ATP-4-90 Brigade Support Battalion Download
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Chapter 2 2-14 ATP 4-90 June 18, 2020 support. Higher headquarters designates the support relationships through appropriate orders to specify the details of the support relationship. The BSB may be tasked to provide area support, in its capability, for units traversing the BCT AO. Area support applies to units with which the BSB companies have no designated support relationship. The BSB companies provide requested area support unless the support jeopardizes BCT operations. BSB COMMAND POSTS A command post (CP) is a unit headquarters where the commander and staff perform their activities. CPs help commanders in understanding, visualizing, describing, directing, leading, and assessing operations. CP staff and equipment are arranged to facilitate coordination, information exchange, and rapid decision making. Commanders use battle rhythm, standard operating procedures (SOPs), and meetings for effective CP operations. If a headquarters performs split-based operations, each section of the headquarters operates a CP regardless of whether the commander is present. When necessary, commanders control operations from other locations away from the CP. Commanders organize mission command systems (personnel, networks, information systems, processes and procedures, facilities and equipment) into CPs to enable them in the exercise of C2. The BSB commander establishes a main CP where the majority of the BSB staff control current operations, perform detailed analysis, and plan future operations. The main CP is the primary location for plans, analysis, sustainment coordination, and assessment. It includes representatives of all staff sections and a full suite of information systems to plan, prepare, execute, and assess operations. The BSB executive officer provides staff supervision of the main CP. Functions of the main CP include but are not limited to— Controlling and synchronizing current battalion internal operations. Controlling and synchronizing sustainment support operations. Monitoring and assessing current operations for their impact on future operations. Assessing the overall progress and effectiveness of operations. Preparing reports required by higher headquarters and receiving reports from subordinate units. Maintaining running estimates. Planning and controlling operations. Developing and disseminating orders. Coordinating with higher, lower, and adjacent units. Executing knowledge management and information management. Performing network operations. Maintaining the common operational picture. Performing CP administration (examples include sleep plans, security, and feeding schedules). Supporting the commander's decision-making process. When organizing the CP, commanders balance effectiveness and survivability. An effective CP enables effective C2 and rapid repositioning for effective support and survivability. Survivability is vital to mission success because the capabilities and personnel in the CP cannot be fully replaced if lost. Five factors that contribute to CP effectiveness are: design and layout, standardization, continuity, deployability, and capacity and range. For survivability, commanders consider dispersion, size, redundancy and mobility. See FM 6-0, Commander and Staff Organization and Operations, chapter 1 for additional information on CP effectiveness and survivability. While not a separate section of the unit’s modified table of organization and equipment (MTOE), commanders can establish an early entry CP to help them control operations during the deployment phase of operations. An early entry CP is a lead element of a headquarters designed to control operations until the remaining portions of the headquarters deploy and are operational (FM 6-0). The early entry CP consists of personnel and equipment to perform the functions of the CP until those the entire BSB is deployed and operational.