Professional Documents
Culture Documents
5
Tactical
Communications
Company
January 2008
ANA 1-6.5
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ANA 1-6.5
Table of Contents
Page
Preface 8
Introduction 9
Chapter 1 Organization and Mission Communication Co 10
1-1. Organization and Mission 10
1-2. Communications Principles 10
1-3. Communications 11
Platoon/Section Functions 11
1-4. Company Headquarters 11
1-5. Communications Platoon 11
1-6. Messenger Platoon 12
1-7. Communications Organization above Corps 12
Chapter 3 Orders 25
3-1. Combat Orders 25
3-2. Mission Orders 25
3-3. Main Effort 26
3-4. Chain of Command 26
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Page
3-5. Command Relationship 26
3-6. Support Relationships 27
3-7. Types of Orders 27
3-8. Operations Orders (OPORD) 27
3-9. Service Support Orders 27
3-10. Movement Orders 28
3-11. Warning Orders (WARNO) 28
3-12. Fragmentary Orders (FRAGO) 29
3-13. Techniques for Issuing Orders 29
3-14. Written Orders 29
3-15. Verbal Orders 29
3-16. Graphics 29
3-17. Overlays 29
3-18. Overlay Order 30
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Page
Chapter 6 Antennas 43
Section I. Requirement and Function 43
6-1. Necessity 43
6-2. Function 43
6-3. Gain 44
Section II. Characteristics 44
6-4. Polarization 44
6-5. Directionality 47
6-6. Ground Effects 48
6-7. Antennal Length 50
6-8. Antenna Orientation Azimuth 51
Section III. Types of Antennas 52
6-9. Tactical Considerations 52
6-10. Hertz Antenna 55
6-11. Marconi Antenna 57
6-12. Whip Antenna 57
6-13. V Antenna 59
6-14. Broadband Omni-directional Antenna 60
Section IV. Field Repair and Expedients 62
6-15. Assessment of Damage 62
6-16. Repair Techniques Whip Antennas 62
6-17. Tips on Construction and Adjustment 66
Constructing the Antenna
6-18. Field Expedient Omni-directional Antennas 66
6-19. Field Expedient Directional Antennas 72
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Page
7-14. Batteries 79
7-15. Electrical Insulation 79
7-16. Condensation 79
7-17. Static Electricity 79
7-18. Maintenance Improvement in the Desert 79
Section III: Operations in Mountainous Areas 80
7-19. Capabilities and Limitations 80
Section IV. Operations in Special Environments 80
7-20. Radio Communications in Urbanized Terrain 80
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Page
12-4. Implementation Responsibilities 107
12-5. Breakdown of the Risk Management Process 108
12-6. Risk Management Command Climate 108
Health Service Support 109
12-7. Health and Hygiene 109
12-8. Soldiers Wounded in Action 109
12-9. Casualty Evacuation 110
12-10. Soldiers Killed in Action 111
Appendix A The Estimate of the Situation 113
Appendix B Examples of Orders 134
Appendix C 9-Line MEDEVAC 154
Appendix D Reports 155
Accident 155
Unexploded Ordnance 155
Enemy Contact (Internal Report to Convoy) 156
SALUTE 156
ACE 156
Appendix E Convoy Commanders Checklist 157
Appendix F Fact Sheet for select ANA Radios 160
HH7700 160
PRC-1070 162
PRC-1077 164
PRC-1099 166
RT-7000 168
Glossary 170
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ANA 1-6.5
Preface
This publication describes combat communications support by the Communications
Company of the ANA Infantry Brigade. The primary audience of this publication is the
communications company however; any communications planner/soldier should use this
manual. Planning, managing, and employing communication resources in maneuver
units, support units, and headquarters are critical combat functions. It applies specific
tactical communications to combat operations of the brigade.
This manual addresses the communications spectrum--from the squad on the battlefield
to the headquarters of the brigade controlling the battle. It presents signal support
principles and signal unit/element integration. Stated or implied quantities of available
communications equipment in this manual do not reflect actual authorizations. Changing
communications support requirements are reflected in authorization documents.
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ANA 1-6.5
Introduction
Soldiers lives hinge on our ability to plan tactical operations. Planners must successfully
synchronize and integrate the plan to support the commander. (Communications must
support the scheme of maneuver just as every other battlefield functional area (BFA)
must support in a synchronized and integrated effort to put maximum focus on a specific
objective at a specific time. This will ensure the commander accomplishes the mission.
Todays battlefield is three dimensional and signal planning must be done with the same
application of thought. Planning and coordinating operations must be done with great
detail and forethought. Soldiers and signal teams must have the opportunity to survive
based on solid plans and viable contingencies to support unstable situations.
Soldiers must understand several issues for success in a tactical environment. Leaders
must keep soldiers informed and updated on all key information. The first issue is an
understanding that a communications problem is everyones concern until it is solved.
The second issue involves signal soldiers who are highly qualified representatives of the
Signal Corps and as such are all trainers. This means when a user has a communications
problem we try our best to educate them so they become self-reliant. If we fail to
educate, then we must not only do our own work, but we must also do someone elses
work. Once in a tactical situation, specific channels for accurate and timely intelligence,
battle tracking, and environmental and situational awareness must be developed. This
information must be disseminated to the lowest levels possible. Awareness of the enemy
or threat enables the soldier to feel secure in their surroundings. As a signal leader, you
are tasked with great responsibility. Plan for success and win the information war.
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Chapter 1
ORGANIZATION AND MISSION
1-1. The Communications Company provides communications for the brigade in the form
of radio relay, messenger and wire. The communications company is the only organic
unit in the brigade with the mission to provide communications and they are located in
the CSS (5th) Kandak. The communications company in the Infantry Brigade consists of a
company headquarters and two platoons (See figure 1-1); one is a messenger platoon and
the second is a communications platoon. Within the messenger platoon there is a section
of radio relay teams. The company headquarters provides command and control of the
company through the chain of command. The communications company mission includes
the following:
Provide couriers for messenger service within the brigade area of responsibility
Provide radio relay teams to ensure the brigade can communicate by radio throughout
the brigade AO.
Provide wire teams to lay single strand communications wire from higher to lower in
the brigade.
HQ Messenger
Communication
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1-3. COMMUNICATIONS
Tactical communications transfers information throughout the battlefield. Information is
generally divided into three categories:
Voice. Voice traffic provides real time user-to-user information flow.
User-to-user Interactive two-way traffic.
Conference Several parties conversing together.
Broadcast One-way area coverage.
Message. This is hard-copy information such as documents, charts, maps, and
photographs. Message traffic generally falls into two classifications:
Formal Passed through the record traffic system.
Informal Passed directly between users.
Electronic/Data. Any data passed by electronic means or by a storage device, using
the internet, local area network (LAN) or by disk.
PLATOON/SECTION FUNCTIONS
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Each company of the CSE when deployed can provide all communications required of a
Corps to command and control the corps and establish communication with the National
Military Command Center (NMCC). The company would require minimal life support
from the supported corps. Below is a brief synopsis of each platoon.
c. Wire Section. The wire section is capable of installing 120 kilometers of field
wire with 22 telephone users and two switchboards. This would allow a Corps TOC to
establish landline communications with all brigade and kandak command posts. The
platoon is self contained and can deploy as a platoon or part of the company to any
location in the country when directed by the Ministry of Defense.
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S1 S2 S3 S4
HHC
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Chapter 2
COMMAND AND CONTROL
The company's command and control system must be reliable, responsive, and durable. It
must withstand crises, even the loss of the commander, and still continue to function.
Although it is the most complex system in the company, the result must be clear, concise
instructions that focus the entire unit toward the company's objective. This section
describes the structure and key concepts of the command and control system.
2-1. DEFINITIONS
Success on the battlefield will require a combination of command and control. The proper
mix of command and control is determined by the situation, but commanders must
emphasize command and reduce control measures that restrict their subordinate's freedom
of action.
a. Command. Command is the process that instills the commander's will among his
subordinates. It provides focus and direction to the company. The commander's
leadership is an integral part of command.
b. Control. Control, as the counterpart of command, follows up a decision and
minimizes deviation from the commander's concept. Control provides supervision to the
operation while synchronizing all systems and activities.
c. Synchronization. Commanders must avoid depending on close control of their
units to achieve synchronization. This slows execution and limits their subordinates'
initiative. Synchronization is maintained during execution by the proper decisions of
subordinates. A clear understanding of the commander's intent and a simple effective
concept are the keys to maintaining synchronization.
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order to act. Another example of how the assigned purpose/intent guides actions could
be: During execution, the CO sees the opportunity to achieve his assigned purpose faster
or less costly by acting now. When making this decision, he must consider what his unit's
role is within his commander's concept. He must make every effort to operate within the
framework of the commander's concept because it provides the synchronization and
concentration of combat power for the operation. If he determines that his actions will not
jeopardize the unit or the mission, then in the absence of communications he must act.
c. Concept Development. To accomplish the assigned mission, the CO assigns
missions to his subordinate units. Just as the brigade commander assigned kandaks
missions, and designates his main effort, the CO does the same for the kandak. He also
ensures that his concept fits within the kandak/brigade commander's concept. This results
in a unity of effort but supports decentralized execution. At each level, the commander is
given his mission by his superior, develops a concept to accomplish the mission,
organizes his unit to fight the concept, and assigns each subordinate his responsibilities.
The vehicle for providing this information is the OPORD.
d. Main Effort. The unit with the most important task in the commander's concept is
assigned the main effort. This unit is the focus; all other units support the quick success
of the main effort. Success by the main effort should result in the accomplishment of the
commander's mission. When considering independent action, each leader makes his
decision based on his relationship to the main effort. The linkage between supporting and
main efforts must be maintained except in extraordinary cases, such as when a leader of a
supporting effort sees the chance to accomplish the purpose of the main effort. This
leader asks the question, "What would my commander do if he knew what I know?"
Since the proper response would be to shift the main effort to this leader's unit, he should
immediately retask himself and accomplish the purpose that was assigned to the main
effort. If the original main effort leader was informed or became aware of this
development, he should determine how to best support the new main effort, retask
himself, issue a FRAGO to his soldiers, and join the fight.
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(1) This may include nothing more than providing additional instructions,
establishing more restrictive control measures, or directing a specific use for one of his
organic assets.
(2) Or in an unusual situation, the CO may detail exactly how the leader will
employ his entire unit, clearly state the limits for using his initiative, and locate himself
or the XO with this unit. This should be only a short-term solution; leaders must be
trained to meet their responsibilities
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a. He executes and supervises routine operations. This includes enforcing the tactical
standing operating procedure (TSOP), planning and coordinating training, coordinating
and reporting personnel and administrative actions, and supervising supply, maintenance,
communications, field hygiene, and medical evacuation operations.
b. He supervises, inspects, or observes matters designated by the commander.
c. He assists and coordinates with the XO and is prepared to assume the XOs duties.
d. The Company Sergeant leads task-organized elements or subunits on designated
missions, if required.
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b. The company tactical SOP should cover reestablishment of the chain of command.
The allocation of resources and the location at which command is reestablished should be
planned for during both static and mobile situations.
The leader uses the command and control process to figure out what is going on, decide
what to do about it, tell soldiers what to do, and then keep track of how well his soldiers
are doing. The troopleading procedures are the leader's tools to guide the command and
control process. These procedures provide a common framework for all echelons of
command to apply the C2 process. Two other tools that are part of the C2 process are the
estimate of the situation (see Appendix A) and METTTC analysis. The relationship of
these three tools is depicted in Figure 2-1.
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METT-TC
CIVIL
(3) The commander must ensure that all subordinate echelons have sufficient time
for their own planning needs. A general principle for leaders at all levels is to use no
more than one-third of the available time for planning and issuance of the OPORD. This
will leave the rest of the available time for subordinate leaders to use for their planning
and preparation. This is a tentative time schedule, which may require adjustment as the
TLP process continues. An example would be:
0600 execute mission.
0530 finalize/adjust the plan, based on the leader's reconnaissance.
0200 begin movement.
2100 conduct platoon inspections.
1900 hold rehearsals.
1800 eat meals.
1745 hold briefbacks (SLs to PL).
1630 issue platoon OPORD.
1500 hold briefbacks (PLs to CO).
1330 issue company OPORD.
1045 conduct reconnaissance.
1030 update company warning order, if required.
1000 receive kandak OPORD.
0900 receive kandak warning order; issue company warning order.
b. Issue a Warning Order. Do not wait for more information. Issue the best
warning order possible with the information at hand and update it as needed with
additional warning orders. The warning order lets units prepare as soon as possible after
being alerted of an upcoming mission. This normally involves a number of standard
actions that should be addressed by SOP. The warning order should address those items
not covered in the SOP that must be done to prepare for the mission. The specific
contents for each warning order will vary, based upon the unique tactical situation.
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c. Make a Tentative Plan. Tentative plans are the basis for the OPORD. The leader
uses the commander's estimate of the situation to analyze METTTC information,
develop and analyze a COA, compare courses of action, and make a decision that
produces a tentative plan.
d. Initiate Movement. This can be done by having a subordinate leader move the
unit to an assembly area or designated position. The instructions for this move can be
given in the warning order. The CO ensures that security is provided for all company
movements.
e. Conduct Reconnaissance. Reconnaissance is a continuous process during the
TLP. The tentative plan should include an R&S plan. Plan and conduct reconnaissance to
confirm or adjust the tentative plan. A thorough tentative plan helps the reconnaissance
because specific R&S guidance can be given to subordinates. In every tactical operation
the CO requires additional information. These requirements provide the focus for the
company R&S plan.
(1) Prepare the recon plan. The CO determines
What are his information requirements?
What are his security requirements?
What are the priorities for these requirements?
What assets are available to meet these requirements? (The CO may request
support from higher, adjacent, and supporting units.)
How much time is available to collect the information or establish security?
What is most critical (and thus the focus) for his personal reconnaissance?
To whom will he assign tasks to meet the R&S needs?
(2) Issue the recon plan. The CO provides additional instructions to supplement the
assigned tasks to his subordinates. The amount of detail depends on the specific situation.
A leader's reconnaissance that has several subordinate units involved requires more
specific instructions. These may include the following:
A specific tasking for selected soldiers from subordinate units, such as the 1st
Platoon's, 1st Squad leader.
A specific time schedule for the reconnaissance (report, inspection, departure,
and return times).
Specified routes and formations.
Special equipment required.
Likely contingency plans.
Withdrawal plan from the reconnaissance site.
Link up with the company.
(3) Select the technique. The leader's reconnaissance is crucial to every operation.
An effective leader reconnaissance provides the required information. The two primary
techniques for conducting the leader's reconnaissance are:
(a) Map reconnaissance. This is the least preferred method; you do not get an
appreciation of the terrain, road networks and obstacles.
(b) Route reconnaissance. Have the reconnaissance element drive the proposed
route the truck company will take and report on timing, road conditions, bridges
population centers and terrain that may hinder convoy operations.
(4) Conduct the reconnaissance. The leader's reconnaissance should be conducted
as any reconnaissance patrol; only essential personnel should take part. The smaller this
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element is, the less likely the patrol will receive unwanted attention. This should include
a leader from each of the key elements. Additional tasks during the reconnaissance may
include:
Testing communications if authorized.
Making final coordination on precise timings, signals, weapons/personnel
locations, and sub-unit responsibilities.
Establishing security/surveillance on the area if the company is going to
occupy a new assembly area (AA).
f. Complete the Plan. The CO must be prepared to adjust his tentative plan based on
the results of the reconnaissance. He may have to change COAs if the situation is not
what he expected. In this case, one of the previously analyzed and discarded COAs may
be adjusted to quickly finalize his new plan. Coordination continues with all supporting
agencies, higher headquarters, and adjacent units. This, along with his recon, gives the
leader the information he needs to expand the tentative plan into a five-paragraph
OPORD.
g. Issue the Order. Preferably issue the order while viewing the avenues of
approach/objective area. Make maximum use of visual aids (strip maps, sketches, and
terrain models) to enhance the presentation of the order. When the CO issues the tentative
plan before the leader's reconnaissance, he issues a FRAGO to finalize the plan prior to
execution.
h. Supervise. The best plan may fail if it is not managed right. Brief backs,
rehearsals, inspections, and continuous coordination of plans must be used to supervise
and refine troopleading procedures. Brief backs and rehearsals are not the same; brief
backs focus on the planning process, and rehearsals focus on execution.
(1) Inspect. During precombat inspections, check
Weapons and ammunition.
Uniforms and equipment.
Missionessential equipment.
Soldiers' knowledge and understanding of the mission and their specific
responsibilities.
Communications.
Rations and water.
Camouflage.
Vehicles
(2) Rehearse. Rehearsals are always conducted. They are essential to ensure
complete coordination and subordinate understanding. The warning order should provide
subordinate leaders sufficient detail for them to schedule and conduct rehearsals of
drills/SOPs before receiving the company OPORD. Rehearsals conducted after the
OPORD can then focus on mission specific tasks. Rehearsals are conducted as any other
training exercise except the training area should be as much like the objective area as
possible, including the same light and weather conditions. Rehearsals include holding
soldier and leader brief backs of individual tasks and using sand tables or sketches to talk
through the execution of the plan. The CO should establish the priority for rehearsals
based on the available time. The priority of rehearsals, as COA development, flows from
the decisive point of the operation.
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(3) Briefback. Subordinates should briefback the commander right after the
OPORD to ensure they understand their instructions. Briefbacks of the subordinates'
plans should also be conducted. These briefbacks may be given collectively at a meeting
of the orders group. Such a technique allows exchange of information, coordination
among units, and rapid distribution of changes to the initial plan.
(4) Coordinate. The commander visits his subordinates and adjacent units to
discuss their plans. The CO ensures that all necessary preparations are being made. These
may include coordination of fire support and engineer activities, maintenance, re-supply,
and other required actions.
(a) Any departures from the plan, both before and during the operation, are
coordinated with the commander and staff.
(b) During execution, the CO issues FRAGOs to modify or refine the operation
as the situation develops. He personally supervises and or leads the critical actions.
CONTINUOUS OPERATIONS
Continuous operations are combat operations that continue around the clock at a high
pace, requiring soldiers to fight/work without letup for extended periods. Opportunities
for sleep are scattered throughout the day and night.
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soldiers do not sleep at least 4 hours every 24 hours. Ideally, the 4 hours should be
continuous.
h. Develop Good Physical Fitness. Being physically fit strengthens the ability to
recover from exhaustion. Fit soldiers withstand the stresses of sustained operations better.
i. Foster a Spirit and Attitude of Winning. In sustained operations, a genuine and
single-minded dedication often gives the extra strength needed to win.
j. Foster Cohesion, Esprit, Morale, and Commitment. Cohesion holds units
together; esprit keeps them dedicated to the mission. Unit cohesion and esprit are key
sources of strength for enduring the stresses of sustained operations.
k. Guarantee and Encourage the Free Exercise of Soldier's Faith. Since faith is
part of every day in a soldiers life, most soldiers are reassured and calmed if the
commander encourages and assists the kandak mullah in his visits to the unit.
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Chapter 3
ORDERS
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clearly stated and foremost in the minds of subordinate leaders. To win, subordinate
leaders must display initiative, but their initiative must be driven by their understanding
of the commanders intent, not by a desire for independent action. For best results, unit
actions are synchronized. If independent action is required to meet the commanders
intent for the operation, the action is takenbut subordinate leaders must carefully
balance the need for synchronized unit action with the changing tactical situation. They
must look at the big picture. Thus initiative and freedom of action are more likely used
during an exploitation or pursuit; an independent action during a delay or during a
withdrawal under enemy pressure could produce disaster for the entire force.
e. Commanders normally use mission-type orders. However, due to the requirement
for synchronization of the overall mission, they must occasionally give subordinates
specific instructions on how to accomplish a mission.
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necessary CSS information in paragraph 4 of the OPORD. The service support order
follows the same format as the OPORD. It is usually in writing and may include overlays,
traces, and other annexes. The logistics officer has primary coordinating responsibility
for preparing, publishing, and distributing the service support order. Other staff officers,
both coordinating and special, prepare parts of the order concerning their functional areas
(Appendix B).
When conducting ground movements in the rear area of the combat zone
where enemy interference is expected, a movement order may become an
annex to an OPORD or service support order. The operations officer plans
and coordinates these tactical movements.
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3-16. GRAPHICS
Plans and orders generally include both text and graphics. Graphics convey information
and instructions through military symbols. They complement the written portion of a plan
or an order and promote clarity, accuracy, and brevity. The Army prefers depicting
information and instructions graphically when possible. However, the mission statement
and the commanders intent are always in writing.
3-17. OVERLAYS
An overlay graphically portrays the location, size, and activity (past, current or planned)
of depicted units more consistently and accurately than text alone. An overlay enhances a
viewers ability to analyze the relationships of units and terrain. A trained viewer can
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attain a vision of a situation as well as insight into the identification of implied tasks,
relationships, and coordination requirements that the written plan or order may not list or
readily explain. Overlay graphics may be used on stand-alone overlays or overprinted
maps. The issuing headquarters is responsible for the accuracy of control measures and
for transposing graphics to and from the map scale used by subordinate headquarters.
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Chapter 4
INTRODUCTION TO
SINGLE-CHANNEL RADIO
COMMUNICATIONS
The limitations of single-channel radio must also be considered. Radio is the most
detectable means of electronic communications and is subject to intentional and
unintentional electronic interference. To be capable of operating together, radios must
have common or at least some overlapping frequencies. They must transmit and receive
the same type signal and must be located within operating range of each other with a
clear transmission path. Radio is the least secure means of communications, and it must
be assumed that interception occurs every time a transmitter is placed in operation.
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prior to attack, it may be directed to maintain listening silence until the attack is
launched. When a unit is already occupying a sector from which it is to launch an attack,
and its radio stations are in operation, it may be directed to maintain normal radio
operations without substantial change in traffic load until the attack is launched. If a unit
is moved to another sector or is relieved by another unit, it may be required to provide
dummy radio stations to continue operations until the attack is fully underway. Once the
attack is launched, special restrictions on radio operations are generally removed.
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Chapter 5
PRACTICAL CONSIDERATIONS IN OPERATING
SINGLE-CHANNEL RADIOS
Site Reconnaissance. As soon as the team knows where it will deploy, it conducts a
thorough reconnaissance. This usually includes the platoon leader, platoon sergeants,
relay team supervisor, and security. The reconnaissance must be extremely detailed as
site selection and layout are critical to success. Reconnaissance is considered complete
when the platoon leader can fill out a diagram showing-- Antenna and LOS placements
and vehicle locations. Hasty defensive sites and security plans. The LOS has first priority
of placement. The platoon leader back briefs his command on his site layout and initial
security procedures.
Location.
A radio station must be located in a position that will assure communications with all
other stations with which it is to operate and yet maintain a degree of physical and
communications security. Site must have a clear LOS path for radio systems, must be free
of obstacles that prevent transmissions, and away from interference sources such as
power lines, generators, or other antennas. Site should be accessible in all weather
conditions. Site should provide overhead cover and concealment with adequate
dispersion of assets, be defendable, have more than one exit, and not attract enemy
attention. Site should have a helicopter landing zone for emergencies or supplies. To
obtain efficiency of transmission and reception, the following factors should be
considered. Hills and mountains between stations normally limit the range of radio sets.
In mountainous or hilly terrain, select positions relatively high on the slopes (Figure 5-1).
Avoid a location at the base of a cliff or in a deep ravine or valley (Figure 5-2). For
operation at frequencies above 30 MHz, and whenever possible, select a location that will
allow line-of-sight communications. Try to avoid locations which provide the enemy with
a jamming capability, visual sighting, or easy interception.
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Good sites for radio communications. Dry ground has high resistance and limits the range
of the radio set. If possible, locate the station near moist ground, which has much less
resistance. Water greatly increases the distances that can be covered. Trees with heavy
foliage absorb radio waves, and leafy trees have more of an adverse effect than
evergreens. Keep the antenna clear of all foliage and dense brush; but try to use available
trees and shrubs for cover and concealment and for screening from enemy jamming.
Man-made Obstructions.
Do not select an antenna position in a tunnel or beneath an underpass or steel bridge
(Figure 5-2). Transmission and reception under these conditions are almost impossible
because of high absorption of RF energy. Buildings located between radio stations,
particularly steel and reinforced concrete structures hinder transmission and reception.
You should, however, try to use buildings to camouflage your antenna from the enemy.
Avoid all types of pole wire lines, such as telephone, telegraph, and high-tension
powerlines, when selecting a site for a radio station. Wire lines absorb power from
radiating antennas located in their vicinity. They also introduce hum and noise
interference in receiving antennas. Avoid positions adjacent to heavily traveled roads and
highways. In addition to the noise and confusion caused by tanks and trucks, ignition
systems in these vehicles may cause electrical interference. Do not locate battery-
charging units and generators close to the radio station. Do not locate radio stations close
to each other. Locate radio stations in relatively quiet areas. The copying of weak signals
requires great concentration by the operator, and his attention should not be diverted by
outside noises.
Practical Considerations.
Manpack sets have sufficiently long cordage to permit operation from a concealed
position (set and operator) while the antenna is mounted in the best position for
communications. Some sets can be controlled remotely from distances of 30 meters or
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more. The remotely controlled set can be set up in a relatively exposed position, if
necessary, while the operator remains concealed. Antennas of all radio sets must be
mounted higher than ground level to permit normal communications. Small tactical sets
usually have whip antennas. These antennas are difficult to see from a distance,
especially if they are not silhouetted against the sky. However, they have a 360 radiation
pattern and are extremely vulnerable to enemy listening. Avoid open crests of hills and
mountains. A position protected from enemy fire just behind the crest gives better
concealment and sometimes provides better communications. All permanent and semi-
permanent positions should be properly camouflaged for protection from both aerial and
ground observation. However, the antenna should not touch trees, brush, or the
camouflage material. Use one well-sited, broadband antenna to serve several radios.
Local Communications.
At brigade level and higher, contact must be maintained between the radio station and the
message center at all times, either by local messenger or field telephone. The station
should also be readily accessible to the unit commander and to staff members.
Remote Sites. These are small teams located in isolated positions, usually for
relay or retransmission purposes. They cannot hope to defeat a large enemy
force. Teams should try to remain concealed and report enemy activity to
higher headquarters. Conduct risk assessment for remote sites to determine
the probability of mission success. Leaders must carefully track specific
threats and move quickly when in danger.
Collocated Sites. These are usually teams that deploy to support a unit CP,
such as an extension node. Usually, the team members are responsible for a
portion of the perimeter defense. Careful coordination must be done with the
collocating units. All defense matters for the site should be the responsibility
of one central authority.
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Section II.
Transmitter Characteristics and Operator's Skills
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(300-3000 kHz) to the high-frequency band (3-30 MHz). When the transmitter is
operating at frequencies above 30 MHz, its range is limited generally to slightly more
than line of sight. For circuits using sky-wave propagation, the frequency selected
depends on the geographic area, season, and time of day.
CAUTION
Do not detune a transmitter to reduce power output. Operation with a detuned power
output stage can cause damage to the transmitter.
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conductivity. Mountainous, rugged, and broken country usually has low conductivity. In
areas where there are large mineral deposits, and in deep ravines and valleys, the ground-
wave may be absorbed completely by the soil.
Section IV.
Receiver Characteristics and Operator's Skills
5-15. Interference
Interference from Natural Sources.
There are four kinds of radio interference you can expect from natural sources.
Atmospheric interference from electrical storms.
Solar and cosmic interference from eruptions on the Sun and other stars.
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Precipitation static from charged particles (rain, sleet, snow, sand, smoke, or
dust) in the atmosphere. Dry particles produce greater charges and more
static than wet ones.
Fading from disturbances in the medium through which radio waves are
propagated. Interferences listed above, except the last, appear in electronic
equipment as disturbing noise. This noise shows up as sound in headphones
and loudspeakers and as errors in the output of other terminal equipment.
There is interference from natural sources at most frequencies, but it
diminishes considerably as the frequency is increased. At very high
frequencies these disturbances have very little effect on reception.
Man-made Interference.
Man-made interference is generated by electrical devices (such as arc welders), leakage
on high-tension lines, television sets, vehicle ignition systems, and sparking brushes on
motors and generators and other rotating machines. This interference may be intentional
or unintentional. If the interference is intense enough, it will drown out or obscure
communications. Although man-made interference is best eliminated or minimized at its
source, some improvements can be made at the receiver. The operator can often make
tuning adjustments which will enable the signal to be read through the interference. The
use of a directional receiving antenna will eliminate some of the interference if the source
is not in the same direction as the transmitting station. In addition, specially designed
antenna lead-in wire may eliminate or minimize man-made interference that would
normally be picked up on the lead-in wire. Radio noise waves coming from a man-made
source tend to be vertically polarized. Therefore, a horizontally polarized receiving
antenna will generally receive less noise than a vertically polarized antenna.
Mutual Interference.
When one communications system interferes with another, or when one particular unit
within a given system interferes with other units in the same system, there is a condition
of mutual interference. Mutual interference may appear in several forms: noise, cross
talk, and/or harmonic interactions. Some of the common conditions that cause mutual
interference are--
Spurious, undesired signals.
Spurious receiver responses.
RF arcing in transmitters.
Impedance mismatch in the antenna system.
High-voltage pulse interference.
Improper frequency assignments.
Interference originates from many local and distant sources. Frequency relationships,
geographical location, faulty adjustment of equipment, and improper operating
techniques are important factors contributing to mutual interference. Equipment and
systems that are potential generators of mutual interference are radar, radio, radio aids to
navigation, and telephones.
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Chapter 6
ANTENNAS
SAFETY WARNING
Be extremely careful when putting up, taking down, or moving antennas located
near high voltage or commercial power lines. Antenna contact with these could
result in electrocution or sever injury to personnel holding the antenna or the
connecting guy wires and cables.
Section I.
Requirement and Function
6-1. Necessity
All radios, whether transmitting or receiving, require some sort of antenna. Single-
channel radios normally send and receive radio signals on one antenna. This is called
one-way-reversible (OWR) or simplex operation. During duplex (DX) operation two
antennas are used, one for transmitting and the other for receiving. In either case, the
transmitter generates a radio signal. A transmission line delivers the signal from the
transmitter to the antenna. The transmitting antenna sends the radio signal into space
toward the receiving antenna. The receiving antenna intercepts the signal and sends it
through a transmission line to the receiver. The receiver processes the radio signal so that
it can either be heard or used to operate a recording device (Figure 6-1).
6-2. Function
The function of an antenna depends on whether it is transmitting or receiving. A
transmitting antenna transforms the output RF energy produced by a radio transmitter
(RF output power) into an electromagnetic field that is radiated through space. In other
words, the transmitting antenna converts energy from one form to another form. The
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receiving antenna reverses this process. It transforms the electromagnetic field into RF
energy which is delivered to a radio receiver.
6-3. Gain
The gain of an antenna depends mainly on its design. Transmitting antennas are designed
for high efficiency in radiating energy, and receiving antennas are designed for high
efficiency in picking up energy. On many radio circuits, transmission is required between
a transmitter and only one receiving station. In this case, energy may be radiated in one
direction because it is useful only in that direction. Directional receiving antennas
increase the energy pickup or gain in the favored direction, and reduce the reception of
unwanted noise and signals from other directions. The general requirements for
transmitting and receiving antennas are that they have small energy losses and that they
be efficient as radiators and receptors.
6-4. Polarization
The polarization of a radiated wave is determined by the direction of the lines of force
making up the electric field. If the lines of electric force are at right angles to the surface
of the Earth, the wave is said to be vertically polarized (Figure 3-2). If the lines of electric
force are parallel to the surface of the Earth, the wave is said to be horizontally polarized
(Figure 3-3). When a single-wire antenna is used to extract (receive) energy from a
passing radio wave, maximum pickup results if the antenna is oriented so that it lies in
the same direction as the electric field component. Thus, a vertical antenna is used for
efficient reception of vertically polarized waves and a horizontal antenna is used for the
reception of horizontally polarized waves. In some cases, the field rotates as the waves
travel through space. Under these conditions, both horizontal and vertical components of
the field exist and the wave is said to have elliptical polarization.
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polarization is satisfactory. Since the radio wave travels directly from the transmitting
antenna to the receiving antenna, the original polarization produced at the transmitting
antenna is maintained as the wave travels to the receiving antenna. Therefore, if a
horizontal antenna is used for transmitting, a horizontal antenna must be used for
receiving.
6-5. Directionality
Vertical receiving antennas accept radio signals equally from all horizontal directions,
just as vertical transmitting antennas radiate equally in all horizontal directions. Because
of this characteristic, other stations operating on the same or nearby frequencies may
interfere with the desired signal and make reception difficult or impossible. However,
reception of a desired signal can be improved by using directional antennas. Horizontal
half-wave antennas accept radio signals from all directions, with the strongest reception
being received in a line perpendicular to the antenna (that is, broadside); and, the weakest
reception being received from the direction of the ends of the antenna. Interfering signals
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can be eliminated or reduced by changing the antenna installation so that either end of the
antenna points directly at the interfering station. Communications over a radio circuit is
satisfactory when the received signal is strong enough to override undesired signals and
noise. The receiver must be within range of the transmitter. Increasing the transmitting
power between two radio stations increases communications effectiveness. Also,
changing to a frequency that is not readily absorbed, or using a directional antenna aids in
communications effectiveness. Directional transmitting antennas concentrate radiation in
a given direction and minimize radiation in other directions. A directional antenna may
also be used to lessen interception by the enemy and interference with friendly stations.
Types of Grounds.
When grounded antennas are used, it is especially important that the ground has as high
conductivity as possible. This reduces ground losses and provides the best possible
reflecting surface for the down-going radiated energy from the antenna. At low and
medium frequencies, the ground acts as a sufficiently good conductor. Therefore, the
ground connection must be made in such a way as to introduce the least possible amount
of resistance to ground. At higher frequencies, artificial grounds constructed of large
metal surfaces are common. The ground connections take many forms, depending on the
type of installation and the loss that can be tolerated. In many simple field installations,
the ground connection is made by means of one or more metal rods driven into the soil.
Where more satisfactory arrangements cannot be made, ground leads can be connected to
existing devices which are grounded. Metal structures or underground pipe systems are
commonly used as ground connections. In an emergency, a ground connection can be
made by forcing one or more bayonets into the soil. When an antenna must be erected
over soil with low conductivity, treat the soil to reduce its resistance. The soil should be
treated with substances that are highly conductive when in solution. Some of these
substances, listed in order of preference, are sodium chloride (common salt), calcium
chloride, copper sulphate (blue vitriol), magnesium sulphate (Epsom salt, and potassium
nitrate. The amount required depends on the type of soil and its moisture content.
WARNING:
When these substances are used, it is important that they do not get into nearby
drinking water supplies.
For simple installations, a single ground rod can be fabricated in the field from pipe or
conduit. It is important that a low resistance connection be made between the ground wire
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ANA 1-6.5
and the ground rod. The rod should be cleaned thoroughly by scraping and sandpapering
at the point where the connection is to be made, and a clean ground clamp should be
installed. A ground wire can then be soldered or joined to the clamp. This joint should be
covered with tape to prevent an increase in resistance because of oxidation.
Counterpoise.
When an actual ground connection cannot be used because of the high resistance of the
soil or because a large buried ground system is not practical, a counterpoise may be used
to replace the usual direct ground connection. The counterpoise (Figure 6-4) consists of a
device made of wire which is erected a short distance above the ground and insulated
from it. The size of the counterpoise should be at least equal to or larger than the size of
the antenna. When the antenna is mounted vertically, the counterpoise should be made
into a simple geometric pattern. Perfect symmetry is not required. The counterpoise
appears to the antenna as an artificial ground that helps to produce the required radiation
pattern. In some VHF antenna installations on vehicles, the metal roof of the vehicle (or
shelter) is used as a counterpoise for the antenna. Small counterpoises of metal mesh are
sometimes used with special VHF antennas that must be located a considerable distance
above the ground.
Ground Screen.
A ground screen consists of a fairly large area of metal mesh or screen that is laid on the
surface of the ground under the antenna. There are two specific advantages in using
ground screens. First, the ground screen reduces ground absorption losses that occur
when an antenna is erected over ground with poor conductivity. Second, the height of the
antenna can be set accurately. As a result of this, the radiation resistance of the antenna
can be determined more accurately.
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Where N = number of half-wave lengths in the total length of the antenna. For example,
if the number of half-wavelengths is 3 and the frequency in MHz is 7, then:
Length (meters) =150(N-0.05) / Freq MHz
= 150(3-.05) / 7
= 150 x 2.95 / 7
= 442.50 / 7
= 63.2 meters
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Try moving the antenna a short distance away and in different locations from
its original location.
Separate transmitters from receiving equipment, if feasible.
Check minimum distance between antennas (See Table 6-1).
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WARNING:
Excessive signal strength may result in enemy intercept and interference or in your
interfering with adjacent frequencies.
Section III.
Types of Antennas
6-9. Tactical Considerations
Tactical antennas are specially designed to be rugged and permit mobility with the least
possible sacrifice of efficiency. They are also designed to take abuse. Some are mounted
on the sides of vehicles that have to move over rough terrain; others are mounted on tops
of single masts or suspended between sets of masts. The smallest antennas are mounted
on the helmets of personnel who use the radio sets. All tactical antennas must be easy to
install. Large ones must be easy to take apart and pack and they must be easy to transport.
Several types of transmitting and receiving antennas are shown in Figure 6-5.
A of the figure is a rhombic antenna.
B is a half-wave Hertz antenna.
C is an end-fed, vertical antenna, also called a whip antenna.
D is a loop antenna that receives a strong signal in directions as shown and almost
no signal in other directions.
E is an antenna group OE-254/GRC which is an omni-directional, bi-conical
antenna designed for broadband operation.
F is a long-wire antenna.
G is a vertical half-rhombic antenna.
H is a directional half-rhombic antenna.
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Most practical transmitting antennas come under one of two classifications, Hertz
antennas or Marconi antennas. A Hertz antenna is operated some distance above the
ground and may be either vertical or horizontal. A Marconi antenna operates with one
end grounded (usually through the output of the transmitter or the coupling coil at the end
of the feed line). Hertz antennas are generally used at higher frequencies (above about 2
MHz) while Marconi antennas are generally used at the lower frequencies. Marconi
antennas, when used on vehicles or aircraft, operate at high frequencies. In these cases,
the aircraft or vehicle chassis becomes the effective ground for the antenna.
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Figure 6-6. Center fed Hertz antenna with two upright supports.
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The whip antenna supplied with military radio sets is usually 4.5 meters long for the
high-frequency tactical radio sets. The whip antenna used with the lightweight portable
FM radios is 0.9 meters long for the semi-rigid steel tape antenna and 3 meters long for
the multi-section whip antenna. It is made shorter than a quarter-wavelength to keep it a
practical length. (A quarter-wavelength antenna for 5.0 MHz would be over 14 meters
long.) An antenna tuning unit, either built into the radio set or supplied with it,
compensates for the missing length of antenna. The tuning unit varies the electrical length
of the antenna to accommodate a range of frequencies. Whip antennas are used with
tactical radio sets because they radiate equally in all directions in the horizontal plane
(Figure 6-8). Since stations in a radio net lie in random directions and change their
positions frequently, the radiation pattern is ideal for tactical communications. When a
whip antenna is mounted on a vehicle, the metal of the vehicle affects the operation of the
antenna. As a result, the direction in which the vehicle is facing may also affect
transmission and reception, particularly of distant or weak signals.
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A vehicle with a whip antenna mounted on the left rear side of the vehicle transmits its
strongest signal in a line running from the antenna through the right front side of the
vehicle. Similarly, an antenna mounted on the right rear side of the vehicle radiates its
strongest signal in a direction toward the left front side (Figure 6-9). The best reception is
obtained from signals traveling in the direction shown by the dashed arrows on the figure.
In some cases, the best direction for transmission can be determined by driving the
vehicle in a small circle until the best position is located. Normally, the best direction for
receiving from a distant station is also the best direction for transmitting to that station.
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There are times when a whip antenna mounted on a vehicle must be left fully extended so
that it can be used instantly while the vehicle is in motion. The base mounted insulator of
the whip is fitted with a coil spring attached to a mounting bracket on the vehicle. The
spring base allows the vertical whip antenna to be tied down horizontally when the
vehicle is in motion and when driving under low bridges or obstructions. Even in the
vertical position, if the antenna hits an obstruction, the whip usually will not break
because most of the shock is absorbed by the spring base.
WARNING
When an antenna must be left fully extended while in motion, contact with overhead
powerlines must be avoided. Death or serious injury can result if a vehicular
antenna strikes a high-voltage transmission line. If the antenna is tied down, be sure
the tip protector is in place.
Some of the energy leaving a whip antenna travels downward and is reflected by the
ground with practically no loss. To obtain greater distance in transmitting and receiving,
it may be necessary to raise the whip antenna. However, when a whip antenna is raised,
its efficiency decreases because it is further from the ground.
6-13. V Antenna
The V antenna consists of two wires arranged to form a V, with their ends at the apex
(where the legs come together) attached to a transmission line (Figure 6-10). Radiation
lobes off each wire combine to increase gain in the direction of an imaginary line
bisecting the apex angle (See Figure 6-10A). The pattern is bidirectional. Adding
terminating resistors to the far end of each leg will make the pattern unidirectional (See
Figure 6-10B).
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Section IV.
Field Repair and Expedients
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Wire Antennas.
Emergency repair of a wire antenna may involve the repair or replacement of the wire
used as the antenna or transmission line; or, the repair or replacement of the assembly
used to support the antenna. When one or more wires of an antenna are broken, the
antenna can be repaired by reconnecting the broken wires. To do this, lower the antenna
to the ground, clean the ends of the wires, and twist the wires together. Whenever
possible, solder the connection. If the antenna is damaged beyond repair, construct a new
one. Make sure that the length of the wires of the substitute antenna are the same length
as those of the original. Antenna supports may also require repair or replacement. A
substitute item may be used in place of a damaged support and, if properly insulated, can
be of any material of adequate strength. If the radiating element is not properly insulated,
field antennas may be shorted to ground and be ineffective. Many commonly found items
can be used as field expedient insulators. The best of these items are plastic or glass, to
include plastic spoons, buttons, bottle necks, and plastic bags. Though less effective than
plastic or glass but still better than no insulator at all are wood and rope, or both, in that
order. The radiating element--the actual antenna wire-- should touch only the antenna
terminal and should be physically separated from all other objects, other than the
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Guys.
Lines used to stabilize the supports for an antenna are called guys. These lines are usually
made of wire, manila rope, or nylon rope. If a rope breaks, it may be repaired by tying the
two broken ends together. If the rope is too short after the tie is made, it can be
lengthened by adding another piece of or a piece of dry wood or cloth. If a guy wire
breaks, it can be replaced with another piece of wire. Figure 6-14 shows a method of
repairing a guy line with wood.
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Masts.
Some antennas are supported by masts. If a mast breaks, it can be replaced with another
of the same length. If long poles are not available as replacements, short poles may be
overlapped and lashed together with rope or wire to provide a pole of the required length.
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WARNING
Serious injury or death can result from contact with the radiating antenna of a
medium- or high-power transmitter. Turn the transmitter off while making
adjustments to the antenna.
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wooden pole (Figure 6-15). For short vertical antennas, the pole may be used without
guys (if properly supported at the base). If the length of the vertical mast is not long
enough to support the wire upright, it may be necessary to modify the connection at the
top of the antenna (Figure 6-16).
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The length of a half-wave antenna (Figure 6-18)may be computed by using the formula in
paragraph 6-7. Cut the wires as closely as possible to the correct length because the
length of the antenna wires is important.
A transmission line is used for conducting electrical energy from one point to another and
it is used to transfer the output of a transmitter to an antenna. Although it is possible to
connect an antenna directly to a transmitter, the antenna generally is located some
distance away. In a vehicular installation, for example, the antenna is mounted outside
and the transmitter inside the vehicle. A transmission line, therefore, is necessary as a
connecting link.
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A similar arrangement for a short, center-fed half-wave antenna is shown in Figure 6-20.
The ends of this antenna are connected to a piece of dry wood, such as a bamboo pole,
and the bend in the pole holds the antenna wire straight. Another pole, or bundle of poles,
serves as the mast.
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Figure 6-21 shows an improvised half-wave antenna. This technique is used primarily
with FM radios. It is effective in heavily wooded areas to increase the range of portable
radios. The top guy wire can be connected to a limb or passed over the limb and
connected to the tree trunk or a stake.
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28 METERS
The V antenna is another field expedient directional antenna. It consists of two wires
forming a V with the open area of the V pointing toward the desired direction of
transmission/reception (see Figure 6-24). To make construction easier, the legs may slope
downward from the apex of the V (this is called a sloping-V antenna) (Figure 6-25). The
angle between the legs varies with the length of the legs in order to achieve maximum
performance. Use table 6-1 to determine the angle and the length of the legs. When the
antenna is used with more than one frequency or wavelength, use an apex angle that is
midway between the extreme angles determined by the chart. To make the antenna
radiate in only one direction, add non-inductive terminating resistors from the end of each
leg (not at the apex) to ground. The resistors should be approximately 500 ohms and have
a power rating at least one half that of the output power of the transmitter being used.
Without the resistors, the antenna radiates bi-directionally, both front and back.
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3m
3m
3m
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CHAPTER 7
RADIO OPERATIONS UNDER
UNUSUAL CONDITIONS
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ANA 1-6.5
battery with body heat before operating the radio set. This minimizes
frequency drift. Flakes or pellets of highly electrically charged snow is
sometimes experienced in colder regions. When these particles strike the
antenna, the resulting electrical discharge causes a high-pitched static roar
that can blanket all frequencies. To overcome this static, antenna elements
can be covered with polystyrene tape and shellac.
7-5. Batteries.
The effect of cold weather conditions on wet and dry cell batteries depends upon the
following factors: the type and kind of battery, the load on the battery, the particular use
of the battery, and the degree of exposure to cold temperatures.
7-7. Winterization.
Check the TMs for your radio set and power source to see if there are special precautions
for operation in extremely cold climates. For example, normal lubricants may solidify
and permit damage or malfunctions. They must be replaced with the recommended cold
weather lubricants.
7-8. Microphones.
Moisture from your breath may freeze on the perforated cover plate of your microphone.
Use standard microphone covers to prevent this. If standard covers are not available,
improvise a suitable cover from rubber or cellophane membranes or from rayon or nylon
cloth.
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equipment is brought suddenly into contact with warm air, moisture will condense on the
equipment parts. This is called sweating. Before cold equipment is brought into a heated
area, it should be wrapped in a blanket or parka to ensure that it will warm gradually to
reduce sweating. Equipment must be thoroughly dry before it is taken back out into the
cold air or the moisture will freeze.
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units using the equipment should allow for delays in replying. Dust affects
communications equipment such as SSB/AM RF power amplifiers. Dust covers,
therefore, should be used whenever possible. Some receiver-transmitter units have
ventilating ports and channels that can get clogged with dust. These must be checked
regularly and kept clean to prevent overheating.
7-14. Batteries.
Wet cell batteries do not hold their charge efficiently in intense heat. Electrolyte
evaporates rapidly and should be checked weekly (more often, if warranted). Add
distilled water as needed. Extra containers of distilled water should be carried in the
vehicle. Maintenance of vehicle batteries beyond adding water must be done only by
authorized motor pool personnel according to applicable regulations. Dry battery supplies
must be increased, since hot weather causes batteries to fail more rapidly.
7-16. Condensation.
In deserts with relatively high dew levels and high humidity, overnight condensation can
occur wherever surfaces such as metals exposed to air are cooler than the air temperature.
This condensation can affect such items as electrical plugs, jacks, and connectors. All
connectors likely to be affected by condensation should be taped to prevent moisture
from contaminating the contacts. Plugs should be dried before inserting them into
equipment jacks. Excessive moisture or dew should be dried from antenna connectors to
prevent arcing.
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checks should be made frequently. Also, you should keep a close check on lubricated
parts of the equipment. If dust and dirt mix with the lubricants, moving parts may be
damaged.
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Chapter 8
Wire and Messenger Operations
8-1. Purpose.
Wire systems provide internal communications for CP and support areas however, long
wire lines, meaning a greater distance than can be observed unless secure, should be
avoided. These wire systems will be extended to subordinate systems when allowed by
the tactical situation. Wire communications are used in static or defensive roles. Users are
responsible for installing, operating and maintaining their equipment. An example would
be an infantry kandak is responsible wire communications in their kandak and the
communications company would install wire from the brigade CP to the kandak
switchboard.
8-2. Installation.
Installation begins with planning; answers to the following questions will give a starting
point for the planner.
Who and where is the wire communication needed?
What is the timeline for the mission?
Distance from beginning to end?
Is the area secure?
Temporary or fixed site?
Number of lines requested?
The planner should gather all available information and conduct route reconnaissance
which will allow the planner to finalize the plan, assemble the resources and accomplish
the mission.
a. The route map and tasking should be passed to the wire team responsible for
laying the wire.
b. The team SGT should assemble all needed resources and coordinate with the
supported unit for the best time to accomplish the mission.
c. The wire can be either buried or placed on a pole elevated in the air. If possible the
wire should be buried (at least 15 cm).
d. The wire should be anchored at the start point, end point and every 100-15 meters.
e. All wires leading to a switchboard should be labeled with the date and
destination/unit it belongs too.
f. Once the wire is laid and the phones connected, a communications test should be
conducted to ensure all is working properly.
8-3. Recovery.
When the wire system is no longer needed or the facility is relocating, the wire should be
recovered. During the recovery, the wire should be cleaned and inspected for
serviceability and prepared for future use. Any wire found to be unserviceable should be
turned in and new wire requested.
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A wire team should routinely inspect the network for serviceability to ensure
communications is not interrupted.
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Chapter 9
OFFENSIVE OPERATIONS
OFFENSIVE FUNDAMENTALS
When required to fight the enemy's combat forces, the ANA must achieve surprise and
use the indirect approach to get to the decisive point. For sustained operations or when
required to fight an enemy with a significant firepower/mobility advantage, the brigade
may require augmentation from the Corps.
9-1. Purpose.
Offensive operations are conducted for varied purposes. Some of these are:
To destroy enemy personnel, equipment, and resources.
To seize or secure key or decisive terrain.
To gain information.
To deceive and divert the enemy.
To hold the enemy in position.
To disrupt an enemy attack.
a. The attacker must have superior combat power at the decisive point to overcome
the enemy. Economy of force must be used at other locations to achieve concentration of
combat power at the decisive point. Once the attack is successful, the enemy must be
pressed relentlessly to keep him off balance.
b. Attacks should avoid the enemy's strengths. The goal of the commander should be
to strike the enemy with an overwhelming concentration of combat power from an
unexpected direction when he least expects it.
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techniques, and selecting good routes. Speed in planning results from effective SOPs,
capable leaders, and the proper use of time.
c. Concentration. The attacker concentrates combat power at decisive points and
times to achieve decisive results. Leaders strive to concentrate the effects of their combat
power while maintaining their dispersion in small units.
(1) Because the attacker is often moving across terrain the enemy has prepared, he
may be exposing himself to the enemy's fires. By concentrating overwhelming combat
power, he can reduce both the effectiveness of the enemy fires and the amount of time he
is exposed to these fires.
(2) The challenge for the CO is to concentrate combat power while reducing the
enemy's ability to do the same against his unit. Actions that cause the enemy to shift
combat potential away from the decisive point result in a greater advantage in combat
power there.
d. Flexibility. At some point in most attacks, the original plan must be adjusted to
meet the changes in the situation. Mission orders and competent subordinate leaders with
initiative will ensure the proper adjustments are made.
(1) The commander must expect uncertainties and be ready to exploit opportunities.
The flexibility required often depends on the amount of reliable intelligence on the
enemy.
(2) The CO builds flexibility into his plan during his estimate. By conducting a
thorough wargame process, he develops a full appreciation for possible enemy actions. A
reserve increases the commander's flexibility.
e. Audacity. Audacity is the willingness to risk bold action to achieve positive
results. The audacious commander develops confidence by conducting a thorough
estimate. His actions, although quick and decisive, are based on a reasoned approach to
the tactical situation and on his knowledge of his soldiers, the enemy, and the terrain. He
is daring and original, he is not rash!
(1) Audacious commanders throughout history have used the "indirect approach".
They maneuver to maintain a position of advantage over the enemy, seek to attack the
enemy on the flank or rear, and exploit success at once, even if this briefly exposes
flanks.
(2) Boldness and calculated risk have always been the keystones of successful
offensive operations. They must, however, be consistent with the higher commander's
mission and intent.
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(2) Security is the use of protective measures to prevent enemy observation or fires
on the company. All units are responsible for their own local security. They may also be
given specific security tasks as part of the brigade R&S plan.
(3) Units conduct patrols, establish OPs, and move using appropriate movement
formations and techniques to accomplish both reconnaissance and security tasks.
Commanders and subordinates must clearly understand what they are to accomplish. In
some cases, they will only observe and report; while in others, they will also be required
to fight.
b. Attacks. Closing with the enemy by maneuver to destroy or capture him is an
attack. This is the primary task of the army in warfare. The brigade may be designated the
main or supporting attack within a corps. It also designates its own main and supporting
attacks.
(1) The main attack accomplishes the mission. A platoon is the main attack for a
company if the platoon's attack will accomplish the company mission.
(2) A supporting attack helps the main attack succeed. Supporting attacks are used
to suppress, deceive, fix, or isolate enemy units; to seize terrain that is key to the
brigade's mission; or to protect the main attack from enemy counterattacks. A follow and
support force is also a supporting attack. It is a committed force, not a reserve that is
assigned specific missions in support of the main attack. These may include: destroy by
passed units/positions; reduce obstacles; secure lines of communications; secure key
areas/facilities; provide EPW search teams, demolition teams, firstaid and litter teams,
and ammunition re-supply.
(3) The main effort is the focus of combat power at any given time during the
attack. Both the main attack and main effort are mechanisms for concentrating and
coordinating combat power, but they are not synonymous. For example, the kandak
concept for seizing an enemy strongpoint has 1st Company supporting by fire (a
supporting attack), 2d Company conducting a breach and seizing a foothold (a supporting
attack), and 3d Company seizing the decisive point on the strongpoint (the enemy CP).
The 3d Company has the decisive action that accomplishes the kandak's mission. They
are the main attack throughout the operation; however, 3d Company's success depends on
2d Company's success. When 2d Company is conducting the breach, this is the most
critical action; they should be designated the initial main effort. 1st Company initially
supports 2d Company's breach, but upon commitment of 3d Company, they support the
main attack.
c. Reserves. In the offense, they are positioned to weight the main effort. They
exploit success, reinforce or maintain momentum, deal with enemy counterattacks, or
provide security.
(1) The reserve is committed at a decisive point in the battle to ensure success of
the mission or to capitalize on opportunities generated by the successful attack. Reserves
must be readily available; they provide flexibility to the plan. When a designated reserve
is not possible, the CO provides flexibility by other means such as beprepared missions
or additional security/reconnaissance tasks for committed units. Control measures that
support rapid issuance of FRAGOs also provide flexibility to the plan.
(2) A unit held in reserve is not committed to a specific mission. The reserve leader
is given planning guidance. For example: "In priority, be prepared to continue the main
attack; be prepared to begin a movement to contact immediately after the main attack
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succeeds to maintain contact with the enemy; be prepared to block a counterattack along
avenue of approach 2, coming from the west to prevent disruption of the main attack."
The leader prepares for each mission in this order. These be-prepared missions may not
be required to accomplish the unit's mission. The reserve leader should also be given the
criteria the commander will use to initiate each be-prepared mission.
(3) The size of the reserve and the headquarters that controls it depends upon the
commander's estimate of the situation. Usually, the more vague the enemy situation, the
larger the reserve. The leaders of the reserve must understand their beprepared missions;
they must keep up with the current situation; and they must keep their unit ready for
action on short notice.
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Chapter 10
DEFENSIVE OPERATIONS
DEFENSIVE FUNDAMENTALS
Defensive techniques are integrated into almost all operations, and they are used to
accomplish a variety of tasks, such as re-supply during offensive operations. In addition
to the primary purpose of defeating the enemy's attack, patrol bases and assembly areas
are temporary defensive positions used to provide security even during offensive
operations.
10-1. Purpose.
The purpose of defense operations is to cause the enemy attack to fail and to create
conditions favorable to assuming the offensive. The commander's concept for the defense
determines which control measures and techniques are used.
a. Conducting the defense does not simply entail killing enemy soldiers and
destroying equipment faster than the enemy can replace them. The enemy's plan, the
cohesion and synchronization of his forces, his morale, and his ability to see the
battlefield must be destroyed. Brigades conduct defensive operations
To defeat an enemy attack.
To gain time to prepare for other operations.
To allow a higher commander to concentrate forces elsewhere.
To control key enemy forces as a prelude to offensive operations.
To retain key or decisive terrain.
b. The brigade is organized, equipped, and supported to conduct dynamic, nonlinear
defensive operation to protect CSS assets and the unit. When required to conduct a more
static, linear style defense, the commander must limit the vulnerability of his force.
(1) The lethality of the modern battlefield is such that any unit located can be
quickly destroyed. This threat is reduced by the proper preparation of survivability
positions, but this requires a great deal of time and resources.
(2) Anytime the commander's concept requires the unit, or part of it, to fight from
static positions, he must consider two thingshow likely is it for the enemy to locate
these positions and if located, what is the enemy's capability to apply combat power
against my positions?
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b. Disruption. Defensive plans vary with the circumstances, but all defensive
concepts of operation aim at disrupting the attacker's synchronization. Counterattacks,
indirect fires, obstacles, and retention of key or decisive terrain prevent the enemy from
concentrating his strength against portions of the defense. Destroying enemy command
and control vehicles disrupts enemy synchronization and flexibility. Deception measures
further disrupt the enemy's attack.
c. Concentration. The defender must concentrate combat power at the decisive time
and place if he is to succeed. He must obtain a local advantage at points of decision.
Offensive action and the use of surprise and deception are often the means of gaining this
advantage. The defender must remember that this concentration refers to combat power
not just soldiers. Combat power focuses on effectsnot just numbers of soldiers/weapon
systems. To do so, the defender normally must economize in some areas, retain a reserve,
and maneuver to gain local superiority. Local counterattacks may be needed to maintain
the integrity of the defense. Indirect fire can be shifted to critical points to rapidly
concentrate destructive effects.
d. Flexibility. Flexibility is derived from sound preparation and effective C2. The
defender must be agile enough to counter or avoid the attacker's blow and then strike
back effectively. Flexibility results from a detailed estimate, an understanding of the
unit's purpose, aggressive R&S, and, when applicable, organization in depth and retention
or reconstitution of a reserve. Flexibility requires that the commander "see the
battlefield"both physically and through timely and accurate reports. Supplementary
positions on secondary avenues of approach provide more flexibility to the commander.
After a good analysis of the terrain and enemy, reserves can be positioned to allow the
commander to react to unexpected events.
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Chapter 11
CONVOY OPERATIONS
(Reference Transportation Decree)
11-1. DEFINITION
A motor convoy is a group of vehicles organized for the purpose of control and orderly
movement with or without escort protection. This chapter provides guidance for
planning, organizing, and conducting convoys. A convoy is defined as follows:
Any group of six or more vehicles temporarily organized to operate as a
column, with or without escort, proceeding together under a single
commander.
Ten or more vehicles per hour dispatched to the same destination over the
same route.
Any one vehicle, with or without escort, requiring the submission of a special
hauling permit.
Width 260 cm
Height 411 cm (4 m)
Weight 9072 kilograms for single axles
15422 Kilograms for tandem axles
36288 kilograms for gross weight
Length 15 to 18 meters for semi-trailers
a. Units planning to convoy must request and receive clearance before beginning
movement. The request is submitted through command channels to the installation
transportation office (ITO) or movement control element within whose area the convoy
originates. Requests are prepared manually based on parameters provided by the unit.
b. Once the convoy clearance request has been reviewed and processed by the
approving authority, the unit is issued a convoy clearance number (CCN). The movement
of the convoy must be conducted as the convoy clearance directs. Deviations are not
authorized without prior coordination with the approving authority.
c. The convoy commander must ensure that the routing specified on the approved
convoy clearance is followed and that the estimated time of departure and estimated time
of arrival are met at each of the checkpoints and rest halts.
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Figure 11-1
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between elements remain the same. Every effort should be made so that dining and
refueling halts coincide.
(4) Critical points/checkpoints. CPs are designated along the route for control and
maintenance of the schedule. Choose easily recognized features as CPs.
(5) Distance between CPs.
(6) Arrival and departure times at the SP, CPs, RP, and all halts.
(7) Convoy routes. Route data, including route numbers, major intersections, and
mileage between points.
(8) Major cities and towns.
(9) North orientation.
(10) Logistical support data, including the location of all logistical support facilities.
This must also include the procedures for requesting/obtaining medical and maintenance
support.
Figure 11-2
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NOTE Convoy, serial, and march unit commanders should avoid driving in the left hand
lane because the limited speed of military vehicles can easily cause them to
become a hazard to faster moving civilian traffic.
f. Pacesetter. The convoy commander will designate a pacesetter for the convoy.
The pacesetter is in the first vehicle in the march element, normally the slowest, heaviest
vehicle, excluding oversize and overweight vehicles. The pacesetter performs the
following:
(1) Maintain the rate of march established by the convoy commander.
(2) Meet all established times at SP, CP, and RP.
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(3) Inform the convoy commander of any obstacles or hazards that may cause a
deviation from the established route, such as construction, detours, or other obstacles.
g. Trail Officer. The trail officer is positioned at the rear of a march element. He
checks and observes vehicles at the SP and keeps the convoy commander informed on the
status of vehicles that fall out of the convoy. He oversees all maintenance, recovery,
accident investigation, medical aid, and disposition of disabled equipment. He picks up
all guides and markers left by preceding march elements.
h. Guides. Guides are used to ensure the convoy follows the prescribed route and
become very important when operating in an area where road signs are poor or
nonexistent. They assist convoys in locating supported units, preventing conflict with
other convoys, and providing information on the route. Guides are instructed that the
convoy does not have priority over civilian traffic when not on a military reservation.
Guides do not have authority to disregard traffic lights or other traffic devices on public
roads.
i. Civilian Police Escort. If civilian or military police escort is required, the UMC
coordinates with the appropriate officials to secure the assistance of civilian and military
police areas through which the convoy will pass. These areas include the following:
(1) Major intersections.
(2) Entrances to and exits from main roads/routes.
(3) Densely populated and industrial areas.
(4) Entrances to and exits from rest halt areas.
j. Vehicle Placement. The placement of the vehicles in an organizational element of
a convoy is determined by many factors. One of the major factors is the danger of rear-
end collisions. To reduce the possibility of injury to personnel, place vehicles
transporting troops in the first march unit of the main body of the convoy. When empty
trucks or trucks loaded with general cargo is available, use them as buffer vehicles
between those transporting personnel and those loaded with hazardous cargo. Other
factors to consider include the following:
(1) Position those vehicles that require the longest unloading time near the front of
the main body of the convoy. This will shorten the turnaround time.
(2) Position one prime mover without trailer (bobtail) per 10 vehicle-trailer
combinations to support the recovery operations.
(3) Place vehicles transporting hazardous cargo in the last serial of the convoy but
not in the trail party.
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messages may be written on a board and posted along the route or displayed by a guide in
view of the oncoming vehicles. In the event of radio silence or for other reasons, the
drivers or their assistants can use visual signals for convoy control. These signals should
be specified in an SOP so that drivers are completely familiar with them. The signals
must also be trained and rehearsed.
b. The next group of signals includes audio, which consists of the use of horns,
whistles, and verbal messages. When possible, serial commanders should be equipped
with loudspeakers to issue verbal instructions.
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NOTE: The assistant driver remains awake at all times and keeps the driver alert. The
use of an assistant driver DOES NOT double the amount of driving time for the
convoy.
c. After vehicles and drivers have been inspected and the convoy is organized and
ready to move, the commander assembles the convoy personnel for a final briefing before
the convoy departs. The commander issues orders and strip maps to drivers and uses an
enlarged strip map (a blackboard drawing or other drawing) to explain details of the
route. The commander briefs the following topics:
Convoy organization and vehicle assignments.
Departure and arrival times.
Compliance with traffic signals.
Route of march.
Maximum and minimum speeds.
Actions at halts.
Route and highway markers in accordance with the strip map.
Vehicle gaps or intervals (for urban areas, conventional routes, and entrance and
exit routes).
Rest stops and refuel points schedules.
Vehicle recovery operations.
Obedience to civil authorities and Military Police (MP).
Location and time of scheduled halts.
Action to take if separated from the convoy.
Actions in the event of breakdown or accident.
Procedures for refueling.
Communications/signal procedures.
Light discipline.
Security en route and during halts.
Weather forecast and actions during inclement weather.
Chain of command and locations.
Safety during movement and during halts.
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DO NOT use military personnel to warn traffic by manual flagging except where
warning devices do not give adequate warning.
e. In the event of an accident, make every effort to minimize its effects and keep the
convoy moving. Do the following if an accident happens in the convoy:
Keep moving. Only the vehicle immediately behind the vehicle should stop and
render assistance.
Give first aid. Give immediate attention to injuries.
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Report any accident to civilian police and wait for assistance. Do not move the
damaged vehicle until an accident investigation has been completed by civilian
police.
Trail parties will assist civil authorities, investigate, and recover the vehicle as
required.
Clear the traffic lane. The crew of the affected vehicle should make every effort
to clear the traffic lane as soon as possible.
f. The first officer or SGT to arrive at the scene of the accident will take charge by
supervising emergency aid, directing military traffic, warning civilian traffic, and
directing the placement of warning devices until the trail officer arrives. The trail officer,
aided by available medical and maintenance personnel, will supervise and direct care of
the injured and disposition of the damaged vehicles. Further assistance needed should be
requested from the agencies listed in the convoy OPORD.
Note: Refer to ANA 4-01.45 Tactics, Techniques, and Procedures for Combat Convoy
Operations for a more detailed discussion on convoys.
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Chapter 12
OTHER COMBAT TASKS
area damage control Measures taken before, during, or after hostile action or natural
or manmade disasters to reduce the probability of damage and minimize its effects.
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Tactical and training operations pose many types of hazards. The company leadership
must identify the hazards associated with all aspects and phases of the company mission,
paying particular attention to the factors of METT-TC. Risk management must never be
an afterthought; leaders must begin the process during their troop-leading procedures and
continue it throughout the operation. Table 12-1, lists possible sources of battlefield
hazards that the unit might face during a typical tactical operation. The list is organized
according to the factors of METT-TC.
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Table 12-1
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(2) Assess each hazard that cannot be eliminated or avoided to determine the
probability that the hazard can occur.
(3) Assess the severity of hazards that cannot be eliminated or avoided. Severity,
defined as the result or outcome of a hazardous incident, is expressed by the degree of
injury or illness (including death), loss of or damage to equipment or property,
environmental damage, or other mission-impairing factors (such as unfavorable publicity
or loss of combat power).
(4) Taking into account both the probability and severity of a hazard, determine the
associated risk level (extremely high, high, moderate, and low). Table 12-2 summarizes
the four risk levels.
(5) Based on the factors of hazard assessment (probability, severity, and risk level,
as well as the operational factors unique to the situation), complete the risk management
worksheet. Figure 12-1 shows a completed risk management worksheet.
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that specific controls are integrated into operations plans (OPLANs), OPORDs, SOPs,
and rehearsals. The critical check for this step is to ensure that controls are converted into
clear, simple execution orders understood by all levels. If the leaders have conducted a
thoughtful risk assessment, the controls will be easy to implement, enforce, and follow.
Examples of risk management controls include the following:
Thoroughly brief all aspects of the mission, including related hazards and
controls.
Conduct thorough PCCs and PCIs.
Allow adequate time for rehearsals at all levels.
Drink plenty of water, eat well, and get as much sleep as possible (at least 4
hours in any 24-hour period).
Use buddy teams.
Enforce speed limits, use of seat belts, and driver safety.
Establish recognizable visual signals and markers to distinguish maneuvering
units.
Enforce the use of ground guides in assembly areas and on dangerous terrain.
Establish marked and protected sleeping areas in assembly areas.
Limit single-vehicle movement.
Establish SOPs for the integration of new personnel.
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senior SGTs must look at both tactical risks and accident risks. The same risk
management process is used to manage both types of risk. The commander alone
determines how and where he is willing to take tactical risks. The commander manages
accident risks with the assistance of his officers, SGTs, and individual soldiers.
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Train the risk management process. Ensure that subordinates understand the
who, what, when, where, and why of managing risk and how these factors
apply to their situation and assigned responsibilities.
Accurately evaluate the companys effectiveness, as well as subordinates
execution of risk controls during the mission.
Inform higher headquarters when risk levels exceed established limits.
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e. Unit SOPs and OPORDs must address casualty treatment and evacuation in detail.
They should cover the duties and responsibilities of key personnel, the evacuation of
casualties, and the priority for manning positions. They should specify preferred and
alternate methods of evacuation and make provisions for retrieving and safeguarding the
weapons, ammunition, and equipment of casualties. Slightly wounded personnel are
treated and returned to duty by the lowest echelon possible. Casualty evacuation should
be rehearsed like any other critical part of an operation.
f. A casualty report is filled out when a casualty occurs or as soon as the tactical
situation permits. This is usually done by the soldier's squad leader and turned in to the
platoon sergeant, who forwards it to the Company Sergeant. A brief description of how
the casualty occurred (to include the place, time, and activity being performed) and who
or what inflicted the wound is included. If the squad leader does not have personal
knowledge of how the casualty occurred, he gets this information from any soldier who
does have the knowledge. This information is used to inform the soldier's next of kin and
to provide a statistical base for analysis of friendly or enemy tactics. Once the casualtys
medical condition has stabilized, the company commander may write a letter to the
soldier's next of kin.
NOTE: Before casualties are evacuated to the CCP or beyond, leaders should remove all
key operational items and equipment, including SOIs, maps, position location devices,
and laser pointers. Every unit should establish an SOP for handling the weapons and
ammunition of its WIAs.
g. At the CCP, the senior trauma specialist conducts triage of all casualties, takes the
necessary steps to stabilize their condition, and initiates the process of evacuating them to
the rear for further treatment. He assists the PSG and vehicle commanders in arranging
evacuation via ground or air ambulance, or by non-standard means.
h. When possible, the medical platoon ambulances provide evacuation and en route
care from the soldiers point of injury or the companys CCP to the KAS. The ambulance
team supporting the company works in coordination with the senior trauma specialist
supporting the platoons. When a casualty occurs in a fighting vehicle, the evacuation
team will move as close to the vehicle as possible, making full use of cover, concealment,
and defilade. Assisted, if possible by the vehicles crew, they will extract the casualty
from the vehicle and administer emergency medical treatment. In mass casualty
situations, non-medical vehicles may be used to assist in casualty evacuation as directed
by the infantry company commander. Plans for the use of non-medical vehicles to
perform casualty evacuation should be included in the unit SOP. Ground ambulances
from the CSS Medical Company or supporting corps air ambulances evacuate patients
from the aid station back to the CSSMC medical treatment facility (MTF) located in the
BSA.
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become the responsibility of the vehicle commander or squad leader until they can be
turned over to the Company Sergeant or supply sergeant. As a rule, human remains
should not be transported on the same vehicle as wounded soldiers. Procedures for
soldiers killed in action are outlined in the Afghanistan National Army Casualty
Operations and Assistance regulation approved June 2007.
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Annex A
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operations. Routine or SOP tasks depend on the specific unit, but generally the following
type tasks would be considered routine:
Provide security during movement.
Conduct re-supply operations.
Coordinate with adjacent units.
(2) If the company was assigned a mission to move the ammunition supply point
(ASP) for some purpose, some examples of inherent tasks might be as follows:
Task-organize the unit to accomplish the mission.
Conduct reconnaissance to locate the best route.
(3) In some cases or for some units, tasks that should be routine, inherent, or SOP
may not be. In this case, the CO (understanding the training and limitations of his unit)
would identify that task as an implied task. It is not important to classify the tasks. What
is important is to identify all the requirements (tasks) that the unit must complete to
accomplish its mission. Once the CO identifies these tasks, he then ensures that his plan
includes all of them.
c. The Unit's Limitations. The CO next determines all control measures or
instructions in the OPORD that restrict his freedom of action; these are called limitations.
In every operation, there are some limitations on the company. The operations overlay
has graphic control measures that restrict the unit's freedom to maneuver. The
coordinating instructions often include limitations. Throughout the order, there may be
specific times that the unit must meet. The following are some examples of common
limitations:
Cross the SP at 100030 OCT 94.
Weapon status, tight; warning status, yellow.
At times, it may be confusing whether something is a task or a limitation. The first
example given above is both a specified task (cross the SP) and a limitation (at exactly
0030 hours on 10 OCT). What is important is that the information is included in the CO's
concept, and that all subordinates understand and comply with it.
d. Mission-Essential Task(s). After reviewing all the above factors, the CO
identifies his missionessential task(s). Failure to accomplish a mission-essential task
results in the company's failure to accomplish its primary purpose for that operation. In a
well-written OPORD, the CO will find his mission-essential task in the maneuver
paragraph.
e. The Restated Mission Statement. If the mission analysis began as the result of
receiving a kandak OPORD, the mission statement should have been clearly stated in the
kandak concept of the operation, (paragraph 3a). The mission essential tasks and
purposes for each of the companies should be stated in the kandak scheme of maneuver.
(1) If the mission analysis began as the result of a short FRAGO or a significant
change to the situation, the company's mission may not be clearly stated. In this case, the
commander must determine his mission essential task. He does this by reviewing the
kandak commander's concept and determining what his companys role is for the decisive
action. What must his unit achieve to support the kandak's mission accomplishment? The
relationship of his unit to the kandak's main effort may also clarify his mission essential
task. If the CO reviews each of his assigned tasks by this process, it should be clear
which task is essential to the success of the kandak commander's concept.
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(2) Time is continuously analyzed during the operation. Once the CO has
conducted his mission analysis, he has a better understanding of the time requirements for
his unit. If a time schedule was issued prior to conducting the detailed mission analysis, it
may need to be updated now.
(3) The restated mission statement becomes the focus for the remainder of the
estimate process. This is a clear, concise statement of the essential task(s) to be
accomplished by the company and the purpose to be achieved. The mission statement
will normally state WHO (the company), WHAT (the task), WHEN (the critical time),
WHERE (usually a grid coordinate), and WHY (the purpose the company must achieve).
It also becomes paragraph 2 of the company OPORD. The other specified and implied
tasks and limitations are included in the plan where required. Some examples of restated
missions follow:
(WHO)"Communications Company conducts linkup (WHEN) 090500Z Dec
92 (WHAT) to support the 1st Commando Kandak (WHERE) vicinity NB
457271 (road intersection) (WHY) to establish communications at Kandahar
Airfield"
(WHO)"Communications Company defends (WHEN) NLT 281530Z Oct 97
(WHAT) to defend the FOB (WHERE) from AB163456 to AB163486 to
AB123456 to AB123486 to (WHY) prevent enemy forces from destroying the
radio relay site."
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facts to allow the CO to deduce the impact they may have on his unit. The CO reduces
the number of assumptions by conducting reconnaissance to gather the required facts.
(2) The CO also analyzes the facts to determine how they impact on his mission, on
his unit, and on the enemy. For example: The CO's terrain analysis identifies a creek that
is an obstacle to mounted movement. The CO analyzes this fact to deduce the impact it
may have on the operation. If he is defending, he must determine how the creek will
affect the enemy's movement. It may only be an obstacle to wheeled vehicles and not to
tracked ones. Are there choke points along the obstacle which would allow him to
concentrate combat power against the enemy? How will the obstacle affect friendly
units? Is vehicle re-supply and casualty evacuation possible forward of the creek or will
he have to use soldiers to move supplies and casualties? How can this obstacle assist in
the accomplishment of his mission? The quality of these deductions will determine the
effectiveness of the courses of action developed later in Step 2. Figure A-1 shows this
analysis process for Step 2.
Figure A-1
(3) Throughout Step 2, the CO identifies potentially decisive points where he can
generate superior combat power in relation to the enemy. These points may result from
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his terrain analysis (locations on the ground which provide an advantage or put the enemy
at a disadvantage), from the enemy analysis (an identified enemy weakness that can be
exploited), or possibly from the time analysis (a time when the combat potential of the
enemy force is degraded). Ideally, a decisive point will be identified where an enemy
weakness is positioned at a time and a location that allows the company to generate
overwhelming combat power. These points are potentially decisive because the effects of
the company's combat potential, when applied there, should lead to accomplishing the
mission. This is particularly true in the defense.
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be effective and to be survivable. Infantry units are capable of improving poor cover and
concealment by digging in and camouflaging their positions. When moving, the terrain is
used to provide cover and concealment.
(a) Offensive considerations:
Determine the routes with good cover and concealment.
Identify areas along the approaches to the objective with poor cover and
concealment.
Consider the use of smoke missions/limited visibility to provide
concealment.
(b) Defensive considerations:
Focus on the locations with good fields of fires.
Think about how the enemy can use the available cover and concealment.
(3) Obstacles. Identify the existing and reinforcing obstacles and hindering terrain
that will affect mobility. All terrain is evaluated and coded as either NOGO, SLOW
GO, or GO. When time permits, a combined obstacle overlay is developed to graphically
depict the mobility capability of the terrain.
NOGO terrain is impractical for the type of force being considered to move
through it. NOGO terrain does not always mean that units cannot pass
through that terrain, but only that the speed of movement will be substantially
reduced unless considerable effort is expended to enhance mobility.
(Example: slopes of greater than 45 degrees for mounted movement.) With
mounted forces, this would mean substantial engineer support.
SLOWGO terrain hinders ground movement to a lesser degree than NOGO
terrain. Little effort is needed to enhance mobility. (Example: sparsely
vegetated forests and fordable streams.) GO terrain is fairly open terrain that
presents no problem to ground movement.
(a) Offensive considerations:
How is the enemy using these obstacles?
How will these obstacles affect my movement?
Where are the weapons/units that are covering these obstacles?
How can the company avoid these obstacles?
(b) Defensive considerations:
How will the existing obstacles affect the enemy?
How do the existing obstacles support my mission?
(4) Key terrain. Key terrain is any location or area that the seizure, retention, or
control of affords a marked advantage to either combatant. Using the map and
information already gathered, look for key terrain that dominates avenues of approach or
the objective area. Next, look for decisive terrain that if held or controlled will have an
extraordinary impact on the mission. The retention or seizure of decisive terrain is
necessary for accomplishment of the mission. During the wargame process, other terrain
may be identified as potentially key or decisive, based on likely changes in the situation.
By this analysis, the commander should get a good feel for potential positions for friendly
and enemy units and weapon systems. These locations are important during the
development of COAs.
(a) Offensive considerations:
Is the enemy controlling the key terrain? How?
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"The enemy will attack NLT 120800 Dec 2007 to disrupt CSS activities with
two platoons conducting the main attack along avenue of approach C.
Specific objectives for the enemy will be the ATP and maintenance areas.
Although he has the capability to employ chemical weapons, this is not
likely. After seizing these objectives, the enemy will continue the attack to
seize the TOC.
NOTE: In addition to a narrative COA statement for the enemy, the commander develops
a situational template of how he expects the enemy COA to look. For example, in the
offense, a company commander develops a situational template that depicts enemy
squads, their fighting positions and individual vehicles. In the defense, the attacking
enemy should be templated down to platoon level. His R&S activities, artillery targets,
C2 assets, and obstacles should be templated. Also consider how he may employ smoke,
chemical agents, CAS, and deception to support his operation.
f. Weaknesses. Identify the enemy weaknesses. Others may result from the war
game process. Determine how to exploit these weaknesses.
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(2) Determine the results that must be achieved at the decisive points to accomplish
the mission.
(3) Determine the purposes to be achieved by the main and supporting efforts. (The
supporting purposes must be clearly linked to the main effort's assigned purpose).
(4) Determine the essential tasks for subordinate units (main and supporting efforts)
that achieve these purposes.
(5) Taskorganize squads to accomplish each mission that has been determined.
(6) Assign C2 headquarters. (The platoon headquarters, section leaders, XO,
Company Sergeant, and other company leaders are used as required.)
(7) Complete a generic task organization by assigning all organic or attached units.
(8) Establish control measures that clarify and support the accomplishment of the
platoon's assigned mission. (This may also include critical timings for key events.)
(9) Prepare a COA statement and sketch.
(10) Repeat this process for additional courses of action. (Other COAs may begin
with a different potential decisive point, or they may concentrate combat power at the
same one using different tasks, purposes, positions, and so forth.)
e. Consider the following while developing courses of action.
(1) Where can risk be taken to enable weighting the main effort? What is the
likelihood of this action being overwhelmingly decisive?
(2) What assets are needed for immediate subordinates to achieve their specific
tasks and purposes? Ensure the main effort is resourced first. If insufficient resources
remain to ensure the supporting efforts' missions are attainable, change the tasks or
modify the purpose. Do not take resources from the main effort to reduce risk in less
important areas.
(3) Ensure mutual support is achieved. This may be done by the physical
positioning of units and weapons in relation to each other, or it may be achieved by the
clear linkage of purposes in subordinate's mission statements. Often, during decentralized
operations, mutual support between the main and supporting efforts is solely dependent
on a clear linkage of purposes in the unit's missions.
(4) What freedom of action do subordinates have? Use control measures (axis,
DOA, assault positions, objectives, BPs, sectors, engagement areas...) to synchronize
subordinate actions without stifling initiative.
f. The essential part of the COA, dealing with the actions at the decisive point
(normally on the objective), has been completed. There may be additional details required
to allow a thorough war game of each COA from start to finish. These may include:
Movement prior to the maneuver at the decisive point or following the decisive
action.
Positioning other assets, such as the CP, mortars, or the company trains, and
assigning them missions.
Establishing additional fire control measures or signals.
Significant soldiers' load decisions such as leaving the rucksacks, or company
mortars behind for an attack.
If these details are not needed to clarify the COA or to allow a complete wargame
process, they should not be included at this time because they will complicate the
wargame process.
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g. A sketch of the COA will enhance clarity. The sketch should graphically capture
the maneuver aspects of the COA. Proper graphic control measures (see ANA 1-3.1)
should be used, but additional graphics may also be used to clarify the COA. When using
this sketch as a concept sketch (as part of an OPORD), these nonstandard graphics must
be explained in a legend.
(1) Offensive course of action (Example).
COMPANY MISSION STATEMENT: #1 Co/2 Kandak attacks at 190600
OCT 2007, to seize high ground vicinity NB 459270 (OBJ DOG) to prevent
the enemy from disrupting 201st Corps (ANA Main Effort) attack.
COA STATEMENT: The company crosses the LD at 0600 along direction of
attack Blue and occupies the ORP. After the leader's reconnaissance, one
platoon (2 infantry squads, and the 82-mm mortars) occupy a support position
vicinity hill 455 to suppress enemy positions to support the company's seizure
of OBJ DOG. The remaining two platoons (3 squads each) occupy the assault
position. The lead platoon seizes the western enemy squad position (OBJ
TOOL) to allow the trail platoon to pass through and seize the decisive terrain.
The trail platoon (company main effort) remains in the assault position. On-
order, it moves through the lead platoon, seizes the high ground vicinity
NB459270 (OBJ BOX) to disrupt the enemy's command and control and to
dominate the remaining squad positions. Then it destroys any enemy
remaining in these positions to the south and east to prevent the enemy from
disrupting 201st Corps attack. The Company Sergeant with one infantry squad
will follow and support the main effort by re-supplying ammunition and
evacuating casualties.
(2) Defensive course of action (Example).
MISSION STATEMENT: #2 Co/3d Kandak (L) is prepared NLT 281700
AUG 2007 to destroy enemy forces from GL375651 to GL389650 to
GL394660 to GL 373665 to prevent the envelopment of #1 Co (Kandak Main
Effort).
COA STATEMENT: The Company defends with two PLTs forward in sector
and 1 PLT in a BP. The PLT (2 squads) forward in the north destroys enemy
forces to prevent enemy bypass of the main effort PLT. The PLT (3 squads, 2
SPG-9) in sector to the south destroys enemy forces to prevent an organized
company attack against the Co main effort. The main effort PLT (3 squads, 2
SPG-9) retains Hill 657 (vic GL 378659) to prevent the envelopment of #1 Co
(Kandak Main Effort) from the south. The Co mortars locate vic GL 377664.
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a. Techniques. Basic techniques for conducting the war game include the box, the
belt, and the avenue of approach methods.
(1) The box. This method is used to focus the wargame process on a specific area
of the battlefield. This may be the objective area, an engagement area, or some other
critical area where the decisive action will take place. The leader uses the same action
reaction counteraction method already discussed, but he limits himself to the actions
within the box. The size of the box is determined by the situation, but it should include
the units and actions that impact on the decisive action. When time is limited, this
technique ensures that the wargame process considers the decisive action, but the
disadvantage is that other critical actions/events may not be considered.
(2) The belt. The leader using the belt technique divides the COA into sections in
depth and then wargames each of these belts in sequence. The offensive COA wargame
example used the belt technique initially. The COA was divided into the following
phases:
Movement from the AA into the ATTACK POSITION.
Movement from the LD to the ORP.
Actions in the ORP.
Deployment prior to the assault.
The assault.
Consolidation.
Each of these phases was war-gamed in sequence. In the example, once the war game
reached the assault phase, the box technique was used to war-game the decisive action in
detail. This technique may also be used to war-game a defensive COA.
(3) The avenue of approach. It is most often used to war-game a defensive COA
when there are several avenues of approach that must be considered. The leader
wargames the selected COA against the enemy's most probable COA by focusing the
process on one avenue of approach at a time.
b. WarGame. To wargame the friendly COAs against the enemy most probable
COA, the CO mentally fights the battle as he expects it to occur. He divides the COAs
into a series of actions or events, analyzes each to determine the likely result or reaction,
and then considers the likely counteraction. This process of action, reaction, and
counteraction continues until the mission is accomplished or the COA fails. An example
for wargaming an offensive and defensive course of action is provided.
(1) Offensive COA war game. This is a war game of the COA presented in paragraph
A-8 g (1).
(a) First action: The company moves from the AA into the attack position.
Enemy reaction: None. Risk of detection is slight.
(b) Second action: The company crosses the LD and moves along DOA BLUE.
Enemy reaction: Moderate risk of detection at danger area (HWY 27). If
detected, the enemy may engage with indirect fires.
Friendly counteraction: Suppress known enemy position (vic Hill 325)
and suspected enemy position (vic NB423243). Break contact and
continue movement on DOA BLUE to the ORP.
(c) Third action: Occupy the ORP.
Enemy reaction: None.
(d) Fourth action: Conduct leader's reconnaissance.
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Enemy reaction: If detected, the enemy will increase the security on his
perimeter and possibly increase his patrolling.
Friendly counteraction: Options include complete the reconnaissance,
immediately initiate the artillery preparation and execute the tentative
plan, or move to the alternate ORP and issue a FRAGO.
(e) Fifth action: Support and security elements move into position. The company
(-) occupies the assault position.
Enemy reaction: If he detects the company, his options include engaging
with direct and indirect fires, repositioning soldiers or vehicles within his
perimeter, or withdrawing to an alternate position.
Friendly counteraction: Initiate the assault once the support element is in
position.
(f) Sixth action: Support element initiates fires; the lead platoon breaches the
wire.
Enemy reaction: Returns direct fire on the support element. Requests
indirect fires (TOT- 2 minutes if we are on his planned targets, 5-7
minutes if we have avoided them.) Once detected, the breach site will be
the enemy leader's main concern. The two positions with good
observation will place effective small arms fire on the breaching
element. The enemy will attempt to reposition the eastern squad to the
trench vicinity of the breach site.
Friendly counteraction: The support element repositions as necessary to
prevent enemy movement toward the breach site. The closein support
element (with the breaching platoon) suppresses the two enemy positions
in vicinity of the breach. The lead PLT seizes a foothold and begins
clearing the trench towards the enemy CP. If the breach is unsuccessful
due to reinforcement by the enemy eastern squad, the breaching platoon
will maintain pressure here while the trail platoon moves to the alternate
breach site (vicinity of the enemy's vacated eastern squad position), to
conduct a breach and clear toward the enemy CP. Onorder, the lead
platoon will disengage and follow through the alternate breach site.
(g) Seventh action: The lead PLT seizes its objective and begins to pass through
the trail PLT (main effort).
Enemy reaction: Options include repositioning soldiers, committing his
reserve, withdrawing from this position, or counterattacking with another
unit.
Friendly counteraction: Continue the attack. Once the lead platoon has
seized its objective, any enemy repositioning will have little effect. If the
enemy has a reserve, it should be too small to have much effect. If he
attempts to withdraw, the support element will destroy him. A
counterattack is unlikely and would be engaged by the isolation forces,
providing at least 15 minutes early warning.
(h) Eighth action: Main effort platoon seizes the dominant terrain and destroys
the enemy CP. Both platoons clear their objectives.
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comparison in Step 4 assist him in making this decision, but they do not make it for him.
The CO may not select the COA that the decision matrix indicates is the best. There may
be factors that were not included in the matrix but now have a significant impact on the
mission. For example: As he analyzed the troops available in Step 2 and selected his
significant factors during Step 4, he was unaware of the current status of his company's
physical condition. Upon learning of the extent of his company's fatigue, the CO may
decide this is the most significant factor to consider in making this decision. Even if the
decision had already been made and orders issued before this new information was
determined, the CO should immediately update his estimate and decide what impact this
may have on his mission. It is this continuous estimate process that allows the CO to
make rapid decisions during the fight.
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NOTE: The tentative plan should stand alone and have essential information so that it
can be issued and executed if time does not permit physical reconnaissance to verify.
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Annex B
Examples of Orders
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Appendix C
9-Line MEDEVAC
Line 1 6-digit UTM grid location of pick-up site.
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Appendix D
Reports
A. Accident Report Format :
1. When mines, explosives, or other UXO are found, report them immediately to the
units tactical operations center (TOC) using the following format:
LINE 1. Date/time/group discovered
LINE 2. Reporting unit and grid location and area of operation of UXO.
LINE 3. Method of contacting over watching unit (radio freq/call sign / telephone
number).
LINE 4. Type of munitions (dropped, projected, placed, thrown).
LINE 5. Resources threatened.
LINE 6. Impact on mission.
LINE 7 Protective measures taken.
LINE 8. Recommended priority (immediate, indirect, minor, or no threat).
(Immediate: stops a units maneuver and mission capability or threatens critical
assets vital to the mission. Indirect: stops the units maneuver and mission capability or
threatens critical assts important to the mission. Minor: reduces the units maneuver and
mission capability or threatens non-mission critical assets of value. No threat: has little
or no effect on the units capabilities or assets.)
2. Marking UXO.
If safe to do so, mark area using marking tape, engineer tape, candy striped tape,
mine signs or whatever means are available to keep third party personnel out of the area.
Protective measures: Build a barricade far enough away from the UXO so that it
cannot fall on it.
NOTE: Do not enter an uncleared area to mark a mine or UXO. Place marking in
the closest cleared area (i.e. if mine or UXO is off the side of the road, place marking on
the edge of the road).
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D. SALUTE Format:
NOTE: Provide any other information that may be beneficial for the development
of the situation.
E. ACE Format:
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Annex E
Convoy Commanders Checklist
YES NO NA
157
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YES NO NA
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YES NO NA
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ANA 1-6.5
Annex F
Radio Fact Sheets
ANA HH7700 is a compact and lightweight VHF handheld transceiver that provides
communications capability in the 30 to 88 MHz band.
The HH7700 offers up to 2320 channels at 25 kHz spacing, or 4640 channels at 12.5 kHz
spacing.
The HH7700 provides in the standard configuration, up to sixteen programmable memory
channels. Additional channels are available through the keypad.
RF power output levels of 500mW, 1W and 5W are user selectable.
The HH7700 offers an optional embedded voice scrambler* which is compatible with
ANAs existing VHF radios.
It is interoperable in FM clear-voice mode with our Squad Radio family
(PRC1060/70/80), the Spectre-V series (PRC2100/2150), the new Datron PRC7700V and
most other single-channel 30-88 MHz VHF/FM radios using a 150 Hz tone-squelch or
CTCSS squelch system.
The HH7700 radio is easy to operate and is rugged and splash proof by design.
The manufacture offers two battery pack options, a standard capacity battery permitting
up to 10 hours of autonomy and a high capacity battery offering up to 18 hours of
uninterrupted service.
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ANA 1-6.5
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The PRC1070 is a portable squad radio that offer handheld tactical communications
capability in the 30 to 88 MHz band in 25 kHz steps. The radios have 2320 available
channels and up to nine preset-able memory channels.
An RF power output of 100mW to 2W is user selectable. The PRC1080 has built-in full
or partial-band frequency hopping and digital encryption, and is designed for use in
situations where high-level anti-jam techniques and communications security are
required. The PRC1070, while not containing either hopping or encryption, is up
gradable to both functions by the addition of a single module. The PRC1060 is the same
as the PRC1070 except that it is not upgradable. The PRC1060 also has an internal voice
scrambler that can be enabled by the operator to provide a level of security if needed.
All squad radios work with most single-channel VHF/FM radios using a 150 Hz tone
system. In addition, special user-selectable voice processing enhances single-channel FM
voice quality when operating in Squad Radio-only networks. The PRC1080 also works
with Datron's PRC2100V (Spectre V) in hopping and encrypted modes. The squad
radios are reliable in harsh field environments. They are waterproof and have been
qualified to the exacting requirements of MIL-STD-810 for shock and vibration and other
environmental standards. An internal Built-in-Test (BIT) function makes it easy to
identify a defective subassembly. Datron offers a vehicle docking station (MT1060DS)
that is ideal for security forces that require occasional mobile use. This device is a
convenient way of mounting the radio in a vehicle next to the driver. Whenever the radio
is in the docking station, vehicle power is used to both run the radio and charge an
attached radio battery. If additional RF power is needed, the optional MT1060MM forms
the basis for a powerful mobile station. It can be located in a section of the vehicle next to
the antenna and offers power conditioning, a remote-control interface, and a 30W RF
power amplifier.
General
Frequency range 30 to 88 MHz;
Available channels 2,320 in 25 kHz steps
Preset channels 9 Programmable memory channels
Channel programming Front panel or remotely via keyfill device
Modes PRC1070: FM, FF clear voice
Input power requirements 7.5 Vdc;
Battery pack H4595 1.8AH, rechargeable NiCd
Frequency stability 15 ppm
Antenna 12 rubber duck or 3 ft. tape (AT892BB-ADPT)
Antenna port BNC for 50 ohm broadband antennas or for connection to
external amplifier; whip antenna port.
Display Backlit,multi-function custom LED
Mechanical,
Environmental
Size (H x W x D) 254.0 x 89 x 44 mm
Weight 1.7 lbs (0.8 kg) w/o battery; 2.4 lbs (1.2 kg) w/battery
Color OD, black, or gray (customer specified)
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The PRC1077 incorporates all the features required in a tactical manpack radio. It is
reliable, lightweight, easy to program, easy to use, and provides long mission life due to
low current drain. Its modular packaging design allows easy field maintenance. An
optional encryption module can be embedded into the PRC1077 to provide over-the-air
voice security for those situations where tactical communications security is required.
The PRC1077 is a modern manpack radio with high performance features that still retains
the same form, fit, and function of the AN/PRC-77. This provides existing users, both
foreign and domestic, the ability to economically modernize their tactical
VHF systems without obsoleting their extensive inventory of accessories and ancillary
equipment. Although the PRC1077 is completely interchangeable with the PRC-77, and
can be used in all PRC-77 configurations, it is much more reliable, easier to use, and
offers significantly higher performance. A full range of accessories is available for the
PRC1077. They include the AM1077 50W RF Booster Amplifier, PS1077 Power Supply
Adapter, MT1077 Mobile Mount, and PRC1077-ECU Extended Control System. The
PRC1077 in its high or low power configurations can be used with either +12Vdc or
+28Vdc primary power.
General
Frequency range 30 - 88 MHz
Available channels 2320 in 25 kHz steps
Preset channels 10 programmable memory channels
Channel programming Front panel
Modes FM; simplex, semi-duplex
Input power 11 - 15 Vdc;
requirements
Battery pack BB-LA6 sealed lead calcium; BA5598/U Lithium (case holds
spare battery)
Battery life 30 hrs @ 9:1 duty cycle (5W Tx) using BB-LA6
Antennas 3 ft tape and 10 ft whip; 50 ohm antenna
Antenna port BNC for 50 ohm broadband antennas or for connection to
external amplifier; whip antenna port.
Display Backlit,multi-function custom LED
Mechanical,
Environmental
Size 11.1 x 4.1 x 9.25 (28.2cm x 10.5cm x 23.5cm); W x H x D,
including battery pack.
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Weight 9.7 lbs (4.4 kg), w/o battery pack; BB-LA6 pack is 2 lbs
(0.9kg).
Package OD, sealed, including battery pack.
Temperature -40 to +60 degrees C.
Transmitter
RF power output 0.3W, 2W or 5W, selectable
Duty cycle Continuous service
Harmonics -50 dB
Receiver
Sensitivity 10 dB SINAD for 0.3uV input
Squelch 150 Hz tone, carrier; selectable
Audio 500mW into 16 ohms; 50mW @ 150 ohms; 0 dBm into 600
ohms.
Accessories
Amplifier AM1077, 50W RF unit
Mobile mount MT1077, +12Vdc or +24Vdc versions; mounts to any vehicle
Power supply PS1077 for portable usage; UPF7000A-28 or UPF7000A-12 for
base station
Charger PRC-BC4 (4-unit charger), PRC-PS (power supply or 2-unit
charger),
PRC-SPU-10 (solar power unit), PRC-HC-30 (hand crank
generator)
Converter AM1077CONV, 12-to-28Vdc
Range (LOS) Backpack 12 kilometers
Vehicle mounted 48 kilometers
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General
Frequency range 1.6 to 30 MHz;
Available channels 2,840,000 in 10 Hz steps
Preset channels 100 Programmable memory channels
Scanning ALE scan modes
Channel From front panel or remotely via computer
programming
Modes USB, LSB,CW, AME; simplex or half-duplex
Input power 11 - 15 Vdc
requirements
Battery pack BB-LA6 sealed lead calcium; BA5598/U Lithium (case holds
spare battery)
Low battery LCD battery icon
indicator
Antenna port BNC for 50 ohm broadband antennas or for connection to
external amplifier; whip antenna port.
Display Backlit, multi-function custom LCD
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Mechanical,
Environmental
Size 11.1 x 4.1 x 9.25 (28.2cm x 10.5cm x 23.5cm); W x H x D,
including battery pack.
Weight 9.7 lbs (4.4 kg), w/o battery pack; BB-LA6 pack is 2 lbs (0.9kg).
Package OD, sealed, including battery pack.
Temperature -30 to +60 degrees C, operating
Transmitter
RF power output 5/20W, PEP or average, manpack; 5/20/100/400W in mobile
configuration
Duty cycle Continuous duty service at 5W
Harmonics -50 dB (2 to 30 MHz)
Receiver
Sensitivity 10 dB SINAD for 0.5uV input
Squelch Audio derived, noise immune
Audio 500mW into 16 ohms; 50mW @ 150 ohms; 0 dBm into 600
ohms.
Antenna Tuning
Antennas Whip (AT-271A/U) and long wires (use LWA for wires longer
than 15m);
fully automatic antenna tuning; 100 channel memory.
Tune time 1-3 seconds initial tune (typical); 20ms, memory mode for preset
channels (no RF output in memory tune mode)
Antenna switching Tuner bypassed and 50 ohm port automatically engaged when
whip
(or long-wire) antenna removed
Range 400 kilometers
PRC-1099 HF Radio
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The RT7000 transceiver provides a complete range of voice and data operation over the
entire 1.6 to 30 MHz HF spectrum. The RT7000 is microprocessor controlled and
features a state-of-the-art DDS-based synthesizer. An LCD provides channel and
frequency data, feedback on other front panel control functions, BITE information and
order-wire text messages.
The RT7000 has continuous tuning and up to 1000 memory channels that can be arranged
in multiple scan groups. It has simplex and half-duplex capability and a full alphanumeric
keypad for frequency or text entry. The RT7000 is packaged in a rugged, waterproof
housing designed to withstand harsh environments.
General
Frequency range 1.6 to 30 MHz (TX); 100 Hz to 30 MHz (RX); 10 Hz channel
spacing
Preset channels 256 standard, 1000 optional
Scanning Multiple scan groups, operator-selectable scan rates
Channel From front panel or remotely via computer or dedicated
programming remote control console
Frequency stability 0.5 ppm
Modes USB, LSB, CW, AME; simplex or half-duplex
Input power 11 to 16 Vdc (+12 Vdc models);
requirements 20 to 32 Vdc (+28 Vdc models)
Input power Reverse polarity, transient and under/over-voltage
protection
Antenna port 50 ohms, type N connector
Antennas 50 ohms or automatic antenna tuner (RAT7000B,
RAT1000C) for narrowband antennas
Interface Control: two RS32 COM ports; compatible with EIA
RS422/423/485 with option.
Audio: 600 ohms, balanced and isolated
Mechanical,
Environmental
Size (H x W x D) 6 in. x 14 in. x 18 in.
(15.2 cm x 35.6 cm x 45.7 cm)
Weight 35 lbs. (15.9 kg)
Cooling Rear panel heatsink;
RT7000FAN-1 fan kit (optional)
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RT-7000 HF Radio
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Glossary
Abbreviations and Acronyms
# number
AC alternating current
ADA air defense artillery
adj adjacent
admin administrative
A/L administrative/logistics
ALICE all-purpose lightweight individual carrying equipment
ALOC area logistics operation center
alt alternate
AM amplitude modulated
ant antenna
atch attached
attn attention
auth authority
aux auxiliary
avn aviation
bde brigade
BFA Battlefield Functional Area
BIS Battlefield Information Services
BL baseline
blk block(s)
bnd band
BOS Battlefield Operating System
bps bits per second
BSA brigade support area
BSBN baseband
btry battery
C clear
C2 command and control
C3 command, control and communications
C4 command, control, communications and computers
C4I command, control, communications, computers and information
CASEVAC casualty evacuation
cbt combat
CCES contingency communications extension switch
CCP contingency communications package
CCPS contingency communications parent switch
cdr commander
cen center
chan channel
CHS common hardware and software
CM control monitor
cmd command
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mvr maneuver
NCS net control station
NRI net radio interface
NSN national stock number
NVIS near vertical incidence sky wave
OIC officer in charge
OOTW operations other than war
OP operations post
OPLAN operation plan
OPORD operation order
ops operations
PA power amplifier when used in radio configurations
para paragraph
PLL prescribed load list
plt platoon
PMCS Preventive Maintenance Checks and
Services
pos/nav position location/navigation
pr pair
pwr power
quan quantity
R&S reconnaissance and surveillance
RCU remote control unit
rcv receive
RETRANS retransmission
recon reconnaissance
RF radio frequency
RP release point
RPM revolutions per minute
Rt route
RT receiver-transmitter
S1 Adjutant
S2 Intelligence Officer
S3 Operations Officer
S4 Supply Officer
S6 Communications Officer
SB switchboard
sec section
SHF super high frequency
SCIPS Standard Integrated Command Post System
sig signal
SITTEMPS situation templates
SOI signal operation instructions
SOP standing operating procedure
spt support
SSB single sideband
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sub subscriber
swbd switchboard
SWR standing wave ratio
tel telephone
TM technical manual
TMDE test, measurement, and diagnostic equipment
UHF ultra high frequency
USB upper sideband
UW unconventional warfare
VHF very high frequency
VLF very low frequency
VSWR voltage standing-wave ratio
WPM words per minute
xmtr transmitter
Definitions
Absorption Removal of energy from a radiated field by objects which retain the
energy or conduct it to ground. Loss by absorption reduces the
strength of a radiated signal.
Addressee The activity or individual to whom a message is to be delivered.
Alternating Current that is continually changing in magnitude and periodically
Current (AC) in direction from a zero reference level.
Amplification The process of increasing the strength (current, voltage, or power) of
a signal.
Amplifier A device using an electron tube, transistor, magnetic unit, or other
amplifying component that increases the strength of the input signal.
Amplitude The level of an audio or other signal in voltage or current. The
magnitude of variation in a changing quantity from its zero value.
Amplitude Modulation in which the amplitude of the carrier wave is varied
Modulation above and below its normal value in accordance with the
(AM) intelligence of the signal being transmitted.
Angle of The acute angle (smaller angle) at which a wave of energy strikes an
Incidence object or penetrates a layer of the atmosphere or ionosphere.
Antenna A device used to radiate or receive electromagnetic energy
(generally RF).
ANTIJAMMING A device, method, or system used to reduce or eliminate the effects
of jamming.
Audible Capable of being heard.
Array (antenna) An arrangement of antenna elements, usually dipoles, used to
control the direction in which most of the antenna's power is
radiated.
Audio Frequency A frequency that can be heard as a sound by the human ear. The
(AF) range is roughly from 15 to 20,000 Hz.
Authentication A security measure designed to protect a communication system
against fraudulent messages.
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Frequency VLF (very low frequency): below 30 kHz (0.03 MHz). LF (low
Spectrum frequency): 30 - 300 kHz (0.03 -0.3 MHz). MF (medium frequency):
Designation 300 - 3000 kHz (0.3 - 3 MHz). HF (high frequency): 3 - 30 MHz.
VHF (very high frequency): 30 - 300 MHz. UHF (ultra high
frequency): 300 - 3000 MHz. SHF (super high frequency): 3000 -
30,000 MHz (3 - 30 GHz). EHF (extremely high frequency): 30 -
300 GHz.
Full-Duplex Telegraph or signaling circuits arranged for transmission in both
Operation directions at the same time.
Fundamental The lowest frequency of a complex wave.
Frequency
Gain The increase in signal strength that is produced by an amplifier.
Ground A metallic connection with the earth to establish ground (or earth)
potential.
Ground Wave A radio wave that travels along the Earth's surface rather than
through the upper atmosphere.
Half-Wave An antenna whose electrical length is half the wavelength of the
Antenna transmitted or received frequency.
Harmonic A whole-number multiple of a fundamental frequency.
Hertz (Hz) The standard term used to state frequency. One hertz is the same as
one cycle per second.
Hertz Antenna A half-wave antenna which does not depend upon earth ground or
ground plane to operate properly.
Histogram A graphical representation of a frequency distribution by a series of
rectangles having for one dimension a distance proportional to a
definite range of frequencies, and for the other dimension a distance
proportional to the number of frequencies appearing within the
range.
Horizontal Transmission of radio waves in such a way that the electric lines of
Polarization force are horizontal, parallel to the Earth's surface.
Image Frequency An unwanted signal combining or beating with the local oscillator
signal to form the intermediate frequency (IF). It is twice the
frequency of the IF away from the desired signal on the opposite
side of the local oscillator signal.
Impedance The total opposition offered by a circuit or component to the flow of
alternating current.
Impulse Any force acting over a comparatively short period of time.
Indirect Wave A wave received after being reflected from the layers of the
ionosphere or from another reflective surface.
Induction Process of inducing a current into a conductor by moving the
conductor or the magnetic field.
Inductor - Coil A device for introducing inductance into a circuit.
In Phase The condition existing when two or more signals of the same
frequency pass through their maximum and minimum values of like
polarity at the same instant.
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Skip Distance The distances on the Earth's surface between the points where a
radio sky wave leaves the antenna and is successfully reflected
and/or refracted back to Earth from the ionosphere.
Skip Zone The space or region within the transmission range where signals
from a transmitter are not received. It is between the end of the
ground wave and the point where the refracted wave returns.
Standing-Wave The ratio of the maximum to minimum amplitudes of voltage, or
Ratio (SWR) current, along a waveguide or transmission line.
Static Sharp, short bursts of noise on a radio receiver caused by electrical
disturbances in the atmosphere or by electrical machinery.
Tone Modulation A type of transmission obtained by causing the RF carrier amplitude
to vary at a fixed AF rate. When the type of transmission is keyed, it
becomes modulated continuous wave (MCW).
Transceiver Any conductor or system of conductors used to carry electrical
energy from its source to its load.
Transmission Any conductor or system of conductors used to carry electrical
Line energy from its source to its load.
Transmitter A radio transmitter is a piece of equipment that generates and
amplifies a radio frequency signal, adds intelligence to this signal,
and then sends it out into the air as a radio frequency wave.
Tuning The process of adjusting a radio circuit so that it resonates at the
desired frequency.
Unidirectional In one direction only.
Vernier Any device used to make a fine adjustment.
Voltage A term used to designate electrical pressure that exists between two
points.
Voltage The ratio of the amplitude of the electric field or voltage at a voltage
Standing-Wave maximum to that at an adjacent voltage minimum.
Ratio (VSWR)
Wavelength The distance a wave travels during one complete cycle. It is equal to
the velocity divided by the frequency.
Wave The transmission of RF energy through space.
Propagation
Zero Beat The point of complete silence reached when two frequencies being
mixed are exactly the same.
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