Group

Draft Blocks

---

This group is not in a published chapter and should not be relied upon.

Communicate the purpose and desired outcome of an operation so subordinate leaders can act independently while remaining aligned with the plan.

• State the purpose of the operation.
• Define the conditions that represent success.
• Identify the main effort or decisive action.
• State essential constraints and acceptable risk.
• Provide sufficient direction for subordinate leaders to act if the plan or communications fail.
• Confirm subordinate leaders understand the intent.

Command relationships define who has the authority to issue tasks to an element. Support relationships define which element receives priority from a supporting capability without necessarily transferring command.

When attaching an element or assigning support, clarify:

• Who issues tasks
• Who sets priorities
• Who receives reports
• Who provides sustainment
• Which communications network is used
• When the relationship begins
• When the relationship ends
• How the element returns to its parent formation

This is particularly important for vehicles, reconnaissance, engineers, EOD, logistics, medical support, fires, aviation and unmanned systems.

Integrate supporting assets into the manoeuvre plan.

• Identify support requirements for each phase.
• Set priorities for relevant supporting assets.
• Establish command or support relationships.
• Define timings, triggers, locations and restrictions.
• Confirm supporting elements understand the manoeuvre plan.
• Prevent conflicting or duplicated support activity.
• Reallocate support when the main effort or situation changes.

The main effort is the element or action whose success is most important to achieving the current objective. Supporting efforts create the conditions required for the main effort to succeed.

The main effort should normally receive priority for:

• Supporting fires
• Reconnaissance and intelligence
• Engineering and mobility support
• Medical and logistical support
• Reinforcement
• Freedom of movement

The main effort may change during an operation. Any change should be clearly communicated, with support and resources reassigned accordingly.

A reserve is an uncommitted element retained to respond to expected or unexpected developments.

A reserve may be used to:

• Reinforce the main effort
• Exploit success
• Respond to enemy manoeuvre
• Replace a combat-ineffective element
• Protect a vulnerable flank or rear
• Support a counter-attack
• Enable a disengagement

A reserve should be protected, mobile and positioned where it can influence the operation. Once committed, a new reserve should be established where practical.

A branch is an alternative action taken when the current operation develops differently from the original plan.

Examples include:

• Bypassing or breaching an unexpected obstacle
• Changing the axis of advance
• Committing the reserve
• Transitioning from attack to defence
• Withdrawing after unacceptable losses

A sequel is a follow-on action conducted after the current operation or phase.

Examples include:

• Exploiting a successful attack
• Moving to a follow-on objective
• Establishing a defence after seizing terrain
• Withdrawing after a raid
• Reorganising for another task

Only likely or high-impact branches and sequels should be developed in detail.

A decision point is a condition requiring the commander to select or initiate an action.

Triggers may include:

• An element crossing a phase line
• The enemy entering an engagement area
• A breach being completed
• A subordinate element becoming combat ineffective
• A support asset becoming available
• A casualty or supply threshold being reached
• The reserve being required
• A time limit expiring

Decision points should be linked to clear actions. If a condition does not require a decision, report or action, it may not need to be established.

Adjust an existing plan without repeating information that remains unchanged.

• State the change in the situation.
• Identify the affected elements.
• Issue the new task, purpose or priority.
• State when the change takes effect.
• Update relevant control measures, restrictions and support.
• Confirm affected leaders understand the change.
• Leave unchanged parts of the original order in effect.

Recommended format:

• Situation: What has changed
• Task: What must now be achieved
• Execution: Who will act and when
• Support: Changes to available support
• Command: Changes to coordination or reporting

Move forces or supporting capabilities to respond to changing priorities.

• Assess the progress and condition of subordinate elements.
• Identify where additional combat power or support is required.
• Preserve support to the main effort unless the priority has changed.
• Reassign manoeuvre or supporting assets.
• Communicate changes through the appropriate leaders.
• Confirm new command and support relationships.
• Reassess the effect of the reallocation.

Operational tempo should reflect the force’s ability to move, fight, communicate and sustain itself.

Increase tempo when:

• The enemy is disrupted
• A time-sensitive opportunity exists
• The main effort can exploit success
• Subordinate elements remain capable and coordinated

Reduce tempo when:

• Elements are becoming separated
• Command and control is degraded
• Casualties or supply shortages require attention
• Supporting assets are not ready
• The situation is insufficiently understood

A pause should have a defined purpose and should not continue longer than required.

Coordinate transitions between the different stages of an operation.

• Define the purpose and end condition of each phase.
• Identify the element responsible for the main action in each phase.
• Establish triggers for transitioning between phases.
• Position follow-on and supporting elements before transition.
• Confirm sustainment and casualty arrangements.
• Communicate phase changes to affected leaders.
• Adjust later phases when execution changes the situation.

The common operating picture is the shared understanding of the operation maintained by leaders and supporting elements.

It should include:

• Friendly locations and current activity
• Confirmed and suspected enemy locations
• Current objectives and control measures
• Main and supporting efforts
• Casualties and combat effectiveness
• Support asset locations and availability
• Medical and logistical status
• Obstacles, threats and significant changes

The common operating picture should contain the information required to make decisions without becoming cluttered with unnecessary detail.

Maintain the information required to support command decisions.

• Collect reports from subordinate and supporting elements.
• Track friendly locations, tasks and progress.
• Record confirmed and suspected enemy activity.
• Monitor casualties, supplies, equipment and support availability.
• Identify missing or conflicting information.
• Update map markings and notes as the situation changes.
• Share relevant updates with subordinate, adjacent and higher leaders.

Establish alternative methods for maintaining critical communication and coordination functions.

• Identify functions critical to the operation.
• Establish a Primary, Alternate, Contingency and Emergency method for each critical function.
• Ensure alternative methods do not all depend on the same equipment or system.
• Define the conditions for moving between methods.
• Brief the plan to all affected elements.
• Confirm subordinate leaders understand the plan.
• Update the plan when capabilities or conditions change.

PACE plans may apply to:

• Command communications
• Communication with supporting assets
• Fire-support coordination
• Casualty evacuation
• Resupply
• Extraction and link-up
• Location or landing-site marking

Four methods dependent on the same radio network do not form an effective PACE plan.

Loss of communication should not automatically stop an operation. Elements should continue according to the last confirmed orders, commander’s intent, established control measures and the PACE plan.

Subordinate leaders should:

• Attempt each PACE method in order
• Continue achievable tasks within commander’s intent
• Avoid actions requiring unavailable coordination
• Remain within assigned boundaries and restrictions
• Move to a designated RV or reporting point when required
• Re-establish communication as soon as practical

Commander’s Critical Information Requirements identify information that must be reported immediately because it may require a command decision.

These may include:

• Loss of command or communications
• An element becoming combat ineffective
• Contact with a significant or unexpected enemy force
• Discovery of an unexpected obstacle or threat
• Loss of a mission-critical asset
• A serious civilian or ROE incident
• Completion or failure of a decisive task
• Conditions requiring commitment of the reserve
• Conditions requiring a change of phase

CCIRs should be limited to information that genuinely requires immediate command attention.

Establish and request appropriate reports to maintain situational awareness and support command decisions.

• Identify the information required to maintain an accurate understanding of the situation.
• Establish routine and event-driven reporting requirements for subordinate and supporting elements.
• Request updates when information is incomplete, outdated or required for a decision.
• Establish Commander’s Critical Information Requirements.
• Specify when, how and in what format reports are required.
• Assign responsibility for providing required reports.
• Avoid unnecessary reporting that creates workload without improving situational awareness.
• Adjust reporting requirements as the situation and information requirements change.
• Use received reports to update situational understanding and inform decisions.

Create control measures that support coordination and execution of the plan.

• Identify where coordination, reporting or movement control is required.
• Select control measures appropriate to the plan.
• Anchor control measures to recognisable terrain.
• Assign clear names and purposes.
• Tie each control measure to an action, restriction or reporting requirement.
• Deconflict boundaries, routes, fires and areas of responsibility.
• Brief control measures to all affected leaders.
• Remove unnecessary measures that add clutter without supporting control.

Organise available elements into an effective order of battle based on the mission, capabilities and operational requirements.

• Identify the tasks and capabilities required to accomplish the mission.
• Assign appropriate elements to each task based on their role, capability and availability.
• Establish clear command relationships and reporting chains.
• Balance the distribution of combat power between elements.
• Ensure supporting elements are positioned within the command structure where required.
• Account for player numbers, specialist availability and expected mission circumstances.
• Communicate the ORBAT to affected leaders before the operation.
• Adjust the ORBAT when mission requirements, player numbers or circumstances change.

Confirm that subordinate leaders understand the plan and how their tasks fit together.

• Require each subordinate leader to state their task and purpose.
• Confirm their route, timing and control measures.
• Confirm coordination with adjacent and supporting elements.
• Review key contingencies and PACE methods.
• Identify conflicts, gaps or misunderstandings.
• Correct the plan where required.
• Confirm readiness before execution.

Develop a plan that coordinates subordinate and supporting elements.

• Analyse the mission and available information.
• Define the commander’s intent and desired end state.
• Select a workable course of action.
• Designate the main effort and supporting efforts.
• Assign each element a task and purpose.
• Establish movement, timing and control measures.
• Integrate supporting assets.
• Plan sustainment, casualty handling and recovery.
• Establish likely contingencies and transition criteria.
• Confirm the plan remains achievable with available forces.

Field Leaders command platoon- and company-level operations through subordinate leaders. Their role is to establish intent, allocate resources, coordinate elements and maintain an understanding of the wider operation.

Field Leaders should focus on:

• Achieving the mission objective
• Setting priorities and acceptable risk
• Coordinating subordinate and supporting elements
• Monitoring progress and combat effectiveness
• Maintaining operational awareness
• Anticipating future requirements
• Adjusting the plan as the situation changes

Where an appropriate subordinate leader is available, Field Leaders should avoid directly controlling individuals or fireteams.

The Platoon Sergeant supports the Platoon Leader or Platoon Commander by maintaining the platoon’s organisation, sustainment and combat effectiveness.

Responsibilities include:

• Consolidating reports from subordinate elements
• Monitoring casualties, ammunition, equipment and vehicle condition
• Coordinating medical support, resupply and recovery
• Maintaining platoon accountability
• Supporting movement, consolidation and reorganisation
• Coordinating rearward activity while the platoon leader controls the battle
• Assuming command of the platoon when required

Responsibilities may be delegated differently depending on the operation, but the Platoon Sergeant should remain informed enough to assume command.

A Platoon Leader commands a platoon operating as part of a company. The Platoon Leader receives intent and tasking from the Company Commander and translates them into coordinated tasks for subordinate elements.

Responsibilities include:

• Understanding the company plan and the platoon’s role within it
• Developing a platoon plan aligned with company intent
• Assigning tasks and purposes to subordinate elements
• Coordinating movement, fires and support within the platoon
• Maintaining communication with company command
• Reporting platoon progress and combat effectiveness
• Coordinating with adjacent platoons
• Preserving the platoon’s ability to support the company plan

The Platoon Leader should focus on squads and attached elements rather than directing fireteams.

A Platoon Commander leads an independent platoon-level operation and is the highest tactical authority for that operation unless otherwise directed.

Responsibilities include:

• Defining the operational intent and end state
• Developing and briefing the overall plan
• Coordinating squads and attached elements
• Integrating fires, aviation, reconnaissance, medical and logistics support
• Managing operational tempo and priorities
• Maintaining communication with mission support
• Deciding when to continue, adjust, pause or terminate the operation
• Preserving sufficient capability for follow-on tasks

Unlike a Platoon Leader within a company, the Platoon Commander is responsible for both the platoon plan and the overall direction of the operation.

The Company Commander coordinates multiple platoons and attached elements to achieve the operation’s objectives.

Responsibilities include:

• Establishing company intent and the desired end state
• Assigning tasks and purposes to platoons
• Designating the main effort and supporting efforts
• Allocating combat power and support assets
• Establishing company-level control measures
• Maintaining a reserve where appropriate
• Synchronising manoeuvre, fires, aviation, logistics and medical support
• Monitoring platoon progress and combat effectiveness
• Adjusting priorities as the operation develops
• Planning for follow-on phases

The Company Commander should command through Platoon Leaders and avoid directly controlling squads except where command continuity or urgency requires it.

• A Company Commander commands platoons through their Platoon Leaders.
• A Platoon Leader commands a platoon subordinate to a Company Commander.
• A Platoon Commander commands an independent platoon-level operation.
• A Platoon Sergeant supports platoon command and assumes command when required by succession.
• Field Leaders must issue tasks through the appropriate subordinate leader where one is available.
• A level of command may be bypassed where required by urgency, communications failure or leadership casualty.
• Where a level of command is bypassed, the affected leader must be informed as soon as practical.

Field Leaders should control the force through the leaders immediately below them.

This supports:

• Subordinate initiative
• Faster decisions at the point of contact
• Clear responsibility
• Reduced radio traffic
• Greater command resilience
• Effective control of larger formations

Field Leaders should provide tasks, purposes, priorities, restrictions and required outcomes. Subordinate leaders should determine the detailed method of execution unless coordination or safety requires closer control.

Coordinate subordinate elements so their actions produce the required combined effect.

• Identify actions that depend on another element.
• Establish timings, triggers and control measures.
• Coordinate movement, fires and support.
• Confirm subordinate leaders understand the sequence.
• Monitor execution for delays or conflicts.
• Adjust timings and tasks to maintain coordination.
• Prevent elements from becoming isolated or mutually obstructive.

Coordinate elements operating alongside one another to prevent gaps and conflicting actions.

• Identify shared boundaries, routes and objectives.
• Exchange locations, tasks and movement intentions.
• Establish coordination points and link-up procedures.
• Deconflict fires and manoeuvre near boundaries.
• Agree actions for gaps, overlaps or unexpected contact.
• Maintain communication during mutually dependent actions.
• Report changes affecting adjacent elements.

The Platoon Sergeant should maintain a continuous assessment of the platoon's status to support decision-making, sustainment and command continuity.

The running estimate should include:

• Personnel accountability
• Casualties and medical capability
• Ammunition status
• Vehicle and equipment status
• Combat effectiveness of subordinate elements
• Current and anticipated sustainment requirements
• Recovery requirements
• Information required by the Platoon Leader or higher command
   

Coordinate sustainment activities required to maintain platoon effectiveness.

• Identify current and anticipated sustainment requirements.
• Communicate the sustainment needs of the platoon.
• Coordinate resupply, recovery and casualty evacuation activities.
• Establish timings and locations for support assets.
• Deconflict sustainment activity with tactical operations.
• Monitor progress and report sustainment status to the Platoon Leader or higher commander.
   

The Platoon Leader or Platoon Commander will normally focus on:

• The tactical plan
• Manoeuvre and control measures
• Coordination with higher and adjacent elements
• Supporting fires
• Current and future decisions

The Platoon Sergeant will normally focus on:

• Accountability
• Casualties and medical coordination
• Coordinating supplies and resupply
• Vehicle and equipment status
• Recovery and reorganisation
• Consolidating subordinate reports

Responsibilities may shift with the situation, but both leaders should maintain enough shared understanding to assume the other’s duties.

Company command operates at a broader level than platoon command. The Company Commander should focus on platoon tasks, operational sequencing, support priorities and the next phase of the operation.

The Company Commander should monitor:

• Platoon progress and combat effectiveness
• The main effort
• Reserve availability
• Adjacent and supporting elements
• Fires and aviation
• Medical and logistical capacity
• Threats to the overall operation
• Follow-on objectives and transitions

The Company Commander should not routinely direct fireteams, individual vehicles or individual members.

Combine reports from subordinate elements to assess platoon or company-level capability.

• Request SITREPs, ACE Reports or CASREPs as required.
• Combine reports into a platoon- or company-level assessment.
• Record significant locations, activities and changes in capability.
• Combine ammunition and equipment shortages.
• Total casualties without duplicating reports.
• Identify combat-ineffective or unsupported elements.
• Prioritise medical, logistical and reinforcement requirements.
• Pass information relevant to decisions or support.

Existing SITREP, ACE Report and CASREP formats should be used when requesting or passing the underlying reports.

Coordinate multiple platoons and supporting elements to achieve a company objective.

• Assign each platoon a task and purpose.
• Establish boundaries, objectives and control measures.
• Designate the main and supporting efforts.
• Sequence platoon actions.
• Coordinate boundaries, gaps and link-up points.
• Allocate supporting assets.
• Monitor platoon progress and capability.
• Adjust tasks and priorities as required.
• Preserve company cohesion and freedom of action.

For a company operation, succession will normally follow:

1. Company Commander
2. Designated Platoon Leader
3. Other Platoon Leaders
4. Platoon Sergeants
5. Senior subordinate leader

Where no successor is designated, succession among equivalent leaders follows the order established in the operation brief or ORBAT.

For an independent platoon operation, succession will normally follow:

1. Platoon Commander
2. Platoon Sergeant
3. Designated Squad Leader
4. Other Squad Leaders
5. Senior subordinate leader

The Field Leader must identify succession for the highest command position during the operation brief.

Any succession arrangement that differs from the standard order must be briefed before execution.

A leader assuming command must:

• Announce the change over the appropriate command network.
• Confirm the current mission and commander’s intent.
• Restore any vacated subordinate leadership position where practical.
• Inform higher and subordinate elements of the change.

Identify the requirements, constraints and conditions affecting a mission.

• Identify the mission, purpose and required end state.
• Identify specified and implied tasks.
• Assess enemy, terrain, civilian, time and logistical factors.
• Determine available forces and supporting assets.
• Identify constraints, dependencies and major risks.
• Identify information gaps requiring reconnaissance or clarification.
• Determine the conditions that indicate mission success.

Adjust the pace of an operation to maintain momentum, coordination and combat effectiveness.

• Assess whether the force is able to maintain the current tempo.
• Increase tempo when conditions allow exploitation or rapid action.
• Reduce tempo when coordination, sustainment or situational awareness requires attention.
• Allow subordinate elements sufficient time to reposition, coordinate and execute tasks.
• Coordinate significant changes in tempo with affected leaders.
• Adjust the pace of the operation when player numbers, capabilities or circumstances change.
• Communicate with the Mission Support Team to coordinate the pace and intensity of the operation.
• Consider the player experience when adjusting tempo, avoiding unnecessary periods of inactivity or sustained intensity that prevents effective participation.
• Resume or increase tempo when the conditions requiring a pause or reduction are resolved.