The multipurpose BUB in the COE.

On the battlefield, information is power. This has not changed for as long as men have endeavored to defeat one another on the battlefield. What has changed is that the volume of information on today's battlefield can overwhelm commanders and staffs.

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This holds true as the Joint Readiness Training Center (JRTC) at Fort Polk, Louisiana, replicates the battlefields of Iraq, Afghanistan and elsewhere. Today's "maneuver" Field Artillery (FA) tactical operations centers (TOCs) must collect and distribute all the information fed into them by a myriad of systems, such as the blue force tracker (BFT), the advanced FA tactical data system (AFATDS), the maneuver control system-light (MCS-L) and, of course, the radio systems. The TOCs must analyze all this information, process it into usable intelligence and distribute it to the right personnel.

Today's TOCs have received many tools to collect the required information, thus increasing the number of tasks to complete. However, increasing the number of information systems to monitor and feed the information to the TOC has not been matched with an increase of personnel to perform these new tasks. The TOC now must conduct information management even more efficiently than before.

One way to increase efficiency is to consolidate events. Any organization that runs off a constant chain of meetings is not really running; meetings discuss events or actions rather than perform them. Actions do some things that affect the battle.

Most units conduct a battle update brief (BUB), a commander's update brief (CUB) or some other type of meeting that allows the unit to share information on events during the last 24 hours and those planned for the next 24 hours and beyond. Battalion staffs also must conduct meetings to provide operational recommendations to the battalion commander, fragmentary order (FRAGO) briefs, back briefs and confirmation briefs. Why not combine some of these smaller meetings into the BUB and save time and effort?

Why not inject these suggestions into the TOC shift-change slides a unit uses? A suggested BUB slide packet is available on the Fires Knowledge Network (FKN) on Army Knowledge Online (AKO) by clicking on the following series of links: Combat Training Center, JRTC Fire Support Division Homepage, BN S3, Execution, and Shift Change Briefs to get the "FA TOC Shift Change Brief."

Execution and Adjustment Recommendations. At the BUB, the staff makes its recommendations to the battalion commander on how to influence the area of operations (AO) to steer it in the direction the battalion commander wants. The battalion targeting meeting develops the recommendations before, not during, the BUB. The recommendations cover the execution and adjustment decisions for the time periods of D-Day and D+1/2/3.

According to Field Manual (FM) 6-0 Mission Command: Command and Control of Army Forces, "An execution decision is the selection, daring preparation and execution, of a course-of-action [COA] anticipated by the order ... An adjustment decision is the selection of a COA that modifies the order to respond to unanticipated opportunities or threats. Commanders make adjustment decisions during preparation and execution." However the subjects covered by the staff in the execution and adjustment decision briefings are the same. See Figure I on Page 8.

The staff's recommendations for execution and adjustment decisions are presented much like they would be presented in mission analysis and COA briefings during the military decision-making process (MDMP). However, in the current fight, the staff presents them during the daily BUB supporting the targeting cycle.

After the staff has presented its recommendations to the battalion commander, he provides guidance on his execution and adjustment decisions. The list of subjects the commander covers when issuing both his execution and adjustment guidance generally are the same, as shown in Figure 1.

BUB Briefings. During the BUB, the staff can brief subordinate commanders on the newest fragmentary order (FRAGO). The subordinate commanders then can brief their units' activities. This should include the subjects listed in Figure 2.

After briefing his "Unit Location" and "Combat Power," the subordinate battery/company/troop commander briefs his "AO Assessments." The assessment should cover all aspects of the AO, including intelligence, civil-military operations (CMO), information operations (IO) and a subjective assessment. Then he briefs the key events of the "Last 24 Hours" and the "Next 24 Hours," which, basically, is a "Back Brief." This portion of the briefing is conducted in accordance with the battalion's standing operating procedures (SOP). The subordinate commander gives a "Confirmation Briefing" covering the next 48 hours based on the FRAGO the staff has just briefed, again in accordance with the battalion SOP. The last item the subordinate commander briefs is any issues or critical problems he may be encountering in preparing for upcoming mission.

The HHB commander briefs his "Combat Power Available," covering crew-served weapons for perimeter defense and the status of the guard force and the personal security detachment (PSD). Under "Back Brief," he briefs PSD operations, base defense rehearsals and any changes to standard operations on the forward operating base (FOB).

Based on observations at the JRTC, the most practical way to have the subordinate commanders brief is topic by unit. For example, all subordinate commanders brief the last 24 hours in turn and then all brief the next 24 hours in "round robin" order.

There are many benefits from having the company-level commanders brief their plans for the entire TOC as opposed to just the battalion commander or some key staff members. This allows the battalion commander and his staff to understand how the units plan to accomplish their missions. This also allows the staff to coordinate, anticipate and validate events for the platoon or battery missions. There always is a possibility the staff may have left out critical information in the FRAGO and not realize it until hearing the commanders' back briefings. The missing information can be issued on the spot, thus averting any mission failures.

The confirmation briefings confirm for the commander and staff that the subordinate units clearly understand the battalion FRAGO (that the staff may not have had a chance to brief) and ensure the subordinate units have no less than 36 hours to conduct troop-leading procedures.

If terrain and mission dictate that the battery/company/troop commanders cannot attend the BUB, then an FM commander's call should occur to provide the battalion commander this same information. The BUB and the FM commander's call also provide situational awareness and understanding for the TOC personnel.

Combining multiple briefings into fewer briefings allows the battalion commander and subordinate commanders to remain in their AOs, influencing the battle, only bringing the subordinate commanders to the TOC on a limited basis.

TOC and ALOC. A TOC and administrative and logistics operations center (ALOC) with situational understanding can provide better operational and logistical support for the subordinate units because the two battalion command posts (TOC and ALOC), can anticipate the subordinate units' operational needs.

Traditionally, the S1 and S4 operate and maintain the ALOC. In today's contemporary operating environment (COE), many ALOCs and TOCs are collocated; the S1 and S4 continue to plan and coordinate combat service support (CSS) for the battalion and track the current status of CSS assets and resources.

During the battalion BUB, the S4 must be prepared to give a quick snapshot of the battalion's logistic posture. Also, the G company commander must be prepared to brief the activities that his forward support company (FSC) is conducting to support the battalion. This information is acquired through a close working relationship between the S4 and FSC commander. The FSC commander uses a format similar to the format the other subordinate commanders use, as shown in Figure 3 on Page 9.

When presenting the logistics status of the battalion, the S4 should use a standard tracking chart for each class of supply by unit. The S4 must anticipate logistics requirements based on the commander's intent and initiate timely actions to support that intent.

During the battalion BUB, the S1 gives a quick snapshot of personnel issues. The S1 section should list operations for the 24 to 48 hours and brief the current risk assessment for the battalion. At the BUB, he briefs the S1 functions, as necessary. The medical platoon leader should brief all medical-related activities for the next 24 to 48 hours.

Quick-Reaction Force (QRF). Another key person who should attend the BUB is the QRF commander. Because of the various missions the QRF may be assigned, the QRF commander must keep abreast of the tactical situation, know the missions and the tactical plans of the battalion's subordinate units and be familiar with the terrain and enemy situation in the AO.

The battalion commander may have the QRF commander with him during the fight. Having the QRF commander attend the BUB is more thorough and efficient than providing quick instructions during dire situations where haste is paramount.

The QRF commander should brief priorities for planning and commitment criteria for both 24 and 48 hours out as a back brief and confirmation brief, respectively. He should brief his location and radio frequency, if different from the SOP.

The basic reason for the BUB is to ensure the battalion commander receives all the information he needs to describe his vision and provide execution and adjustment guidance for current and future operations. It is the staff's and subordinate commanders' responsibilities to make sure the information provided in the BUB is more than just a lot of information--that it is information the battalion commander needs to make decisions and issue guidance.

By combining briefings in the BUB, the entire battalion has the same situational understanding. The BUB, then, maximizes the information flow by combining many time-consuming briefings into one efficient briefing.

Major Roy E. Walker is attending the Air Command and Staff College (ACSC) at Maxwell Air Force Base, Montgomery, Alabama. Previously, he was a Fire Support, Firing Battery and then an FA Battalion Fire Direction Observer/Controller (O/C) at the Joint Readiness Center (JRTC), Fort Polk, Louisiana. At Fort Bragg, North Carolina, he commanded Headquarter and Headquarters Battery (HHB), XVIII Airborne Corps Artillery; he also commanded A Battery and served as a Battalion Liaison Officer and Assistant S3, all in 1st Battalion, 321st Field Artillery (1-321 FA) (Airborne), 18th FA Brigade.

Master Sergeant Eric W. Tucker is the Senior Fire Support NCO O/C at the JRTC. He has held every leadership position from Platoon Forward Observer to Battalion Fire Support NCO in 1-82 FA, 1st Cavalry Division, Fort Hood, Texas; 1-319 AFAR, 82d Airborne Division, Fort Bragg; and 1-15FA, 2nd Infantry Division at Camp Casey, Korea. He deployed in support of Operation Iraqi Freedom (OIF) in 2003. Among other schools, he is a graduate of the Joint Firepower Control Course at Nellis AFB, Nevada; Jump Master and Ranger Schools, Fort Benning, Georgia; and Air Assault School, Fort Campbell, Kentucky.

Lieutenant Colonel Matthew R. Anderson, until recently, was the Senior Brigade Fire Support and Senior Field Artillery Operations O/C at the JRTC. During OIF I, he was the Executive Officer (XO) of 2-319 AFAR and, later, XO of the Division Artillery, both in the 82d Airborne Division. He commanded B/2-8 FA, 25th Infantry Division (Light), at Fort Lewis, Washington. During Operation Desert Storm (ODS) in the Gulf, he was a Platoon Leader in B/3-1 FA, 1st Armored Division. He takes command of 4-11 FA, 172d Stryker Brigade Combat Team (SBCT), Fort Wainwright, Alaska, in August.

By Major Roy E. Walker, Master Sergeant Eric W. Tucker and Lieutenant Colonel Matthew R. Anderson

RELATED ARTICLE: New Fires COE Logo Selected

On 1 June during the Joint Fires Seminar at Fort Sill, Oklahoma, the Fires Center of Excellence (COE) logo was unveiled by Lieutenant General David H. Petraeus, Commander of the Combined Arms Center (CAC) and Fort Leavenworth, Kansas; Major General David C. Ralston, Chief of Field Artillery (FA); and Colonel Heidi V. Brown, Assistant Commandant of the Air Defense Artillery (ADA) School at Fort Bliss, Texas.

The new logo represents the "virtual" FA and ADA Fires COE. The FA and ADA Centers, currently at Fort Sill and Fort Bliss, respectively, are combining at Fort Sill with the ADA's physical move projected to be completed in FY 11.

The new logo was selected by the FA and ADA senior leadership from 121 logos submitted in a contest. The winning logo was designed by Angel Quezada, Chief of the Digital Training Access Center at Fort Bliss, who received $1,000. Second place went to Wesley Pewewardy, Lead Illustrator in the Graphics Section of the Training Services Center, Fort Sill, who received $300. Third place went to Staff Sergeant James P. Lynch, a Systems Analyst in the 6th ADA Brigade, Fort Bliss; he received $200. The prize money was provided by the US FA and ADA Associations.

Execution and Adjustment Decisions
* Targeting Objectives
* HPTL and Desired Effects
* Decisive Operations
* Main and Supporting Efforts
* PIR Changes
* MOE Changes

Commander's Execution and Adjustment Guidance
* Targeting Objectives
* Decisive Operations
* COA Guidance
* Main and Supporting Efforts
* Collection Emphasis (ISR Guidance)
* HTPL

Legend:
COA = Course-of-Action
HPTL = High-Payoff Target List
ISR = Intelligence, Surveillance and Reconnaissance
MOE = Measures of Effectiveness
PIR = Priority Intelligence Requirements

Figure 1: The staff's recommendations for execution and adjustment
decisions are presented in the daily BUB much like they would be
presented in mission analysis and course-of-action (COA) briefings in
the military decision-making process (MDMP). This saves time and effort
in the current fight.

* Unit Location
* Combat Power Available
* Area of Operations (AO) Assessment
* Last 24 Hours
* Next 24 Hours (Back Brief)
* Next 48 Hours (Confirmation Brief)
* Issues

Figure 2: Both the firing battery (company or troop) and headquarters
and headquarters battery (HHB) commanders use this briefing format
during the BUB.

* Unit Location
* Combat Power Available
  -- Weapons and Haul Capability
  -- Classes of Supply and Days of Supplies On-Hand
  -- Water Trailers
  -- CSS Mission-Essential Equipment
* Last 24 Hours
* Next 24 Hours (Back Brief)
  -- Combat Logistics Patrols (CLPs)
* Class I and [H.sup.2]O, Class IIIB and Petroleum, Classes V, VIII,
  etc.
  -- CDS Drop Recovery
  -- What Each Battery/Company Gets and How
  -- Ammunition Handling Operations
  -- How/When the BSB Push
* Next 48 Hours (Confirmation Brief)
* Issues

Legend:
BSB = Brigade Support Battalion
CDS = Cargo Delivery System
CSS = Combat Service Support

Figure 3: The G company commander's briefings uses the same standardized
format as shown in Figure 2.