Warfighter Cp Handbook 2009070

DISTRIBUTION STATEMENT D. Distribution authorized to the Department of Defense and U.S. DoD contractors only (Administrative or Operational Use) (31 JAN 09). Other requests shall be referred to (Product Manager Command Posts). DESTRUCTION NOTICE. Destroy by any method that will prevent disclosure of contents or reconstruction of the document.

Acknowledgements Many individuals from various programs and organizations across the Army contributed to the content and creation of this Command Post Handbook. Melisia Anderson Douglas Babb MAJ Marco Barrera Lisa Bellamy George Beishir COL Cris Boyd John Brayley MarkCarwise William Doug Chaney Sharon Clifton William Christopher MAJ Todd Curtis Donna Eastman Alan Davis Daniel Dodd Rebekah Dutton Michael Flynn James Ganley Terry Garrison Mark Guillemette Jay Hall Tim Heath

Randy Heidt Wlliam Hibbard Steve Jones MG Nick Justice Kevin Lade Steve Levy Rosemary Matura Shawn McCumber Mark Denton Mitcham Robert Mitchell Robert Nutter Damion Peters Santo Porpiglia CW3 Wesley Postol Stan Richards Lynn Rolf Jose Santos Rene Seigh Bill Taylor Paul Terzulli Norman Usher LTC Terry Wilson

Contents Chapter 1: Introduction 1-1 Chapter 2: Command Post Organization 2-1 2.1 People 2-1 2.2 Commanders 2-1 2.3 Seconds in Command 2-2 2.4 Command Sergeant Major (CSM) 2-3 2.5 Staffs 2-3 2.6 Chief of Staff (Executive Officer) 2-4 2.7 Coordinating Staff 2-4 2.8 Special Staff 2-5 2.9 Personal Staff 2-7 2.10 Staff Augmentation 2-7 2.11 Facilities 2-8 2.12 CP Cells and Staff Sections 2-11 Integrating Cells 2-14 2.13 2.14 Staff Sections 2-16 2.15 Meetings, Working Groups, and Boards 2-18 2.16 Meetings 2-18 2.17 Working Groups, and Boards 2-19 Chapter 3: Characteristics of the CP 3-1 3.1 CP Components 3-1 3.2 Initial CP Setup and Configuration 3-3 3.3 Power Distribution 3-85 3.4 Combat Net Radios (CNR) and CP Communication System (CPCS) 3-93 3.5 Network Cabling 3-96 3.6 Network Operations and System Architecture 3-97 3.7 Information Systems 3-113 3.8 Configuration Customization 3-123 3.9 Network Services Architecture 3-124 Chapter 4: Establishing the Command Post 4-1 4.1 Order of Setup 4-1 4.2 Establish the BCT Tactical CP 4-3 4.3 Establish the Battalion CP (BN CP) 4-6 4.4 Establish the BCT Main CP 4-6 4.5 Standing Operating Procedures (SOPs) 4-8 4.6 Displace the CP 4-9 4.7 Select CP Location 4-9 4.8 Occupy CP Location 4-10 4.9 TransferC2 Between CPs 4-10 4.10 Deploy CP at the Quick Halt (ATQH) 4-12 4.11 System Validation 4-14 4.12 Common Operational Picture (COP) 4-15 4.13 Battle Drills 4-26 i

Chapter 5: Transportability 5-1 5.1 Dimensions and Weights 5-1 5.2 Load Plans 5-2 5.3 Movement Plans 5-12 Chapter 6: Sustaining Operations 6-1 6.1 Daily Operations 6-1 6.2 Safety 6-2 6.3 Information Systems (INFOSYS) 6-6 Chapter7: Fielding and Training Support 7-1 7.1 Unit Set Fielding (USF) 7-1 7.2 BCSoSIT Overview 7-9 7.3. Digital Systems Engineer (DSE) Roles and Responsibilities ..7-11 7.4 Army Field Support Brigade (AFSB) & POCs 7-17 7.5 Battle Command as a Weapons System 7-19 Chapter 8: Equipment and Maintenance 8-1 8.1 Troubleshooting Support 8-1 8.2 TQGs and PDISE Support 8-4 Appendix A: References A-1 Appendix B: Acronyms B-1 Appendix C: Composite Equipment Listing: Dimensions and Weight. C-1

List of Tables and Figures Figure 2-1 Basic Staff Structure and Coordinating Authorities Figure 2-2 Functional and Integrating Cells in a Division or Corps MainCP Figure 2-3 Corps and Division Plans and Operations Synchronization Figure 2-4 Sample SOP for a Civil Affairs Operations Working Group Figure 3-1 BCT Main Command Post (Isometric View) Table 3-1 CP Initial Setup Tasks Table 3-2 Required Supplies for CP Setup Figure 3-2 Brigade Combat Team (BCT) Main CP (Top-Down View) Figure 3-3 Main CP Power Distribution Figure 3-4 Main CP Grounding Figure 3-5 Main CP Fiber Distribution Figure 3-6 Main CP Communication System (CPCS) Distribution Figure 3-7 Current Operations Cell Modified Table of Organization and Equipment (MTOE) Positions Figure 3-8 Current Operations Cell Power Distribution Figure 3-9 Current Operations Cell SIPR Network Distribution Figure 3-10 Current Operations NIPR Network Distribution Figure 3-11 Current Operations Cell CPCS Cable Distribution Figure 3-12 Network Operations Cell MTOE Positions Figure 3-13 Network Operations Cell Power Distribution Figure 3-14 Network Operations Cell SIPR Network Distribution Figure 3-15 Network Operations NIPR Network Distribution Figure 3-16 Network Operations CPCS Cable Distribution Figure 3-17 Fires Cell MTOE Positions Figure 3-18 Fires Cell Power Distribution Figure 3-19 Fires Cell SIPR Network Distribution Figure 3-20 Fires Cell NIPR Network Distribution Figure 3-21 Fires Depicting CPCS Cable Distribution Figure 3-22 ADAM CPP Tent Layout of MTOE Positions Figure 3-23 ADAM CPP Power Distribution Figure 3-24 Intelligence Cell MTOE Positions Figure 3-25 Intelligence Cell Power Distribution Figure 3-26 Intelligence Cell SIPR Layout Figure 3-27 Intelligence Cell CPCS Cable Distribution Figure 3-28 Movement and Maneuver MTOE Positions Figure 3-29 Movement and Maneuver Power Distribution Figure 3-30 Movement and Maneuver SIPR Distribution Figure 3-31 Movement and Maneuver NIPR Distribution Figure 3-32 Movement and Maneuver CPCS Cable Distribution

2-6 2-12 2-14 2-20 3-1 3-3 3-4 3-5 3-6 3-7 3-8 3-9 3-10 3-11 3-12 3-13 3-14 3-15 3-16 3-17 3-18 3-19 3-20 3-21 3-22 3-23 3-24 3-25 3-26 3-27 3-28 3-29 3-30 3-31 3-32 3-33 3-34 3-35

Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu Figu iv

e 3-33 e 3-34 e 3-35 e 3-36 e 3-37 e 3-38 e 3-39 e 3-40 e 3-41 e 3-42 e 3-43 e 3-44 e 3-45 e3-46 e3-47 e 3-48 e3-49 e3-50 e 3-51 e 3-52 e 3-53 e 3-54 e 3-55 e 3-56 e 3-57 e 3-58 e 3-59 e 3-60 e 3-61 e 3-62 e 3-63 e 3-64 e 3-65 e 3-66 e 3-67 e 3-68 e 3-69 e 3-70 e 3-71 e 3-72 e 3-73 e 3-74 e 3-75 e 3-76 e 3-77

3-36 Sustainment Cell MTOE Positions Sustainment Cell Power Distribution 3-37 Sustainment Cell SIPR Distribution 3-38 Sustainment Cell NIPR Distribution 3-39 Sustainment Cell CPCS Distribution 3-40 Plans Cell MTOE Positions 3-41 Plans Cell Power Distribution 3-42 Plans Cell SIPR Distribution 3-43 Plans Cell NIPR Distribution 3-44 Plans Cell CPCS Distribution 3-45 Stryker Brigade Combat Team Tactical (SBCTTAC) ....3-46 SBCTTAC Power and Grounding 3-47 SBCT TAC Fiber Distribution 3-48 SBCT TAC CPCS Distribution 3-49 SBCT TAC OPS 1 Cell MTOE Positions 3-50 SBCT TAC OPS 1 Cell Power Distribution 3-51 SBCT TAC OPS 1 Cell SIPR Distribution 3-52 SBCT TAC OPS 1 Cell CPCS Distribution 3-53 SBCTTAC OPS 2 Cell MTOE Positions 3-54 SBCT TAC OPS 2 Cell Power Distribution 3-55 SBCTTAC OPS 2 Cell SIPR Distribution 3-56 SBCTTAC OPS 2 Cell NIPR Distribution 3-57 SBCTTAC OPS 2 Cell CPCS Distribution 3-58 SBCT Battalion (BN) CP Fire Exits 3-59 SBCT BN CP Power and Grounding Distribution 3-60 SBCT BN CP SIPR and NIPR Distribution 3-61 SBCT BN CPCS Distribution 3-62 SBCT BN Current Ops Cell MTOE Positions 3-63 SBCT BN Current Ops Cell Power Distribution 3-64 SBCT BN Current Ops SIPR Distribution 3-65 SBCT BN Current OPs Cell NIPR Distribution 3-66 SBCT BN Current Ops Cell CPCS Distribution 3-67 SBCT BN Sustainment Cell MTOE Positions 3-68 SBCT BN Sustainment Cell Power Distribution 3-69 SBCT BN Sustainment Cell SIPR Distribution 3-70 SBCT BN Sustainment Cell NIPR Distribution 3-71 SBCT BN Sustainment Cell CPCS Distribution 3-72 Maneuver BN HBCT-IBCT CP 3-73 Maneuver BN HBCT-IBCT CP Grounding 3-74 Maneuver BN HBCT-IBCT CP Power and Fiber 3-75 Maneuver BN HBCT-IBCT Current Operations Tent 3-76 Maneuver BN HBCT-IBCT Sustainment Tent 3-77 Brigade Support Battalion (BSB) CP 3-78 BSB Current Operations Tent 3-79 BSB Support Operations Tent 3-80

Figure 3-78 BSB Sustainment Tent Figure 3-79 Brigade Special Troops Battalion (BSTB) CP Figure 3-80 BSTB Current Operations Tent Figure 3-81 BSTB Sustainment Tent Figure 3-82 M100 Pigtail Connection to TQG Figure 3-83 M100 Connections Figure 3-84 M40 Connections Figure 3-85 CNR Deployment Example Figure 3-86 NetOps Figure 3-87 BCT Hierarchy Figure 3-88 Current NetOps Capability Figure 3-89 Controlling Bandwidth Figure 3-90 NetViz Diagram Table 3-3 Information Systems Table 3-3 Information Systems (Continued) Table 3-3 Information Systems (Continued) Table 3-3 Information Systems (Continued) Table 3-3 Information Systems (Continued) Table 3-3 Information Systems (Continued) Table 3-3 Information Systems (Continued) Table 3-3 Information Systems (Continued) Figure 4-1 Establish Command Post Operations Figure 4-2 Steps 1 Through 5 of TAC CP (BN CP) Setup Figure 4-3 Steps 6 Through 7 ofTACCP (BN CP) Setup Table 4-1 Setup Procedure of BCT TAC CP (Modified BN CP) Table 4-2 Setup Procedure of BCT Main CP Table 4-2 Setup Procedure of BCT Main CP (Continued) Table 4-3 Data Transfer Between Main CP and TAC CP Table 4-4 Deploy CPATQH Table 4-4 Deploy CPATQH (Continued) Table 4-4 Deploy CPATQH (Continued) Figure 4-4 COP Table 4-5 Parts of the COP Table 4-6 AO Information Table 4-7 Information Comprising and Contributing to COP Table 4-7 Information Comprising and Contributing to COP (Continued) Table 4-7 Information Comprising and Contributing to COP (Continued) Figure 4-5 Battle Drill Flowchart Table 5-1 Battalion CP Equipment List Table 5-1 Battalion CP Equipment List (Continued) Figure 5-1 20-Foot ISO Container Figure 5-2 Load Plan - Side View Figure 5-3 Load Plan - Isometric View

3-81 3-82 3-83 3-84 3-88 3-89 3-89 3-95 3-98 3-106 3-107 3-110 3-112 3-114 3-115 3-116 3-117 3-118 3-119 3-120 3-121 4-2 4-3 4-4 4-5 4-7 4-8 4-11 4-12 4-13 4-14 4-16 4-18 4-19 4-20 4-21 4-22 4-28 5-1 5-2 5-3 5-3 5-3

Figure 5-4 BN Container-Top Down View Figure 5-5 Load Plan - End View Figure 5-6 ISO Container Center of Gravity Figure 5-7 Example of Equipment to be Transferred Table 5-2 Aircraft Transport Requirements Figure 5-8 Air Transport C-130 Figure 5-9 Air Transport C-5 Side Views Figure 5-10 Air Transport C-5 Top Down View Figure 5-11 Air Transport C-17 Loading Sequence Figure 5-12 Air Transport C-17 Top Down View Loading Sequence Figure 5-13 Air Transport C-19 Loading Sequence Figure 5-14 Additional Transport Options Table 6-1 Daily Duties Figure 7-1 Phase V Unit Set Fielding and Reset Figure 7-2 ARFORGEN Phases Table 7-1 Key DSE Interfaces Figure 7-3 Typical Sequencing of BCSoSIT Figure 7-4 Key DSE Interfaces Table 7-2 DSE Tasks by Phase Table 7-2 DSE Tasks by Phase (Continued) Figure 7-5 Regional Leads/RCS Figure 8-1 SIF Login Pag

5-4 5-5 5-6 5-8 5-8 5-9 5-9 5-10 5-10 5-10 5-11 5-11 6-1 7-2 7-3 7-8 7-9 7-12 7-14 7-15 7-18 8-4

Chapter 1: Introduction 1.0.1 The Vice Chief of Staff Army provided guidance advising Program Executive Officer Command, Control, Communications Tactical (PEO-C3T) to standardize Command Post (CP) variants at each echelon. Lack of a standard set of processes and procedures to develop, field, setup, and operate a CP have led to a proliferation of many effective, but different, unit-developed methodologies. Differences in approaches have resulted in unnecessary complexity in training, operations, and sustainment. 1.0.2

The intended audience for this book is commanders and staff who will set up, operate, and maintain CPs at the Brigade and Battalion, as well as those who train them. While this guide is not intended to replace or supersede existing doctrine, it is designed to provide additional Details, Techniques, Procedures (DTPs), and Best Practices (BP) developed during TOCFEST 2008. CP stakeholders will expand this handbook to include other CP variants with input from the user and materiel developer communities. Future CP Handbooks will include all components of the System of Systems known as the CP, including those external to PEO-C3T

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Chapter 2: Command Post Organization 2.0.1

During the development of this handbook, it was important to consider changing doctrine regarding Command and Control (C2). Before looking at the components of the Command Post (CP), staff members should understand the broader picture and concepts. This chapter is an excerpt from FM 5-0, The Operations Process, Chapter 2, Command Post Organization. The FM is still in the review process and is subject to change before its scheduled publication date in September 2009. Although this handbook focuses on the BCT and BN level, FM 5-0 includes staff concepts up through Division and Corps. Other relevant doctrine related to the BCT and BN CPs is in FM 3-90.5, The Combined Arms Battalion, April 2008, and FM 3-90.6, The Brigade Combat Team, August 2006. All staff members should be familiar with these publications to understand the components of C2 at various echelons.

2.0.2

Commanders organize headquarters into CPs to enhance the ability to exercise C2. This chapter describes the following: Operational roles and relationships of the commander, deputy commanders, and staff Types and structures of CPs Staff integration for specific purposes via cross-functional organization into CP cells, working groups, boards, etc.

2.0.3

For specific guidance on CP organization by echelon or type, see the corresponding FM. For Army service component commands or joint task forces headquarters, see FM 3-93 (when published) or JP 3-33, respectively.

2.1 2.1.1

People The C2 system consists of people and equipment organized into CPs. Personnel dedicated to C2 include seconds in command, command sergeants major, and staffs.

2.2 2.2.1

Commanders Where the commander locates within the Area of Operations (AO), and at what time, are important considerations for effective C2. Commanders provide purpose, direction, and motivation to subordinate commanders, staff, and warfighters. No standard pattern or simple prescription exists for command presence; different commanders lead differently. Commanders balance time among CP and staff, subordinate commanders, forces, and other organizations to make the greatest contribution to success.

2-1

2.2.2

CPs serve as the focus for information exchange, planning, and analysis. They provide commanders direct access to staff and allow them to communicate with other commanders through high-capacity information systems. By moving to the locations of subordinates or to critical points in the AO, commanders can assess the state of operations. They can personally gauge the condition of their units and leaders and consult directly with subordinate commanders performing critical tasks. By being forward, the commander can also motivate other leaders and warfighters of the command.

2.3 2.3.1

Seconds in Command At all levels, the second in command is the commander's principal assistant. The second in command may be a deputy commander, an assistant commander, or the executive officer. A deputy commander is assigned to regiments, separate brigades, brigade combat teams, and corps. Theater armies have two deputy commanders. The theater army commander designates which deputy commander is second in command. Army divisions have two assistant commanders—an assistant commander for maneuver and assistant commander for support. The division commander designates which assistant division commander is second in command. At company through battalion and support brigades, the executive officer is the second in command.

2.3.2

The relationship between the deputy or assistant commanders and the staff is unique to each command. Staff members do not work for the deputy or assistant commanders unless the commander directs it. Commanders describe the roles and responsibilities of their deputy or assistant commanders and their relationships with respect to the chief of staff, staff, and subordinate commanders.

2.3.3

The second in command has important responsibilities during the commander's temporary absence or when the commander is killed, wounded, or medically incapacitated. Seconds in command assume duties as delegated, either explicitly or by standing operating procedures (SOPs), when the commander is temporarily absent or is resting.

2.3.4

Delegating authority to seconds in command reduces the burden on commanders and allows them to focus on particular areas or concerns while seconds in command concentrate on others. Normally, commanders delegate authority to seconds in command to act in their name for specific functions and responsibilities.

2.4 Command Sergeant Major (CSM) 2.4.1 The CSM is the senior non-commissioned officer of the command at battalion or higher levels. CSMs carry out policies and standards on performance, training, and conduct. They give advice and recommendations to the commander and staff regarding enlisted personnel. In operations, commanders employ a CSM throughout the AOto extend command influence, assess morale, and assist with C2. 2.5 2.5.1

Staffs Commanders cannot exercise control alone except in the simplest and smallest of units. Staffs support commanders in making and implementing decisions and in integrating and synchronizing combat power. Effective staffs multiply a unit's effectiveness substantially. They provide timely, relevant information and analysis, make estimates and recommendations, prepare plans and orders, assist in controlling operations, and assess the progress of operations for the commander. The staff operates the commander's C2 system based around three primary functions: Support the commander Assist subordinate units Keep higher, subordinate, and adjacent headquarters informed

2.5.2

A staff acts on behalf of and derives its authority from the commander. Although commanders are the principal decision makers, they must train and require their staffs to make timely decisions based on broad guidance and commanderapproved SOP. Commanders must insist on frank dialog between themselves and their staff leaders. Staff members must give commanders honest, independent thoughts and recommendations so the commander can make the best possible decisions. Once the commander has made a decision, staff leaders must implement that decision energetically even if it differs from staff recommendations.

2.5.3

Staffs at every echelon and type of unit are structured differently; however, all staffs are similar. The basic staff structure includes a Chief of Staff (COS), or Executive Officer (XO), and various staff sections. A staff section is a grouping of staff members by area of expertise. Each staff section is led by a principal staff officer, who may be a coordinating, special, or personal staff officer for the commander. The number of coordinating, special, and personal staff principals and their corresponding staff sections varies with different command levels. See FM 5-1 (when published) for staff responsibilities and duties. 2-3

2.6 2.6.1

Chief of Staff (Executive Officer) The COS orXO is the commander's principal assistant for directing, coordinating, supervising, and training the staff, at the commander's discretion. Commanders normally delegate executive management authority to the COS. As the key staff integrator, the COS frees the commander from routine details of staff operations and the management of the headquarters.

2.6.2

Division and higher units are assigned a COS. Brigade and battalions are assigned an XO. The COS orXO directs staff tasks, oversees staff coordination, and ensures efficient and prompt staff actions. The COS or XO establishes and manages staff processes and procedures that support the commander's decision making. The COS orXO duties include the following: Coordinate and direct the work of the staff Establish/monitor the headquarters battle rhythm, ensure it effectively supports critical functions Represent the commander when authorized Formulate and disseminate staff policies Ensure effective liaison is exchanged with higher, lower, supported, and adjacent units, and other organizations Supervise headquarters sustainment, activities, and battalions or companies Supervise staff training and integration programs

2.6.3

In division through Army Service component command headquarters, the COS personally supervises knowledge management, red team, and operational research/system analysis special staff sections.

2.7 2.7.1

Coordinating Staff Coordinating staff officers are the commander's principal assistants for an area of expertise or a warfighting function. Collectively, through the COS orXO, coordinating staff officers are accountable to the commander for their responsibilities. The coordinating staff consists of the following positions: Assistant Chief of Staff (ACOS), G-1/AG (S-1) - personnel ACOS, G-2 (S-2) - intelligence ACOS, G-3 (S-3) - operations ACOS, G-4 (S-4) - logistics ACOS, G-5 - plans ACOS, G-6 (S-6) - signal

ACOS, G-7 (S-7) - information engagement ACOS, G-8 - financial management ACOS, G-9 (S-9) - civil affairs operations Chief of Fires Chief of Protection Chief of Sustainment Note. The commanding officer's rank determines whether the staff is a G staff or an S staff. Organizations commanded by a general officer have G staffs. Other organizations have S staffs. Joint headquarters have J staffs. Most battalions and brigades do not have plans or financial management staff sections. In battalions and brigades, the operations staff section is responsible for planning and the logistic staff section is responsible for financial management. Note. Chiefs of fires, protection, and sustainment are authorized at division through theater Army. They coordinate their respective warfighting function for the commander through functional cells within the main CP. 2.7.2

Coordinating staff officers advise, plan, and coordinate actions within their areas of expertise. They also exercise planning and supervisory authority over designated special staff officers.

2.7.3

The operations officer's responsibilities are unique within the coordinating staff. The G-3, as the operations officer, is responsible for coordinating the activities of the movement and maneuver warfighting function, as well as integrating all the warfighting functions in current and future operations.

2.8 2.8.1

Special Staff Special staff officers help the commander and other staff members perform their functional responsibilities. The number of special staff officers and their duties vary with the level of command. Special staff sections are organized according to professional or technical responsibilities. For example, the fire support coordinator is the staff officer responsible for fires.

2.8.2

Commanders normally delegate planning and supervisory authority to a coordinating staff officer, as in Figure 2-1. Though special staff sections may not be integral to a coordinating staff section, there are usually areas of common interest and association. For example, the operations officer coordinates matters relating to fires with the fire support coordinator.

CO CD •

6 6 5:

CN

CO " 3 "

IT)

CD N -

666666

Figure 2-1 Basic Staff Structure and Coordinating Authorities

2.9 2.9.1

Personal Staff Personal staff members work under the commander's immediate control. They also serve as special staff officers when coordinating with other staff members. As special staff officers, they may work through the COS or XO or a coordinating staff officer. Members of the personal staff include the following: Personal assistants, such as aides-de-camp Personnel the commander desires to supervise directly Personnel who, by law or regulation, have a special relationship to the commander (e.g., chaplain, inspector general, staff judge advocate, public affairs officer)

2.10 Staff Augmentation 2.10.1 Depending on the situation, Army headquarters are augmented to assist with C2. Commanders integrate teams and detachments into their CPs. For example, divisions commonly receive a civil affairs battalion when deployed. Wthin that battalion is a civil affairs planning team that augments the civil affairs staff section and plans cell. In other instances, commanders may request staff augmentation. A brigade headquarters may request a human terrain analysis team to assist with socio-cultural research and analysis. Augmentation teams may include the following: Army space support team Civil affairs planning team Combat camera team Human terrain analysis team Legal support teams Mobile public affairs team Military history team Psychological operations detachment Individual augmentation by specialty 2.10.2

Army headquarters serving as a joint or multinational force headquarters organize for operations based on their situations and mission. The operations of a joint task force differ from those of an Army headquarters. Divisions and corps serving as a joint task force require considerable training, staff reorganization, and augmentation. JP 3-33 provides considerations for organizing a joint task force headquarters. JP 3-16 provides considerations for organizing a multinational force headquarters.

2.11 2.11.0

Facilities The second component of the C2 system is equipment and facilities. In garrison, members of each staff section typically work in the same location in the headquarters. In operations, however, effective C2 requires continuous, and often immediate, close coordination, synchronization, and information sharing across staff sections. To promote this, commanders organize people and equipment into CPs and CP cells during operations.

2.11.1

Command Posts

2.11.1.1 A CP is a unit headquarters where the commander and staff perform their activities (FM 6-0). Organizing the staff into CPs expands the commander's ability to exercise C2 and makes the C2 system more survivable. Dividing elements of staff sections into various CP cells facilitates cross-functional coordination, synchronization, and information sharing within the staff. Additional staff integration occurs within and between CP cells through cross-functional working groups and boards. 2.11.12 Commanders determine the sequence, timing of the deployment or movement, initial locations, and exact organization of CPs based on the situation. Each CP performs specific functions by design as well as tasks the commander assigns. Activities common in all CPs include the following: Maintaining running estimates and the common operational picture Controlling operations Assessing operations Developing and disseminating orders Coordinating with higher, lower, and adjacent units Conducting knowledge management and information management (see FM 6-01.1) Performing CP administration 2.11.2

MainCP

2.11.2.1 The main CP is a C2 facility that contains most of the unit headquarters, in which the majority of planning, analysis, and coordination occurs. The main CP is the unit's principal CP. It includes representatives of all staff sections and a full suite of information systems to plan, prepare, execute, and assess operations. It is larger in size and staffing and less mobile than the Tactical CP (TAC CP). The COS orXO leads and provides staff supervision of the main CP. Functions of the main CP include the following:

Control and synchronize current operations Monitor and assess current operations (including higher and adjacent units) for their impact on future operations Plan future operations, including branches and sequels Assess the overall progress of operations Prepare reports required by higher heads and receive reports for subordinate units Provide a facility for the commander to control operations, issue orders, and conduct rehearsals 2.11.22 Main CPs are organized into a mix of staff sections and functional and integrating CP cells. Each staff section and CP cell is designed to perform specific functions. Commanders adjust their CP organization to fit the situation and their C2 concept for an operation. 2.11.3

Tactical Command Post

2.11.3.1 The TAC CP is a C2 facility containing a tailored portion of a unit headquarters designed to control portions of an operation for a limited time. Commanders employ the TAC CP as an extension of the main CP to help control the execution of an operation or a specific task, such as a river crossing. Commanders employ the TAC CP to direct the operations of units close to each other when direct command is necessary. This can occur for a relief in place. It can also be used for controlling a special task force or complex tasks, such as reception and integration. 2.11.32 The TAC CP is fully mobile. As a rule, it includes only the warfighters and equipment essential to the tasks assigned. The TAC CP relies on the main CP for planning, detailed analysis, and coordination. A deputy commander or the operations officer leads the TAC CP. 2.11.3.3 When employed, TAC CP functions include the following: Monitor and control current operations Provide information to the common operational picture Assess the progress of operations Monitor/assess the progress of higher and adjacent units Perform short-range planning Provide input to targeting and future operations planning Provide a facility for the commander to control operations, issue orders, and conduct rehearsals

2.11.3.4 When the TAC CP is not used, the staff assigned to it reinforces the main CP. Unit SOPs should address the specifics for this, including procedures to quickly detach the TAC CP from the main CP. 2.11.4

Command Group

2.11.4.1 A command group consists of the commander and selected staff members who accompany commanders and enable them to exercise command and control away from a CP. The command group is organized and equipped to suit the commander's decision-making and leadership requirements. It does this while enabling the commander to accomplish critical C2 functions anywhere in the AO. The command group consists of critical staff officers necessary to assist the commander in directly influencing the ongoing operation. Normally the group provides the commander with local security and other personal assistance. 2.11.4.2 Command group personnel normally include staff representation that can immediately affect current operations, such as fires (including the air liaison officer). The mission and available staff, however, dictate the command group's makeup. For example, during a deliberate breach, commanders may include an engineer and an air defense officer. When visiting a dislocated civilian collection point, the commander may take a translator, civil affairs officer, a medical officer, and a chaplain. 2.11.4.3 Divisions and corps headquarters are equipped with a mobile command group (MCG). The MCG serves as the commander's mobile CP. It consists of a ground and an air component. The ground component contains vehicles configured with Army Battle Command System (ABCS) multifunctional displays and communications equipment. The air component includes UH-60A/L equipped with the Army Airborne Command and Control System. The MCG's mobility allows commanders to move to critical locations to personally assess situations, make decisions, and influence operations. The MCG's information systems and small staff allow commanders to do this while retaining communication with the entire force. 2.11.5

Early Entry Command Post (EECP)

2.11.5.1 While not part of the unit's table of organization and equipment, commanders can establish an EECP to assist them in controlling operations during the deployment phase of an operation. An EECP is a lead C2 element of a headquarters designed to control operations until the remaining portions of

the headquarters are deployed and operational. The EECP is normally based around the tactical CP with additional intelligence analysis, planners, and other staff officers from the main CP based on the situation. 2.11.52 This EECP performs the functions of the main and tactical CPs until those CPs are deployed and fully operational. A deputy commander, COS, or operations officer normally leads the EECP. 2.11.6

Centers

2.11.6.1 A center is a C2 facility with a supporting staff established for a specific purpose. Centers are similar to CPs in that they are facilities with staff members, equipment, and a leadership component. However, centers have a narrower focus (e.g., movement control) and are normally formed around a subordinate unit headquarters. 2.11.62 Centers are more common at operational echelons (e.g., joint interrogation and debriefing center of a joint task force). Centers are also formed by Army tactical commanders. For example, a civil affairs battalion under the operational control of a division normally establishes a civil-military operations center. The civilmilitary operations center may not locate with a division CP. 2.12 2.12.1

CP Cells and Staff Sections Wthin each CP, commanders further organize their staff into a combination of CP cells and staff sections. A CP cell is a grouping of personnel and equipment by warfighting function or purpose to facilitate command and control. CP cells are formed from staff elements—personnel and equipment from staff sections. For example, the current operations cell contains elements from nearly all staff sections. The intelligence cell is formed around the intelligence staff section.

2.12.2

While each echelon and type of unit organizes CPs differently two types of CP cells exist: functional and integrating. Functional cells group personnel and equipment by warfighting function. Integrating cells group personnel and equipment to integrate the warfighting functions by planning horizon.

2.12.3

While division and corps headquarters have resources to establish all of the CP cells, brigade combat teams, brigades, and battalions are not. Refer to echelon manuals for specific CP organizations.

2.12.4

Functional cells coordinate and synchronize forces and activities by warfighting function. The following are the six functional cells within a CP. Not all echelons and types of units have resources to establish all six functional cells. Figure 2-2 shows the cells in a main CP.

Functional Cells

A. Movement And Maneuver

Intelligence \

/

Fires

•

Staff Elements

Figure 2-2 Functional and Integrating Cells in a Division or Corps Main CP

Note. The title of the network operations cell is not in direct alignment with the C2 warfighting function. The C2 warfighting function includes the commander and the entire C2 system. The network operations cell is focused on network operations, information management, and information protection (an information task). 2.12.4.1 Movement and Maneuver Cell coordinates activities and systems that move forces to positional advantage over enemies. This includes tasks associated with employing forces combined with direct fire or fire potential (maneuver), force projection (movement) related to gaining positional advantage over an enemy, and mobility/counter-mobility. Elements of the operations, aviation, and engineer staff sections form this cell. The unit's operations officer leads this cell. Staff elements in the movement and maneuver cell also form the core of current operations cell.

2.12.4.2 Intelligence Cell coordinates activities and systems that facilitate understanding of the enemy, terrain and weather, and civil considerations. The intelligence cell requests, receives, and analyzes information from all sources to produce and distribute intelligence products. This includes tasks associated with intelligence preparation of the battlefield and Intelligence, Surveillance, and Reconnaissance (ISR). Most of the intelligence staff section resides in this cell. The unit's intelligence officer leads this cell. 2.12.4.3 Fires Cell coordinates activities and systems that provide collective and coordinated use of Army indirect fires, joint fires, and C2 warfare through the targeting process. Elements of the fire support, Air Force (or air component), electronic warfare, and intelligence staff sections make up this cell. The unit's chief of fires leads this cell. 2.12.4.4 Sustainment Cell coordinates activities and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance. It includes those tasks associated with logistics, personnel services, and health service support. Elements of the following staff sections work in the sustainment cell: personnel, logistics, financial management, and surgeon. The unit's chief of sustainment leads this cell. 2.12.4.5 Network Operations Cell coordinates activities and systems that support communications and information management. Network operations include network management, information dissemination management, and information assurance. The majority of the signal staff section resides in this cell. The unit's signal officer leads this cell. 2.12.4.6 Protection Cell coordinates the activities and systems that preserve the force through the composite risk management process. This includes tasks associated with protecting personnel, physical assets, and information. Elements of the following staff sections form this cell: air and missile defense; chemical, biological, radiological, and nuclear; engineer; operations security; personnel recovery; provost marshal; and safety. The protection cell coordinates with the network operations cell to further facilitate the information protection task. The protection coordinator leads this cell and chairs the protection working group. Security operations that screen, guard, or cover the force are parts of movement and maneuver cell rather than the protection cell.

2.13 2.13.1

Integrating Cells Integrating cells include plans, future operations, and current operations cells. Integrating cells coordinate and synchronize forces and warfighting functions within a specified planning horizon, a point in time commanders use to focus the organization's planning efforts to shape future events. The three planning horizons are long, medium, and short. They are associated with the plans cell, future operations cell, and current operations cells, respectively. Planning horizons are situationdependent, ranging from hours and days to weeks and months. The higher the echelon, the more distant the planning horizon it is concerned with.

2.13.2

Not all echelons and types of units have resources for all three integrating cells (e.g., combined arms battalions combine planning and operations responsibilities in one operations cell). Division and corps have resources for all three integrating cells. Figure 2-3 depicts the relationship among the integrating cells. The commander and chief of staff set priorities and provide direction and guidance.

Long-Range Planning

Mid-Range Planning Future Operations

Develops initial OPLAN/OPORD Plans to follow-on phases (sequels) Develops branch contingency plans Assesses long-range progress of operations

Refines and modifies OPLANs and OPORDs based on current situration Develops branch Assesses mid-range progress of operations

short-Range Planning and Execution Current Operations Issues OPORDs, FRAGOs; and WARNOs Monitors, evaluates, directs and controls execution of orders Conducts limited shortterm planning Conducts operation update and assessment brief

OPORD/ =RAGO

-Months-Weeks* CONPLAN FRAGO OPLAN OPORD WARNO

concept plan fragmentary order operation plan operation order warning order

Weeks-Days *

Days-Hours *

* Planning horizons vary based on the situation ** Planning to operations handover may go directly from the plans cell to the current operations cell, bypassing future operations

Figure 2-3 Corps and Division Plans and Operations Synchronization

2.13.3

The Plans Cell is responsible for planning operations for mid- to long-range planning horizons. It prepares for operations beyond the scope of the current order; develops plans, orders, branches, and sequels using the military decision-making process. The plans cell oversees military deception planning.

2.13.3.1 The plans cell consists of a core group of planners and analysts led by the plans officer (or the operations officer at brigade and battalion levels). All staff sections assist as required. While the brigade combat team has a small, dedicated plans element, the majority of its staff sections balance their efforts between the current operations and plans cells. Combined arms battalions do not have resources for a plans cell. Planning in combined arms battalions occurs in the operations cell. 2.13.3.2 Upon completion of the initial operation order, the plans cell develops plans for the next operation or the next phase of the current operation. The plans cell also develops solutions to complex problems resulting in orders, policies, and other coordinating or directive products, such as memos of agreement. In this case, planning teams are established to solve specific problems. When complete, these planning teams dissolve. 2.13.4

The Future Operations Cell is responsible for planning operations in the mid-range planning horizon. It focuses on adjustments to the current operation—including the positioning or maneuvering of forces in depth—that facilitates continuation of the current operation. The cell consists of a core group of planners led by an assistant operations officer (the chief of future operations). All staff sections assist as required. The cell uses the military decision-making process in a time-constrained environment to develop plans and orders. Divisions and corps headquarters have a future operations cell. Battalion and brigade headquarters do not.

2.13.4.1 In many respects, the future operations cell serves as a fusion cell between the current operations and plans cells. The future operations cell monitors current operations and determines implications for operations within the mid-range planning horizon. In coordination with the current operations cell, the future operations cell assesses whether the ongoing operation must be modified to achieve the current phase's objectives. Normally the commander directs adjustments to the operation, but the cell may also recommend options to the commander. Once the commander decides to adjust the operation, the cell develops the fragmentary orders necessary to implement the change. The future operations cell also participates in the

targeting working group, since the same planning horizons concern them both. The future operations cell updates and adds details to the branch or contingency plans foreseen in the current operation and prepares any orders necessary to implement a sequel to the operation. 2.13.5

The Current Operations Cell is the focal point for all operational matters. It oversees execution of the current operation. This involves assessing the current situation while regulating forces and warfighting functions in accordance with the commander's intent and concept of operations

2.13.5.1 The current operations cell displays the common operational picture and conducts shift change, assessment, and other briefings as required. It provides information on the current status of operations to all staff members and to higher, lower, and adjacent units. All staff sections are represented in the current operations cell, either permanently or on call. From here, the COS or XO guides the staff and supervises the activities of all cells and staff sections in the main CP. 2.13.5.2 The operations officer leads the current operations cell aided by an assistant operations officer (the chief of operations). The movement and maneuver cell forms the core of the current operations cell. Elements or watch officers from each staff section and liaison officers from subordinate and adjacent units form the rest of the cell. 2.14 2.14.0

Staff Sections Not all staff sections reside in one of the functional or integrating cells. Personal staff officers and their associated staff sections, such as the inspector general and public affairs staff sections, are examples. These staff sections maintain their distinct organization. They operate in different CP cells as required and coordinate their activities in the various meetings, working groups, and boards established in the unit's battle rhythm. In other cases, elements of a staff section join a CP cell, with the remaining personnel of that staff section working together in their assigned staff section. The information engagement and civil affairs staff sections are examples.

2.14.1

Headquarters Staff Section of the main CP provides administrative support for the commander. It serves as the focal point for liaison and helps synchronize the staff. The headquarters staff section consists of the COS orXO, organic liaison officers, and supporting personnel. At division and above, this section contains the secretary of the general staff.

The secretary of the general staff assists the COS by planning and supervising conferences and meetings, directing preparation, and monitoring execution of itineraries for distinguished visitors to the headquarters. The secretary of the general staff also acts as the informal contact person for liaisons. 2.14.2

Personal staff officers include the following: aide-de-camp, chaplain, inspector general, public affairs, staff judge advocate, and the surgeon. They workout of the main CP under the commander's immediate control. Personal staff officers are not assigned to a CP cell. They routinely coordinate their activities with the staff through the chief of staff in CP cells, meetings, working groups, and boards. Members of personal staff sections may work in a CP cell as required as special staff officers. For example, a staff judge advocate normally maintains a work area in the current operations cell.

2.14.3

Special staff officers and their staff sections normally work in one or more CP cells in the main or tactical CPs. Division and corps headquarters, however, are assigned operations research/ systems analysis, knowledge management, and red team staff sections. These staff sections are normally not assigned to a CP cell and are coordinated by the chief of staff. They do, however, integrate their activities with others on the staff via CP cells, meetings, working groups, and boards.

2.14.3.1 Operations Research/Systems Analysis Staff Section applies advanced analytic methods to improve the effectiveness of operations and help commanders improve their decision making. The senior officer in this section may serve as the chief assessment officer and chair the assessment working group. 2.14.3.2 Red Team Staff Section conducts independent, critical reviews and analyses from alternative perspectives, including adversaries, enemies, and multinational agencies. This capability provides commanders with independent, enhanced capability to explore alternative plans, organizations, concepts, and capabilities. Red team members work in the future operations and plans cells, unless the commander integrates them into the intelligence cell. Red team analyses may involve the following: Challenging planning assumptions Helping define problems and describe end states Identifying friendly and enemy strengths and vulnerabilities Determining likely civilian reactions combatants Identifying assessment measures

2-17

2.14.3.3 Knowledge Management Staff Section supports the commander and staff to achieve situational understanding and make informed and timely decisions. This is done by managing people, technology, and processes that furnish commanders and staffs with better knowledge and the relevant information needed to make informed and timely decisions. See FM 6-01.1. 2.14.3.4 Coordinating Staff officers and their sections work in a CP cell. The information engagement and the civil affairs staff sections are not assigned to a CP cell, they integrate their activities with the staff in CP cells. For example, information engagement and civil affairs staff maintain watch officers in the current operations cell. They provide planners to the future operations and plans cell as required. Often the information engagement officer chairs the information engagement working group. The civil affairs officer chairs the civil affairs operations working group. 2.15 2.15.1

Meetings, Working Groups, and Boards In addition to organizing staff into CP cells and staff sections, commanders establish meetings, working groups, and boards to integrate staff and enhance planning and decision making within headquarters. Commanders identify staff members to participate in working groups and boards. See JP 3-33 for information on working groups and boards used by joint force commanders.

2.15.2

The commander establishes and maintains only the working groups and boards required by the situation. Commanders, assisted by the COS orXO, establish, modify, and dissolve working groups and boards as situations evolve. The COS orXO oversee battle rhythm and working group schedules. Meetings, working groups, or boards should be sequenced so one group's outputs are available as another's inputs when needed. COSs orXOs balance the time needed to plan, prepare, and hold meetings, working groups, and boards with other staff duties. They also critically examine attendance requirements. Some staff sections and CP cells lack the personnel to attend all events. COSs and XOs look for ways to combine meetings, working groups, and boards, and eliminate unproductive ones.

2.16 2.16.1

Meetings Meetings are gatherings to present and exchange information. They may involve the staff; the commander and staff; or the commander, other commanders, and staff. Cell chiefs and staff section representatives routinely meet to synchronize their activities. Usually meetings that involve the commander end with

commander's guidance. Commanders must take that guidance or directives and record them, share them within the headquarters, and reflect them in orders to subordinate units. 2.16.2

The number of meetings and subjects addressed depends on the situation and echelon. While numerous informal meetings occur daily within a headquarters, the following meetings are commonly included in a unit's battle rhythm and the cells responsible for them: Operations synchronization meeting (current operations cell) Operations update and assessment briefing (current operations cell) ISR synchronization meeting (intelligence cell) Movement synchronization meeting (sustainment cell) Shift change briefing (current operations cell)

2.17 Working Groups, and Boards 2.17.1 A working group is a group of predetermined staff representatives meeting to provide analysis and coordinate and provide recommendations for a particular purpose or function. Working groups are cross-functional to synchronize the contributions of multiple CP cells and staff sections. For example, the targeting working group gathers representatives of all staff elements concerned with targeting. It synchronizes the contributions of all staff elements in the fires cell. It also synchronizes fires with current and future operations. 2.17.2

Typical working groups and the lead cell or staff section at division and corps headquarters include the following: Plans or future operations (plans cell) Assessment (plans or future operations cell) ISR (current operations/future operations cell) Targeting (fires cell) Information engagement (information engagement section) Civil affairs operations (civil affairs staff section)

2.17.3

The number of subjects working groups address depends on the situation and echelon. Battalion and brigade headquarters normally have fewer working groups than higher echelons. These working groups are often less formal. Working groups convene daily, weekly, or monthly depending on the subject, situation, and echelon. Table 2-1 shows a sample Standing Operating Procedure (SOP) for a working group.

Figure 2-4 Sample SOP for a Civil Affairs Operations Working Group 2.17.4 A board is a temporary group of staff representatives with decision authority for a particular purpose or function. Boards are similar to working groups; however, boards are appointed by the commander and meet with the purpose of arriving at a decision. When the process or activity being synchronized requires command approval, a board is the appropriate forum. Typical boards address targeting, movements, and assessments.

Chapter 3: Characteristics of the CP 3.0.1

This chapter breaks down the physical components of the Command Post (CP) and how they are assembled and/or connected. Diagrams in this chapter depict CPs at brigade and battalion level per their authorized equipment and personnel by Modification Table of Organization and Equipment (MTOE). The diagrams show the physical layout for each cell and for each aggregate CP. Note the layouts presented show the CP only and do not include support elements that would be co-located.

3.0.2

CP components fall into five main categories: Physical Structure - Tentage or Building Infrastructure - Power Generation and Distribution, Voice/ Data Wring Information Systems -Army Battle Command Systems (ABCS), Network Services Large Screen Display (LSD) Solution Combat Net Radios (CNR) and Intercom System

Figure 3-1 BCT Main Command Post (Isometric View) 3.1

CP Components

3.1.1

Physical Structure. The physical structure of the CP provides work space and the framework for the infrastructure.

3.1.1.1 Physical layout of the CP Command and Control (C2) system is composed of the army-fielded Trailer-Mounted Support Systems (TMSS), associated CP vehicles, personnel, their assigned information systems, and other related components. A physical structure can also be an existing building or permanent shelter depending on the unit mission.

3-1

3.1.1.2 The TMSS encompasses a tent shelter, self-powered Environmental Control Unit (ECU), tables, and internal shelter lights. TMSS shelters are fielded in both medium (High-Mobility Multipurpose Wheeled Vehicle [HMMWV] towable) and large Light Medium Tactical Vehicle (LMTV/5-ton towable) shelters. Both sizes are fully compatible with each other and can be rapidly deployed in various configurations to provide well-lit, environmentally-controlled, weather-resistant shelters. The shelters are fielded for a mobile force to deploy anywhere in the world and operate in unimproved environments. 3.1.1.3 The CP vehicles provide information management of the integrated network of communication. They are located within the headquarters sections at each echelon down to the battalion level. Wth the integrated C2 suite of equipment, they provide commanders with C2 capabilities. 3.1.1.4 Staff personnel are assigned to warfighting functions according to individual Military Occupational Specialty (MOS) and authorized MTOE position, and are assigned a designated information system according to position. Tent layouts in this handbook designate recommended staff positions within various sections. A specific unit's MTOE may depend on MOS or assigned information system 3.1.2

Infrastructure. The infrastructure of the CP is depicted with diagrams of power generation and distribution, electrical grounding, fiber distribution, Secure Internet Protocol Routing (SIPR) data cable distribution, Non-Secure Internet Protocol Router (NIPR) data cable distribution, and CP Communication System (CPCS) cable distribution. Each may be tailored to the unit's needs. Although shown in this handbook with the TMSS, the infrastructure can be adapted to any physical structure.

3.1.3

Information Systems. Information systems of the CP consist of various components that range from individual laptop computers (Advanced Field Artillery Tactical Data System [AFATDS], Maneuver Control System [MCS], Command Post of the Future [CPOF]) to integrated vehicle platforms (Command Post Platform [CPP], Warfighter Information Network-Tactical [WIN-T], Air Defense Airspace Management [ADAM]). CP vehicle platforms integrate capabilities into mobile and survivable shelters, or trailers that facilitate setup and teardown and improve mobility. Many of the shelters are designed to connect to the CP for easy access, but can also be remoted into buildings. For a description of each of these systems, see section 3.7, Information Systems.

3.1.4

Large Screen Display. The information systems ensure that everyone is working from the same Battle Command information, but it is also necessary for the staff to be able to plan and execute missions from the same visual picture. A Large Screen Display (LSD) in the Current Operations section is important to display a common map, Significant Activities (SIGACTS), video, and other system views that are relevant to the mission. For more information on the Common Operational Picture (COP) and displaying information in the CP, refer to section 4.12.

3.1.5

Combat Net Radios (CNR) and Intercom System. A key component to C2 is voice communications. CNR, or tactical radios, provide voice communications to all echelons on the battlefield. Wthin the CP, the CPCS provides any staff section with access to these radios and allows for internal intercom system. For more information on CNR and the CPCS see section 3.4

3.2

Initial CP Setup and Configuration

3.2.1

During the fielding and reset phases, a unit receives individual system training and puts each system into operation independent of the other CP components. To set the CP up as a System of Systems (SoS) for the first time, certain tasks need to be completed to link all of the systems together and various supplies are needed that are not furnished by any of the individual fieldings.

3.2.2

During the initial setup of the CP, a unit should plan to conduct the tasks in Table 3-1.

Table 3-1 CP Initial Setup Tasks

3.2.3

During the setup validation of these CPs, various supplies are required. These supplies are not fielded by any program. Some supplies are required and others significantly facilitate the initial setup of a CP. Below is a full list with recommended quantities. The list is also available at the CP Handbook AKO site.

Table 3-2 Required Supplies for CP Setup

Figure 3-2 Brigade Combat Team (BCT) Main CP (Top-Down View)

Power Cables

Figure 3-3 Main CP Power Distribution

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Figure 3-4 Main CP Grounding

NIPR Cables SIPR Cables SIPR Case NIPR Case

Figure 3-5 Main CP Fiber Distribution

Figure 3-6 Main CP Communication System (CPCS) Distribution

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Figure 3-7 Current Operations Cell Modified Table of Organization and Equipment (MTOE) Positions

3-10

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Power Cables

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Figure 3-8 Current Operations Cell Power Distribution

SIPR CAT5 Cable

Figure 3-9 Current Operations Cell SIPR Network Distribution

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Figure 3-10 Current Operations NIPR Network Distribution

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Figure 3-15 Network Operations NIPR Network Distribution

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CAU (Controlled Access Unit) CPCS Coax

Figure 3-16 Network Operations CPCS Cable Distribution

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Figure 3-17 Fires Cell MTOE Positions

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Grounding Rod Points

Power Cables

Receptacle Box

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Figure 3-18 Fires Cell Power Distribution

S PR CAT 5 Cab e

Figure 3-19 Fires Cell SIPR Network Distribution

NIPR CAT 5 Cable

Figure 3-20 Fires Cell NIPR Network Distribution

CAU (Controlled Access Unit) Q CPCS Coax

Figure 3-21 Fires Depicting CPCS Cable Distribution

Figure 3-22 ADAM CPP Tent Layout of MTOE Positions

Receptacle Box Power Strip Power Cables Extension Cables

Figure 3-23 ADAM CPP Power Distribution

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Figure 3-24 Intelligence Cell MTOE Positions

Receptacle Box

Power Cables Extension Cables

Power Strip

Figure 3-25 Intelligence Cell Power Distribution

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SIPR CAT 5 Cable

Figure 3-26 Intelligence Cell SIPR Layout

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