Section 3 – Duties and Responsibilities for the March

2-128. Regardless of the mission, every subordinate leader and staff officer have unique broad areas of expertise within the operations process determining how the commander divides duties and responsibilities. Grouping related activities allow an effective span of control and unity of effort. Areas of expertise may vary slightly, depending on the echelon of command and the mission. This section addresses the duties and responsibilities for the march at battalion and company echelon.

Battalion Commander and Staff

2-129. The battalion commander and staffs have important duties and responsibilities within the activities of planning and preparation that drive march execution. By developing understanding, the commander and staffs prepare effective plans and assess operations accurately. To function effectively and have the greatest chance for mission accomplishment, the battalion commander, supported by the staff, exercises C2 throughout the conduct of operations. Duties and responsibilities within the battalion for the march are addressed in the following paragraphs. (See ATP 3-21.20 for additional information.)

Battalion Commander

2-130. The battalion commander leads the operations process to ensure organized and uninterrupted movement of subordinate units within the battalion’s AO. The ability of the commander to position forces to prepare for combat operations depends on the movement of forces. The objective for unit movement is to arrive at a destination on time and in condition suitable to its probable employment. The goal of all movement planning is to retain the flexibility to execute a variety of plans to meet ever-changing conditions.

2-131. The commander guides the staff’s development of the movement order or OPORD to conduct rapid and orderly movement to concentrate combat power at decisive points and times. The commander ensures unit movement tactical SOPs within the battalion contain specifics, guiding leaders and Soldiers in their duties and responsibilities. The commander oversees rehearsals to ensure subordinate commanders, leaders, and Soldiers understand their duties and responsibilities for the march.

Note. March commanders position themselves where they can best command without losing the ability to respond to changing situations.

Battalion Executive Officer

2-132. The battalion executive officer (XO) is the commander’s principal assistant and directs staff tasks, manages, and oversees staff coordination, and special staff officers. The XO provides oversight of movement planning for the battalion commander. As the key staff integrator, the XO frees the commander from routine details of staff operations and the management of the headquarters and ensures efficient and prompt staff actions. The XO is responsible for directing the activities of each staff section and subordinate unit to capture and disseminate organizational knowledge. The XO exercises the duties and responsibilities of the second in command.

Battalion Command Sergeant Major

2-133. The battalion command sergeant major provides advice and makes recommendations to the commander and staffs in matters about the dismounted movement, that include (though not inclusive) Soldier load and SOPs for the march. During movement, the battalion commander employs the command sergeant major throughout the battalion’s AO to extend command influence, assess the morale of the force, and assist during critical events.

Battalion Staff

2-134. The battalion staff supports the commander, assists subordinate units, and informs units and organizations outside the headquarters. The staff supports the commander’s understanding, making, and implementing decisions, controlling, and assessing the progress of the march. The staff establishes and maintains a high degree of coordination and cooperation with staffs of higher, supporting, supported, and adjacent units. The battalion staff does this by actively collaborating and communicating with commanders and staffs of other units to solve problems. The staff keeps civilian organizations informed with relevant information according to their security classification as well as their need to know. The staff structure for the battalion includes the XO and a grouping of staff members by area of expertise under a coordinating, personal, or special staff officer.

Note. The basis for staff organization depends on the mission and the activities to accomplish. These activities determine how the commander organizes, tailors, or adapts individual staffs to accomplish the mission. The mission also determines the size, composition, and location of a staff, including the establishment of integrating and functional cells, elements, and staff augmentation. (See ATP 3-21.20 for additional information.)

Coordinating Staff Officers

2-135. Coordinating staff officers are the battalion commander’s principal assistants who advise, plan, and coordinate actions within their area of expertise or warfighting function. Coordinating staff officers may also exercise planning and supervisory authority over designated special staff officers. Coordinating staff officers within the battalion are the personnel staff officer, intelligence staff officer, operations staff officer, logistics staff officer, and signal staff officer (S-6).

Personnel Staff Officer

2-136. The battalion S-1 is the principal staff officer for all matters concerning human resources support. Specific responsibilities include manning, personnel services, personnel support, legal support, and headquarters management. The S-1 prepares a portion of Annex F (Sustainment) to the OPORD or a portion of Paragraph 4 to the movement order. Additional duties and responsibilities for the march include—

• Maintaining an accurate personnel accountability for all march units.
• Keeping the battalion commander informed of missing in action, killed in action, prisoners of war, wounded in action, and evacuated Soldiers.
• Maintaining an accurate casualty report during the march.

Intelligence Staff Officer

2-137. The battalion intelligence staff officer (S-2) is the principal staff officer responsible for providing intelligence to support current operations and plans. The S-2 gathers and analyzes information on enemy, terrain, weather, civil considerations, and informational considerations in each of the factors regarding the route for the commander and participates, with the staff, in performing intelligence preparation of the operational environment. The S-2 focuses intelligence collection operations to collect and analyze information about threats along the route. The S-2 provides the commander and the S-3 with the initial information collection plan, which facilitates reconnaissance, surveillance, and intelligence operations integration and synchronization. The S-2 assists the S-3 to develop the initial reconnaissance and surveillance plan. The S-2 is responsible for the preparation of Annex B (Intelligence) and assists the S-3 in the preparation of Annex L (Information Collection) to the OPORD or a portion of Paragraph 1 to the movement order. Additional duties and responsibilities for the march include—

• Analyzing enemy trends, indicators and warnings, and pattern analysis mission analysis and the targeting process along primary and alternate routes and identified danger areas.
• Presenting information obtained from recent patrol debriefings on selected primary and alternate routes.
• Addressing route information, which should comprise—
  • The current enemy situation.
  • Road conditions.
  • Traffic congestion.
  • Civilian centers.
  • Religious locations or other protected sites.
  • Locations of friendly safe havens.
  • Observed changes to landmarks.
• Providing patrol briefings with photos to help Soldiers identify key personalities and potential threats along routes.
• Contacting units adjacent to the routes and at destination locations for situational updates.
• Developing and continually updating route strip maps or overlays showing locations of—
  • Landmarks.
  • Previous ambush sites.
  • Known and suspected locations of enemy explosive hazards.
  • Safe havens such as maneuver unit outposts, and other information of importance to Soldiers.
• Debriefing reconnaissance and surveillance elements returning from patrols along the proposed route(s).
• Providing daily intelligence summaries to higher headquarters and designate named areas of interest based on observations from patrolling along the route(s).

Operations Staff Officer

2-138. The battalion S-3 is the principal staff officer for integrating and synchronizing the march as a whole for the commander. The S-3 integrates reconnaissance and surveillance during planning and preparation forthe march. The S-3, together with the S-2, helps the commander coordinate, integrate, and supervise information collection planning and operations, and targeting. The S-3 synchronizes reconnaissance and surveillance with the overall operation throughout the operations process. The S-3 develops orders and determines potential branches and sequels. The S-3 prepares Annex A (Task Organization), Annex C (Operations), Annex L (Information Collection), and Annex M (Assessment) to the OPORD or Paragraph 3 to the movement order. Additional duties and responsibilities for the march include—

• Recommending march configuration and sequence of march.
• Deconflicting the routes and times with march unit representatives, and routes contemplated must reflect march availability versus—
  • Required delivery times.
  • Route movement conditions.
  • Traffic congestion.
  • Enemy positions.
  • Friendly actions.
  • The explosive hazard clearance schedule.
  • Civilian activities.
• Ensuring battalion methods for recovering isolated, missing, detained, or captured personnel are synchronized with higher headquarters’ personnel recovery plan.
• Documenting locations of friendly maneuver units along the routes, their radio frequencies, and their call signs.
• Contacting friendly units and providing expected transit time windows and march routes moving through their AOs.
• Coordinating plans for manned and unmanned aircraft to perform reconnaissance and surveillance and/or attacks during the march.
• Identifying march unit reports (for example, departures, SPs, halts, CPs, and RPs).
• Tracking march units along the movement route(s).
• Identifying march unit priorities of work for follow-on actions, intelligence debriefing, maintenance, refueling, and messing.

Logistics Staff Officer

2-139. The battalion S-4 is the principal staff officer for sustainment planning and operations, supply, maintenance, transportation, services, field services, distribution, and operational contract support. The S-4 develops the battalion’s concept of support and prepares Annex F (Sustainment), Annex P (Host-Nation Support) and Annex W (Operational Contract Support) to the OPORD or Paragraph 4 to the movement order. (See ATP 4-10 for additional information on operational contract support.) Duties and responsibilities for the march include—

• Leading a sustainment synchronization meeting to deconflict support requirements and transportation assets available.
• Driving the schedule (in coordination with the S-3) for marches based on—
  • Delivery time windows.
  • Road conditions.
  • Explosive hazard sweeps.
  • Other tactical operations.
  • Civilian activities.
• Compiling battalion logistics status reports and providing the support operations officer with lists of items and quantities needed by each supported unit.
• Identifying priorities for resupply of supported units, by unit and commodity.
  • Such priorities allow unit commanders to adjust delivery plans when encountering delays along routes.
  • After the battalion commander defines the ammunition requirement for the march, the battalion S-4 works with unit supply and ammunition noncommissioned officer (NCO) to ensure units and Soldiers have sufficient ammunition for all assigned weapons.

Signal Staff Officer

2-140. The battalion S-6 is the principal staff officer for all matters concerning signal network operations during the march. The S-6 provides network transport, information services, and information management; conducts network operations to facilitate communication and defend the network infrastructure; enables knowledge management; manages communication assets in the battalion’s AO; and performs spectrum management operations. The S-6 prepares Annex H (Signal) and participates in the preparation of Appendix 12 (Cyberspace Electromagnetic Activities) to Annex C (Operations) with input from the S-2 and in coordination with the S-3, to the OPORD or a portion of Paragraphs 3 and 5 to the movement order. Additional duties and responsibilities for the march include—

• Identifying radio blackout areas along the route.
• Designating retransmission sites as required to ensure continuous communications.
• Identifying and correcting march unit communication issues before, during, and after the march.

Personal Staff Officers

2-141. Personal staff officers work under the immediate control of, and have direct access to, the battalion commander. They advise the commander, provide input to orders, and interface and coordinate with entities external to the battalion headquarters. Personal staff officers to the battalion commander include the command sergeant major (see paragraph 2-117), the battalion surgeon, and the battalion chaplain.

Battalion Surgeon

2-142. The battalion surgeon is responsible for establishing Army Health System principles within the command. The surgeon provides health service support mission planning to sustain the battalion’s march. The surgeon provides and oversees medical care to Soldiers, civilians, and enemy prisoners of war. The surgeon prepares a portion of Annex E (Protection) and Annex F (Sustainment) of the OPORD or a portion of Paragraph 4 to the movement order.

Battalion Chaplain

2-143. The chaplain advises the commander on all religious, moral, ethical, and morale issues with potential impact on operations. The chaplain and a religious affairs specialist, known together as the unit ministry team, provide religious support to all assigned or attached Service members and authorized civilians. (See FM 3-83.) The unit ministry team prepares a portion of Annex F (Sustainment) to the OPORD or a portion of Paragraph 4 to the movement order.

Special Staff Officers

2-144. Special staff officers, within the Infantry battalion, provide specific areas of expertise to assist the exercise of C2 during the march. These areas of expertise vary with authorizations, mission requirements, and the desires of the commander. When a special staff officer is not assigned or attached, the officer with coordinating staff responsibility for the area of expertise assumes those functional responsibilities. Special staff officers or NCO, common to the battalion, include the fire support officer (FSO) (assigned or attached), the engineer NCO, the air liaison officer, the CBRN officer, the electromagnetic warfare NCO, and the liaison officer(s).

Fire Support Officer

2-145. The FSO serves as the special staff officer for fires and integrates fires into the scheme of maneuver for the march. The FSO leads the targeting process and fire support planning for the delivery of fires during the march. The FSO leads the fire support cell (when established) and prepares Annex D (Fires) of the OPORD or a portion of Paragraph 3 to the movement order. The FSO also coordinates with the electromagnetic warfare officer and the air liaison officer. The battalion S-3 coordinates this position. Additional duties and responsibilities for the march include—

• Planning for responsive fires on key known, suspected, or potential enemy positions along the route for each phase of the movement.
• Positioning observers, including manned and unmanned aircraft, forward and along the supported unit’s flanks, when required, to detect enemy threats.
• Ensuring fire support assets are positioned to support the battalion at points of vulnerability such as—
  • Obstacles.
  • Canalizing terrain.
  • Obscuration operations.
  • Bridge or gap crossings.

Engineer Noncommissioned Officer

2-146. The engineer NCO is the engineer on staff responsible for coordinating engineer support during the march. The engineer (in coordination with the battalion S-3) integrates specified and implied engineer tasks into the movement plan. The engineer ensures that mission planning, preparation, execution, and assessment activities integrate supporting engineer units. The engineer prepares Annex G (Engineer) to the OPORD or a portion of Paragraph 3 to the movement order.

Air Liaison Officer

2-147. The air liaison officer is the senior Air Force officer (or NCO) in the tactical air control party. The air liaison officer plans and executes CAS per the battalion commander’s guidance and intent for the movement. The air liaison officer assists the fires support cell in coordinating joint air component assets and operations for the march, such as CAS and air reconnaissance. The air liaison officer supports the fire support cell (when established) and assists in preparing Annex D (Fires) of the OPORD or a portion of Paragraph 3 to the movement order.

Chemical, Biological, Radiological, and Nuclear Officer

2-148. The CBRN officer is responsible for CBRN operations and coordinating CBRN unit support for the movement when required. When established, the CBRN officer leads the CBRN working group. The CBRN officer prepares a portion of Annex E (Protection) and a portion of Annex C (Operations) of the OPORD or a portion of Paragraph 3 to the movement order.

Electromagnetic Warfare Noncommissioned Officer

2-149. The electromagnetic warfare NCO serves as the designated staff officer for the planning, integration, synchronization, and assessment of electromagnetic warfare, to include cyber electromagnetic activities. The electromagnetic warfare NCO coordinates through other staff members to integrate electromagnetic warfare and/or cyber electromagnetic activities into the commander’s concept of operations for the movement. The electromagnetic warfare NCO prepares Appendix 12 (Cyber Electromagnetic Activities) to Annex C (Operations) to the OPORD and contributes to any section that has a cyber electromagnetic activities subparagraph in the OPORD or a portion of Paragraph 3 to the movement order.

Liaison Officer

2-150. Liaison officers are the commander’s representatives at the headquarters or agency to which they are sent. Liaison activities augment the commander’s ability to synchronize and focus the march. Liaison activities promote requisite coordination, synchronization, and cooperation between the battalion and higher headquarters, and interagency, multinational, host-nation, adjacent, and subordinate organizations as required. When embedded as subject matter experts, liaison officers provide face-to-face coordination.

Augmentation

2-151. The battalion staff can receive augmentation teams by specialty to assist the exercise of C2. For example, teams may be air and missile defense planners, liaison officers from joint or multinational support agencies, or additional augmentation to the fires cell, which may include a naval surface fire support team, Air Force weather team, and/or a space support team. When received, the commander integrates these elements into the planning process as early as possible.

Company Commander and Subordinate Leaders

2-152. The company commander and subordinate leaders within the company must understand their duties and responsibilities and know what to do when unexpected circumstances occur. Duties and responsibilities within the company for the march are discussed in the following paragraphs. (See ATP 3-21.10 and ATP 3-21.8 for additional information.)

Company Commander

2-153. Duties and responsibilities of the commander within the company include leadership, training, and employment. The commander must understand the strengths and capabilities of the Soldiers within the company to employ them correctly. Upon receipt of the order, the commander performs an initial assessment of the situation (mission analysis) and allocates the time available for planning and preparing for the march.

2-154. The company commander issues the warning order (WARNORD) in time to allow subordinate leaders and their Soldiers to prepare for the march. Reconnaissance of the march route precedes unit movement. Reconnaissance includes movement to the SP to determine the length of time it takes the company to arrive from its position prior to the march to the SP. When the company marches independently, the company commander selects the route for the march and directs reconnaissance and surveillance per higher headquarters’ order.

2-155. The commander refines the plan, coordinates with adjacent units, and supervises and assesses preparations. To ensure the company is ready for the march, the commander monitors subordinate unit rehearsals and inspections. The commander issues instructions concerning company personnel who do not march with the unit (for example, instructions on linkup after the march). The commander completes the plan and issues the movement order or OPORD to subordinates.

2-156. The commander usually marches in front of the company to the SP, and then moves to a point in the column to best supervise the march. The commander monitors and controls rate of march, movement technique (including formation spacing and uniformity), and Soldier load. Periodically, the commander adjusts the march rate and distances between Soldiers and units to reduce accordion effects and the number of stragglers. The commander maintains control by using voice, messengers, C2 systems, and arm and hand signals means.

2-157. Halts during the march range from brief to extended periods of time depending on the situation. For short halts, the commander may use a cigar-shaped perimeter intended to protect the force while maintaining the ability to continue movement. When the commander decides not to resume the march immediately, the cigar-shaped perimeter expands with elements establishing observation posts forward of the 360-degree perimeter. A perimeter defense is established for long halts or delays in the march. The commander ensures foot care and load adjustments occur throughout the company.

2-158. The commander ensures the movement of subordinate elements into their respective assembly areas or positions at the conclusion of the march is rapid and without delay. The commander supervises subordinate leaders in the execution of their duties after the march. The commander ensures security measures are established, and 100-percent accountability of personnel and equipment is accomplished. The commander continues planning and preparations for follow-on actions.

Company Executive Officer

2-159. The company XO is the company’s second in command and primary sustainment planner and coordinator before, during, and after the march, in conjunction with the company first sergeant. The XO may establish an alternate command post for the company with radio and digital communications. Additional duties and responsibilities for the march include—

• Ensuring accurate, timely march and sustainment reports are sent to higher.
• Assisting in the preparation of the movement order or OPORD.
• Coordinating with higher, adjacent, and supporting units.
• Assisting the commander in preparations activities, including rehearsal site preparation.
• Managing the company timeline and facilitating the integration of attachments.
• Serving as movement control officer, if required.
• Supervising company road guards and guides, if required.
• Leading the quartering party for the tactical road march, if required.

Company First Sergeant

2-160. The company first sergeant assists the commander as assigned, ensures unit NCOs perform all unit tasks according to unit SOPs, and supervises precombat checks (PCCs) and precombat inspections (PCIs). The first sergeant helps establish and maintain march unit formation and discipline to include pace, intervals between Soldiers, noise and light discipline, and water, rest, and hygiene disciplines. The first sergeant forwards casualty information to the battalion S-1 and ensures DA Form 1156 (Casualty Feeder Card) is accurately and completely filled-out on each casualty. Additional duties and responsibilities for the march include—

• Supervising, inspecting, and observing all march matters designated by the commander.
• Assisting and coordinating with the XO in all critical aspects of the march.
• Serving as quartering party noncommissioned officer-in-charge, if required.
• Assisting the commander with maintaining accountability.

Supply Sergeant

2-161. The supply sergeant requests, receives, issues, stores, maintains, and turns in supplies and equipment for the company. The supply sergeant coordinates all supply requirements and actions with the company XO and/or the first sergeant and the battalion S-4 section. Usually, the supply sergeant’s duty location is with the battalion field or combat trains, with the company trains, or as positioned to conduct movement with a march unit within the main body. Additional duties and responsibilities for the march include—

• Monitoring activities and the tactical situation.
• Anticipating and reporting logistical requirements.
• Coordinating and monitoring sustainment requests.
• Coordinating and supervising logistics packages (route, contingent, and urgent resupply).

Signal Support Noncommissioned Officer

2-162. The signal support NCO supervises the operation, maintenance, and installation of organic digital, wire, and frequency modulation communications. The signal support NCO usually travels, during the march, within the trail party or with a march unit within the main body. Additional duties and responsibilities for the march include—

• Sending and receiving routine traffic and making required communications checks.
• Performing limited maintenance to organic communications equipment.
• Providing linkage to battalion-level communications maintenance.
• Supervising communications security equipment.
• Assisting communications planning and employment.
• Assisting command post operations.

Mortar Section Leader

2-163. The mortar section leader is responsible for employing the mortar section and ensuring effective support to the company during movement. The section leader coordinates with the company FSO to receive the fire support plan, the fire support execution matrix, the company target list worksheet, and any fire support coordination measures. The section leader assists the commander and FSO in the integration of mortar fires throughout the march route and follow-on actions.

Platoon Leader

2-164. The platoon leader has a variety of duties and responsibilities before, during, and after the march, to include understanding the strengths of the Soldiers and the capabilities of subordinate units within the platoon to employ them effectively. The platoon leader works closely with the platoon sergeant to ensure everything in the movement order or OPORD and unit SOPs is followed and accomplished.

2-165. The platoon leader rapidly briefs the platoon on the information contained in the movement order or OPORD to ensure adequate and timely preparations. The platoon leader, in coordination with the platoon sergeant, inspects the wear and adjustment of uniforms and equipment for the march. The platoon leader supervises subordinate leaders, working closely with the platoon sergeant, to ensure assigned duties and PCCs and PCIs go as dictated in the order.

2-166. As the platoon marches to the SP, the platoon leader ensures prescribed distances within platoons are accomplished according to the order. The platoon leader checks compliance with announced restrictions such as water and march disciplines. After leading the platoon across the SP, the platoon leader moves to a point in the column to best control the movement. As the column approaches the RP, the platoon leader moves to the head of the platoon to better control movement to follow-on actions.

2-167. During halts, the platoon leader directs Soldiers to move off the route while ensuring security is maintained. The platoon leader directs subordinate leaders to ensure Soldiers make equipment adjustments when needed and physically check the condition of their Soldiers. The platoon leader monitors the situation to be ready to reinitiate the march.

2-168. Upon crossing the RP, the platoon leader ensures the platoon moves promptly to its assigned area. When occupying an assembly area, the platoon leader disperses the platoon in covered and concealed areas and positions key weapon systems. The platoon leader, in coordination with the platoon sergeant, supervises squad leaders in their duties to ensure priorities of work are accomplished according to the order, ensures food, water, shelter, and rest are applied according to unit SOPs, and medical assistance is available as needed.

Platoon Sergeant

2-169. The platoon sergeant assists the platoon leader in the conduct of the march as assigned and supervises the inspection of Soldiers before, during, and after the march. The platoon sergeant controls stragglers and dropouts by examining march casualties with the platoon medic before recommending to the platoon leader for their evacuation. The platoon sergeant coordinates with the first sergeant or company supply representative for resupply of water, rations, and medical supplies before, during, and after the march. The platoon sergeant ensures and supervises squad leaders to do their duties according to the movement order or OPORD and/or unit SOPs.

Squad Leaders

2-170. The squad leader’s duties and responsibilities are similar to those of the platoon leader and platoon sergeant. Upon receipt of a WARNORD, the squad leader provides detailed instructions and individual attention to every Soldier in the squad. Inspects boots for serviceability, proper fit, comfort, and anything else hindering the march. The squad leader inspects each Soldier’s clothing for cleanliness and serviceability. Ensures Soldiers carry extra clothing including socks for use during and after the march and ensures all squad CLSs carry extra foot powder, gauze, adhesive tape, and other appropriate items needed during the march. The squad leader inspects Soldiers for proper equipment, adjustment of equipment, and full canteens.

2-171. The squad leader marches at a location within the formation for best control of the squad, while maintaining the prescribed distance from the squad ahead and periodically checking Soldiers for proper distance and rate of march. The squad leader assists the platoon leader and platoon sergeant in enforcing march discipline, other march control measures, and accountability of all personnel and equipment.

2-172. The squad leader follows unit SOPs and ensures Soldiers accomplish what is asked of them. The squad leader monitors the squad and supervises team leaders throughout the march and manages cross loading of equipment to ensure all loads are carried and balanced within the squad. Loss of Soldiers because of equipment exhaustion is unacceptable, it puts the squad at risk and reduces combat power. (See chapter 3 for additional information on Soldier load.)

2-173. During halts, the squad leader directs Soldiers to move off the route while ensuring security is maintained. The squad leader directs team leaders to check Soldiers. Checks include clothing (for example, change socks if needed), adjusting and refitting loads, switching crew-served weapons and other heavy loads from tired Soldiers to those who are less tired, and the physical condition of Soldiers. Soldiers must be encouraged to drink water or electrolyte and carbohydrate fluids at every halt and during movement to maintain proper levels of hydration and nutrients.

2-174. As the squad approaches the RP, the squad leader prepares for follow-on actions. For example, the squad may move to an assembly area, establish security, and occupy available covered and concealed positions. The squad leader ensures all Soldiers and equipment are accounted for and reports this to the platoon sergeant or platoon leader. The squad and team leaders conduct foot inspections of Soldiers and report their physical condition to the platoon leader or platoon sergeant. The squad leader coordinates with the platoon sergeant for resupplies and medical attention. The squad leader continues to supervise team leaders and monitors the radio, waiting for further instruction for upcoming missions.

Team Leaders

2-175. Team leaders accomplish the same duties and responsibilities as the squad leader before, during, and after the march, except focusing on their team. They ensure their teams follow directions given by the squad leader and ensure movement order or OPORD and unit SOPs guidelines and instructions are followed.

Company Habitual Attachments

2-176. Habitual attachments to the company include the fire support team and combat medics. These habitual attachments are normally attached whenever the company deploys.

Fire Support Team

2-177. Fire support team headquarters personnel authorized for the company include an FSO, a staff sergeant as the fire support sergeant, a fire support specialist, and a radiotelephone operator. The fire support team also includes three two-person teams, a forward observer (FO) and a radiotelephone operator. Each FO team may be assigned to a rifle platoon or be designated to observe a specific area along the march.

Fire Support Officer

2-178. While the company commander is ultimately responsible for integrating fires in support of the scheme of maneuver, the company FSO serves as the commander’s principal advisor. Based on the commander’s guidance, the company FSO synchronizes fire support within the movement plan and presents the fire support plan to the commander for approval. During planning, the FSO develops and refines a fire support plan based on the commander’s concept and guidance. Additional duties and responsibilities for the march include—

• Advising the commander on all fire support matters.
• Requesting, adjusting, and directing all fire support.
• Serving as the commander’s primary advisor on the enemy’s indirect fire capabilities.
• Assisting the commander with developing the movement order or OPORD to ensure full integration of fires.
• Recommending targets and fire control measures.
• Determining methods of engagement and responsibility for firing the targets.
• Developing an observation plan with limited visibility contingencies.
• Allocating FOs and other observers to maintain surveillance of target along the route.
• Monitoring the locations of friendly units and assisting the commander with clearing fires.
• Requesting counterfire support in response to enemy artillery and mortar attacks.
• Assisting control of CAS in the absence of a qualified JTAC.
• Handing off responsibility for planned targets as the unit advances.

Forward Observer

2-179. The FO is the primary fire support observer in the platoon and generally collocates with the platoon leader. The FO provides target refinement, submits key targets to the company fire plan, and advises the platoon leader on all fire support matters. The FO prepares, maintains, and uses situation maps; designates targets for smart munitions; and reports combat information. As directed by the platoon leader, the FO executes planned fires and requests and adjusts fires for the supported platoons during the march.

Combat Medics

2-180. The basis of allocation for company-level medical support is one senior combat medic per company and one combat medic per maneuver platoon. The company’s senior combat medic and platoon medics generally collocate (respectively) with the company headquarters element and the platoon headquarters element. This basis of allocation is designed to place medical treatment assets as close to the point of injury as possible. Additional duties and responsibilities for the march include—

• Overseeing and evaluating ill, injured, or wounded friendly and enemy personnel for priority of treatment.
• Requesting and coordinating the evacuation of sick, injured, or wounded personnel under the direction of the company first sergeant.
• Monitoring the tactical situation, as necessary.
• Anticipating and coordinating health service support requirements and Class VIII resupply.
• Advising the company commander and first sergeant on unit field sanitation issues.
• Keeping the first sergeant informed on the status of casualties and coordinating for additional sustainment requirements.

2-181. At every halt, medics assess and treat those who require medical attention. Medics advise the chain of command when a Soldier requires MEDEVAC. In situations where MEDEVAC assets are limited, medics can advise leaders on which Soldiers they believe can be safely transported using designated CASEVAC platforms. All casualties being evacuated should have a DD Form 1380 (Tactical Combat Casualty Care [TCCC] Card) filled out and attached to their uniform before being evacuated. Medics must be careful and ensure that they do not become casualties themselves. Medics need to coordinate with the assigned unit for cross loading or transporting medical equipment needed for the march.

Note. It is absolutely vital every Soldier in the unit be trained as a first responder. First responders are the first individuals to reach a casualty and provide first aid, enhanced first aid, or emergency medical treatment. (See ATP 3-21.8 chapter 8 for a detailed

Soldiers

2-182. To ensure success during the march, Soldiers master a diverse set of battle and crew drills and specialized skills. Soldiers should be keenly aware of and astute to anomalies, changes, and other clues to identify dangers or threats in the environment and populace. Specialized skills required for the march include those of CLSs and pacesetters.

Battle and Crew Drills

2-183. Soldiers execute battle and crew drills, which are standardized collective actions made in response to common occurrences and designed for rapid reaction situations without the application of deliberate decision-making. Battle and crew drills are initiated on a cue, such as an enemy action or the leader’s order, and are a trained response to that stimulus. These drills require minimal leader orders to accomplish and are vital to success and critical to preserving life. (See ATP 3-21.8 for additional information.)

Observations and Experience

2-184. Observations and experiences of Soldiers provide depth and context to information gathered during information collection through reconnaissance, surveillance, and intelligence operations. Soldiers often work in and are familiar with the local populace and can read, sense, or detect abnormalities, inconsistencies, or irregularities in their behavior or actions during the march. The same can be said about environments in which Soldiers operate. All Soldiers should look for anything out of place or inconsistent with what they normally encounter and report their observations immediately. For example, an alert Soldier may detect changes or disturbances in terrain from previous missions that could indicate a possible buried explosive hazard (see paragraphs 2-102 to 2-104). Soldiers remain vigilant and attentive to details about local personnel that indicate possible enemy activity.

Note. Leaders ensure subordinates remain vigilant and do not become complacent during dismounted movement and understand this is most likely to occur during longer movements.

Combat Lifesaver

2-185. The CLS is a tremendous asset to the company and unit medical personnel and is likely the first responder to medical issues during the march. The CLS’s advanced first aid skills are called upon in the field until casualties can be evacuated. The CLS knows the procedures for establishing (as required) a casualty collection point and is trained in CASEVAC/MEDEVAC. The CLS ensures the squad CLS bag with litters and other medical equipment is packed properly, identifies Class VIII shortages to the platoon medic, and oversees casualty treatment and carries. It is imperative the CLS’s combat load remains as light as possible.

Note. CLSs ensure every Soldier in their unit carries their improved first aid kit.

Pacesetter

2-186. The pacesetter (when used) is an experienced Soldier, carrying the same load as the majority of the unit’s Soldiers, marching from 4 to 10 meters at the head of the column, depending on METT-TC (I). The pacesetter’s primary duty is to maintain the rate of march ordered by the commander or subordinate leader. The pacesetter does this by establishing pace (length of step) and cadence (number of steps per minute) to obtain the prescribed rate of march. The pacesetter should be of average height to take average strides can be taken. Overstriding or understriding tends to tire leg muscles quickly and affects efficiency of marching Soldiers. The leader marching with the unit responsible for setting the pace supervises the pacesetter to ensure the pacesetter takes average strides and maintains a uniform cadence.

Next Page : Chapter 3 – Soldier Load