Integrating Air into Ground Unit Planning, Training, and Operations

Integrating Air into Ground Unit Planning, Training, and Operations by Captain Brad Bertinot In May 2004, I found myself en route to the city of Karbala, Iraq, as the air mission commander of four OH-58D Kiowa Warriors. Our air cavalry troop’s mission was not significantly different from its other missions, except it was on a larger scale than usual. The operation included armor and infantry units, as well as Army and Air Force aviation assets — it truly was a combined-arms fight that would test the abilities of the leaders involved. As we prepared for the fight, a minimal number of aviation officers were involved in the planning process, leaving air support assets with a lesser understanding of how ground maneuver forces would accomplish their mission. The lack of shared information made it impossible to understand how air assets could best support the operation. As the air mission commander, I was responsible to voice my concerns during the planning process, but did not — a mistake I will not likely make again. During the fight, it was evident that the air and ground units had not considered each other during the mission planning process. Both air and ground units had planned in a vacuum; neither fully understood how the other was operating. The consequences of this mistake resulted in a limited ability of air assets to provide the best possible reconnaissance, as well as the inability of ground assets to im plement direct fire controls that considered friendly aircraft. This fight helped me to gain an appreciation for the importance of shared operational understanding between air and ground units. Although it was too late for the Karbala operation, I began to realize that I needed to do my homework as an Army aviator to increase my working knowledge of ground maneuver. After all, infantry and armor units are our main customers; however, unlike our civilian business counterparts, we do not always take time to understand our customer and how he operates. Additionally, the customer does not fully understand what the supplier, in this case Army aviation, can and cannot provide. It was through this initial assessment of my own weaknesses that I made the decision to attend the Armor Captains Career Course. I planned to learn from and with Armor officers how to better integrate ground and air planning and gain a better understanding of operations during real conflicts. If I was going to spend the rest of my military career working with and for “tankers and grunts,” then they were the best source of information. I also knew that they could learn from my experiences and observations as an aviator. I hoped to foster a desire on both sides to understand how the other performs. If both sides identify that it is important for the “customer” and the “supplier” to understand each other, how do we accomplish this task? It is the humble recommendation of this young aviator that it be accomplished using the following keys to successful air-ground integration (AGI):

• Conduct introductory AGI briefings.

• Train at all levels at every possible opportunity.

• Integrate leaders of Army aviation units into planning.

• Develop leaders to understand how each component works. Conduct Introductory AGI Briefings The easiest way to begin AGI is through the use of AGI briefings. These briefings usually consist of the capabilities and limitations of available Army aviation assets and can be coordinated through the supporting aviation unit. AGI briefings are normally given by pilots from the supporting aviation unit and may also include a tour of the airframe to be employed during the mission. During Operation Iraqi Freedom, our unit was asked by several battalion commanders and S3s to fly to various forward operating bases (FOBs) to conduct AGI briefings. This was an excellent opportunity to introduce junior armor and infantry leaders to their air counterparts. These briefing requests were always welcomed by our aviation unit because they helped increase the ground leadership’s understanding of how to best use air assets during missions. It is important to remember that you do not have to be deployed to request an AGI briefing; they should be conducted prior to any training exercise or unit deployment that includes aviation. The briefings should be conducted down to the lowest possible level. It is not always possible to have all of your soldiers receive an AGI brief, but at a minimum, all ground platoon leaders and platoon sergeants should be involved in an AGI briefing. Armor leaders should also request the aviation unit to take junior leaders on a recon in the aircraft. It is important that scout platoon leaders or platoon sergeants understand the perspective of the pilots in the air; it provides them a greater understanding and appreciation when they receive spot reports from aircraft. Below is an example of an AGI agenda; the ground unit commander can tailor the briefing to fit the unit’s needs:

• Aircraft specifications (capabilities and limitations) include weapons systems (maximum effective ranges); sights/video equipment (what they can and cannot see); and range (fuel restrictions and on-station time).

• Marking techniques (what they can and cannot see).

• Radio procedures.

• Close-combat attack (most aviation units have a close-combat attack card that explains the unit’s standing operating procedures). Train at All Levels and at Every Possible Opportunity It is imperative that leaders at all levels integrate aviation units into their training; aviation should not be the “notional unit” during every training exercise. Soldiers and leaders will garner a greater understanding and appreciation of the capabilities and limitations associated with working with aviation counterparts through this training. Whether it is a lieutenant colonel’s battalion gunnery or a lieutenant’s platoon situational training exercise (STX) lane, aviation can and should be integrated into training. The division cavalry unit days are gone, but that does not mean that air and ground units cannot train together regularly. Most armor leaders would be surprised at how willing aviation commanders at all levels would be to accommodate their training. Aviation leaders are always looking for new and exciting ways to incorporate soldiers into realis- “During the fight, it was evident that the air and ground units had not considered each other during the mission planning process. Both air and ground units had planned in a vacuum; neither fully understood how the other was operating. The consequences of this mistake resulted in a compromised ability of air assets to provide the best possible reconnaissance, as well as the inability of ground assets to implement direct fire controls that considered friendly aircraft.” September-October 2007 — 21 tic training scenarios. It can be as simple as a team of two OH-58D Kiowa Warriors providing reconnais sance for a platoon or squad, or as complex as a company being air assaulted into an objective as part of a task force mission. The important thing is to train with aviation units as often as possible. As a new aviation lieutenant on the Korean Peninsula, it was not long before I began training alongside my ground counterparts. I was assigned to a division cavalry squadron, so it was understood that we would be in support of a ground unit almost every time we lifted skids. However, we supported more than just the ground units in our squadron; we also supported all of the division’s infantry and armor units during training. Whether due to the unique structure of the division, or the complexity of the real-world mission that we were always ready to execute, the 2d Infantry Division placed a high emphasis on AGI at all levels. This emphasis trickled down to all levels — the armor and infantry officers and NCOs I worked with gained great experience in integrating aviation in their planning, training, and employment of aviation assets. This created an environment that fostered leaders who were confident in their ability to integrate air and ground, which resulted in measurable advantages on the battlefield. Unfortunately, this emphasis is not the experience in all units. It is crucial that armor officers at the highest levels instill this emphasis in their soldiers and leaders. A good place to start is at the armor and infantry officer and noncommissioned officer basic courses. This will help ease some of the tensions that new armor lieutenants and junior NCOs have about working with aviation. By working with aviation units, armor leaders will be able to understand the unique tactics, techniques, and procedures (TTP) that aviation units employ. Conversely, the supporting aviation unit and its leaders will develop a much greater understanding of ground maneuver and armor/ground TTP. This cross-training will lead to a seamless transition to combined operations and greatly contribute to overall mission success. Integrate Army Aviation Leaders into Planning Unfortunately, while in support of ground units during Operation Iraqi Freedom, I normally spoke with ground units for the first time as I conducted aircraft check-ins just prior to the mission. This is much too late, and although there may be certain circumstances that make this an unavoidable situation, all too often it is SOP, which should be avoided, if at all possible. Not all ground units have an aviation liaison officer on staff and units often plan without input from aviators, but the Army is currently working to eliminate this problem by staffing each brigade combat team with a brigade aviation element. Aviation leaders, from the brigade commander to the air mission commander (AMC), need to be included in as much of the ground maneuver planning as possible. For the ground commander, this ensures that the mission is fully understood by the aviation elements, ensuring aviation assets are used to their maximum potential. One of the easiest ways to integrate aviation leaders into the planning process is to contact the supporting unit to identify the AMC for the mission, who is usually a lieutenant, captain, or senior warrant officer responsible for the mission’s aviation assets. The AMC should be identified early enough to be integrated into the mission analysis conducted by the ground unit commander and his staff, which during a company mission, may include the AMC participating in the company commander’s planning sessions. This will allow the ground commander and staff to have a subject-matter expert available to ensure the ground unit gets the most out of the training or operation. The AMC should be present for all phases of the mission, to include planning, rehearsals, execution, and after-action review. If it is not possible for the AMC to be present for all phases of the mission, an aviation liaison officer, who can be requested through the S3 office, could be integrated into the planning phase. The aviation liaison officer assigned through the S3 is often a lieutenant, captain, or junior warrant officer who will attend all planning sessions. The aviation liaison officer can be used to help integrate Army aviation assets into the ground scheme of maneuver. The liaison officer should be a subject-matter expert on the use of all Army aviation assets and be able to advise the commander and staff on the capabilities and limitations of those assets. The liaison officer will also facilitate communications between ground and air units. Even if this is the only method available, the AMC should be used during the rehearsal process. The aviation liaison officer role is now being filled at the brigade level by the brigade aviation element (BAE). The BAE should have an avi ation major, an aviation captain, an aviation warrant officer, and several flight operations enlisted soldiers. If all else fails, go directly to the unit and request planning and training support. Do not be afraid to ask for direct contact with your supporting aviation unit to get the right people to your planning sessions. I have received many phone calls from my armor counterparts asking for aviation support. As long as the missions are planned safely and to standard, these types of interactions should be encouraged. Some of the best training missions start off as a phone call from one lieutenant to another. Most pilots are eager to provide air support in any way possible. Develop Leaders to Understand How Each Component Works It is critical that armor and infantry leaders instill the importance of understanding, planning, training, and operating with Army aviation assets into their soldiers. “Aviation leaders are always looking for new and exciting ways to incorporate soldiers into realistic training scenarios. It can be as simple as a team of two OH-58D Kiowa Warriors providing reconnaissance for a platoon or squad, or as complex as a company being air assaulted into an objective as part of a task force mission. The important thing is to train with aviation units as often as possible.” 22 — September-October 2007

This should start at the armor and infantry officers and noncommissioned officers courses and must continue when these junior leaders get to their new units. AGI should not be limited to the battalion staff; it is just as important, if not more so, for the new lieutenant or NCO who will be the direct customer on the battlefield. Aviation officers should conduct AGI classroom training in both officer basic courses. This will provide subject-matter experts for students and provide them the opportunity to ask questions of their aviation counterparts. Additionally, this training needs to be reinforced by integrating aircraft into more lieutenant-level field training exercises. This will give them the opportunity to communicate with the aircraft and better understand the complexities of integrating aviation assets into planning. Armor and infantry leaders need to ensure that the first time a young officer or staff sergeant sees or communicates with aircraft it is not during a firefight. Just the simple act of having an aircraft on station communicating with junior leaders can pay huge dividends during subsequent training events and operations. Many junior leaders do not understand the importance of such training, and it is the job of experienced officers to ensure junior leaders understand. It also ensures that junior aviation leaders understand how important it is for the air assets to understand ground maneuver. The training and planning discussed in this article will help facilitate these factors, if integrated into air and ground assets at the lowest possible levels. Air-ground integration is not a new idea, nor will it go away any time soon. Our Nation and Army face new enemies in urban environments that force us to fight in new and innovative ways. It is now more urgent than ever, as we face an ever-changing insurgency, that air and ground leaders at all levels possess the ability and understanding to focus the full impact of the combined-arms Army on the enemy. This can only be achieved through a coordinated staff effort between air and ground assets. Failing to properly integrate air assets with ground forces results in combat reduction, where as the intent is combat multiplication. Employed correctly, air-ground integration is a lethal addition to our fighting force. Leaders at all levels owe it to their soldiers and junior leaders to place an emphasis on air-ground integration training. Captain Brad Bertinot is currently serving as the assistant S3, 4th Squadron, 6th Air Cavalry, Iraq. His military education includes the Armor Captains Career Course, the Joint Combat Operations Course, the Close Air Support Course, Airborne School, and the Aviation Officer Basic Course. He has served in various command and staff positions to include aeroscout platoon leader, 1st Squadron, 1st Cavalry (1-1 CAV), 1st Armored Division (1AD), Iraq; aviation liaison officer, 3d Brigade Combat Team, 1AD, Iraq; aeroscout platoon leader and aviation support platoon leader, 4th Squadron, 7th Cavalry, 2d Infantry Division, Camp Stanton, Korea; aeroscout platoon leader, XO, and squadron S4, 1-1 CAV, 1AD, Budingen, Germany; and assistant S3, 4th Aviation Brigade, 1AD, Fliegerhorst, Germany. “By working with aviation units, armor leaders will be able to understand the unique tactics, techniques, and procedures (TTP) that aviation units deploy. Conversely, the supporting aviation unit and its leaders will develop a much greater understanding of ground maneuver and armor/ground TTP. This cross-training will lead to a seamless transition to combined operations and greatly contribute to the overall mission success.” September-October 2007 — 23