ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Appendix A 170 ATP 5-0.2-1 07 December 2020 Table A-6. Gap crossing planning considerations in the military decision-making process (continued) ATP 3-90.4/MCWP 3-17.8 Steps of the MDMP Gap crossing planning considerations COA approval • Approval for any changes to the essential tasks for mobility. • Approval for recommended priorities of effort and support. • Approval for requests for engineer augmentation to be sent to higher headquarters. Orders production • Ensure that the task organization of assault, assured mobility, bridgehead, and breakout forces is accurate and clear, to include the necessary instructions for effecting linkup. • Ensure the quality and completeness of subunit instructions for performing gap crossing. SOSRA suppress, obscure, secure, reduce, and assault PREPARING FOR A GAP CROSSING A-53. During preparation, just like preparing for a breach, the commander and staff continues to review IPB products against the current situation and refining the plans based on reporting from information collection assets. For example, this can include adjustments to the gap crossing organization, the scheme of maneuver, or the fire support plan. Subordinate units begin task organizing while performing precombat checks and inspections. Most importantly, the unit conducts a rehearsal as close as possible to the same conditions as the actual gap crossing. At a minimum, it should be a leader and key-personnel walk-through. EXECUTING A GAP CROSSING A-54. Just like a breach, execution involves monitoring the situation, assessing the mission, and making necessary adjustments. The most common adjustments are the allocation of additional assets to the support, gap crossing, or assault force due to attrition, changing the location of the gap crossing, modifying the scheme of maneuver, and changing the order of the units through the created lane. MOVEMENT TO CONTACT A-55. Commanders conduct a movement to contact when the tactical situation is unclear, to create favorable conditions for subsequent tactical tasks, or when the enemy has broken contact. A properly executed movement to contact develops the combat situation and maintains the commander's freedom of action after contact is gained. A-56. A movement to contact employs purposeful and aggressive movement, decentralized control, and the hasty deployment of combined arms formations from the march to conduct offensive, defensive, or stability operations. The fundamentals of a movement to contact are— Focus all efforts on finding the enemy. Make initial contact with the smallest force possible, consistent with protecting the force. Make initial contact with small, mobile, self-contained forces to avoid decisive engagement of the main body on ground chosen by the enemy (this allows the commander maximum flexibility to develop the situation). Task organize the force and use movement formations to deploy and attack rapidly in any direction. Keep subordinate forces within supporting distances to facilitate a flexible response. Maintain contact regardless of the course of action (COA) adopted once contact is gained. A-57. A meeting engagement is a combat action that occurs when a moving force, incompletely deployed for battle, engages an enemy at an unexpected time and place (ADP 3-90). The enemy force encountered