4-1. The MLRS battalion staff is organized for tactical operations by establishing the battalion CP and the ALOC. The battalion CP provides command and control for the battalion elements.
C
ONFIGURATIONO
PTIONS4-2. The MLRS is an extremely unique and flexible system. Therefore, the MLRS battalion commander must consider several options when organizing the staff and command post(s) for tactical operations. In addition to the factors of METT-TC, the commander must consider survivability, dispersion, support requirements, past experience, and TSOPs. The commander can devise almost any option to accomplish the unit mission.
Option 1—Dual CPs
4-3. The HHB is divided into a battalion CP and a battalion trains. At the battalion CP, the operations, intelligence, and fire direction sections act as the TOC and provide C2 for the battalion elements and the primary communication link to the controlling force field artillery (FA) headquarters. Signal personnel may stay with the TOC. The TOC also monitors and, if necessary, coordinates for logistical support for the forward elements of the battalion.
4-4. At the battalion trains, the ALOC coordinates and controls support operations. The battalion XO supervises the ALOC. The HHB HQ, trains, and the ALOC are all located in 1 area. The ALOC can be subdivided, if necessary, into the unit maintenance collection point (UMCP) and the BSOC. The UMCP can be located 1 to 2 kilometers from the ALOC to diminish and isolate the noise and light discipline problems associated with extensive maintenance operations. The BSOC may be located in a supported maneuver BSA, the FIB BSA, or other convenient location. The BSOC is predominately made up of S-1 personnel, with a small contingent from the S-4. This configuration provides liaison for optimum logistics and replacement personnel support with the supported unit. See chapter 7 for more on logistical support information.
4-5. This type of organization emphasizes a reduced signature of the battalion HQ and increased responsiveness of the battalion sustainment operations. The POL resupply, maintenance, medical treatment, ammunition resupply, and other support operations are handled by the ALOC and/or trains personnel.
Signal personnel may stay with the TOC.
Option 2—Consolidated CPs
4-6. The entire HHB, both TOC and ALOC with trains, is located in 1 position area. This option derives the greatest measure of local defense from organic elements and simplifies TOC and ALOC coordination,
operations, and procedures. However, if battalion ammunition resupply operations and maintenance operations are centralized at battalion level, the size and operational signature of the combined TOC, ALOC, and trains may facilitate the enemy locating, targeting, and attacking the CP. It can also create logistics and communications problems with support areas in the contiguous area as the unit moves forward and the lines of communication are stretched.
Option 3—Mixed CPs
4-7. The HHB is split into a battalion CP and a battalion trains as with option 1. The commander moves some of the trains support elements to the battalion CP location and places them under the control of the TOC. He leaves the rest under the control of the ALOC to operate from the trains area. The primary objective is to move critical support as far forward as possible, within operational and/or situational constraints, and to provide greater security for the battalion CP.
B
ATTALIONT
ACTICAL OPERATIONS CENTER4-8. Within the battalion CP, the operations, fire direction, and intelligence sections make up the TOC.
The TOC must also coordinate battalion survey requirements and establish liaison as required by the mission. The battalion CP is positioned on the battlefield to facilitate communications between higher headquarters elements, subordinate units, and adjacent unit CPs. An MLRS battalion TOC is configured with three command and control vehicle (C2V) platforms (operations, FDC, and intelligence). Radio and AFATDS quantities per section are illustrated in figure 4-1.
Figure 4-1. TOC Radio and AFATDS Quantities
O
PERATIONSR
ESPONSIBILITIES4-9. Operations responsibilities include the following:
• Issue plans and orders.
• Coordinate survey operations.
• Establish liaison, as required.
• Plan and coordinate all unit movements.
• Coordinate positioning with controlling FA headquarters or maneuver FC.
• Record all significant events on DA Form 1594 (Duty Officer’s Log).
• Maintain operational overlays.
• Maintain a situation map.
• Monitor and project ammunition status and/or requirements.
• Establish communications on appropriate nets..
• Exercise staff supervision of unit CBRN operations.
• Ensure operations security (OPSEC).
I
NTELLIGENCER
ESPONSIBILITIES4-10. Intelligence responsibilities include the following:
• Enemy situation awareness.
• Terrain analysis.
• Intelligence information processing and coordination.
• Weather updates.
• Management of target-related information.
• Map control.
• Physical security.
• Counter fire targeting.
S
URVEYR
ESPONSIBILITIES4-11. The chief of party is the primary advisor for survey operations within the battalion. He is primarily concerned with providing survey control to the firing batteries, while also attempting to satisfy the needs of target acquisition assets, the supported maneuver unit, and other combat support units in the area. Specific duties include—
• Coordinate and supervise battalion survey operations.
• Develop the survey plan with guidance from the S-3.
• Coordinate directly with battery commanders concerning survey requirements.
• Perform general reconnaissance and observation as required by the S-3.
Note: The survey PADS teams must also assist the S-3 and S-2 in acquiring combat information as they perform their normal mission. They are particularly useful in gathering information about the terrain.
L
IAISONR
ESPONSIBILITIES4-12. One of the 7 inherent responsibilities of an artillery battalion assigned a reinforcing or a GSR tactical mission is to provide liaison to the unit being reinforced. MLRS fires battalions 2 liaison teams as described in chapter 1.
4-13. Liaison is the contact or intercommunication maintained between elements to ensure mutual understanding and unity of purpose and action. It is the most commonly employed technique for establishing and maintaining close, continuous physical communication between units.
4-14. Liaison activities augment the commander's ability to synchronize and focus combat power. Liaison activities include establishing and maintaining physical contact and communications. Liaison activities ensure the following:
• Mutual cooperation and understanding between commanders and staffs.
• Coordination on tactical matters to achieve mutual purpose, support, and action.
• Exact and precise understanding of implied or inferred coordination measures to achieve synchronized results.
4-15. Overall, liaison becomes another tool to help commanders overcome friction, gain assurance that supporting and supported commanders understand implicit coordination, and achieve synchronized results.
Effective liaison enhances the commander's confidence in planning and mission execution.
4-16. Supporting FA commanders may have insufficient liaison teams to meet all requirements. In such cases, they must prioritize and provide liaison teams for the most critical requirements. To meet requirements beyond organic capabilities, commanders have several options, to include forming teams “out of hide.” However, the number of vehicles, radios, and digital communication devices available limits this option. As long as the functional requirements are met to the satisfaction of the commanders involved, exchange of liaison officers (LNOs) is not absolutely required. If the 2 units choose to collocate CPs or FDCs, the liaison requirement has been met and no liaison officer is required. If both units are automated and digital communications are adequate, a liaison officer may not be necessary. If no means are available to establish full-time liaison, periodic coordination between units may have to suffice.
4-17. When an MLRS battalion is assigned a GS or GSR support relationship or a GS or GSR tactical mission, it can be positioned in a BCT’s area of operations (AO). The MLRS battalion commander may consider sending 1 of his liaison teams to the brigade combat team (BCT) FC. This team can help the battalion commander track the maneuver situation and keep the force commander informed of the location and status of a sizable friendly force in his area but not under his control. When supporting a MAGTF, the Marine controlling FA headquarters will provide reciprocal liaison to the MLRS unit.
4-18. Because the liaison officer/sergeant represents the commander, the liaison officer/sergeant must be able to—
• Understand how the commander thinks.
• Interpret the commander's messages.
• Convey the commander's vision, mission, and concept of operations and guidance.
• Represent the commander's position.
4-19. The liaison officer's professional capabilities and personal characteristics must encourage confidence and cooperation with the commander and staff of the receiving unit. The liaison officer must—
• Be thoroughly knowledgeable of the unit mission and its tactics, techniques, and procedures (TTP); organization; capabilities; and communications equipment.
• Be familiar with the doctrine and staff procedures of the receiving unit headquarters.
• Be familiar with the requirements for, and the purpose of, liaison; the liaison system and its corresponding reports, reporting documents, and records; and the training of the liaison team.
• Observe the established channels of command and staff functions.
4-20. Artillery CPs that dispatch liaison teams are called sending units. Gaining units are called receiving units.
Sending Units
4-21. Sending units are responsible for ensuring that liaison personnel are competent, thoroughly trained, and—
• Remain up to date on current and future operations, are thoroughly briefed, and understand what information to pass to the receiving unit.
• Remain current with sending unit operations.
• Have the appropriate credentials for authenticating the liaison team to the receiving unit commander. This is especially critical if the team is provided to an allied force.
• Have appropriate security clearances and courier orders.
• Have reliable transportation, communications, automation, and COMSEC equipment with appropriate codes. The sending unit must plan to replace equipment and COMSEC material, if necessary.
• Provide TSOPs to receiving units that outline liaison team missions, functions, procedures, and duties.
• Inform the receiving unit of the contents of reports sent to the sending unit.
• Have weapons and ammunition for personal protection.
• Arrive at the receiving unit at the appointed place and time.
Receiving Units
4-22. The receiving unit is responsible for—
• Notifying the sending unit of the time, place, and point of contact for the liaison team.
• Briefing the arriving liaison team on the status of current operations.
• Providing the sending unit operational details, including movement and logistic information, that impact on sending unit operations.
• Ensuring that liaison teams have access to the commander and key staff officers and have the ability to communicate information critical to the sending unit.
• Providing communications and COMSEC equipment when the liaison team operates in the receiving unit radio nets and telephone system.
• Providing the following administrative support:
A copy of the receiving unit TSOP.
Workspace, electrical power for automation equipment, and maintenance support, to include fuels and lubricants.
Life support facilities, rations, maps, small arms ammunition, and Class II and Class IV supplies.
Medical support and physical security.
Liaison Duties During the Tour
4-23. During the liaison tour, the liaison officer or team—
• Arrives at the designated location at the designated time.
• Promotes cooperation between the sending headquarters and the receiving headquarters.
• Accomplishes its mission without becoming actively involved with the receiving unit staff procedures or actions.
• Is proactive in obtaining information.
• Facilitates comprehension of the sending unit commander's intent.
• Helps the sending unit commander assess current and future operations.
• Remains informed of the unit current situation and makes that information available to the receiving unit commander and staff.
• Expeditiously informs the sending unit of upcoming missions, tasks, and orders of the receiving unit.
• Passes information on the tactical situation to the sending battalion CP.
• Ensures that both units establish radio nets for—
Exchanging orders, situation reports, and intelligence reports.
Passing fire missions.
Quick-fire nets, as required.
Passes unit locations, ammunition status, weapon strength, target lists, and fire plans between the 2 units.
• Informs the receiving unit commander of the content of the reports it transmits to the sending unit.
• Keeps a record of reports, listing everyone met (including the person's name, rank, duty position, and contact information) as well as primary operators and their contact information.
• Attempts to resolve issues proactively.
• Notifies the sending unit promptly if unable to accomplish the liaison mission.
• Reports departure to the receiving unit commander after mission complete. (See appendix D.)