coa statement and sketch example

Leaders find their units' purposes in the concepts of the operation in the immediate higher headquarters OPORDs. Although the battle captain knew the environmental conditions, he told us we had legal weather and expected us to accomplish the mission. The first three steps of COA development provide the bulk of the COA statement. Tactical risk is associated with hazards existing due to the enemy's presence. The object is to determine what can go wrong and what decision the leader likely will have to make as a result. Study with Quizlet and memorize flashcards containing terms fancy Study by Action statement, Classes of Action Sketch, COA statment and sketch additionally see. It also should give subordinates the maximum latitude for initiative. The S-3 informed us where friendly forces were in our area, while the S-2 filled us in on where the action was in our battle space. For armored forces, steep slopes, densely spaced obstacles, and absence of a developed road system characterize severely restricted terrain. How can precipitation (or lack of it) add to the unit achieving surprise? A-68. Selecting of movement techniques and formations, to include when to transition to tactical maneuver. Some precipitation questions to answer include . COA statment and sketch Cover the; who (generic task organization), what (tasks), when, where, and why (purpose) for each subordinate unit. The decisive point might be where or how, or from where, the unit will combine the effects of combat power against the enemy. 6. The length of crossover time depends on air temperature, soil and vegetation types, amount of cloud cover, and other factors. He includes in this situation template the likely sectors of fire of the enemy weapons and tactical and protective obstacles, either identified or merely templated, which support defensive tasks. This reconnaissance helps him to see the ground objectively and to see how it will affect both forces: A-54. Second, leaders confirm the missions decisive point. This is extremely important in understanding when and where to commit combat power, what relationships can be reinforced with certain groups versus what relationships need to start or cease, and ultimately what second and third order effects our actions will have in the area of operation. Leaders must understand impact of their actionsas well as their subordinates actionson the civilian population, and effects they will have on current and future operations. Then, they determine how those fit into their superiors concepts of the operation. We had passengers, field Soldiers, aircrew and our aircraft to consider. The commander also issues planning guidance to the staff, such as time limitations or a change in commander's intent. Windblown sand, dust, rain, or snow can reduce the effectiveness of radar and other communication systems. This aspect of civil considerations reinforces the security of the community against poverty and other enablers to instability. 1 level below BN sketch)w/ all crew served weapons (SITEMP) using AGADAP Analyze relative combat power (Caps by WFF) Generate Options Array Forces - Battle Positions, EA's, Routes, Times, Reserves, Crew Served WPNs Systems, Etc.. Reinforcing obstacles, tacticaltactical (reinforcing) obstacles inhibit the ability of the opposing force to move, mass, and reinforce. Are clear observation and fields of fire available on or near the objective for enemy observers and weapon systems? Distinguishable. A-69. Identifies the enemy's strength by unit. The leader groups mutually supporting mobility corridors to form an avenue of approach. I expressed my concern and some uneasiness about the situation because our crews had been caught in dust before and knew the consequences. A-29. Next, the leader analyzes relative combat power, generates options, arrays his forces, develops a CONOP, assigns responsibility, and prepares a COA statement and sketch. A-73. What terrain is important to the enemy and why? This tentative decisive point forms the basis of his planning and COA development; it also forms the basis of communicating the COA to his subordinates. The next day, we were then able to make it back to our home base, but not without encountering a slight amount of bad weather along the way. However, as the global situation changes, the possibility of fighting threat who lack a structured doctrine increases. 8. When integrated with terrain, the refined product becomes the unit's operations overlay. This is not for analysis, but to show subordinates the details of the anticipated enemy COA. A COA sketch developed in one of several COA-editing tools that have been used as data-entry interfaces to CADET. Flexibility built into the plan by gaining insights into possible branches to the basic plan. The leader determines the effects of each aspect of terrain on both friendly and enemy forces. Can I observe and fire on his location with at least two-thirds of my combat power? A-122. Organizations of influence force the leader to look beyond preexisting civilian hierarchical arrangements. A-36. He must know, how much indirect fire, by type, is available and when it will become available. The relative-force ratio is a correlation of friendly combat power and. COA Statement and Sketch Pajota's Guerillas' mission is to block off a mile of road through the use of road blocks on both sides of the highway bridge cross over Cabu Creek of an estimated 300 yards northeast from compound. How will temperature and humidity affect the Soldiers and equipment? A-109. ;" "Reconnoiter route BLUE;" "Assist the forward passage of 1st platoon, B Company." A-72. People They identify their headquarters tasks and purposes as well as their own contributions to this fight. A-41. Cloud Cover Because of the uncertainty always present in operations at the small unit level, leaders cannot be expected to think of everything during their analysis. Leaders analyze the enemy's dispositions, compositions, strengths, doctrine, equipment, capabilities, vulnerabilities, and probable COA. They also must understand leaders' intent (two levels up). The sequence can vary. Many times, the spiritual leader is not necessarily the decision maker for a community, but the spiritual leader must approve the decision maker's actions. An area of interest is a geographical area, usually larger than the leader's area of operation. This then would restrict the unit's ability to mass the effects of combat power. He can obtain this information by translating percentages given from higher headquarters to the actual numbers in each enemy element or from information provided the COP. War gaming is the process of determining "what if?" The leader identifies critical factors about temperature, including high and low temperatures, infrared crossover times, and effects of obscurants and A-43. The leader identifies critical factors about cloud cover, including limits on illumination and solar heating of targets. Conclusions include at least the following : Obstacles If more than one COA is developed, it must be sufficiently different from the others to justify full development and consideration. Will wind speed and direction affect the employment of available mortars? Even if time is tight, the leader should allocate as much time as possible to factor, starting at the. Select or Modify COA for Continued Analysis NOTE: A good COA positions the force for sequels and provides flexibility to meet unforeseen events during execution. The four categories the leader considers include. What would you have done in our situation? They maintain understanding of subordinates readiness, including maintenance, training, strengths and weaknesses, leaders, and logistic status. Structures How will cloud cover affect helicopter and close air support? The leader then determines the tactical mission tasks for the decisive, shaping, and sustaining operations. 3. A-81. Reconnaissance is critical in developing the best possible enemy scenario. Heavy cloud cover often canalizes aircraft within air avenues of approach and on the final approach to the target. A valid decisive point enables the leader to clearly and logically link how the application of combat power elements with respect to terrain, enemy, and time allows the unit to accomplish its purpose. Order Description . Asset locations such as enemy command posts or ammunition caches. A-95. What effect will this have on the way the enemy fights?. Accident risk includes all operational risk other than tactical risk and can include hazards concerning friendly personnel, equipment readiness, and environment. Analysis of troops and support answers the question: What assets are available to accomplish the mission? In the defense, weapon positions must be both lethal to the enemy and survivable to the Soldier. Higher headquarters (two levels up) mission, intent, and concept. Many Eastern cultures rely upon religious organizations as their centers of power and influence, whereas Western culture's power comes from political institutions by elected officials. Visibility How will the terrain affect the employment of mortars, medium machine guns, and Javelin missiles? What we had was conflicting weather briefs from reliable sources. Information related capabilities also can be properly focused with a healthy understanding of the perceptions of the civilian population. Leaders analysis must determine the types of vehicles, Soldiers, and equipment the enemy could use against his unit. Where can I kill him? The consequences of tactical risk take two major forms: A-105. Deductions resulting from the relative combat power analysis. Heavy precipitation can reduce the quality of supplies in storage. What additional Soldiers or units will accompany? Leaders also consider the effects of manmade and natural terrain in conjunction with the weather on friendly and enemy operations. A-25. What terrain is essential for communications nodes dictating the employment of digital communications equipment? This situation template is portrayed one echelon lower than developed by the higher headquarters S-2. The observer must observe both the impact and effects of indirect fires. Some situations have no decisive terrain. During the first step of COA development, analyzing relative combat power, leaders compare and contrast friendly combat power with the enemy. They must understand why their leaders one level up assigned their unit's particular purposes. Designating a decisive point is critical to the leader's vision of how he will use combat power to achieve the purpose, how he will task-organize his unit and how his shaping operations will support the decisive operation, and how the decisive operation will accomplish the unit's purpose. He also may make sound assumptions about the enemy, human nature, and local culture. Finally, he must update previous timelines for his subordinates, listing all events affecting the platoon and its subordinate elements. Defensive considerations the leader can include in his evaluation of avenues of approach: Key Terrain CCIRs also helps focus the efforts of subordinates and aids in the allocation of resources. They identify the tasks and purposes, and how their immediate higher up are contributing to the fight. Composition A-49. It also gives subordinates the maximum latitude for initiative. For sustaining operations, it accomplishes the assigned purpose, which enables both the shaping and decisive operation (again, nested concept). Which terrain provides bounding elements with cover and concealment while increasing lethality? How the COA accounts for minimum essential stability tasks. Once identified, risk must be reduced through controls. This is key terrain which seizure, retention, or control is necessary for mission accomplishment. A-26. An appreciation for time, space, and triggers needed to integrate direct and indirect fire support, obscurants, engineers, air defense artillery, and chemical, biological, radiological, nuclear with maneuver platoons (Infantry, antiarmor, or tank) to support unit tasks and purposes identified in the scheme of maneuver. A-42. I kept an eye on the dust cloud and the instrument panel at the same time, which wasn't a good idea because I soon became disoriented. A-120. Existing obstacles, natural include rivers; forests; mountains; ravines; gaps and ditches more than three meters wide; tree stumps and large rocks more than 18 inches high; forests with trees eight inches or more in diameter, with less than four meters between trees. The product must reflect the results of reconnaissance and shared information. Identify friendly strengths to exploit the enemy weakness. A-22. A-56. If necessary, how can I avoid such features? The refined product is a platoon situation template, a graphic showing how he believes the enemy will fight under specific operational conditions. These capabilities should include reasonable assets the next higher element, or other higher enemy headquarters, may provide. The normal cycle for defensive missions is engagement area development and preparation of the battle positions, actions in the EA, counterattack, and consolidation and reorganization. Although he usually does not prepare IPB products for his subordinates, he must be able to use the products of the higher headquarters IPB. Identify the essential communicators and formal and informal processes used to influence people. Leaders at every echelon must understand the mission, intent, and operational concept one and two levels higher. Wind always is described as "fromto" as in "winds are from the east moving to the west." NSF requires a biographical sketch for each individual identified as senior personnel. A description of the weather we had encountered earlier added credence to our discussions with the battle captain. A-96.People is a general term describing all nonmilitary personnel military forces encountered in the area of operation. On another mission, we were told we had legal weather, the forecaster reporting three miles visibility. Then, using doctrinal requirements as a guide, the leader assigns purposes and tasks to decisive, and shaping, and sustaining operations. To develop a COA, he focuses on the actions the unit must take at the decisive point and works backward to his start point. The co-pilot turned the aircraft and started a climb in preparation for an emergency GPS recovery. If the leader determines his tentative decisive point is not valid during COA development or analysis, then he must determine another decisive point and restart COA development. Population statuses overlays can best describe groups and define what feelings the group has toward American forces. Mission analysis answers the four questions of the leader's visualization: The following video explains step 3 of the Troop Leading Procedures. Instructions: The C634 course of action statement and sketch (COA S&S) is worth 20% of the overall C600 grade. Complete. He locates intervisibility lines (ridges or horizons which can hide equipment or personnel from observation). War gaming, depending on how much time is devoted to planning, provides. The COA statement briefly expresses how the unit will conduct the combined arm concept. In general, terrain and weather do not favor one side over the other unless one is better prepared to operate in the environment or is more familiar with it. Military aspects of terrain OAKOC are used to analyze the ground. A-74. The time it takes to complete this is well worth the effort to ensure the command is aware of the increased risk involved. Identifies how the enemy may potentially fight; the leader weighs the result of his analysis of terrain and weather against the higher headquarters situation template. He seeks to calculate the time and manner in which his force (and enemy) can maximize the effects of maneuver, firepower, protection, leadership, and information in relation to the specific terrain, disposition, and composition of each force. Goal is to develop COAs for every feasible ECOA; however, the commander usually limits that option with his guidance. It was a familiar mission; a flight of two UH-60Ls were to fly a five-and-a-half-hour ring route under night vision goggles. He makes significant deductions about the terrain, enemy, and own forces affecting operations. Echeloning and identifying of enemy observation and indirect fires. Deviations or significant conclusions reached during their enemy analysis could positively or negatively affect the battalion's and companys plan should be shared immediately with the battalion, company commander and S-2. The terrain, however, may favor defending or attacking. How will each avenue of approach affect the rate of movement of each type force? This is a demo of how to draw a COA Sketch as part of COADEV (Course of Action Development) for use briefing your Operations Order (OPORD) for MS200. See PAPPG Chapter II.D.2.h (i) for complete coverage on the content and formatting requirements for the biographical sketch. Cover and concealment is just as vital as clear fields of fire. Is it important to me? Likewise, he must understand enemy doctrinal objectives.