Now that you replicated your tactical command post in your unit headquarters (Read Part I HERE), you need to put it to use. If the Command Post exists to enable Commander decision-making and to synchronize and support the efforts of subordinates, then we must implement the processes and procedures necessary to facilitate those efforts. Establish a battle rhythm focused on Commander touchpoints, build the running estimates that efficiently inform his or her decisions, and enforce tactical reporting as the mechanism to update those running estimates.

Reporting

If you require a report in combat, you need to make a habit of sending and receiving it at home. And do it like you do in combat, via tactical systems. If security or technical challenges prevent reporting via tactical systems, ensure that you use the same formats that you use in the field. Mirror your home station reporting schedule and requirements as closely as possible to your TACSOP. Here is an example:

Exercise your battalion’s PACE by periodically changing the system by which they report. Reporting feeds running estimates and drive updated statuses on the CUOPS floor. Most friction experienced by BCTs at NTC is directly proportional to reporting. Success is linked to the timeliness, accuracy, and completeness of reporting from subordinate units to higher headquarters. You must practice at home station.

Staff Running Estimates

FM 6-0 describes a running estimate as “the continuous assessment of the current situation used to determine if the current operation is proceeding according to the Commander’s intent and if planned future operations are supportable.” Running estimates allow the Commander to visualize the tactical problem and develop the solution. They include facts, assumptions, friendly and enemy status and activities, and civil considerations. The staff then synthesizes that raw data into a conclusion and recommendation. Having a comprehensive and scientific understanding of your warfighting function (WfF) is critical to producing effective running estimates. Is your S4- a former infantry platoon leader–able to determine where your unit will culminate based on how much fuel is on hand in the battalion? As field grade officers, we are responsible for ensuring that our staff officers know the “science” of their job.

The running estimate is not simply a “quad chart.” It is your WfF’s contribution to the COP. Some elements of your home station estimates won’t translate to your deployment. What matters is that your staff thinks in terms of information that will compel your Commander to change the current course of action or accept risk- primarily regarding training and personnel readiness at home station. Running estimates need to help the staff anticipate friction and meet the commander’s CCIR or provide the impetus for a decision. Here are some elements of the S3’s running estimate.

• Long-range training calendar (LRTC). At home station, S3s spend the majority of their time planning and resourcing training while analyzing the impact of BCT and Division FRAGOs on their unit’s ability to achieve mission essential task (MET) training objectives. It is essential that the S3 has it on hand at all times to assess the long-term impacts and implications of incoming reports and Commander’s dialogue.
• T+8 calendar (close-range training). Post or project it on the CUOPS floor so that your team can make an immediate assessment of the impact of reports received from subordinates and FRAGOs issued by the brigade.
• CUOPs map with unit locations and activities.
• Slant (BN & CO) for required school-trained additional duties. (UMO, HAZMAT, Master Gunner, etc.).
• Ammo Allocation & Consumption. In garrison, this should be by quarterly allocations. What ammo is on hand in your unit and what is immediately available for draw in the Ammo Holding Area (AHA)? Post this on the CUOPS floor and update it as units close out training. Your S4 must track ammo too– they will in combat!
• Combat Power Tracker. Consider consolidating PLT training, personnel, and equipment readiness into one product. Have companies maintain it on Sharepoint and make it available on the CUOPS floor. See the example HERE.

The centerpiece of each section’s running estimate should be on the CUOPS floor. Be sure to include the “so what” as part of the estimate. Example: If B CO’s COMSTAT reports 5/15 JCRs on the S6’s part of the COP, then the output is “S6 commo maintainers will prioritize B CO M2s during next week’s command maintenance.”

Exercise a Tactical Battle Rhythm

Every unit has a garrison battle rhythm, often dictated by its division headquarters. How do we marry this to our tactical battle rhythm (Appendix A, ATP 6-0.5 Command Post Operations). Here is one way to replicate our tactical battle rhythm using a typical home station meeting schedule.

1. Training Resource Meeting = Battalion LOGSYNC. There are three inputs for this meeting: company LOGSTATS, a BN LOGSYNC Matrix nesting logistics operations with the short-range training calendar, and land/ammo availability for T+8-T+10. Company XOs, Distro PL, S4, Land/Ammo NCO, and the S3 review requests for T+8 to T+10. The team confirms requests from T+3 to T+8; reviews the execution of supply draw for T+1 and T+2; and confirms supplies on hand and the detailed execution of supply operations for the current training week. This includes the content of logistics packages (LOGPAC) and Logistics Release Points (LRPs) for training (I will discuss enforcing tactical logistics at home station in Part IV of this series). This meeting should last no longer than 45 minutes. Consider holding it on “Command Readiness Monday.”
2. Command & Staff = Commander’s Update Assessment (CUA). Command & Staff typically covers personnel readiness and actions and it usually lasts 2 hours longer than necessary. Gather the 1SGs, S1, and CSM to resolve issues. Only what remains requires the CDR’s attention. Bring command teams onto the ALOC or CUOPS floor, connect to sharepoint, and project the S1’s running estimate for personnel actions. Draw the Commander’s attention only to that which requires his or her action. Only the S1, S4, MEDO, and Legal brief. This should last no longer than 45 minutes. Consider holding this meeting on “Command Readiness Monday.”
3. BN Maintenance Meeting = BN Maintenance Meeting. Hold this meeting to close out “Command Readiness Monday.” This is the output of your Monday maintenance and directs maintenance efforts for the remainder of the week. Companies must complete their 5988Es in time to allow the BN Maintenance Tech to review the unit’s status before the meeting. Company commanders brief NMC status in the order of the CDR’s Maintenance Priorities. Consider conducting this meeting remotely (via FM, JCR, HF) periodically to enforce mission command equipment maintenance. Allocate one hour for this meeting.
4. Staff Standup = Staff Update Brief (SUB) i.e., “Two Minute Drill.” Take twenty minutes prior to your 0630 PT formation to bring the staff to CUOPS and quickly brief the XO on their efforts for the day. This is worth doing two or three times a week. The “Two Minute Drill” means two minutes per briefer. Finish it in time to salute the flag.
5. Battalion Training Meeting = Operations Synchronization Meeting (OPS SYNC). In a tactical environment, we conduct OPS SYNCs to confirm that subordinate units and staffs are on track to achieving operational objectives in relation to time, higher, adjacent, and the Enemy. The purpose of a home station “training meeting” is to ensure that we are on track to achieving our training readiness objectives. Here is my recommended agenda for a BN OPS SYNC (occurring every two weeks):

• BN Commander’s Course of Action Development guidance for T+11-12.
• CoA Approval for T+9-10. BN CDR signs off on training plans.
• Company Commanders’ Backbrief for T+7 and 8.
• CO CDRs brief (by exception) issues that meet CCIR and require a Commander’s Decision within the T+6 window; Commanders brief opportunities within their own training plan to help the rest of team achieve greater readiness.
• This meeting should last no more than ninety minutes.

6. Battalion Close Out = Commander’s Update Briefing (CUB). The CUB is a consolidated brief to the BN CDR on the CUOPS floor at the end of the week. Companies can do this in person or remotely. Set the agenda and format for your Company CDRs to use. Here are some recommended elements:

• Training conducted and MET assessment for that training
• Training NOT conducted and anticipated make-up date
• Potential or unresolved friction that the BN CDR may need to know going into next week’s training
• Equipment slant (IAW the CDR’s equipment readiness focus)
• Recommendation for a Soldier to recognize at unit closeout formation for the week.

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I recognize how difficult it is to establish tactical reporting systems in a non-tactical garrison environment. But without a persistent understanding of the situation across WfFs, we cannot combine arms. Reporting, running estimates, and battle rhythm must be concise, clear, and efficient. We need more reps, and those reps must come at home station.

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