrontation among state, non-
state, and individual actors that use violence to
achieve their political and ideological ends.”
47
“
“As we end today’s wars
and reshape our Armed
Forces, we will ensure
that our military is agile,
flexible, and ready for the
full range of
contingencies.”
President Barack Obama
January 2012
Agility as a Strategic Imperative
48
“This country is at a strategic
turning point after a decade of
war and, therefore, we are
shaping a Joint Force for the
future that will be smaller and
leaner, but will be agile,
flexible, ready and
technologically
advanced.”
Agility as a Strategic Imperative
49
Agility as a Strategic Imperative
“Ideas matter . . . ideas can
serve as the driving force
behind significant
institutional change.”
Foreword to The Army Capstone
Concept, Operational
Adaptability: Operating Under
Conditions of Uncertainty and
Complexity in an Era of
Persistent Conflict, 2016-2028.
GEN Martin E. Dempsey,
Chairman of the Joint
Chiefs of Staff
50
Agility in the Abstract—Defining Agility
Agility: n. marked by a ready ability to move with
quick easy grace; having a quick, resourceful,
and adaptable character; nimbleness, dexterity.”
Merriam Webster Collegiate Dictionary,
10th Ed.,1994, 23.
Agility: ability of friendly forces to react faster than
the enemy and is a prerequisite for seizing and
holding the initiative. Agility is as “much a mental
as a physical quality.”
US Department of the Army, Field
Manual 100-5, Operations, June 1993, 2-7.
51
Agility in the Abstract—Defining Agility
A blended, comprehensive working definition of
agility:
Agility is marked by a ready ability to move with
quick easy grace; having a quick, resourceful,
and adaptable character; nimbleness, dexterity;
the ability to successfully effect, cope with,
and/or exploit changes in circumstances; agility
is comprised of component parts:
responsiveness, versatility, flexibility, resilience,
innovativeness, and adaptability.
Agility is about success, and winning. Losers
are not agile.
52
Agile, Adaptive Leaders
Our leaders, at all levels, must:
• Be competent in core tasks
• Able to operate across the full
range of missions
• Be effective in Joint, Interagency
and Combined environments
• Be culturally aware and astute
• Be courageous and able to
recognize opportunities
53
“History not used is nothing, for all intellectual life is action, like practical
life, and if you don't use the stuff well, it might as well be dead.”
Arnold J. Toynbee
Historian, NBC Television Broadcast
April 17, 1956
“Well, what happened was, we got our ass kicked. In the second half,
we just got our ass totally kicked. . . . The second half, we sucked. We
couldn’t stop the run. Every time they got the ball, they went down and
got points. . . . It was a horseshit performance in the second half.
Horseshit. I’m totally embarrassed and totally ashamed. Coaching did a
horrible job. The players did a horrible job. . . . It sucked. It stunk.”
Jim Mora,
Head Coach of the New Orleans Saints
October 1996
Agility in Action
54
“Essential elements of successful operations in Iraq included a keen
understanding of the situation, integration of all arms and joint
capabilities, the development and integration of indigenous forces, and
military support to governance and development. Most important was the
ability to adapt operations continuously as forces developed the situation
through action.”
Agility in Action
55
“Artillery has to be a versatile asset. The Army can no longer afford to
have artillerymen just do artillery missions.” Addressing the specific
requirements that the counterinsurgency environment placed on
artillery units, he continued: “Every one of my artillery battalions owned
battlespace. My FA battalions were just like my maneuver battalions.
That’s the kind of flexibility we need as we look to the future.”
General Raymond T. Odierno,
Field Artillery Journal, March-June 2004, 11.
Agility in Action
56
Agility in Action
Our leaders, at all levels, must:
• Be competent in core tasks
• Able to operate across the full
range of missions
• Be effective in Joint, Interagency
and Combined environments
• Be culturally aware and astute
• Be courageous and able to
recognize opportunities
57
Patrol Manning
DRIVER DRIVER DRIVER DRIVER
TC (SGT or
above)
PL (SFC or
above)
TC (SGT or
above)
PSG (SSG
or above)
GUNNER
(Qualified on
Weapon)
GUNNER
(Qualified on
Weapon)
GUNNER
(Qualified
on Weapon)
GUNNER
(Qualified
on Weapon)
DISMOUNT
(CLS certified)
DISMOUNT
(CLS certified)
DISMOUNT
(CLS
certified)
DISMOUNT
(CLS
certified)
DISMOUNT
(HIDE)
TERP MECH. MEDIC
Minimum Standard – 4 Gun
Trucks, 20 personnel, BN CDR is
approving authority for
conducting patrol with less than
minimum standard.
A21 A26 A22 A27
UNCLASSIFIED // FOUO
UNCLASSIFIED // FOUO 57
58
Agility in Action
TF Deep Strike—Key Event
timeline (June 08-Aug 09)
• Jun 08—Plt Lanes in Kuwait
• July 08—Arr. FOB Delta/TOA
• Aug 08—Georgians Depart /
Btries Occupy JSSs
• Jan 09—Provincial elections
• Jun 09—SFA implementation
• Aug 09—TOA/redeployment
Agility is marked by a ready ability to move with quick easy grace; having a
quick, resourceful, and adaptable character; nimbleness, dexterity; the ability
to successfully effect, cope with, and/or exploit changes in circumstances;
agility is comprised of component parts: responsiveness, versatility, flexibility,
resilience, innovativeness, and adaptability.
59
Fundamentals Nested by echelon • Functional Battalion CP
• Targeting Focus and Priorities
• Targeting/Opns Battle Rhythm
• Targeting Products
• Security Force
Agreement
• Establish Bn-Level Patrol
Standards
• Establish/Maintain 5 RAPF
• Enabler integration
– - IO/PAO/Psyops
– - MAWS/CA
– - ISR
– - TSE: BATS/HIIDE, MWD
• Intel information flow (Bn IRs,
Grintsum)
• ISF Partnership
• Logistic – Planning,
Integration, Execution
• Roles of the Battle staff
(S3/XO)
• New Unit Integration
Battalion • Functional Battery
Command Post/CoIST
• Patrol Scheduling and
Time Management
• Translating Bn-level
TGTing into Patrol OBJs
• Enabler integration into
Patrol
• Manage/Supervise Bn-
Level Patrol standards
• Enforce BN Standards for
5 RAPF
• Intel information flow
(COIST collection and
analysis)
• ISF integration
• OCC-D Opns
• LOG tracking and
anticipation
• Troop Leading
Procedures
• Time mgmt
• Recon (Map/TIGR)
• OPORD
• Rehearsals
• PCCs/PCIs
• Enabler integration
• Disciplined execution of
Patrol Standards
(Fundamentals)
• Execution of 5 RAPF
• ISF combined patrolling
and Operations
• Tactical Directives and
COIN Guidance
• Individual Skills in the
COIN Environment
• Intel information flow
(Patrol Debriefs and ESS)
• Actions on contact—
CIED, Direct Fire Control
Measures, Casevac
• TSE
Btry/Co Platoon
59
60
P Political
M Military
E Economic
S Social
I Infrastructure
I Information
P Physical
Environ.
T Time
A Areas
District boundaries,
provincial
boundaries, party
affiliation areas
Coalition & ISF
bases, historic
ambushes, IED
sites
Bazaar areas,
farming areas,
livestock
dealers, auto
repair shops
Traditional picnic
areas, bazaars,
outdoor Shura
sites
Irrigation
networks, water
tables, medical
services
Radio/T.V./Pape
r coverage
areas, word of
mouth
gathering points
Natural
resources,
rivers and lakes,
topography,
biological
hazards
Key terrain
development
progression,
provincial
progression
milestones
S Structures
Provincial/district
centers, shura
halls, polling sites
Provincial/district
police HQs, INS
known leader
houses/business
es
Bazaars, wheat
storage, banks
Mosques,
weddings, halls,
popular
restaurants
Roads, bridges,
electrical lines,
wells and dams
Cell, radio and
T.V. towers,
print shops
Water sheds,
villages and
cities, mosques
Military base
closure,
infrastructure
development/cl
osure
C Capabilities
Disputed
resolution, local
leadership, INS
ability to have
impact
ISF providing 24
hour security?
QRF present?
INS
strength/weapon
s
Access to
bank, ability to
withstand
droughts,
development,
business
ethics
Strength of
tribal/villager
traditional
structures,
infrastructures
and mullahs
Ability to
build/maintain
roads, walls,
check dams and
irrigation systems
Literacy rate,
availability of
electronics,
media and
phone service
Dams, windmills,
nuclear facilities
Illumination
cycle, weather
O Organizations
Political parties,
INS group
affiliations,
government and
NGO organizations
Coalition and ISF
presence, INS
group presence
Banks, large
landowners,
cooperatives,
economic
NGOs
Tribal clans,
families, sports,
Shuras and youth
shuras
Government
ministries,
construction
companies
News
organizations,
influential
mosques, INS
IO groups
Environmental
agencies,
Biological
agencies
ISF leave
timelines,
governmental
holidays, IP
KTD training
P People
Governors,
councils, shura
members, elders,
mullahs and
parliamentaries
Coalition, ISF,
INS military
leaders
Bankers,
landowners,
merchants,
money lenders
Khada, Nahia,
elders,
influencing
families
Builders, road
contractors, local
development
councils
Media owners,
mullahs, maliks,
elders, heads of
family
Scientists,
Environmentalist
s, Doctors,
election
timelines,
project
completion
timelines
E Events
Elections, shuras,
jirgas, provincial
council meetings
Kinetic events,
unit RIPs, loss of
leadership
operations
Droughts,
harvests,
business
opening, loss
of business
Friday prayers,
holidays,
weddings,
deaths, births and
bazaar days
Road/bridge
construction, well
digging,
center/school
construction
Friday prayers,
publishing
dates, IO
campaigns,
project
openings,
CIVCAS
incidents
Devastating
weather
conditions,
natural disasters
Withdrawal
timelines;
Religious
events, tribal
events,
agricultural
lifecycle events
60
61
Deep Strike
Plans Month Month Month Month Month Month
ETO AM AN AO AP AQ AR AS AT AU AV AW AX AY AZ BA BB BC BD BE BF BG BH BI BJ BK
Security of the
Iraqi People
Prof. of the ISF
Governance
Economics
JSS AM S+S
JSS AE S+S
JSS Salaam S+S
Hayy
Akhrar
Jassan
Dujaila
OP XXX
OP Row XXX/ KLE CARDS
OP XXX Continued
OPN XXX
OPN XXX
NEW PC Seated
AG Conference
OPN XXX
OPN XXX
Phase II
Resiliency
OPN XXX
ISF Capstone
Redeployment Operations
RIP/TOA
OPN XXX C
H
Continuity Books Complete
IA WLC ISF Individual Collective Training
Pu
n
Re
n
OPN XXX
Num - Vet
62
1. OPERATION XXX – TF 2-20 assists Qada / Nayiah level Iraqi Police
headquarters throughout the AO to improve their communications with different
ISF / GoI / CF security entities.
2. OPERATION XXX – TF 2-20 moves units from Joint Security Site 1, 2 and 5 and
turns control of all Joint Security Sites to the IA.
3. OPERATION XXX – TF 2-20, ICW partnered IA / IP / SRT units and GoI
conducts a clean up of Wasit Province within selected areas in designated cities
in each AO IOT foster a sense of pride in their local cities, demonstrate a
willingness to improve their current situation and reinforce local trust and
confidence in the ISF.
4. OPERATION XXX – TF 2-20, in cooperation with 3/32 IA BDE and 3/32 IA BN
MTT, TF Drifter and 772d MP executes a phased training model culminating in a
joint ISF interoperability capstone exercise.
LOO 1: Security of the Iraqi People
63
LOO 2: Professionalization of the ISF
1. OPERATION XXX – Team Warrior ICW 772d MP and NPTT conduct partnership
with SRT and NP units in AO Warrior.
2. OPERATION XXX – TF 2-20, in cooperation with 3/32 IA BDE and 3/32 IA BN
MTT, TF Drifter and 772d MP executes a phased training model culminating in a
joint ISF interoperability capstone exercise.
3. OPERATION XXX – TF 2-20 moves units from Joint Security Site 1, 2 and 5 and
turns control of all Joint Security Sites to the IA.
64
LOO 3: Governance 1. OPERATION XXX – TF 2-20 enables local Qada’a and Nahiya officials through training
sessions (mini-conferences) with Wasit DGs to allow better understanding of each others
position, capabilities, responsibilities and answer questions that either side may have.
2. OPERATION XXX – TF 2-20 engages local governance, government functions, ministry
and DG IOT coordinate efforts between the Wasit PRT and 41st FiB, and provide continuity
for the incoming unit.
3. OPERATION XXX – TF 2-20, ICW partnered IP units, conducts detention facility
assessments.
4. OPERATION XXX – TF 2-20, ICW partnered IA and SRT units, BDE S9 and the Wasit
Provincial Team, creates a Local Reconstruction Council, mirroring the Provincial
Reconstruction Development Committee.
5. OPERATION XXX – TF 2-20, in cooperation with partnered IA and IP units, distributes
‘library in a box’ school books from the PRT within AO Deep Strike, IOT support GoI
education initiatives and institutions throughout AO Deep Strike.
6. OPERATION XXX – TF 2-20, ICW partnered IA and SRT units, conducts a video pen-pal
and video teleconference initiative with selected schools in each AO, with the support of the
local IP, IOT spread awareness of other cultures to both American and Iraqi school children
and create a climate of understanding between the youth of our two countries.
7. OPERATION XXX – TF 2-20, ICW IA and IP, conduct series of activities for orphans in Al
Kut IOT spread awareness to Iraqi media of orphan problem not only in Wasit Province but
Iraq as a whole.
65
LOO 4: Economic Development
1. OPERATION XXX – TF 2-20 improves access to potable water throughout AO
Deep Strike by distributing locally purchased water purification systems.
2. OPERATION XXX – TF 2-20 improves economic opportunities of individual Iraqis
and economics of the area by delivering micro-grant funds to improve individual
businesses to better serve and employ their communities.
3. OPERATION XXX – TF 2-20 improves the quality of life for Iraqis throughout AO
Deep Strike by distributing clothing to local Iraqis.
66
Agility in Action—Operation Dirty Deeds
Agility is about success, and winning. Losers are not agile.
67
A—Attitude: Warrior Ethos with a Never-Quit attitude: Aggressive, adaptive, and relentless. We are the best battalion in the Army, and we
will commit to excellence. We will defeat complacency.
T—Troop Leading Procedures. The Leaders and Soldiers of the Deep Strike Battalion are masters of the Troop Leading Procedures. Platoon
Leaders and Platoon Sergeants will become experts on steps 1-7; step 8 is non-negotiable for every mission:
· Pre-combat checks and Pre-combat Inspections (based on METT-TC) to standard—every time
· Full dress rehearsal of actions on the objective—every time
· Rock drill rehearsal of battle drills (based on METT-TC)—every time
· AAR/Capture lessons learned—every action, every time
A—Accountability. Leaders will know the location of every Soldier under their command at all times. Battle Buddies—Battery commanders
will assign all Soldiers a Battle Buddy. Soldiers will know the status of their battle buddy at all times. Soldiers will never travel without their
Battle Buddy.
C—Communications. Every patrol/unit will have redundant communications means with their higher headquarters before leaving the FOB
or crossing the line of departure: FM/ASIP, MBITR, Harris Radio, SATCOM, Iridium phone, BFT, or other means. This is Non-negotiable.
Checks on all communications systems are part of PCC/PCIs—every time. No personal cell phones will be allowed off of the FOB. CREW
is non-negotiable; no patrol will depart the FOB without adequate CREW coverage.
M—Maintain. We will maintain ourselves and our equipment to a high state of readiness at all times. The Deep Strike Soldier is fit and
ready—physically, mentally, spiritually. Violations of General Order 1 (Drug and Alcohol use/Adultery and Sexual Harassment) will not be
overlooked or tolerated. We will maintain all assigned equipment IAW with the appropriate TM—M1151s, MRAPs, weapons,
communications, personal gear; our lives will depend on it.
S—Standards and Discipline. We will adhere to Army standards in every action; we will not just meet the standard; we will commit to
excellence and strive to exceed the standard. Uniform. Uniform standards established by the CSM for Garrison and Tactical Missions are
non-negotiable; our equipment will protect you from all threats, and leaders will ensure that it is worn properly at all times.
Deep Strike Flat Ass Rules
68
68
DISCIPLINE!
SUMMARY: SM has displayed outstanding individual Soldier discipline. This is a direct result of quality NCOs and a great 1SG being involved in all aspects of operations. fully understands the importance of discipline, it shows in everything; from TLPs to CP operations to simple uniformity through the entire unit. OBSERVATIONS: (+) PCC/PCI (+) vehicle load plans (+) Sleep tent dress right dress (+) Disciplined CP (+) Soldiers continually in uniforms (+) Motor pool organized (+) Military customs and courtesies (+) SOP Checklists utilized
S12
69
GEN Martin E. Dempsey,
Chairman of the Joint
Chiefs of Staff
Agility for the Future—Pervasive Agility
“Operational
adaptability, agility and
versatility—are not yet
institutionalized in our
doctrine and our
training—they do not
yet ‘pervade the force.’”
“Win, Learn, Focus,
Adapt, Win Again,”
Army Magazine, March
2011. 25.
70
Agility for the Future—Pervasive Agility
Emerging Doctrine: Unified Land Operations and The Operating
Concept describe an operational environment that will require an
Army that is agile and adaptable enough to execute decisive action
by means of complementary core competencies:
Combined arms maneuver (CAM), the application . . . of combat
power to achieve advantage over the enemy.
Wide area security (WAS), the application . . . of combat power
in coordination with other military and civilian capabilities to deny
the enemy positions of advantage, protect forces, populations,
infrastructure and activities and consolidate tactical and
operational gains to set conditions for achieving strategic and
policy goals. 11.
General Robert Cone, the commander of the Army
Training and Doctrine Command, wrote that the dual
core competencies of decisive action, combined arms
maneuver and wide area security, “capture the lessons
learned from our recent past and artfully blends them
with the broader precepts of warfighting.”
71
Setting Conditions for the Future
Expeditionary • Organized, trained and equipped for worldwide employment • Expeditionary mindset
Versatility • Central Organizing Principle • Multi-purpose forces • Balanced mix of capabilities
Interoperability • Unity of effort with partners • Building partner capacities • Interoperable mindset
Agility • Rapidly shift between tasks • Adapt to exploit opportunities • Agile units, minds, and institutions
Sustainability • Soldiers, DA Civilians and Families • RC as Operational Force • Rotational predictability
Lethality • Army’s core competency • Lethal precision • Precise non-lethal “fires”
An agile, disciplined Warrior Team,
dominant across the spectrum of 21st Century conflict
Qualities of Balanced Land Forces
72
Division Conducting Full
Spectrum Operations
employing a combination
of Combined Arms
Maneuver (CAM) & Wide
Area Security (WAS).
Brigades apply a
combination of defeat
and stability
mechanisms.
x
WAS CAM
CAM
W
A
S
x
x
CAM
W
A
S
T1: Destroy T4: Compel
T2: Dislocate
T3: Disintegrate
x C
A
M WAS
T1: Isolate T2: Control
T3: Influence
T4: Support
x C
A
M WAS
T1: Destroy T2: Compel
T3: Control
C
A
M WAS
x
T1: Destroy T2: Compel
T3: Control
T1: Compel T3: Destroy
T2: Control
T1: Isolate T3: Support
T2: Destroy T4: Influence
SOF
72
73
Full Spectrum Operations
Sliding scale between CAM And WAS
Not an “either/or” proposition
Combined Arms Maneuver Wide Area Security
Fires BN Role Force FA Headquarters Maneuver TF
Fires BN Cdr Role FSCOORD TF Commander
Mission Set Prioritize, Synchronize and
Deliver Fires ICW the BCT
Cdrs Intent
All LOEs - Security
- HNSF Partnership
- Governance
- Economic Development
WfF Focus Fires WfF Synchonize all WfF
73
74
2
2
10
10
10
8
FOB SEATTLE
FOB KING
FOB DENVER
FOB DALLAS
FOB MIAMI
FOB SANTA FE
FOB AKHDAR
FOB RENO
COP VEGAS
BAHIRA
DARRAJA
BAHIRA
SHARAB MIA BAHIRA
McCLEAN
BAHIRA
NELSON
BAHIRA
LANGFORD
BAHIRA HAMRA’
Ghar Tassa Al Arozz
Ghar Bruno
Ghar Wadi Khafi
Ghar Tassa Bihar
Ghar Ismok La
Ghar Albai
Ghar Al Ra’id
Nahiat al-Bab al-Sharq
Diffat al-Bahaira al-Jaff
Wadi Ra’id
Ain Ghar
Kaedat al-Khayl al-Dareb
Mutahaya Kukh
Kut Adeera
Medina Wasl
Mezra’a Mazik Ahmar
Tall Alloowa Mosque
Badiyah
Hakal Ankabout Maksor
Al Wahde
Al Karma Al Zohoor
Abar Layla
Al Ameen
Takook
Medina Jabal Kadhaa Wasl
Kadhaa Jabal
Kadhaa Ahmar
Kadhaa Jaff Kadhaa Hartha
Kadhaa Adeera
Al Sabah
NAHIA AL HARTHA
GHAR
Kadhaa Layla
FOB Seattle 2 x M109A6
1x Q37
Q36
Q37
X
FP
II
FP
BCT Task Org MRE Rotation
X
X
2 608
II
2 30
II 1 11 I
A
X
3 21
II
X
X 11
3 52
IA
IA Cell
3 52
TAC 1
X
X
3 52
TAC 2
X
3 11 I
A
X
4 77
II
52CAB 1 A II
H
2 11 I
A
X
3
II BSTB
15
II BSB
X
3 52
X
II DBE
IA
X DBE
IA
IP
II DBE
Saharabia
FOB Denver 2xM109A6
Wide Area Security
Organization Dual-Missioned Units/Ldrs
Decentralized Operations
Fires WfF Comms
Fires WfF equipment
Wide Area Security Fires
WfF Tasks/Trends Counterfire Battle drill
Clearance of Fires/AC2
Strike Packages/CDE
PGMs
FSCM Management
5RAPF/CL V management
Wide Area
Security/Combined Arms
Maneuver Transition Reorganization
BHO of WAS tasks
NTC Fires Warfighting Function in FSO (Wide Area Security)—
Trends and Recommendations
FOB Dallas 2 x M109A6
74
75 1 10
10
8
BAHIRA
DARRAJA
BAHIRA
SHARAB MIA BAHIRA
McCLEAN
BAHIRA
NELSON
BAHIRA
LANGFORD
Ghar Tassa Al Arozz
Ghar Bruno
Ghar Wadi Khafi
Ghar Ismok La
Ghar Albai
Ghar Al Ra’id
Diffat al-Bahaira al-Jaff
Wadi Ra’id
Ain Ghar
Kut Adeera
Medina Wasl
Mezra’a Mazik Ahmar
Tall Alloowa Mosque
Badiyah
Al Zohoor
Abar Layla
Al Wahde
Takook
Medina Jabal
FOB SEATTLE
FOB KING
FOB DENVER
FOB DALLAS FOB SANTA FE
FOB AKHDAR
FOB RENO
Kadhaa Wasl
Kadhaa Ahmar
Kadhaa Jaff
Kadhaa Adeera
Saharabia 1
2
Kadhaa Jabal
Kadhaa Layla
Saharabia
1 1
SP
II
II
I
I
Combined Arms Maneuver Planning
Trends FST development
Annex D/FSEM/AGM/HPTL
Bottom up refinement—TTLODAC
Observer planning
FSCMs/Radar Zones
Battle Field Calculus, CL V Planning
Combined Arms Maneuver
Preparation Trends Rehearsals (FS, CAR, FA Tech)
PCCs/PCIs
Combined Arms Maneuver
Execution Trends Observer planning
Triggers (Tactical/Technical)
Clearance of Fires BD—Air/Grnd
(HNSF)
Communications
CFF skills
Recommendations FM 7-0
Fires WfF embedded in Short
Range Training Plan
Standardized/Recurring Fires Tng
NTC Fires Warfighting Function in FSO (Combined Arms
Maneuver)—Trends and Recommendations
75