TAB A 1st Reconnaissance Battalion Operation Iraqi
Freedom Operations Matrix

TAB B 1st Reconnaissance Battalion Operation Iraqi
Freedom After Action Report

In January of 2003, 1st Reconnaissance Battalion deployed to Kuwait in preparation for combat operations in Iraq. B and C Companies deployed via air transport to Kuwait and trained there for six weeks prior to crossing the line of departure. A Co and H/S Companies conducted training while embarked aboard the USS Anchorage. After arriving in Kuwait the two companies trained for three weeks before combat operations commenced. Company D, 4th Reconnaissance Battalion, Marine Forces Reserve, was mobilized and activated in support of Operation Enduring Freedom/Operation Iraqi Freedom at the Armed Forces Reserve Center, Albuquerque, New Mexico, on 03 February 2003. The company departed to the designated Staging and Integration Area (SIA) at Camp Pendleton, California, for joining to the Gaining Force Command (GFC), 1st Reconnaissance Battalion, on 07 February 2003. The company stayed at Camp Margarita briefly before being forward deployed to the country of Kuwait on 14 February 2003. Upon linking up with 1st Reconnaissance Battalion on 16 February 2003, the company began preparations and workups in earnest and did eventually cross the line of departure (LD) into the country of Iraq and subsequently conducted combat operations, first, attached to 3rd Assault Amphibian Battalion/Tactical Movement Control-South for priority convoy security and escort duties. The company was detached and re-attached to 1st Reconnaissance Battalion on 04 April 2003, and engaged in all subsequent combat operations with the battalion until retrograde. The battalion initially was in general support of the division, but was detached to RCT-1 for the majority of the war. Through a process of trial and error the companies learned to plan and execute fragmentary orders on short timelines. The missions included screens, convoy security, a battalion level deliberate attack, strongpoint key locations throughout a city, casevac recovery, team through battalion sized patrols, defensive operations, blocking positions, personnel and vehicle searches, establishing traffic control points, mounted and dismounted security patrols, reconnaissance in force, humanitarian operations, and raids. This report is a compilation of lessons learned from the letter companies and staff sections in preparation for combat and during combat operations.

читать дальше1. TOPIC: FRAGMENTARY ORDERS AND COMMANDER’S INTENT

DISCUSSION: The battalion conducted multiple missions from short Frags and short timelines and did very well in this mode. After about 7 Frags, platoon commanders raised the concern that on some occasions, they were getting tasks and a scheme of maneuver, but not getting commander’s intent. From that point on, if commander’s intent was not issued with the Frag, the company commander asked for it. Both the battalion and the company immediately improved on issuing commander’s intent with the Frags.

RECOMMENDATION: This is a lesson re-learned: no matter how short the Frag, always communicate commander’s intent. If you communicate nothing else, communicate commander’s intent.

2. TOPIC: VEHICLE ORGANIZATION FOR DESERT OPERATIONS

DISCUSSION: The line company’s HMMWVs required significant modifications in order to make them a feasible platform for employment given the spectrum of possible taskings we anticipated. Some of these modifications were made based on prior experience; others were made as the result of trial and error. Some modifications were not made due to inadequate materials or time, but are recommended.

RECOMMENDATION: The following modifications should be made to the HMMWV:

1. Each vehicle should be equipped with gas spout/funnel
2. 12 feet of tow chain on the front and back
3. Wire cutters
4. Plug kit
5. Slave cable per platoon
6. Power inverter per section
7. Armor plate for turret
8. Mount for thermal optics (PAS-13 or replacement)
9. Do not remove windshields
10. Remove doors (non-armored HMMWVs)
11. VRC mount with speaker
12. brackets to stow AT-4s
13. brackets to stow spare barrel
14. SAW mounts

3. TOPIC: TRAINING FOR MOUNTED PATROLS

DISCUSSION: The company acquired all of the weapons, weapon mounts and equipment needed to conduct mounted patrols approximately two weeks prior to deployment and received its full compliment of vehicles just three weeks prior to crossing the line of departure. Due to these material restrictions as well as competing training interests in CONUS (support to Division Exercises, CAX, etc.) and restrictions on available training areas and time in Kuwait, the battalion was unable to attain proficiency in all required tasks prior to crossing the Line of Departure. Training was maximized given these restraints, but the company only attained familiarity, vice proficiency, in some key tasks prior to crossing the line of departure. Aggressive execution and improvisation by the lieutenants, SNCOs and NCOs ensured mission success, but more training prior to crossing the line of departure would have resulted in less friction during execution.

RECOMMENDATION: More emphasis should be placed on mobile patrolling to include patrolling in urban areas, gunnery package for both the M2 and Mk 19 that includes biannual recertification, night driving, vehicle hides, and maneuver training. Training should be conducted at the section, platoon, company, and battalion level. A combat SOP should be developed for mobilized patrolling from the TT&P developed during this deployment.

4. TOPIC: THERMAL IMAGERY CAPABILITY

DISCUSSION: Lunar illumination during the initial weeks of the war was low. During the C Company’s 26 March 2003 convoy security mission for RCT-1 the illumination was insufficient to conduct security with only night vision devices due to the company’s inability to locate targets/threats under those lunar conditions.

RECOMMENDATION: Every vehicle should have enhanced thermal capability to accomplish assigned missions, PAS-13 does not have the necessary range.

5. TOPIC: COMMUNICATION CHALLENGES

DISCUSSION: Inter-platoon communication was a constant challenge because the PRC-148s lost time consistently. This resulted in a slower tempo and some loss in flexibility within the company.

RECOMMENDATION: If operating solely on MSRs where line of site will not be an issue, use UHF on the 148s as the platoon TAC and have each vehicle monitor company TAC on a PRC-119 or VRC if available. If line of sight may become an issue due to terrain or dispersion, use 119Fs for inter-platoon communications, as allowed by quantity of 119Fs available.

6. TOPIC: ATTACHMENTS FOR ANTI-ARMOR MISSIONS

DISCUSSION: C Company’s first Fragmentary order while in country was a screen mission against a reported 10-12 tanks. Our weapons were limited to AT-4s, Mk-19s and .50 cal SLAP ammunition. Due to time restrictions, we were unable to coordinate for anti-armor attachments. We could accomplish the assigned screen mission (i.e., report, provide early warning and fight only in self defense), but we had no way to interdict armor with organic weapon systems.

RECOMMENDATION: Each company should have limited anti-armor assets that range out to two kilometers for standoff and force protection. If anti-armor assets cannot be attained for the company TO&E, then anti-armor attachments should be provided when assigned a mission where contact with enemy armor is probable or likely.

7. TOPIC: T/E

DISCUSSION: Valuable pieces of equipment at the company level were sniper rifles, long range optics to include 15 X 80 binos, thermal imagers, NVG’s, HMMWVs, and heavy machine guns in that order. Snipers were very important in this operation. Their specialization in observation skills and knowledge of optics were critical to mission accomplishment. During several engagements, their ability to engage specific targets at long range prevented collateral damage. PVS 7B NVG’s are still in use throughout the battalion. These are restrictive because both eyes are covered up.

RECOMMENDATION: Sniper school and other observational skills need to receive higher priority within the battalion training plan. The battalion needs to upgrade to PVS-14s to outfit its whole T/O. PVS 14s offer the ability to see with both eyes keeping one on night vision and the other free. The above listed items will assist the Marines in every environment. T/E changes should be addressed to incorporate the above.

8. TOPIC: C2

DISCUSSION: Companies built their C2 structure to support maneuver operations in this environment. The fight was at the company and platoon level throughout much of this operation.

RECOMMENDATION: The recon community is flexible enough to adjust to these environments. I do not believe that we need to look like an infantry battalion. Our success proved that we can structure our companies to fight this fight and revert back to traditional recon operations if needed.

9. TOPIC: ASSIGNMENT OF A “DUTY COMPANY” OR “QRF” AS AN SOP WHENEVER THE BATTALION IS IN A STATIC POSITION FOR AN EXTENDED DURATION

DISCUSSION: While at Qalat Sikar airfield, C Company was tasked on very short notice to provide an escort for the CO from the airfield to RCT 1’s COC. The timeline given in the Frag order from the Bn ROC was to be prepared to move in 25 minutes, an unrealistic timeline given the issues that needed to be resolved.

RECOMMENDATION: When the battalion is in a static position for extended periods of time, assign responsibility for a “Duty Company” or QRF as SOP. The assignment of the duty company should include a readiness status, such as be prepared to move within 15 minutes. This will ensure that the duty company is capable of meeting tight timelines that will undoubtedly arise.

10. TOPIC: MEDCAP IN AN URBAN ENVIRONMENT

DISCUSSION: Third Platoon, C Company was tasked to set up a MEDCAP to give assistance to the civilians of Shantytown while maintaining a military presence in the town. Once the platoon stopped a mob of civilians, mostly children swarmed the vehicle. Dismounted security was barely able to contain and manage the civilians.

RECOMMENDATION: A MEDCAP in an urban environment requires a company (-) to conduct securely. One platoon will be responsible for the MEDCAP and local security around the MEDCAP, while another platoon is solely responsible for establishing a perimeter around the MEDCAP station(s) and maintaining overwatch. The security platoon should reinforce the perimeter with the vehicles. The location should be one in an open area away from vehicle traffic. Concertina wire should be set out 10-15 meters from the vehicles as a limit of advance for the crowd and completely surround the perimeter. An ECP should be established at the concertina. The individual requesting aid should be searched at the ECP and escorted to the center of the perimeter where the corpsman is staged and ready to give aid. After care is complete, the individual is escorted to the concertina and another one returns to get aid from the corpsman.

11. TOPIC: BLUE FORCE TRACKER

DISCUSSION: The Blue Force Tracker proved to be an outstanding navigation tool and a good back-up communication tool. Having the ability to pull up overhead imagery of a built up area that displays an icon symbolizing your location within the built up area enabled precision navigation. Navigation in built up areas and cross-country would have been greatly complicated without this tool.

RECOMMENDATION: The Marine Corps should procure this system permanently and field it down to the platoon level. Users of the BFT must use map, compass and odometer as a back up in the event the BFT goes down. Ideal BFT fielding for the company would be 5 systems: one for the Co HQ, one for each Plt HQ and one for each Plt point vehicle.

12. TOPIC: CONTINUOUS COORDINATION WITH ADJACENT UNITS

DISCUSSION: Third Platoon, C Company was tasked with conducting a mounted patrol in a suburb north of Baghdad. As per the Battalion OpOrder, Company C was the ME and the sole company tasked with conducting patrols in the suburb during the time. Prior to departure the platoon commander ensured that no adjacent units would be patrolling in the town while third platoon was assigned to the zone. He made a face-to-face with an adjacent company’s platoon commander and agreed upon an easting to divide the platoons. While patrolling in the suburb, the platoon ran into another platoon from the adjacent company on one of the feeder roads in the town. They were static and surrounded by hundreds of civilians and Third Platoon had to stop in the middle of the road to allow them to push the civilians back so we could pass. The road was narrow and both platoons (eight vehicles) were crammed into a 50-meter stretch of road surrounded by buildings for several minutes. The company ROC was not aware of the adjacent company’s presence nor their intended route or planned time in the city.

RECOMMENDATION: All patrol routes must be approved at the battalion level. No patrol exits friendly lines without required coordination being completed. At a minimum the Platoon Commander and Vehicle Commanders should get a face to face with any maneuver unit that may end up in their RAO to include the QRF and aircraft. Time should be set aside to war-game unplanned linkups and unscheduled emergency extracts. Platoons need to be prepared with air-panels, IR strobes and always approach other units in as non-threatening manner as possible. If a unit is going into another unit’s zone coordination needs to be done at the Bn ROC, Company to Company or, at a minimum, over Battalion TAC-1.

13. TOPIC: SETTING IN A BATTALION PERIMETER

DISCUSSION: Setting in the battalion perimeter was extremely painful the first several times we did it. Either every company would try to set in their sectors simultaneously or the company would not wait until the company it was tying into was set. This was further complicated by a tendency by leaders to be hesitant to dismount from their vehicles to get the platoons set. This would cause the company to get the vehicles set in and then have to adjust because the companies on the left or right were not set.

RECOMMENDATION: Through trial and error, C Company found the following technique the most efficient for setting in a perimeter/coil: wait for the company you’re tying into to get set. Have the company call you on Bn TAC when all their vehicles are set. Platoon Commanders will then dismount, walk to the spot they want each vehicle and call the vehicles, via radio or hand and arm signals, forward to its position one at a time. This ensures that the leaders have walked the ground prior to setting in the vehicles and prevents having to adjust the vehicles’ positions unnecessarily.

14. TOPIC: HEAVY MACHINE GUN TRAINING AND FIRE DISCIPLINE

DISCUSSION: The first time C Company took enemy fire, every gun in the company opened up on the threat and fired many more rounds than the amount needed to suppress the threat and gain fire superiority. Gunners virtually had a free rain to engage targets until the company began stressing fire discipline from the top and developing SOPs for engaging targets and ensuring fire discipline. This was due to a training shortfall. The company never formally trained on Alert, Description, Direction, Range, Assignment, Control (ADDRAC) or fire discipline. The company also failed to develop SOPs for using ADDRAC as a tool for engaging targets.

RECOMMENDATIONS: Be cognizant of the fact that the first time your Marines are taken under enemy fire, their gut reaction will be to put as much firepower onto the threat as possible. They’ll get better at controlling fire discipline instinctively the more they “get used to” getting shot at. Train on ADDRAC and instill it as an SOP. This is an easy hip-pocket training subject that can be done with virtually no training aids. Train your gunners to fire to gain suppression, assess and then fire if necessary. Train the gunners to take a full breath after each burst before putting another burst downrange. This will help them to pause to assess. Continue to maintain proficiency by having quarterly machine gun shooting at the company and battalion level. When the company has a shoot, the platoons can send four or five Marines out to fire. It would also be beneficial to send one or two Marines per platoon to advanced machine gun courses.

15. TOPIC: COMBAT REPORTING

DISCUSSION: Recon Marines are trained on reporting procedures more than any other Marines. Despite this, the company’s combat reporting was grossly inadequate initially. Every report came as a narrative, vice a succinct, SALT REP, SITREP, or SPOTREP. This caused a delay in reporting the situation to battalion as the company tried to decipher the long narrative. The company had to continually instruct the teams and platoons to make their reports in standard formats, vice narratives.

RECOMMENDATION: Never accept any report in training other than specified formats. “Beat your Marines up” constantly on this issue to ensure its second nature.

16. TOPIC: DISCIPLINE AND CONTINUING ACTIONS

DISCUSSION: Even disciplined Marines will “drop their pack” on discipline and continuing actions when they’re tired. The best Marine’s alertness and vigilance will slide as he becomes accustomed/acclimated to the combat environment. This occurred at all levels of leadership in the battalion at one time or another. In all my professional and mental preparation for combat, I always told myself this would never happen to me, but on occasion, it did. It’s now my belief that this does not occur due to malicious intent or laziness, instead it occurs because it’s human nature.

RECOMMENDATION: Even the best Marines will constantly have to be reminded to conduct continuing actions, remain vigilant and constantly assess their tactical situation. Leaders must continually evaluate their unit’s tactical situation and continuing actions. To do this 24-7, leaders must employ “back-ups” – other personnel who are specifically tasked to check these actions, so when the primary’s level of alertness is dropped, the issue is still being addressed. Develop and use other tools like continuing action checklists that you can refer to when you’re tired and “brain dead”.

17. TOPIC: EQUIPMENT

DISCUSSION: Equipment which worked well:
a. AN/PAS-13 thermal sight.
b. AN/PVS-17B/C infrared sight.

Equipment which did not work well:
a. PRC-148 MBITR radios. -The PRC-148 MBITR radios work well during foot patrols, but are less effective during mobility operations.

Equipment needed:
a. M40A3 sniper rifle with rail system to employ PVS-9/10 night vision sights.
b. Suppressors
c. Helmet mounts
d. SASR .50 caliber sniper rifles.

RECOMMENDATION: We need to maximize our night fighting capabilities by conducting additional training with NVG. Most marines don’t know how to adjust the NVGs that we have to get the optimal performance out of them. It would help the training effort if we were able to mount the devise to the helmet in a more permanent and stable manner. The one piece helmet mount would make using the NVGs much easier and help to change the mind set of how and when they are used. We have a definite advantage over the enemy in this area and should take advantage of it.

The PRC-148 did not have the range or power needed to conduct vehicle operations. We should use PRC-119s whenever possible.

Snipers are a force multiplier in urban operations. They bring outstanding observation skills to the battlefield. They can also take advantage of operating at night. Suppressors can add to stealth and at least one per team could be beneficial. The company’s one SASR is with 1st platoon, who is currently attached to the 15th MEU. The weapon drastically increases the sniper’s already stated advantage and effectiveness.

18. TOPIC: MINDSET FOR MOUNTED OPERATIONS

DISCUSSION: Mounted operations require a huge readjustment of perspective, especially for reconnaissance units accustomed to stealthy, foot-mobile patrolling. Limited attempts at concealment can be made, such as driving blacked-out at night and using camouflage netting when static, but the overall mindset must be one of force, not of stealth.

RECOMMENDATION: Train aggressively; by developing a frontal attack mentality that the reconnaissance Marines can understand and which will help them make the mental adjustment. To use a football analogy, develop a linebacker or fullback mindset. One that is developed, the Marines will not be hesitant to take the fight directly into the enemy’s face. Begin instruction at the Basic Reconnaissance Course in mounted, light vehicle type patrolling and tactics in order to meet the demands of this type of reconnaissance employment technique in future operations.

19. TOPIC: PROPER USE OF NIGHT VISION AND THERMAL EQUIPMENT

DISCUSSION: During night movement and in stationary positions we, as a battalion, did not use the equipment that we had on-hand to its potential. The limitations of the Iraqi’s night vision capability should have been exploited to the fullest. Making night turn into day also helps our Marines spot and identify targets.

RECOMMENDATION: During movement the lead element should have the bulk of our night vision and thermal capabilities. The lead vehicle should not carry the illuminators but the next vehicle behind it should, this would illuminate the area to the front increasing the range of vision by at least 100 meters. Stopping and observing with the thermals would tell the Marines in the vehicles where to look for personnel or targets up to 1000 meters ahead with ease. The amount of time that it takes to conduct these stops would more than be worth the time lost traveling.

20. TOPIC: PROPER EMPLOYMENT OF VEHICLES

DISCUSSION: Moving to the Dispersal Area was the first time that the company tactically maneuvered with all of its vehicles. The fact that the platoons were given vehicles and weapons systems at last minute is known and explains why the teams appeared to be tied to their vehicles. When contact was made and vehicles moved into position, their team members stayed in the vehicle most of the time instead of dismounting, except for the gunner who has to suck it up and employ his weapon system.

RECOMMENDATION: A good vehicle-patrolling package put into the company’s training plan prior to the platoons deploying would cover all the areas that need it. There are plenty of training areas in California and Arizona to accomplish all that is needed to ensure our Marines are ready to conduct these types of operations. Personal note on this, I believe that we can employ vehicles in almost all patrolling environments. Since Recon BN does not have a deep mission we should be able to support our teams with vehicles.

21. TOPIC: OPTICS THAT MATCHES THE WEAPONS SYSTEMS FOR PROPER TARGET IDENTIFICATION

DISCUSSION: The optics that we had did not match the distance that we could employ the weapons systems. With target I.D. being such an important thing, we need to look into purchasing optics that will greatly increase the range that we can identify targets.

RECOMMENDATION: There are many optics on the market today and they are getting cheaper every year. We should stay away from digital zoom and stick to optical zoom power up to 40X after that digital zoom would be ok. Digital stabilization is a must for any optic that is going to have that much optical power and having a simple plug in for taking digital stills through any optic would assist in confirmation. These items are on the market at reasonable prices.

22. TOPIC: WEAPONS RANGE

DISCUSSION: The M-4 and M-16 were limited to what they could engage while traveling in vehicles. The standoff that the .50 gave us was great but the other weapons that we had could not be employed. The snipers were at about max range but could have taken shots if necessary.

RECOMMENDATION: If the M-16A4 with high powered optics can reach out and touch the enemy at long distances then we need to have a few in each team. Don’t get me wrong I think the M-4 is a great weapon for in city fighting from 100 to 300 meters. A weapon mix may be what we need to look at.

23. TOPIC: MOBILIZATION OF RESERVE COMPANY

DISCUSSION: The company as a whole was prepared for the mobilization process. The mobilization mindset had been previously instilled in the minds of all hands so when the word came down, there were no real surprises. Solid success on the last MORDT and plenty of lead time given the current world situation negated any real issues of refusal or delay of mobilization orders. Problematic issues included the accession of site-lined (SGU vs. SGV) personnel to the deployment roster and the administration required in the gaining of corpsmen. The Inspector/Instructor staff did a good job of supporting the mobilization effort. All hands including both the company and I&I staffs worked fairly well in concert towards a successful mobilization.

RECOMMENDATION: The single greatest improvement to the mobilization process would be to have the family readiness brief given the FIRST day of mobilization, rather than the LAST night. The negative impact this had on precious remaining time left with loved ones as well as time left in which to accomplish critical family readiness tasks was felt throughout the chain of command. Furthermore, the family readiness brief needs to be carefully tailored to fit the specific needs as well as realities of Marine families. By using the organic assets on site at Kirtland AFB, many families received information that led them to believe that MWR issues would be commensurate with the standard of living that the Air Force enjoys – a marked contrast from what the Marines enjoy. All personnel assigned to RUC 14705 should have been mobilized. Navy corpsmen need to be mobilized with the company from day one, not handled through a totally different system – this matter caused the company to deploy forward without three of its four corpsmen due to the existing timeline. Focus on MORDT preparedness was crucial.

24. TOPIC: ACTIONS AT THE STAGING INTEGRATION AREA

DISCUSSION: Traditionally, the expected time given for a reserve unit to complete preparations prior to being forward deployed into a theater of operations is approximately thirty days. In this instance, the company, in effect, had six days. This was wholly inadequate given the mission and equipment requirements needed by the company to fall in on its active duty battalion. T/O and T/E shortfalls will be discussed later. With the entire battalion and almost the entire division already in theater, support for training was virtually non-existent to minimal, at best. The availability of ranges, ammunition, and most other items of training support were generally unavailable. The battalion rear party did a great job in providing what limited support they could, but had the company been at the SIA for the full thirty days, effective training would not have been possible. Company D was unable to adequately prepare for its mission upon joining the battalion.

RECOMMENDATION: While a 30-day SIA workup period would be desirable, as in this case it is not always possible. In this event, it is recommended that the unit be mobilized at the earliest possible date, preferably while elements of the GFC are still at the SIA in order to facilitate a worthwhile workup for the reserve unit prior to being forward deployed. Should the GFC already be forward deployed, contingencies must be in place to help facilitate adequate training upon the unit’s arrival.

25. TOPIC: TABLE OF ORGANIZATION REQUIREMENTS FOR RESERVE COMPANY

DISCUSSION: Guidance from the GFC was fairly specific regarding the personnel assigned to the company deploying. Of particular note was the fact that site-lined personnel (SGU vs. SGV) were left behind. Forgotten in this was the reality that by virtue of being a part of the company, these personnel are already functioning members of the command and perform critical tasks required for the company’s success (communicators watch standers, etc.). As a result of this decision, the headquarters platoon was significantly under strength. Upon arrival in theater, it became immediately apparent that all available personnel could have been gainfully employed despite their MOS or site line distribution.

RECOMMENDATION: If companies in 4th Recon Bn are to maintain the “habitual relationship” concept of employment, then the T/O of the company must mirror that of the companies in the battalion with which it has the habitual relationship. To do otherwise would engineer a significant disadvantage for the reserve company from the outset and pose problems with the integration to the GFC. It is ill advised to “break up” the company based solely on “site line” issues. Either do away with site lining personnel altogether, or be prepared to deploy the company in total.

26. TOPIC: T/E REQUIREMENTS FOR RESERVE COMPANY

DISCUSSION: Company D had been chopped to join a battalion which had been tasked with performing a non-traditional mission: A mobile, heavy/medium machine gun-mounted capability was identified. Early in 2002, the company was tasked with developing a mobile reconnaissance capability, but no additional vehicle assets were provided to give adequate lift for the company nor were any medium or heavy machine guns provided. The GFC identified the requirements in late November of 2002; still no additional vehicle or weapons assets were sourced. The command was advised by HHQ that all vehicles (and weapons) would be sourced and provided. The end state of this discussion was that the company was unable to cross the LD with the rest of the battalion. The vehicle assets that were sourced for the company (by the I&I) were sourced after the company had already left CONUS. Further, these vehicles were sourced from across multiple units in 1st Marine Division; in unknown condition and reliability. The company’s heavy and medium machine guns also had to be sourced – in this case, they were sourced from the reserve artillery regiment – also after the company was forward deployed. The company’s vehicles and weapons did not arrive until several days after the commencement of hostilities. Several more days were required to upload mission essential equipment and ammunition, mount the machine guns and make all other necessary preparations for conducting combat operations.

RECOMMENDATION: It is absolutely essential that the T/E of the company mirror that of its habitual relationship unit. In this case, the company was unable to link up with the battalion equipped properly and properly able to prepare, train, and develop the tactics, techniques and procedures necessary to be an effective attachment for the battalion. This deficiency was offset by a strong mindset and will to succeed on the part of all hands. When equipment finally did arrive, the company was forced to complete preparations for combat without being able to execute rehearsals, test-fires, and all those other traditional preparations for combat that the rest of the battalion enjoyed.

27. TOPIC: INTEGRATION OF INSPECTOR INSTRUCTOR STAFF AND OTHER AUGMENTEES

DISCUSSION: Despite considerable debate on this topic, no real value was gained in terms of the company’s ability to integrate and conduct operations with its GFC by the integration of I&I staff members into the company T/O. For Operation Iraqi Freedom, the Operations Chief, Company Gunnery Sergeant, Communications Chief, and Corpsman were I&I Staff members. The presence of the communications chief was the single exception, as the company did not possess a properly qualified comm. chief. Several augmentees were joined to the company; one officer, one staff NCO and one NCO. Again the overall value to the command was questionable.

RECOMMENDATION: In the final analysis, the commanding officer should be the final authority in determining which non-company personnel should be augmented as he is the best judge of their value to the command. SGU-coded and non-MCT Marines were not allowed to deploy with the company, though essential while clearly non-essential personnel deployed. Company D executed all missions and taskings thoroughly, professionally and honorably during both combat and stabilization/humanitarian operations. The company sustained no friendly WIA’s or KIA’s. The concepts pertaining to mobilization, deployment, and training of reserve component units has, in large part, been validated.

28. TOPIC: PERSONNEL

DISCUSSION: There was a huge “value-added” by school-trained snipers and Special Amphibious Reconnaissance Corpsmen. Snipers and medical personnel were the most involved and most critical players during the highest points of combat.

RECOMMENDATION: School-train or even cross-train personnel as much as possible on the skills of sniping and medical treatment.

29. TOPIC: INTELLIGENCE RELATED TRAINING

a. SUB-TOPIC: SOFTWARE.

DISCUSSION: Over the past year, the S-2 integrated Special Operation Forces Mission Planning Environment – Maritime (SOFMPE-M) software training into the POI of battalion level team leader (TL) courses. The primary program of choice to teach, that facilitated small-unit mission planning through digitized maps and imagery was Falconview, developed under the Pre-Flight Planning Software (PFPS) by Georgia Tech Research Institute. Also introduced was PFPS Version 3.2’s Combat Flight Planning Software (CFPS) which provides commanders and team leaders the ability to plan and time detailed routes while viewing effects of digital terrain elevation data (DTED) as well as Controlled Imagery Base (CIB). Though students of the TL course were forced to use the software during a mission planning practical application and subsequent confirmation brief, the skills were not reinforced periodically enough to maintain any level of proficiency. Additionally, this “refresher” instruction should be extended to all platoon and company commanders (0203s receive training on PFPS as part of their MOS pipeline) for their use in detailed mission planning as well. One other program that will also increase our small unit leader’s self-sufficiency is the Solar, Lunar, Almanac Prediction (SLAP) program. SLAP uses algorithms to calculate/predict astronomical data (sunrise, sunset, illumination, EENT, BMNT, etc) and extremely user friendly.

RECOMMENDATION: TL’s should be introduced to this software and its capabilities and at a minimum, should be required to integrate it into their mission planning for training evolutions at least one time per month. Though primarily an S-2 function, all officers should receive initial and periodic training on PFPS. The program has tremendous utility to commanders as well as other staff commodities (S-3, S-4, S-6). This effort will increase autonomy and promote decentralization in planning across the commanders and staff. At a minimum, our leaders should understand how to load and manipulate map data - including DTED and CIB, be able to build an overlay, and construct, manipulate, and calculate a route.

30. TOPIC: SYSTEMS

a. SUB-TOPIC: C4I.

DISCUSSION: Current T/O & E of a reconnaissance battalion does not include any data-link equipment (MUCS, Smart-T, TRC-170, 93- Spoke Van, Trojan Spirit II) that enables the battalion to independently establish Secret Internet Protocol Router Network (SIPRNET) or other networks to higher or adjacent units. This places the battalion at a significant information disadvantage when operating independently, away from the Division G-6/G-2. Three vital capabilities that “conductivity” would provide the battalion include: SIPRNET, classified e-mail, and the ability to view and manage the Common Operational Picture (COP) via Command Control Personal Computer (C2PC).
Approximately two weeks passed between the time Recon Battalion crossed the line of departure and when they linked up with The Division Main just outside of Baghdad. In that short period, the S-2 accumulated 1,574 e-mail messages, some of which admittedly, were weather update and chemical downwind-related messages. These messages combined amounted to less than 10% of the total number received. This over-dependence on systems enabled RCTs with conductivity the ability to maintain a clearer picture of the battlefield to include timely indications and warnings (I&W) from HUMINT and SIGINT sources. Recon Battalion attempted to mitigate the effects of its known lack of connectivity capability through aggressive research on SIPRNET prior to crossing the LD, using VIASAT (PSC-5) and Blue Force Tracker (BFT) as limited e-mail assets, and by acquiring a Signal Support Team (SST) from 2nd Radio Battalion (on lease from RCT-1). Other than the BFT’s ability to provide current information on friendly unit locations, the above actions taken could not provide an accurate, up to date perspective on the fluid enemy situation of Iraqi military and paramilitary forces.

RECOMMENDATION: Division must understand and compensate for the fact that separate maneuver battalions do not have the same data connectivity as the RCTs. Their TTP for information dissemination and duration of taskings must be adjusted accordingly. Increased connectivity will undoubtedly provide the commander and his staff with an invaluable resource when it comes to tracking the battle or coordinating future operations. However, the increase in size and weight of the unit could be negatively impacted. An effort needs to be made to investigate the possibility of procuring the minimum, appropriate equipment in order to establish some of these vital links. The data requirement of modern combat will only increase; therefore it is imperative that good data be collected on costs and personnel increases before the concept is developed and briefed to a forum such as the ROAG. Reconnaissance battalions should not be left behind in this regard.

b. SUB-TOPIC: EQUIPMENT TO PROCURE (PLOTTER, ZIP STICKS)

DISCUSSION: The Dell laptop purchased by Division G-2 specifically for this deployment for each MSE proved its weight in gold time and time again. Its speed (2+ GHz processor and 1 GB of RAM) and versatility enabled the S-2 to cut routes using 1m CIB on the hoods or front seats of HMMWVs without delay. Though not a hardened CF-28 “Toughbook,” the Dell survived the sands of Iraq although the same cannot be said with regards to data-transfer (i.e. –floppy disks, CDs, etc). Additionally, the S-2 systems were relied upon heavily to reproduce city graphic, 1:25,000 maps to scale in support of Phase IV operations in Baghdad. A color, HP 4550 laser jet printer was used to produce pieces of maps (8.5” x 11”) that were fit together to create the end product, a time consuming project to say the least.

RECOMMENDATION: Fast, versatile systems in the S-2 are a must given the amount of data stored and retrieved by digital mapping programs such as Falconview. Recommend the upcoming NMCI issue proportionally accommodate that need. With regard to data transfer and file sharing in the desert, it is recommended that the battalion open purchase “zip memory sticks.” At under $100, these tiny devices (1/3 the size of an index finger) can plug and play into any USB port and hold up to 100MB of data without programming software, cables, or plastic bags (used to store all of our 3.5” floppy disks). They take up minimal space, do not scratch like CDs, and won’t fail after 2 uses, like the floppies. The other item to procure for both rear and deployed operations is a plotter. The battalion S-2 used to own one but it was evacuated to 11th Marines almost two years ago. Start-up costs would exceed $1000 and ink is not cheap but having the ability to reproduce large scale graphics, including maps, will facilitate the S-2’s product development mission and cut down on battalion requests to combat camera.

c. SUB-TOPIC: BLUE FORCE TRACKER AND S2

DISCUSSION: The interest of this sub-topic demands an AAR in and of itself therefore, the focus of this portion deals specifically with a recommendation on how to expand the capability, or use, of the BFT.

RECOMMENDATION: The performance of the BFT in this campaign is sure to win it a spot in every HMMWV shortly down the road. Although its capabilities have been proven with extreme success, it can go one step further: RFT or, “Red” Force Tracker. On rare occasion, the BFT did display threat icons, be it confirmed armor formations or known surface-to-surface missile sites, but these icons were not frequent enough. Again, with conductivity and C2PC, RCTs are able to track the complete COP as it is maintained by higher echelons (Division and MEF). Considering the fact that these upper echelons also have pipes to theater and national level overhead collections platforms contributes to the validity of that battlefield “picture’s” completeness as our assets know it. Recall however, the pipes that feed the COP are established in stationary COCs but the BFT is available on the move. If we conceptually combine the two capabilities, the COP becomes available in every passenger seat of every vehicle in which it is installed. Theoretically, this would require some inter-service, intelligence and systems personnel to manage the database but it is not far out from reach.

31. TOPIC: EMPLOYMENT

a. SUB-TOPIC: T/O IN FORWARD

DISCUSSION: For the first couple of weeks, the battalion operated C2 from the forward command element whose personnel configuration had depth in every billet vice one, intelligence. Given the lack of systems and at some times, nets, the intelligence officer could conduct sustained ops without fail thus justifying this T/O.

RECOMMENDATION: If the mission were to call for a battalion (-) contingent where the forward element served as the C2, then, depending on anticipated duration, the intelligence section would require at least one other Marine to cover the sustained watch, conduct debriefs, etc.

b. SUB-TOPIC: DRAGON-EYE

DISCUSSION: Bottom line, this asset was under-flown perhaps due to the fast pace of battalion’s maneuver. By thinking outside of the box, Dragon Eye could be flown in support of maneuver. There is no rule that states the UAV needs to return to the same point from which it was launched therefore, why not employ the asset on the move by keeping it two kilometers in front of the lead trace with a planned landing point based on projected speed and time/space analysis?

RECOMMENDATION: Knowing that to plan, launch, and execute a mission takes no more than 10 minutes, one could continue to plan waypoints and loops that coincide with forward movement. This way, with a battery that lasts an estimated 50 minutes, one mission could cover 30 km (22 km beyond the “inside the box” 8km range –whose limitation is based on aircraft to antenna alone). As long as the UAV operator remained no more than 8 km from the aircraft, the convoy could continue to use the UAV to screen forward or to the flank of its movement. And if the convoy had to stop or speed up, the UAV could be dynamically re-tasked to adjust. Recommend experimenting with this concept aboard Camp Pendleton or abroad in order to further develop TTP in its employment. Additionally, the battalion needs more school trained pilots and the authorization of those pilots to “train the trainers” within the battalion. These assets will begin pouring into the Marine Corps system starting in the summer of 2003 with Recon Battalion on the list of recipients. It is recommended that the battalion maintain at least one pilot per platoon, particularly the platoon heading out with the MEU (SOC), as an increased T/E in Dragon Eye would allow Recon Battalion the flexibility of chopping one UAV to the platoon going on that deployment.

32. TOPIC: SUPPORT FROM HIGHER

a. SUB-TOPIC: TRANSLATORS

DISCUSSION: Two translators per battalion might have sufficed had one of the two not departed prematurely. The fluid environment coupled with a predominantly asymmetric threat meant that our best I&W consistently came from spontaneous interviews with locals and/or EPWs and DPs. Although not vetted, these sources often provided accurate information on the enemy and terrain, particularly when it came to Fedayeen and Ba’ath Party ambushes, a critical piece to our intelligence picture and subsequent decision making process.

RECOMMENDATION: Even with a pool of Foreign Area Officers (FAO), Regional Area Officers (RAO), Iraqi Freedom Fighters (IFF), and Human Exploitation Teams (HET), there are never enough linguists/translators to go around. Prior to Phase IV, our battalion could get by with two interpreters (one up front, one in the middle or rear of the convoy) however, we made due with one. When traveling on restricted routes, the battalion was often delayed while waiting for the “translator to appear” as he walked from one end of the vehicular column to the other. Also, at times, we had a influx of EPW’s which also required a translator. Infantry battalions, who possess significantly more firepower than Recon Battalion, and are often not employed forward or to the flank of the Division, do not require an equal amount or more interpreters. Recommend this argument be captured for future reference when assigning interpreters throughout the Division.

33. TOPIC: OPERATIONAL TEMPO DURING TRAINING

DISCUSSION: During Operation Free Iraq, this battalion was unprepared to conduct missions at the operational tempo required. Although we quickly adapted to the situation, our mindset going into this campaign was wrong. Had we looked harder at the operational tempo of previous conflicts during the maneuver warfare area we would have realized that 1. We would not be tasked with a traditional reconnaissance mission. 2. That we would have to make changes to the way we are structured for combat. 3. That our mindset was wrong. We would have to become more mentally agile, able to adjust on the move and during execution. Finally we would have to be more aggressive in nature.

RECOMMENDATION: Speed up the planning process during training. Intentionally leave out key points in the enemy situation, or provide wrong information to force the marines to think on their feet. Give them the normal work up or preparation time for a traditional reconnaissance mission, but task them with maneuver missions as well, in which case planning time should be restrictive in nature.

34. TOPIC: C2 AND LOGISTICS

DISCUSSION: During OIF the Battalion conducted operations and logistics from the Reconnaissance Operations Center and Logistics Operations Center respectively. The two were disjointed and often times caused for reactive logistics vice proactive logistics due mainly to the lack of communication and information flow between the two tents. To be successful the S-4 shop was constantly seeking information from the S-3 to avoid being an afterthought to the mission at hand.

RECOMMENDATION: While the ROC/LOC is a good setup for the detailed planning and precise execution of traditional reconnaissance operations our mission was more tailored toward a COC where the S-3 is the center hub and the spokes are all other commodities passing and receiving information through him. A setup like this would allow for better staff planning and overall support of the battalion through increased SA.

35. TOPIC: EMBARKATION PERSONNEL

DISCUSSION: During OIF the Battalion conducted its first full unit deployment since its reformation. This was done without an embarkation NCO that the battalion rates thus drawing from other commodity sections to pick up the slack. LCpl Cowee was the sole 0431 in the Battalion at the time.

RECOMMENDATION: Recommend the Battalion be staffed to T/O for its 0431s. We currently rate a Sgt and a Cpl 0431. There is also a U coded SSgt 0431 on the T/E. The newly arrived PFC that checked in during OIF should help stop the bleeding once we arrive back to Camp Pendleton.

36. TOPIC: EQUIPMENT AND PERSONNEL REQUIREMENTS TO OPERATE AS AN INDEPENDENT BATTALION

DISCUSSION: In OIF the Battalion was tasked to operate as a separate maneuver battalion. With this came equipment and personnel requirements that we had not had to deal with in the past. IOT ensure that the Battalion was mobile and could accomplish the assigned mission successfully the following gear and personnel had to be attached:

(4) HMMWVs
(2) MRC-145s
(5) 7-ton cargo trucks (with reservist drivers)
(6) US ARMY 5-ton cargo trucks
(1) 900 gal fuel sixcon
(4) MEP16 generators (with one generator operator/mechanic)
(2) 116 trailers to pull the generators

RECOMMENDATION: The Battalion T/E should be filled to reflect what we rate, especially in a time of war. Adjustments should be made on the battalion side to identify the requirements beyond what the T/E allows.

37. TOPIC: DETERMINATION AND FULFILLMENT OF LOGISTICAL REQUIREMENTS

DISCUSSION: The determination of the battalion’s internal logistical requirements worked well throughout the operation, once the “company gunny” mindset was broken. DOS is not the recommended way to track supplies on a battalion level. The companies turned in their maximum carrying capacity and the amount they had on hand of Class I and III. Class V was kept in form of a MUREP. All were turned in on a daily basis. With this information we could push supplies to the company’s based off a calculated consumption rates and percentages on hand rather guess what a DOS was for a particular company. This level of detail was not expected by all due to the fact that for the majority of battalion/division exercises we take to the field what is needed and when it runs out, we come home.

RECOMMENDATION: Extend the length of exercises IOT truly exercise the supply and logistics sections.

38. TOPIC: COMBAT SERVICE SUPPORT LIAISON CELL

DISCUSSION: The Battalion was in a constant support relationship shift from the moment we arrived in Kuwait. As we moved from GS to the Division and attached to RCT1 so did our CSS support relationships. Often times communications between our supporting agency and us were not effective. When gear was evacuated to higher echelons of maintenance, getting status on it was unheard of, other than it was “passed” to higher.

RECOMMENDATION: Recommend that the Battalion attach a liaison cell to the CSS headquarters. This will allow him to adjust to any shift in our reporting relationships and ensure that our requirements are not lost or forgotten about as we shift. A Sgt could handle any and all supply work that was done in the field during OIF. Our higher echelon of Supply knowledge will better serve us in the future as liaison cells with our higher supporting agencies. Communication between the battalion and them will be priority witch will further expedite supply support.

39. TOPIC: IRIDIUM CELL PHONE USED FOR SUPPLY/MIMMS DATA

DISCUSSION: Requisitions were submitted over the Iridium Cell Phone to a webpage set up by CSSG-11. The CSS Unit would pull and load the Atlas Data into the Mainframe Computer and post the subsequent info to the same webpage for us to review.

RECOMMENDATION: The concept was good but the parts were just not available and/or couldn’t be tracked. This idea needs to be further looked into for all aspects of data transfer, it has promise.

40. TOPIC: ATTACHING MECHANICS TO THE LINE COMPANIES

DISCUSSION: Each line company was attached (1) 3521 Motor Vehicle Mechanic during OIF. His mission was to make quick fixes and assessments of broken vehicles. If the assessment of the broken vehicle was above his ability to fix, due to tools or parts, a call was made to the Battalion contact team for assistance. This method of vehicle maintenance saved to battalion and its maintenance section a great deal of time throughout OIF.

RECOMMENDATION: Recommend this method be continued in the future. The Battalion needs to purchase (1) general mechanic tool kit per mechanic it has.

41. TOPIC: VIASAT AND PSC-5 FOR LOGISTIC DATA COMMUNICATION

DISCUSSION: Our S-6 section did a great job of schooling up the S-4/S-1/Supply sections on the use of the PSC-5 ViaSAT for the passing of data to our supporting agencies. Not having access to SIPR net, this method of communicating proved invaluable.

RECOMMENDATION: Further training needs to be conducted in the rear to ensure that each watch stander in the LOC is familiar with the operations of the ViaSAT as well as all other communications equipment it may have to utilize. Further time needs to be devoted to TACCHAT for the use of Administrative/ Logistical data transfer.

42. TOPIC: AERIAL RESUPPLY / AIR DELIVERY

DISCUSSION: The Commander of CSSG-11 briefed the Battalion that we would primarily be resupplied via air that the FSSG had in DS. During OIF we received (0) air resupplies. We did, however, have our extra NBC suits palletized and prepared for air delivery due to the fact that we did not have sufficient lift to carry them ourselves. In the event that we needed the second suits, they were to be air dropped in the vicinity of our decontamination site.

RECOMMENDATION: Don’t rely on air, no matter who tells you that its good to go. If it wasn’t for our secondary means of resupply we would have spent more than a day of (1) MRE a day.

43. TOPIC: IRIDIUM PHONE AND ACCESSORIES

DISCUSSION: The Iridium satellite cell phone proved itself to be a valuable tool as a coordination asset and last line of communication during Iraqi Freedom, but not an infallible one. On numerous occasions calls could not be completed, continually receiving prompts to “Try Again Later” or forwarding to a mailbox, even during comm checks where the phones were placed side by side. There were periods where the battalion could not get any unit in the Division via Iridium phone. It’s possible the employment of so many phones in theater overloaded the system at times (will review problems with the manufacturer upon return to Conus). Making secure calls with the “secure sleeves” also proved to be a 50/50 endeavor. The Data Kits the battalion purchased before deployment proved their value, allowing Supply and the MMO to coordinate with various service support elements and exchange documents and log stats while waiting at Camp Matilda. The Iridium’s specifications do not allow it to operate in extreme environments, such as the desert, but preventative measures on the battalion’s part (storing phones and SL-3 items in ammo cans) provided protection from the elements. The battalion did not lose a single phone throughout operations in Kuwait and Iraq.

RECOMMENDATION: Upon return to Conus the S-6 will continue to work with the manufacture in regards to troubleshooting problems and operations to ensure the phones are utilized to their fullest extent. Iridium phone operations (voice and data) will also be incorporated into weekly communications training.

44. TOPIC: TRANSCEIVER POWER UNIT AC/DC/BT-TR-1

DISCUSSION: The communication platoon employed four of these units in the battalion main ROC during Iraqi Freedom. The four that were on the Main provided a reliable means to provide “house power” to the PRC-150’s and PSC-5’s. These units saved not only wear and tear on the rechargeable BB-390’s, but also saved countless BA-5590’s.

RECOMMENDATION: For ROC operations, the platoon will continue to utilize the AC/DC converters whenever generator support is available.

45. TOPIC: BLUE FORCE TRACKER REMOTED TO THE ROC

DISCUSSION: The Blue Force Tracker was a great tool on the move, but once the battalion main was established, we had to have our ROC radio watch or other battalion personnel continually checking the vehicle terminal for traffic.

RECOMMENDATION: The battalion needs the hardware to remote the Blue Force Tracker into our operations center, as it is in the Division COC (currently making inquiries to the G-6).

46. TOPIC: PSC-5’S

DISCUSSION: The battalion had great success with our two PSC-5’s which were employed on the DIV TAC 2 and DIV CMD 2 nets. The battalion did temp loan one from Comm Company for minimal redundancy, but there were several times during Iraqi Freedom where additional assets were required when the forward and main were employed simultaneously, forcing the Commanding Officer to split assets between the forward and main elements.

RECOMMENDATION: The battalion should immediately be fielded more PSC-5’s as per the current T/E.

47. TOPIC: PRC-150 3RD GENERATION SOFTWARE AND HARRIS TAC CHAT SOFTWARE

DISCUSSION: This software upgrade completed at Camp Matilda proved its value during a comm shot between our battalion main at Al Hillah and the forward at Ad Diwaniyah. The 3rd Generation software allowed for the faster passing of data traffic, while the TAC CHAT program allowed the Commanding Officer to pass a text frago via PRC-150 HF back to the main for movement to Ad Diwaniyah.

RECOMMENDATION: Upon return to Camp Pendleton the battalion will incorporate the use of TAC CHAT into it’s weekly communication training and continue to maintain liaison with Harris for the latest software updates.