• Establishes breach site security on the far side against mounted and dismounted enemy elements to facilitate passage of the assault force.
(3) Assault Force. The assault element takes these actions:
• As necessary, assists the support force with suppression during the initial reduction of the obstacle.
• As necessary, conducts an assault breach of protective obstacles.
• Secures the far side of the obstacle (this is defined as the area that can influence the breach site).
• As directed, conducts additional actions on the objective to destroy enemy elements on the far side of the obstacle.
d. Mass. A critical factor in the success of any breaching operation, mass is achieved when the friendly force is able to fix a majority of the enemy or to isolate or obscure the objective using smoke. The breach commander must plan for a 50-percent redundancy in reduction assets. He can generate favorable force ratios through the employment of additional combat multipliers.
e. Synchronization. Synchronization can best be achieved in a breaching operation through the use of detailed reverse planning, clear instructions to subordinate elements, effective command and control, and extensive rehearsals. The emphasis is on the steps of SOSRA. Planning considerations for synchronization during the breach, listed in a possible reverse sequence, include the following:
• Reverse planning starts with actions on the objective.
• The planned actions on the objective influence the size and composition of the assault force and the number and location of lanes to be created.
• Lane requirements, topography, and the types of obstacles determine the type and number of reduction assets task-organized to the breach force.
• The ability of the enemy’s infantry to interfere with the breach determines whether the breach site is secured by fires or by force.
• The enemy’s ability to mass fires at the breach site dictates the nature of the required suppression fires (including the composition of the support force and the type and amount of supporting fires).
• The location of the enemy and the availability of clear fields of fire determine the location of the support force and its support-by-fire position.
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7-21. TYPES OF BREACHES
This paragraph discusses the combined-arms deliberate breach and combined-arms hasty breach. (Refer to FM 3-34.2 for a detailed discussion of combined-arms breaching operations.) A discussion of the bypass operation, which the commander must first consider as an alternative to conducting an actual breach, is also included.
a. Bypass. When a unit bypasses an obstacle, it physically changes direction, moving along a route that avoids the obstacle. Obstacles should be bypassed whenever possible to maintain the momentum of the operation. SBCT infantry commanders, however, must ensure that conducting the bypass will provide a tactical advantage without exposing the unit to unnecessary danger. If possible, they should conduct a reconnaissance to evaluate tactical considerations to include--
• The limits of the obstacle.
• Physical aspects of the bypass route, including location, availability of cover and concealment, and key terrain influencing the route.
• Confirmation that the bypass route will take the unit where it needs to go while avoiding possible enemy ambush sites and kill sacks.
(For additional considerations related to bypass operations, refer to the discussion of the bypass as a tactical task in Chapter 4 of this manual.)
b. Combined-Arms Hasty Breach. SBCTs and battalions employ the combined-arms hasty breaching technique to overcome unexpected or lightly defended obstacles quickly; they may also use the technique when the obstacle or enemy situation is unclear.
SBCT and SBCT infantry battalion commanders may prepare their units for a combined-arms hasty breach by task-organizing subordinate SBCT battalions or companies (as applicable) with the additional forces necessary to conduct the operation. As with the combined-arms deliberate breach, the SBCT battalion commander may direct the company, probably task-organized with one or more engineer platoons, to conduct the combined-arms hasty breach on its own. The company commander assumes responsibility for designating support, breach, and assault forces and for synchronizing SOSRA actions.
c. Combined-Arms Deliberate Breach. The combined-arms deliberate breach is a scheme of maneuver specifically designed to reduce an obstacle, allowing the unit to continue the mission. Thorough reconnaissance, detailed planning, and extensive preparation and rehearsal characterize the deliberate breach. Subordinate elements are tasked to perform the roles of support, breach, and assault forces. The SBCT battalion commander is responsible for synchronizing the steps of SOSRA.
Section VII. AIR ASSAULT OPERATIONS
Situations favoring an air assault operation for the SBCT include those in which the enemy has a vulnerable area suitable for air assault, surprise can be achieved, and enemy air defenses are weak and vulnerable or can be effectively suppressed.
7-22. PLANNING
CONSIDERATIONS
The SBCT infantry rifle company may be required to participate in air assault operations as part of the tactical plan. The company has the ability to be air lifted as part of a larger operation. The battalion is the lowest level with sufficient personnel to plan, coordinate, and control an air assault operation. When company-size or lower operations are 7-26
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conducted, the planning takes place at battalion or higher headquarters. Successful air assault execution is based on a careful analysis of METT-TC factors and detailed, precise reverse planning. Refer to FM 90-4 for a detailed discussion of air assault operation.
NOTE: Separating the infantry from the ICV and MGS vehicles during air assault operations will eliminate the supporting fires from the MGS platoon and may limit the inter-networked communications and the commanders and leaders knowledge of the changing situation.
7-23. REVERSE
PLANNING
SEQUENCE
The basic plans that comprise the reverse planning sequence are developed for each air assault operation and include ground tactical plan, landing plan, air movement plan, loading plan, and staging plan. These plans normally are coordinated and developed by the battalion staff to make the best use of available time. If time is limited, planning steps may be compressed or conducted concurrently.
a.
Ground Tactical Plan. The foundation of a successful air assault operation is the commander’s ground tactical plan, around which subsequent planning is based. The ground tactical plan specifies actions in the objective area to accomplish the mission and addresses subsequent operations. The ground tactical plan contains essentially the same elements as any other infantry attack plan but capitalizes on speed and mobility to achieve surprise. The vehicle link up plan should be addressed if the intent is to move the vehicles to link up with the company in the area of operation.
b.
Landing Plan. The landing plan must support the ground tactical plan. This plan sequences elements into the area of operations to ensure that platoons arrive at designated locations and times, prepared to execute the ground tactical plan.
c.
Air Movement Plan. The air movement plan is based on the ground tactical and landing plans. It specifies the schedule and provides the instructions for air movement of soldiers, equipment, and supplies from pickup zones and landing zones.
d. Loading Plan. The loading plan is based on the movement plan. It ensures soldiers, equipment, and supplies are loaded on the correct aircraft. Platoon integrity is maintained when aircraft loads are planned. Cross loading of essential personnel and equipment is imperative to ensure survivability of command and control assets and to ensure that the mix of personnel and weapons arriving at the LZ is ready to fight. The company commander or platoon leader should always ensure the aircraft is loaded so that dismounting soldiers react promptly and contribute to mission accomplishment. The company must have a bump plan. A bump plan ensures essential soldiers and equipment are loaded ahead of less critical loads in case of aircraft breakdown or other problems.
e.
Staging Plan. The staging plan is based on the loading plan and prescribes the arrival time of ground units (soldiers, equipment, and supplies) at the PZ in the order of movement. The staging plan includes the disposition of the vehicles left in the staging area and the company’s linkup plan if the link up is to occur on return from the air assault mission.
(1)
Disposition of Vehicles. The company commander must develop a security plan for the vehicles that remain in the staging area until the company returns to the LZ after the air assault mission is completed. Instructions for link up of the platoons with their vehicles will also be included.
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(2)
Linkup of Vehicles. The linkup plan must be just as detailed as the staging and loading plans. To simplify the linkup, the company commander must ensure that platoon integrity is maintained. The company commander should designate a linkup point for each element to link up with its vehicles. As the aircrafts land, the elements immediately move to their linkup point to continue the mission.
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CHAPTER 8
STABILITY OPERATIONS
Stability operations encompass a range of actions that shape the political environment and respond to developing crises. These operations are diverse, continuous, and often long-term. Stability operations may include both developmental and coercive actions. Developmental actions are aimed at enhancing a government’s willingness and ability to care for its people. Coercive military actions involve the application of limited, carefully prescribed force, or the threat of force, to achieve specific objectives. Stability operations are usually nonlinear and noncontiguous and are often time and manpower intensive. Army elements may be tasked to conduct stability operations in a complex, dynamic, and often asymmetric environment, to accomplish one or more of the following purposes:
• Deter or thwart aggression.
• Reassure allies or friendly governments, agencies, or groups.
• Provide encouragement and support for a weak or faltering
government.
• Stabilize an area with a restless or openly hostile population.
• Maintain or restore order.
• Satisfy treaty obligations or enforce national or international agreements and policies.
NOTE: For more detailed information on stability operations, refer to the following publications:
• Joint Publications 3-07.2 and 3-07.3.
• FM 3.0
• FM 7-98.
• FM 100-19.
• FM 100-20.
• FM 100-23.
Section I. PLANNING CONSIDERATIONS
Although stability operations normally are centrally planned, execution often takes the form of small-scale, noncontiguous actions conducted over extended distances.
Responsibility for making decisions on the ground falls to junior leaders. The following paragraphs examine several important considerations that influence planning and preparation for stability operations. (For a more detailed discussion of these subjects, refer to FM 100-23.)
8-1.
RULES OF ENGAGEMENT
In decentralized operations, effective command guidance and a detailed understanding of rules of engagement are critical at each operational level.
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a. ROE are directives that explain the circumstances and limitations under which US
forces initiate and continue combat engagement with forces encountered. These rules reflect the requirements of the laws of war, operational concerns, and political considerations when the operational environment shifts from peace to conflict and back to peace.
b. ROE must be briefed and trained to the lowest operational level. They should be established for, disseminated to, and thoroughly understood by every soldier in the unit.
Another important consideration in development and employment of ROE is that commanders must assume that the belligerents they encounter will also understand the ROE. These unfriendly elements will attempt to use their understanding of the ROE to their own advantage and to the disadvantage of the friendly force. (Refer to FM 100-23
for a more detailed discussion of ROE.)
8-2.
RULES OF INTERACTION
Rules of interaction embody the human dimension of stability operations. They lay the foundation for successful relationships with the myriad of factions and individuals that play critical roles in these operations. ROI encompass an array of interpersonal communication skills, such as persuasion and negotiation.
a. ROI are tools the individual soldier needs to deal with the nontraditional asymmetric threats that are prevalent in stability operations, including political friction, unfamiliar cultures, and conflicting ideologies. In turn, ROI enhance the soldier’s survivability in such situations.
b. ROI are based on the applicable ROE for a particular operation; they must be tailored to the specific regions, cultures, and populations affected by the operation.
c. Reinforcement of ROI is critical. ROI can be effective only if they are thoroughly rehearsed and understood by every soldier in the unit.
8-3. FORCE
PROTECTION
SBCT infantry commanders must implement appropriate security measures to protect the force. Establishment of checkpoints, effective base camp security procedures, and aggressive patrolling are examples of force protection measures. The SBCT infantry company may receive taskings as part of the SBCT battalion security plan. Additional security taskings result from the company commander's concept for the company defense. These taskings may be oriented on friendly units, on the enemy and terrain (reconnaissance), or on the enemy’s reconnaissance assets (counterreconnaissance). The commander establishes a security plan to keep the enemy from observing or surprising the company. He establishes this plan before moving the company into the area and maintains it continuously. The SBCT infantry company commander bases this plan on orders received from the SBCT battalion and on the enemy situation, terrain, and visibility conditions. The plan provides active and passive measures and counterreconnaissance.
a. Active Measures. These include OPs, stand-tos, and patrols.
(1) The commander can require each platoon to have a set number of OPs; if not, the platoon leaders decide what they need. There should be at least one OP for each platoon.
In close terrain or limited visibility, there may be one for each squad.
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(2) The commander can also require a set number of men to be on security at all times. The number varies with the enemy situation, terrain, visibility, and the unit's need for rest. As a guide, at least one third of the soldiers should be on security at all times.
(3) When an attack is expected, the entire SBCT infantry company should be on alert; however, this should not be maintained for long periods. The commander must keep in mind that his soldiers need rest to function in future operations. Leaders must establish and enforce a sleep plan without sacrificing security for rest.
(4) A stand-to is held both morning and evening to ensure that each man adjusts to the changing light and noise conditions and is dressed, equipped, and ready for action.
The stand-to should start before first light in the morning and continue until after light. It should start before dark in the evening and last until after dark. The starting and ending times should vary to prevent establishing a pattern, but the stand-to must last long enough to accomplish its purpose.
(5) The SBCT battalion can have its companies dispatch patrols whose missions contribute to battalion security. The SBCT infantry company commander can dispatch patrols in addition to those required by the battalion to satisfy the security needs. He may have the patrols reconnoiter dead space in the sector, gaps between platoons, gaps between the company and adjacent units, or open flanks. The company reserve may provide these patrols. Platoons may dispatch similar security patrols. All patrols sent out by the company or its platoons must be coordinated with battalion. (For more information on patrolling, see FM 7-8.)
b. Passive Measures. These measures include camouflage, movement control, light and noise discipline, and proper radiotelephone procedures. MGS and Javelin gunners, with their daysights and nightsights, can add to the security effort both day and night. The company should also use its NVDs for surveillance.
(1) To ensure effective coverage, the company commander may direct platoons to cover specific areas with specific devices (such as NVDs and thermal sights). He may also specify how many NVDs will be in use (for example, "one half of the soldiers on security will use NVDs").
(2) Sector sketches should include the locations of key devices to include NVDs, thermal sights, and MGS and Javelin nightsights.
8-4. TASK
ORGANIZATION
Because of the unique requirements of stability operations, more often than not the SBCT
infantry company is task-organized to operate with a variety of units. This includes some elements with which the company does not normally work, such as linguists, counterintelligence teams, and civil affairs teams.
8-5. CSS
CONSIDERATIONS
The operational environment the company faces during stability operations may be very austere, creating special CSS considerations. These factors include, but are not limited to, the following:
a. Reliance on local procurement of certain items.
b. Shortages of various critical items, including repair parts, Class IV supply materials, and Class III lubricants.
c. Special Class V supply requirements, such as pepper spray.
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d. Difficulty in finding or obtaining potable water, resulting in reliance on bottled water.
8-6. MEDIA
CONSIDERATIONS
The presence of the media is a reality that confronts every soldier involved in stability operations. All leaders and soldiers must know how to deal effectively with broadcast and print reporters and photographers. This should include an understanding of which subjects they are authorized to discuss and which subjects they must refer to the public affairs officer (PAO).
8-7.
OPERATIONS WITH OUTSIDE AGENCIES
US Army units may conduct certain stability operations in coordination with a variety of outside organizations. These include other US armed services or government agencies as well as international organizations such as private volunteer organizations (PVOs), nongovernmental organizations (NGOs), and United Nations (UN) military forces or agencies.
Section II. TYPES OF OPERATIONS
Stability operations typically fall into ten broad types that are neither discrete nor mutually exclusive. For example, a force engaged in a peace operation may also find itself conducting arms control or a show of force to set the conditions for achieving an end state. This section provides an introductory discussion of stability operations; for more detailed information, refer to FM 3-0 and FM 3-07. Types of support operations are as follows:
• Peace operations.
Peacekeeping.
Peace enforcement.
Operation in support of diplomatic efforts.
• Foreign internal defense.
• Security assistance.
• Humanitarian and civic assistance.
• Support to insurgencies.
• Support to counterdrug operations.
• Combating terrorism.
• Noncombatant evacuation operations.
• Arms control.
• Show of force.
8-8. PEACE
OPERATIONS
Peace operations encompass three general areas: operations in support of diplomatic efforts, peacekeeping, and peace enforcement. The SBCT infantry company may participate in peacekeeping or peace enforcement operations; it may support diplomatic efforts as part of the battalion or larger force.
a. Peacekeeping Operations. A peacekeeping force monitors and facilitates the implementation of cease-fires, truce negotiations, and other such agreements. In doing so, it must assure all sides in the dispute that the other involved parties are not taking 8-4
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advantage of settlement terms to their own benefit. The SBCT infantry company most often observes, monitors, or supervises and assists the parties involved in the dispute. The peacekeeping force must remain entirely neutral. If it loses a reputation for impartiality, its usefulness within the peacekeeping mission is compromised.
b. Peace Enforcement Operations. Several unique characteristics distinguish peace enforcement activities from wartime operations and from other stability operations. The purpose of peace enforcement is to compel compliance with resolutions or sanctions assigned and to maintain or restore peace and order. It may entail combat, armed intervention, or physical threat of armed intervention. Under the provisions of an international agreement, the SBCT battalion and its subordinate companies may be called upon to use coercive military power to compel compliance with international sanctions or resolutions.
8-9.
FOREIGN INTERNAL DEFENSE
Foreign internal defense is participation by civilian and military agencies of a government in any action programs taken by another government to free and protect its society from subversion, lawlessness, and insurgency (JP 1-02). The main objective is to promote stability by helping a host nation establish and maintain institutions and facilities responsive to its people’s needs. Army forces in foreign internal defense normally advise and assist host-nation forces conducting operations to increase their capabilities. This type of stability operation is normally conducted by special operating forces.
8-10. SECURITY
ASSISTANCE
Army forces support security assistance efforts by training, advising, and assisting allied and friendly armed forces. Security assistance includes the participation of Army forces in any of a group of programs by which the US provides defense articles, military training, and other defense-related services to foreign nations by grant, loan, credit, or cash sales in furtherance of national policies and objectives (JP 3-07).
8-11. HUMANITARIAN
AND CIVIC ASSISTANCE
Humanitarian and civic assistance (HCA) programs provide assistance to the host-nation populace in conjunction with military operations and exercises. In contrast to humanitarian and disaster relief operations, HCA actions are planned activities; they are limited to the following categories:
• Medical, dental, and veterinary care provided in rural areas of a country.
• Construction of rudimentary surface transportation systems.
• Well drilling and construction of basic sanitation facilities.
• Rudimentary construction and repair of public facilities.
8-12. SUPPORT
TO
INSURGENCY
This type of support includes assistance provided by US forces to help a friendly nation or group that is attempting to combat insurgent elements or to stage an insurgency itself.
This type of stability activity normally is conducted by special operating forces.
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8-13. SUPPORT
TO
COUNTERDRUG OPERATIONS
US military forces may be tasked for a variety of counterdrug activities, which are always conducted in conjunction with another government agency. These activities include destroying illicit drugs and disrupting or interdicting drug manufacturing, growing, processing, and smuggling operations. Counterdrug support may take the form of advisory personnel, mobile training teams, offshore training activities, and assistance in logistics, communications, and intelligence.
8-14. COMBATING
TERRORISM
In all types of stability operations, antiterrorism and counterterrorism activities are a continuous requirement in protecting installations, units, and individuals from the threat of terrorism. Antiterrorism focuses on defensive measures used to reduce