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ATP 4-32.1, C1

Change 1 Army Techniques Publication No. 4-32.1 | Headquarters Department of the Army Washington, DC, 1 May 2017

Explosive Ordnance Disposal (EOD) Group and Battalion Headquarters Operations

1. This change updates EOD company mission command responsibilities based upon force structure changes. The EOD platoon rules of allocation align to current brigade combat team force structure to ensure sufficient capacity for operation. The legend updates the table to accurately reflect modeling rules of allocation and support organizations.

2. A plus sign (+) marks new material.

3. ATP 4-32.1, January 2017, is changed as follows:

Remove Old Pages | Insert New Pages
page i through ii | page i through ii
page 5-1 through 5-2 | page 5-1 through 5-2
page A-1 through A-2 | page A-1 through A-2

4. File this transmittal sheet in front of the publication for reference purposes.

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

ATP 4-32.1, C1

1 May 2017

By Order of the Secretary of the Army:

MARK A. MILLEY

General, United States Army Chief of Staff

Official:

GERALD B. O’KEEFE

Administrative Assistant to the Secretary of the Army

1711802

DISTRIBUTION:

Active Army, Army National Guard, and United States Army Reserve: Distributed in electronic media only (EMO).

PIN: 201331-001

ATP 4-32.1, C1

Army Techniques Publication No. 4-32.1 | Headquarters Department of the Army Washington, DC, 24 January 2017

Explosive Ordnance Disposal (EOD) Group and Battalion Headquarters Operations

Contents

PREFACE

INTRODUCTION

Chapter 1: INTRODUCTION TO EXPLOSIVE ORDNANCE DISPOSAL (EOD) OPERATIONS

Critical Missions

Supporting Mission

Summary

Chapter 2: MISSION RELATIONSHIPS

Unit Structure

EOD Group

EOD Battalion

Roles And ResponsibilitIes

Summary

Chapter 3: MAJOR CAMPAIGNS

Planning Considerations

Limited Contingency Operations

Stability Operations

Summary

Chapter 4: DOMESTIC OPERATIONS/DEFENSE SUPPORT TO CIVIL AUTHORITIES

Planning Considerations

Domestic Operations

Defense Support of Civil Authorities

Summary

Chapter 5: CAPABILITIES

+Capabilities

EOD Control Team

Support Operations

Summary

Appendix A: +SUBORDINATE EOD ORGANIZATIONS

Appendix B: SUPPORTING ORGANIZATIONS

GLOSSARY

REFERENCES

INDEX

Figures

Figure 2-1. EOD group

Figure 2-2. EOD battalion

Figure 2-3. S-3 information flow

Figure 5-1. Weapon threats

+Figure A-1. EOD company

Figure A-2. EOD company Airborne

Figure A-3. EOD company weapons of mass destruction (WMD)

Figure A-4. EOD company continental United States (CONUS) support

Figure A-5. EOD platoon

Tables

+Table 5-1. Rules of allocation

Distribution Restriction: Approved for public release; distribution is unlimited.

Preface

ATP 4-32.1, Explosive Ordnance Disposal (EOD) Group and Battalion Headquarters Operations, provides doctrinal guidance for headquarters operations of the EOD groups and battalions. This manual focuses on the staff sections changes and the additional capabilities added to the EOD groups and battalions through the force design update (FDU).

The principal audience for ATP 4-32.1 is EOD commanders and staffs assigned to EOD groups and battalions. ATP 4.32.1 provides doctrinal guidance for EOD commanders and Soldiers responsible for group and battalion operations. Commanders and staffs of Army headquarters serving as joint task force or multinational headquarters should also refer to applicable joint, multiservice or multinational doctrine concerning EOD operations. Trainers and educators throughout the Army will also use this manual.

Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable United States (U.S.), international, and in some cases host-nation laws and regulations. Commanders at all levels ensure that their Soldiers operate in accordance with the law of war and the rules of engagement. (FM 27-10).

ATP 4-32.1 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text. For definitions shown in the text, the term is italicized and the number of the proponent publication follows the definition. This publication is not the proponent for any Army terms.

ATP 4-32.1 applies to the Active Army, the Army National Guard /Army National Guard of the United States, and the United States Army Reserve unless otherwise stated.

The proponent of ATP 4-32.1 is the Unites States Army Ordnance School. The preparing agency is the United States Army Training and Doctrine Command (TRADOC) Capability Manager–Explosive Ordnance Disposal. Send comments and recommendations on a DA Form 2028 (Recommended Changes to Publications and Blank Forms) to Commander, Unites States Army Combined Arms Support Command, ATTN: ATCL-TS (ATP 4- 32.1), 2221 Adams Ave, Bldg 5020, Fort Lee, VA 23801-1809; or submit an electronic DA Form 2028 by e-mail to: usarmy.lee.tradoc.mbx.leee-cascom-doctrine@mail.mil. In addition to submission of DA Form 2028, provide same comments and recommendations in MilWiki for rapid dissemination to doctrine authors and for universal review at https://www.milsuite.mil.

Introduction

ATP 4-32.1, Explosive Ordnance Disposal (EOD) Group and Battalion Headquarters Operations, discusses and articulates the roles of the group and battalion staffs. ATP 4-32.1 addresses the adapted changes to the organizational structure from the approved FDU. ATP 4-32.1 expands on EOD headquarters operations not found in ATP 4-32, Explosive Ordnance Disposal (EOD) Operations.

ATP 4-32.1 refines the descriptions of the EOD group and battalion headquarters. It addresses the addition of the special staff to the EOD group and several key components added to both the EOD group and battalion staffs.

ATP 4-32.1 discusses the best practices and techniques used by EOD group and battalion staffs to provide support throughout unified land operations. It reflects the experiences and knowledge gained from recent deployed operations.

ATP 4-32.1 contains five chapters and two appendices:

Chapter 1 provides leaders a quick overview of EOD operations at the group and battalion levels. It discusses EOD critical wartime missions and supporting missions roles associated with the group and battalion. It describes the critical wartime missions and how they support unified land operations. The support missions are discussed with their association with the theater, corps, and division operations.

Chapter 2 provides the EOD unit structure of the group and battalion along with the roles and responsibilities of the organizations. It discusses the robust S-3 section, which was enhanced to support counter-improvised explosive device (C-IED) exploitation and operational planning while contributing significantly to the overall C-IED threat/mission.

Chapter 3 explains the staffs planning considerations and the elements of mission executions for major campaigns, stability operations and limited contingency operations. The assessment framework for the various missions are discussed within the chapter.

Chapter 4 discusses the planning considerations along with the group and battalion involvement when preparing subordinate organizations in conducting defense support of civil authorities (DSCA) missions. It describes domestic EOD operations performed on and off military installations.

Chapter 5 outlines the capabilities of the group and battalion. It briefly highlights some of the overall capabilities for the subordinate EOD organizations.

Appendix A lists the examples of task organized units performing EOD operations. The various elements allow the EOD group and battalion headquarters to meet all of the objectives of their mission statements.

Appendix B lists supporting organizations, which provide essential support to the group and battalion headquarters.

Chapter 1

Introduction to Explosive Ordnance Disposal (EOD) Operations

The EOD mission is to provide support to unified land operations by detecting, locating, identifying, diagnosing, rendering safe, exploiting, and disposing of all explosive ordnance, improvised explosive devices, improvised/homemade explosives, and weapons of mass destruction. As required, EOD forces provide support to joint, interagency, intergovernmental, and multinational operations. The EOD group and battalion headquarters are responsible for providing mission command of all assigned and attached units while planning and synchronizing EOD operations. The headquarters of both elements are comprised of a command group, along with coordinating staffs. The staffs’ primary responsibilities are coordinating and conducting EOD critical wartime and supporting missions.

CRITICAL MISSIONS

1-1. The headquarters of groups and battalions use the military decision-making process to manage the difficult task of coordinating and conducting critical missions.

1-2. The operational headquarters coordinates EOD critical missions while applying technical and tactical competence. Critical missions consist of the following:

• Render safe/disposal of explosive ordnance, unexploded explosive ordnance (UXO), improvised explosive devices (IEDs), homemade explosives, chemical, biological, radiological, and nuclear (CBRN) ordnance.

• Management of special programs.

• Captured material exploitation.

• Command, control, and support of functional task forces counter-IED (C-IED), weapons of mass destruction (WMD) – elimination, asymmetric threats.

RENDER SAFE/DISPOSAL OF EXPLOSIVE ORDNANCE, UXO, IED, HOMEMADE EXPLOSIVES, CBRN ORDNANCE

1-3. The mission of EOD is to eliminate or reduce the effects of CBRN and explosive ordnance threats to protect the commander's combat power. Explosive ordnance hazards limit battlefield mobility, deny use of critical assets, and threaten to injure or kill Soldiers and civilians. Explosive ordnance awareness requires a greater emphasis now because of the demonstrated potential to significantly reduce the commander’s combat power.

1-4. EOD forces are the only forces specifically trained to render safe explosive ordnance, including CBRN materials. While other forces may have a limited capability to destroy UXOs by detonation, they are not properly equipped, trained, or authorized to perform render safe procedures.

1-5. Only EOD trained personnel can conduct or directly supervise multiple UXO clearance operations. No other personnel are authorized, trained, or equipped to conduct multiple UXO operations. EOD units are responsible for identifying, rendering safe, recovering, evaluating, disposing of, mitigating the threat of, and technical reporting on U.S. and foreign UXOs. This includes CBRN weapons that constitute a hazard to personnel, materiel, or operations. The mission of EOD is to eliminate or reduce hazards and protect the commander’s combat power.

1-6. The proliferation of IEDs on the battlefield posed the most pervasive threat facing coalition forces in recent combat theaters. The persistent effectiveness of this threat influenced unit operations, U.S. policy, and public perception. IEDs are a weapon of choice for non-peer adversaries and remain a significant threat for the foreseeable future.

1-7. EOD forces perform several critical missions simultaneously, as they progress through the operational phases. EOD support to unified land operations involves activities from rendering safe of all explosive ordnance to disposing of IEDs and WMDs.

1-8. Homemade explosives are used as a primary source for several threats in various regions. As the enemy continues to improve the design, construction, and emplacement of IEDs, the devices are no longer crudely designed and constructed. Some devices are sophisticated devices incorporating command initiation systems using homemade explosives or captured enemy ammunition as the main charge.

1-9. Several EOD core skills are essential to maneuver commanders to protect the force, civil population, and critical infrastructure from the wide range of explosive ordnance to include UXO, IEDs, and CBRN hazards. EOD teams provide render safe and disposal of the hazard to ensure the mobility and protection of maneuver forces.

1-10. The group and battalion control and integrate multiple EOD units to ensure this capability is positioned to support the maneuver commander’s priorities. Depending on the breadth of maneuver forces employed, EOD forces provide the necessary mission command structure to manage the C-IED fight and to provide operational and intelligence insight into threat weapons and tactics.

1-11. The group headquarters provides support to the corps/division. The battalion headquarters provides support to the division/task force. Companies provide support to brigades, while platoons support maneuver battalions. This is the general construct of support, but it can be modified to meet the maneuver commander’s requirement and to counter the level of threat.

MANAGEMENT OF SPECIAL PROGRAMS

1-12. The EOD groups and battalions generally manage all weapons or ordnance related special access programs for conventional forces within an area of operation (AO). EOD personnel may assist commanders with any concerns regarding special programs.

1-13. The science and technology (S&T) Soldier assigned to the group special staff provides additional management of the special programs.

CAPTURED MATERIAL EXPLOITATION

1-14. Captured material exploitation includes the ability of the EOD team to begin the process by conducting site exploitation. The process continues with EOD expertise residing within exploitation labs. EOD Groups and Battalions intelligence staff members continue the process by conducting weapons technical intelligence analysis and disseminating the results to the supported maneuver staff to aid in the targeting of the enemy networks.

FUNCTIONAL TASK FORCES

1-15. A considerable capability emerging from Iraq and Afghanistan is the requirement to provide command, control, and support for functional task forces at both the battalion and group headquarters levels. Though it is unknown if the Army will conduct future operations in the same manner as was conducted in Iraq and Afghanistan, it is imperative that the lessons learned from conducting combined joint task forces (CJTFs) TROY and PALADIN are captured and incorporated into current EOD organizational capabilities.

1-16. EOD group and battalion headquarters are uniquely suited with structure and expertise to provide the core architecture to build a task force around, as well as accept bolt on capabilities to enable the employment of an organization focused on protecting the force from explosive threats and enabling the effective targeting of the enemy using them.

1-17. In addition to controlling subordinate EOD organizations, the functional task force commander controls other specialized enablers that could include exploitation laboratories, exploitation teams, operations research/systems analysts, and focused intelligence analysts.

1-18. The combination of EOD expertise with other specialized enablers allows the task force to conduct analysis and targeting of focused threats (such as an IED network), provide direct support packages of specialized enablers to maneuver commanders, and organize and conduct unit level explosive threat focused training programs.

1-19. The joint task force (JTF) headquarters should be formed around an existing command and control structure. EOD groups and battalions headquarters, when designated as a JTF, are component commanders of a joint force, but do not constitute a joint force command with the authorities and responsibilities of a joint force commander, even when composed of forces from two or more military departments. The designated EOD commander establishes the EOD JTF staff. Service EOD forces should provide an EOD liaison officer to advise and assist the commander on service capabilities and resolve administrative control (ADCON) and operational control (OPCON) issues. The geographical combatant commander may also augment the EOD headquarters staff in areas such as security, health service, administration, and logistics through the joint manning document.

SUPPORTING MISSION

1-20. In addition to the critical wartime mission, the EOD group and battalion headquarters also provide planning and coordinating for supporting missions. The EOD group or battalion may operate in support of Army/theater or division/Corps, depending upon the mission analysis and requirements. EOD supporting missions consist of the following:

• EOD support to theater level operations.

• EOD support to corps operations.

• EOD support to division operations.

EOD SUPPORT TO THEATER LEVEL OPERATIONS

1-21. The EOD group provides enabling support, analysis, and advisement to execute targeting efforts, theater exploitation, and counter-weapons of mass destruction in order to provide maneuver support and force protection in all operational environments.

1-22. The EOD group headquarters command all Army EOD assets and operations in a theater and can serve as the basis for a counter-improvised explosive device task force. The senior EOD commander normally functions as the EOD special staff officer for the senior deployed Army headquarters.

EOD SUPPORT TO CORPS OPERATIONS

1-23. The EOD groups and battalions position the EOD companies at locations, which best support the maneuver commanders.

1-24. The EOD groups and battalions support Army forces at the theater army, JTF, CJTF, corps, and division levels. They will also provide EOD liaison officers to support C-IED working groups at each level.

EOD SUPPORT TO DIVISION OPERATIONS

1-25. An EOD battalion supports the division with three to seven EOD companies. The EOD battalion is responsible for planning and controlling all C-IED assets within the division area of operations.

1-26. The EOD battalion reports directly to the EOD group. The battalion may be attached or OPCON to a theater army, corps, division, JTF, or CJTF for specific EOD operations and mission support.

COMMAND AND SUPPORT RELATIONSHIPS

1-27. The EOD group provides command, control and support for all Army EOD assets and operations in theater. The EOD battalions provide command, control, mission tasking, and limited administrative and logistic support for up to seven EOD companies. EOD battalions may deploy as the senior command element for Army EOD operations.

1-28. EOD companies remain under the command of their parent battalion, and/or the senior EOD mission command element in theater. Depending on the operational situation, the EOD company may be placed under the tactical control (TACON) or OPCON of a brigade combat team (BCT). When using the TACON/OPCON command option, the parent battalion retains the ADCON of their subordinate companies.

1-29. EOD companies provide general support reinforcing on an area basis or direct support to specified elements in support of operations. Responsibilities of the EOD commander at all levels include:

• Recommending policy and distributing of EOD assets.

• Monitoring the EOD support mission and establishing workload priorities.

• Serving as the point of contact for technical intelligence coordination.

• Ensuring each EOD unit establishes provision for communication.

SUMMARY

1-30. When EOD forces are conducting critical missions; all components of the EOD mission are placed into full operational mode. EOD forces are placed in a TACON or OPCON supporting role, but the forces remain ADCON to their parent EOD organization. The critical elements for executing the mission are the group and battalion staffs. The staffs plan, prepare, and execute the commanders’ guidance while staff members serve in additional supportive roles to the corps and division staffs.

Chapter 2

Mission Relationships

The group and battalion headquarters were redesigned to provide enhanced capabilities in the C-IED fight. These enhancements include intelligence fusion and analysis; exploiting and executing training/partnership initiatives; counter radio-controlled improvised explosive device electronic warfare (CREW) capabilities and increased capabilities to perform satellite communications.

UNIT STRUCTURE

2-1. EOD commanders and staffs of the group and battalion provide the supported commander and staff not only EOD units, but also other specialized enablers, such as technical intelligence and exploitation assets focused on weapons and ordnance. They also provide a special staff capability and subject matter expertise concerning all facets of explosive ordnance, IEDs, CBRN/WMD threats and hazards, and technical exploitation. The EOD leadership and staff can support or provide staff lead of C-IED working groups, integrate into supported unit staff planning processes, provide support and input into targeting and intelligence processes, and lead exploitation activities and processes.

2-2. The EOD group may deploy as the senior mission command element for EOD operations and may be organized under a theater army, corps, division, JTF or a CJTF.

2-3. The EOD battalion reports directly to the EOD group and may deploy with its assigned EOD group or may have OPCON designated to a separate EOD group.

EOD GROUP

2-4. The EOD group is the primary theater-level C-IED organization, providing command and control to EOD forces and specialized C-IED enablers. The CJTF headquarters functions performed in Iraq (CJTF- Troy) mirror those functions currently performed in Afghanistan (CJTF-Paladin). These C-IED requirements are enduring, critical, and likely to prevail for future combat operations involving counter-insurgency and low-intensity conflict operations. Employment of the EOD Group headquarters, as the core of the theater CJTF headquarters, is a proven concept, and considered by maneuver commanders to be a critical capability, essential to the counter-insurgency fight. See figure 2-1 on page 2-2 for the organizational structure of the EOD group.

2-5. In order to perform its critical mission efficiently and effectively, the group organizational structure was made more robust to fully support prosecution of the C-IED fight, in addition to addressing UXO, captured enemy ammunition, bulk explosive, chemical, and other complex explosive hazard mission sets. Historically, when deployed, EOD group organizational gaps are offset through the use of a joint manning document, incorporating contractors and external enablers (forensic technicians, and electrical engineers) within the internal construct of the EOD Group headquarters.

2-6. The approved force design update modified organizational structure to enable the EOD group to execute its mission organically, and autonomous from external support.

2-7. The modified organizational structure increases the EOD group size and improves the EOD force structure in the following ways:

• Evolves EOD force structure into an entity ready to efficiently support the Army of 2020 and beyond.

• Enables EOD force structure to effectively exploit information and materials resulting from IED attacks, as well as maintain deployable C-IED resources.

• Solves significant organizational issues surfaced by group and battalion commanders during CJTF Troy and CJTF Paladin.

• Allows for continued modular support to an Army that is decreasing in size but maintaining lethality and combat capability.

2-8. A synopsis of the personnel changes includes the following:

• Creates a special staff section.

• Incorporated an Operation Planning/liaison officer team into the operations (S-3) section.

• Increases the personnel (S-1) section to enhance human resource support.

• Increases the intelligence (S-2) section to enhance intelligence analysis and fusion.

• Increases the S-3 section to enhance C-IED exploitation and operational planning.

• Increases the sizes of both the logistics (S-4) and communications (S-6) sections to enhance support to the EOD battalions.

Figure 2-1. EOD group

THE COMMAND GROUP

2-9. The command group consists of the group commander, the deputy group commander and the command sergeant major. The command group provides mission command of assigned and attached units. The commander’s intent is produced by the commander and provided to the staff and subordinate commanders to assist in accomplishing critical wartime mission tasks.

2-10. The group commander leads all task organized EOD forces in the group, prioritizes the EOD effort to support the force; and resources subordinate assigned and attached EOD battalions. When serving as the senior EOD commander, the commander serves as the joint forces EOD staff officer.

2-11. The deputy group commander is the commander’s principal staff officer and serves as the chief of staff. The deputy group commander directs and oversees all staff coordination and ensures effective support is provided to the subordinate organizations.

2-12. The command sergeant major is the senior enlisted member of the group. The command sergeant major serves as the senior trainer and provides critical technical and tactical input on the planning, training, preparation, and execution of all group missions.

GROUP COORDINATING STAFF

2-13. The coordinating staff performs common staff responsibilities, as briefly described below. The coordinating staff develops internal EOD polices and plans in their respective staff technical areas and provides guidance, priorities, and allocations to the subordinate commands.

S-1 Section

2-14. The group personnel staff officer (S-1) is the commander’s principal staff officer for human resources (HR) support for all assigned or attached elements of the group. The S-1 section coordinates medical, religious support and develops the human resource support annex of the group operations order.

2-15. The S-1 section added Soldiers through the group redesign. The additional Soldiers assist in providing enhanced services and personnel support. Specific S-1 tasks include the following:

• Plans, conducts, and manages HR core competencies of personnel accountability and strength reporting.

• Coordinates all aspects of force health protections and military pay.

• Prepares personnel estimates and annexes to plans.

• Establishes and documents personnel policies.

• Coordinates with higher headquarters to obtain external HR support.

• See FM 1-0, Human Resources Support, for additional HR responsibilities.

S-2 Section

2-16. The group intelligence staff officer (S-2) is responsible for providing intelligence support to the group and subordinate units. The S-2 collects intelligence from subordinate elements, and relays that intelligence to the supported intelligence/intelligence staff section for analysis and fusion.

2-17. The S-2 section enhanced group capabilities by adding Soldiers through the group redesign to the intelligence, surveillance and reconnaissance fusion cell. The intelligence, surveillance and reconnaissance fusion cell assesses intelligence, surveillance and reconnaissance operations and determines requirements for the commander/staff on all intelligence issues impacting EOD operations. The following are key intelligence, surveillance and reconnaissance fusion responsibilities:

• Plan requirements and assess collection.

• Support information collection plan integration.

• Anticipate, analyze, and refine requirements.

2-18. The S-2 is responsible for the daily intelligence summary, developing and assessing the Commander’s priority intelligence requirements, producing weekly IED and UXO summary reports, and managing requests for information. The S-2 is also responsible for managing EOD technical collection, which includes EOD storyboards, exploitation, and technical intelligence. They are also responsible for over watching the ingestion of collected information into intelligence community databases and analysis centers. The S-2 section specific tasks includes the following:

• Organizes liaison with other intelligence agencies for sharing EOD related intelligence.

• Based on EOD technical assessments prepares, weapons technical intelligence analysis on IED, UXO, and captured enemy ammunition and disseminates the results to the supported maneuver staff to aid in the targeting of the enemy networks.

• Recommends technical intelligence requirements and priorities.

• Advises operations staff of munitions use and UXO generation during the targeting process.

• Obtains/analyzes information regarding munition employed in the targeting process.

• See ADRP 2-0, Intelligence, for more detail of intelligence operations.

S-3 Section

2-19. The group operations staff officer (S-3) reports directly to the group commander, provides operational support to the group, and manages the operations of assigned and attached units. The S-3 executes centralized operational planning, administers current operations, and maintains situational awareness.

2-20. The S-3 section plans and prioritizes EOD operations after a thorough analysis and assessment of the current operational environment. The section conducts regular EOD operational planning conferences, with supported and supporting units, and integrates EOD capabilities and requirements into the planning process.

2-21. The S-3 section incorporated the operational planning and liaison team into the section. The CREW capabilities were enhanced by adding Soldiers through the redesign of the group. The increase of additional resources further enhance C-IED exploitation and operational planning.

2-22. The S-3 section consists of seven cells: plans, current operations, C-IED integration team, CREW, exploitation, liaison team, and partnering.

2-23. Specific EOD S-3 tasks include the following:

• Prioritizes and plans EOD operations.

• Manages C-IED exploitation and operational planning.

• Coordinates EOD effort, assigns missions, and allocates forces.

• Coordinates the development of EOD operational response to explosive devices threats.

• Determines operation requirements.

• Maintains and provides for the usage of the EOD reporting system.

• Coordinates and integrates joint service UXO and EOD operations.

• Executes EOD technical liaison with other staff branches.

• Develops, coordinates, establishes, and disseminates EOD tactics, techniques, and procedures (TTP) to address existing or emerging tactical requirements.

• Coordinates central disposal sites.

• Pre-coordinates emergency EOD responses with supported units.

• Manages the EOD Information Management System.

S-4 Section

2-24. The group logistics staff officer (S-4) is responsible for coordinating with supported units to ensure adequate logistical support is provided to all subordinate EOD elements. The EOD S-4 coordinates and counteracts UXO and hazardous EOD storage policies and procedures.

2-25. The S-4 advises the commander and staff on all logistics issues; coordinates, estimates, plans, annexes, or orders for logistics operations; provides staff oversight of property book operations and maintenance for the group/battalion and its subordinates.

2-26. The S-4 section size increased through the redesign of the group. The S-4 section consists of three cells; supply and service, mobility, and material readiness. The increase in personnel allows the section to be functional in serving group subordinate units.

S-6 Section

2-27. The signal staff officer (S-6) tasks involve networking operations and information management. The S-6 provides technical staff supervision over signal support activities throughout the group. The primary S6 function is the integrity of frequency modulation and digital communications networks. The S-6 is responsible for the full range of tasks associated with network management, systems administration, and systems/software security for all tactical automation.

2-28. The S-6 section added resources through the redesign, which enhance the satellite communications and communications functions of the group.

Unit Ministry Team (UMT)

2-29. The group UMT consists of a chaplain serving as a personal staff officer with direct access to the group commander and a chaplain’s assistant. The UMT provides two capabilities to the command: First, they provide religious support and spiritual care to all assigned or attached service members, family members, and authorized civilians. Second, they advise on real and potential impacts of religion, morals, ethics, and morale in operations. Supervision of subordinate UMTs and ensuring appropriate coordination of religious support in the area of operations is a primary responsibility.

GROUP SPECIAL STAFF

2-30. The special staff was another component added from the approved FDU during the reorganization of the group headquarters and assists in enhancing several capabilities throughout the group. The purpose and responsibilities of the special staff are discussed in the following paragraphs.

Medical Staff

2-31. The medical staff section consists of the brigade surgeon, a medical operations officer, and a health care noncommissioned officer. The two medical staff members assist the brigade surgeon with medical planning and medical operations.

2-32. The brigade surgeon is a special staff officer who answers directly to the group commander. The brigade surgeon advises the group commander on the health of the group units and provides input on Army health system support functions in operations plans and orders.

2-33. The medical operations officer serves as an advisor to the assigned unit commanders and their staffs on the subject of supporting health services operations.

Science And Technology

2-34. The S&T Soldier develops technology that will provide EOD Soldiers with capabilities to fight any adversary. The S&T Soldier seeks to develop and mature technology that will enhance future EOD capabilities, advises the commander and staff on S&T trends and capabilities, and communicates S&T vision to the commander and staff.

Public Affairs Office

2-35. The public affairs office is a special staff office that supports the commander and assigned units. The public affairs office is comprised of one noncommissioned officer. The public affairs office researches, prepares, and disseminates news releases, articles, web-based materials, and photographs on group personnel and activities. The public affairs office public affairs office works closely with the group staff to integrate strategies to communicate the commander’s perspective. See FM 3-61, Public Affairs Operations, which offers additional details about public affairs.

Legal Staff

2-36. The group legal staff is comprised of one paralegal noncommissioned officer. This paralegal will coordinate with the servicing judge advocate to provide legal support to the commander and all Soldiers. The paralegal is assigned to the group S-1 section. Although the paralegal will be assigned to the S-1, such assignment is only made to facilitate the provision of legal support to the group commander and Soldiers. Paralegal Soldiers assigned to units subordinate to a brigade equivalent will remain under the direct supervision of the servicing judge advocate and servicing senior paralegal NCO. The paralegal provides support across the Judge Advocate General’s Corps’ six core legal disciplines: military justice, international and operational law, administrative and civil law, contract and fiscal law, claims, and legal assistance. The paralegal is assigned to the S-1 section. Their duties include providing legal support to the commander and all Soldiers.

EOD BATTALION

2-37. The EOD battalion headquarters structure was reshaped to effectively perform its C-IED mission. The reshaping of the organizational structure increased the size of the EOD battalion and enhances the battalion capabilities in the C-IED fight in the following ways:

• S-2 section capabilities were strengthened to perform intelligence fusion and analysis.

• S-3 section capabilities were strengthened to exploit and execute training/partnership.

• S-3 section capabilities were strengthened by adding a CREW cell.

• Strengthened the capabilities of S-6 to perform satellite communications and communication functions throughout the battalion. See figure 2-2 for the battalion organization structure.

Figure 2-2. EOD battalion

COMMAND GROUP

2-38. The battalion commander leads all task organized EOD forces in the battalion, prioritizes the EOD effort to support the force; and resources subordinate assigned and attached EOD companies with EOD specific requirements. When serving as the senior EOD commander, the commander serves as the joint forces EOD staff officer.

2-39. The battalion executive officer serves as second in command, in the absence of the commander. The executive officer establishes, monitors, and synchronizes the battalion battle rhythm with the group and company battle rhythms through effective communications and timely reporting. As the second in command, the executive officer performs as the battalion chief of staff.

2-40. The battalion command sergeant major is the senior enlisted member of the battalion. The command sergeant major provides EOD technical and tactical advice to the commander, staff, and subordinate units. The battalion command sergeant major serves as the senior trainer for the battalion and provides mentoring for all first sergeants.

THE COORDINATING STAFF

2-41. The staff must be effective and efficient in providing a full range of support for all units. Effective and essential coordination is required for battalion geographical dispersed units.

2-42. The reshaping of the battalion resulted in several changes being made to the staff. Enhanced capabilities were added to the S-2, S-3, and S-6 sections. The following paragraphs highlight the additional capabilities gained to enhance the battalion’s ability to accomplish its C-IED mission.

S-1

2-43. The S-1 officer is the principal staff officer for HR and other issues impacting the health, morale, and welfare of battalion Soldiers. The S-1 is responsible for personnel management, the formulation of personnel policies, and is the single focal point for all personnel related support to the battalion. The S-1 provides technical guidance to all subordinate company HR specialists.

S-2

2-44. The S-2 section is comprised of the battalion intelligence officer and five intelligence analysts. The additional analysts allow the battalion to enhance its intelligence analysis and fusion.

2-45. The S-2 section duplicates several of the key EOD group intelligence tasks, disseminating intelligence products throughout the battalion and up to the group staff.

S-3

2-46. The S-3 section gained several key contributors to support the battalion C-IED mission. The S-3 consists of six cells; plans, current operations, C-IED integration, CREW, exploitation, and partnering. The liaison team, consisting of an EOD liaison officer and non-commissioned officer, was incorporated into the current operations cell.

2-47. To assist in accomplishing the expanding battalion C-IED mission, two EOD officers and six EOD non-commissioned officers were added to the S-3 current operations and planning cells.

2-48. The battalion S-3 workload duplicates several of the group S-3 tasks in executing operational planning, administering current operations, and maintaining situational awareness. The flow of information that travels through the S-3 must be synchronized within the current operations, future operations, and plans sections. This synchronization of information allows the sections to prepare operational planning from a short-range through a long-range perspective. See figure 2-3 for the information flow of the S-3.

Figure 2-3. S-3 information flow

S-4

2-49. The role of the S-4 section is to plan, coordinate and execute logistics operations. The S-4 section plans equipment, supply, maintenance, and transportation requirements. The S-4 officer is responsible for advising the commander and staff on all logistical matters that affect mission accomplishment.

S-6

2-50. A battalion signal officer and a signal support system specialist were added to the battalion coordinating staff through the redesigning of the organization. The S-6 section conducts the planning and execution of all aspects of the battalion communication plan.

2-51. The S-6 section added resources through the design change which enhanced the group satellite communications and communications functions.

Unit Ministry Team

2-52. The unit ministry team, consisting of a chaplain serving as a personal staff officer with direct access to the commander, and a chaplain assistant. This unit ministry team provides religious support to the battalion and subordinate companies. Religious support includes religious services and pastoral ministry to provide spiritual care to all assigned or attached service members, family members, and authorized civilians. It also includes advising the command on real and potential operation impacts of religion, morals, ethics, and morale.

ROLES AND RESPONSIBILITIES

2-53. The EOD group and battalion share and execute similar roles throughout their organizations. Their responsibilities are also similar, but are executed at different levels.

EOD GROUP

2-54. The list of responsibilities for the group is very extensive. The following responsibilities are not all- inclusive, but are considered critical for operating the group:

• Manages EOD operations, planning, integrating, coordinating, and tasking functions (through the commander’s direction and authority).

• Synchronizes Army EOD force responsibilities with published policy and doctrine.

• Ensures compliance with environmental laws and the munitions response implementation plan.

• Ensures compliance with Occupational Safety and Health Administration physicals – Code of Federal Regulation 29.

• Ensures compliance with operational requirements for hazardous waste operations and emergency response technician – Code of Federal Regulation 29.

• Publishes policy and standards for quality assurance/quality control for response, as well as badge removal guidance.

• Publishes guidance to ensure the intent of Department of Defense (DOD) installation emergency management and Army emergency management programs are met.

• Ensures compliance with Title 18 United States Code and DOD Directives by enforcing current reporting procedures. When operating in support of domestic law enforcement, EOD units are required to send EOD incident reports within 72 hours of report approval to the United States Bomb Data Center, Bomb Arson Tracking System in accordance with United States Code 18 section 846(b) and DOD Directives 3025.18 paragraph 4.g.(2).

• Monitors, synchronizes, and reports current EOD operations to ensure maximum efficiency and meet operational and strategic intent.

• Provides feedback to the United States Army Training and Doctrine Command capability manager-explosive ordnance disposal (TCM-EOD) and Explosive Ordnance Disposal Technical Division for mission essential equipment and support items.

• Executes technical intelligence reporting processes related to EOD activities. Provides original technical intelligence reports through command channels.

• Coordinates requirements for EOD support with requesting units, other Army commands, sister services, federal agencies, and multinational partners.

• Conducts incident management planning, execution, and assessment.

• Provides subject matter expertise on EOD matters.

• Recommends changes to EOD policy, EOD training, and evaluation for EOD units through command channels.

• Provides technical advice/assistance to investigation boards, when EOD accidents are being investigated under AR 385–10, The Army Safety Program.

• Provides EOD technical support to Defense Attaché Offices, military advisory groups, and other authorized agencies consistent with Army policies.

• Incorporates UXO, WMD, and IED response considerations in anti-terrorism and force protection planning, inspections, and exercises.

• Participates in force protection exercises.

• Develops annual EOD training aids operational needs statements.

• Coordinates installation support agreements with the installation garrison commander, as required, in the case of reimbursable services.

• Confirms/coordinates time phase force and deployment data and integrate into operations, and training the units.

EOD BATTALION

2-55. The battalion and its subordinate companies have the responsibilities to perform three essential tasks when not engaged in combat operations: provide EOD support to military and civilian authorities, provide EOD support to the United States Secret Service (USSS), and train for wartime missions.

2-56. The battalion also has an extensive list of roles and responsibilities, similar to that of the group. The responsibilities listed below are not all inclusive, but are critical to operating the battalion:

• Executes command, control, and support of assigned/attached EOD forces.

• Develops, coordinates, establishes, and disseminates EOD TTP to address existing or emerging tactical requirements.

• Provides feedback to United States Training and Doctrine Command capability manager – explosive ordnance disposal and Naval Explosive Ordnance Disposal Technology Division for mission essential equipment and support items.

• Establishes a tactical operations center.

• Prepares intelligence based on EOD technical exploitation and analysis.

• Provides training readiness, technical certification, explosives safety training, and explosives safety oversight to assigned or attached companies.

• Provides EOD policy, EOD training, and evaluations for EOD companies.

• Provides technical advice/assistance to investigation boards, when EOD accidents are being investigated under AR 385–10.

• Provides EOD input during preparation and coordination of operations, emergency actions, emergency transportations, and force protection plans.

• Participates in division-level force protection exercises.

• Coordinates installation support agreements with the installation garrison commander, as required, in the case of reimbursable services.

• Coordinates with the installation garrison commander for routine EOD support (range maintenance, impact area escort, live-fire support, equipment displays, and UXO and explosives safety classes).

• Coordinates for assistance through the installation emergency operating center (for example: communications, on-scene medical support, heavy equipment with operators, and air transportation as required in support of EOD operations throughout the EOD company’s area of responsibility).

• Ensures compliance with state environmental protection laws.

SUMMARY

2-57. The approved FDU changes have enhanced the EOD group and battalion with several capabilities to assist in the C-IED fight. The enhanced capabilities are in the areas of intelligence fusion and analysis; exploiting and executing training/partnership initiatives; CREW; and satellite communications.

Chapter 3

Major Campaigns

During major campaigns, the theater Army would normally receive one EOD group. The EOD group provides command and an organizational framework for strategic through operational EOD efforts within the area of responsibility. The EOD group focuses on reinforcing and augmenting tactical EOD efforts and developing a theater sustainment base. This focus involves conducting EOD operations that support Army design methods and coordinating EOD operations that support subordinate tactical echelons.

PLANNING CONSIDERATIONS

3-1. The four primary EOD activities conducted while providing EOD support to major campaigns are countering improvised weapons threats, weapon related technical intelligence activities, immediate response and disposal of UXO, and joint security operations in theater.

3-2. Planning for the major campaign’s activities is based on strategic guidance. The group and battalion have to consider their force structure and capabilities necessary to complete the mission. The commanders should consider the size of the area of responsibility and the anticipated range of threats.

3-3. The group and battalion staffs must consider the duration of the operation to determine the correct allocation of EOD forces. The staffs must continuously monitor, assess, and adjust EOD operations based on situational changes in the tactical situation or the availability of EOD forces.

3-4. Thorough planning considerations are required for the mission to have a successful outcome and allow the commander to tailor the correct EOD resources to support the force.

3-5. Tailoring the EOD forces are based on the considerations of the weapons threat, allocated force capabilities, and EOD mission planning.

WEAPON THREAT

3-6. The weapons threat is the basis for ensuring EOD forces are manned and equipped with the proper tools and equipment to accomplish the desired effects. Enemy weapons threat capabilities are always evolving which requires EOD forces to continually engage with intelligence assets, to include reach-back interagency support, to stay ahead of the threat in the area of operations and to ensure reports and collected material from weapons is adequate to support intelligence development.

ALLOCATED FORCE CAPABILITIES

3-7. The high demand for EOD force support requires deliberate planning and careful dissemination of resources. EOD staffs must consider the following:

• Are the force composition, equipment, and structure tailored to size, type, and mission of the supported force?

• Are the time-phased force and deployment data and phasing of forces correct?

• Are the initial administrative and logistical requirements sufficient?

• Are the EOD forces trained, equipped, and organized to maximize interoperability among services operating in the operational environment?

• Has an intelligence estimate of information been performed to address hazards that present a threat to operations, installations, personnel, or materiel?

• Are EOD capabilities to support the combatant commander’s requirements sufficiently sourced?

EOD MISSION PLANNING

3-8. EOD mission planning focuses on the development of mission statements and a concept of operations. Mission planning includes the identification of single-service EOD missions and responsibilities, as well as joint EOD missions.

3-9. Planning for the coordination of administrative, logistical, and operational support with the theater support command includes:

• Identification of required enablers to support EOD operations.

• Identification of material requirements.

• Establishing standardized EOD incident reporting procedures and requirements.

• Ensure methodology is in place for technical collection and the dissemination of explosive devices exploitation, and post-blast analysis.

• Establishment of requirements for authorized demolition areas for explosive ordnance in accordance with applicable host nation and U.S. policy and regulations.

Command and Support Relationships

3-10. The staffs plan for the coordination of the command relationships prior to operations and prepare for changes based on the phase of the operation. EOD units and the supported units must clearly define the support relationships during initial discussions between the two.

3-11. The units must codify their relationships in memorandums of agreement and official orders. The EOD unit assigned is responsible for articulating service specific expectations to the supported unit. The relationship is generally a direct support or general support relationship.

External Support

3-12. The planning for external EOD support is required for EOD forces at every level. Planning and establishing the proper level of support is necessary prior to arriving in theater. The support includes reach- back capability for weapons technical intelligence at the strategic level, contractor and intelligence asset support at the operational level, and maintenance and power generation support at the tactical level.

3-13. The groups and battalions have the capability to provide weapons technical intelligence and targeting support to the combatant commands. In order to provide this support, the groups and battalions require a robust reach-back capability to national level organizations that are able to further exploit information sent from various theaters.

3-14. The staffs plan for intelligence support to assist in the interaction between EOD forces and the intelligence community to enhance the understanding of enemy tactics.

3-15. Maintenance support is one of the most complicated areas of support for EOD. Planning for maintenance support consists of specialized EOD equipment, decentralized operations, and separate maintenance contracts. These issues can cause complication with maintenance support from supported units.

3-16. Power generation is another planning consideration that the staffs must take into account. Forward operating EOD elements require electricity and power generation support from the unit that provides command of the AO. Agreements must be established to convey the understanding that support provided to EOD elements do not equate to ownership.

3-17. Communication support must be addressed, as communication capabilities are required between the organic headquarters and supported organizations. At a minimum, EOD forces require the following capabilities:

• Non-secure internet protocol router network.

• Secret internet protocol router network.

Major Campaigns

3-18. Planning for sustaining EOD support requires planning and executing administrative, logistical, and operational support in coordination with the theater support command. Planning considerations should include:

• Internal rotation of personnel, to include combat replacements.

• EOD specific tools, equipment, and demolitions.

• Redeployment planning.

• Ammunition retrograde and demolition range closing requirements.

• Reconstitution of EOD forces.

MISSION EXECUTION

3-19. The execution of EOD support is largely determined by the weapons threat, the type of force, and the mission supported.

3-20. Operational-level operations require the group and battalion staffs to be fully engaged. The organizations are tasked with providing command and control of all EOD forces, and other designated forces required to support the mission. Operational-level operations will typically require a joint force solution to provide the level of support required.

3-21. The execution of the mission is based on the requirements of the supported units. EOD elements advise on actions to be taken if an explosive ordnance, IED, homemade explosive, or WMD is located.

3-22. The group and battalion staff can assist commanders with mission planning and execution by reviewing force protection plans, route planning, and explosive ordnance threats and TTPs.

3-23. The staffs provide various EOD elements with plans for a unity of effort, centralized planning, and decentralized mission execution.

3-24. Planning, tracking trends, and executing missions involving explosive ordnance threats provide critical information from the staffs to the maneuver commanders.

ASSESSMENT FRAMEWORK

3-25. To acquire a proper perspective of a major operation, an operational assessment is conducted by organizing data, analyzing the data, and communicating recommendations to the commanders. The group and battalion assessments of EOD support to major operations provide support to the larger assessment of the campaign.

3-26. The assessment framework addresses necessary data collection, and the data collection plan of how information will be acquired. Subsequently, these requirements must be incorporated into plans and orders. Data collection for EOD assessment focus on weapons related information, technology, acquisition, sources, design, capabilities, and potential destructive effects.

3-27. The framework for EOD assessments establishes individual supporting elements at the tactical and operational level that feed the overall hierarchical strategic framework.

3-28. Several sources are used for data collection to build the operational framework for the group and battalion. The following inclusive list of data is synchronized with intelligence to support the campaign assessment:

• Weekly IED trends report.

• Monthly IED trends report.

• Yearly IED trends report.

• Monthly explosive composition study.

• Comparison of data consistency across the Combined Information Data Network Exchange level 1, and level 2 exploitation reports.

• Unclassified casualty numbers.

• Risk assessments for operations.

• Special studies examining effects of certain coalition unit activities on IED attacks.

3-29. The assessment framework process is adaptive to support changes in the environment. As with adaptive changes, the outcome of the assessment changes when there are unintended consequences. If the changes are due to unnecessary actions, the results may have lasting negative results. To overcome negative results, the practice of testing assumptions before acting is necessary to increase positive results and manage expectations.

LIMITED CONTINGENCY OPERATIONS

3-30. Planning considerations for contingency operations include EOD forces due to the likely threat of encountering UXOs, IEDs, and WMDs. EOD forces play a large role in the planning of contingency missions. EOD forces are used by supported units for the interpretation of enemy TTPs and analysis of the explosive threats in the area.

3-31. EOD forces are an integral element of mission execution. Planned operations could involve, but are not limited to the following situations:

• Airfield seizure (runway clearance of UXO, IED, aircraft hazards).

• Counter-WMD/CBRN.

• Capture of surface-to-air missile sites (man-portable air defense systems, mobile and fixed sites).

• Capture or encountering of enemy ammunition supply points (exploitation and disposal of enemy ordnance).

• Global response force contingency planning.

3-32. During the execution of the planned operations, the staffs must maintain situational awareness of the actions EOD forces are taking part in. If the supported unit needs guidance regarding any explosive related issues, EOD leadership must be available to give accurate information and have the capability to make recommendations to the supported commander.

3-33. The assessment framework is dependent upon and based on the level of involvement of EOD forces.

STABILITY OPERATIONS

3-34. During stability and counterinsurgency operations, EOD forces provide critical enabling capabilities that support intelligence collection and exploitation. These capabilities are essential for operational success across the full range of military operations.

PLANNING CONSIDERATIONS

3-35. Planning considerations begin with EOD forces serving as combat enablers to general purpose and special operations forces personnel in executing various stability operations.

3-36. The planning for stability operations involves EOD forces assisting in the sustaining, exploiting, securing, and controlling of areas, populations, and resources. These operations employ military capabilities to reconstruct or establish services and support civilian agencies. Stability operations involve coercive and cooperative actions.

3-37. The group and battle staffs focus on stability tasks for the best means of employing EOD forces. See JP 3-07, Stability, which offers additional details about stability operations.

3-38. The staffs plan for the context of stability tasks which involve disarmament. Disarmament tasks include the collection, documentation, control, and disposal of small arms, ammunition, explosives, unexploded ordnance, and light and heavy weapons of former combatants.

3-39. The staffs establish plans for overseas humanitarian, disaster, and civic aid. These plans include explosive remnants of war and other issues involved in landmines and areas contaminated by explosive remnants of war, such as assistance to mine victims, mine risk education, and program management in humanitarian mine action (HMA). Conventional forces conduct HMA training with partner nations. EOD forces conduct train-the-trainer HMA operations.

3-40. During the establishing of civil security, EOD forces are called upon to protect key personnel and facilities and clear explosives and other hazards.

MISSION EXECUTION

3-41. The staff collaborates during planning considerations and continues through the mission execution and assessment phases.

3-42. The staff reinforces planning and execution processes, while correcting deficiencies. They continue the collaboration while working through crisis management processes.

ASSESSMENT FRAMEWORK

3-43. Establishing effective rule of law through criminal justice system reform typically requires an international review of the host-nation’s legal framework, a justice reform agenda, police and corrections institutional reviews, and general justice reform programs.

3-44. At each level of monitoring and evaluation, commanders identify lessons to improve future stabilization activities or sustain successful ones.

SUMMARY

3-45. Planning for major campaigns requires the group and battalion staffs to prepare for the full range of military operations. Stability operations and limited contingency operations require EOD forces support throughout the entire operation and it is essential the staffs review all planning considerations when allocating the appropriate EOD forces to meet mission requirements.

Chapter 4

Domestic Operations / Defense Support of Civil Authorities

Operations in support of domestic support of civil authorities (DSCA), encompass all support provided by the components of the Army to civil authorities within the U.S., its possessions and territories. This includes support provided by the regular Army, Army reserve, and Army National Guard (when the Secretary of Defense, in coordination with the Governors of the States, elects and requests to use those forces in title 32, United States Code status). Army EOD forces frequently conduct DSCA operations in response to requests from federal, state, local, and tribal authorities for domestic incidents, emergencies, disasters, designated law enforcement support, and other domestic activities.

PLANNING CONSIDERATIONS

4-1. Rendering safe and disposing of IEDs, nonmilitary commercial explosives, or similar dangerous articles reported or discovered outside of DOD installations are primarily the responsibility of civil authorities. However, due to the potential lethality and danger to public safety, DOD EOD personnel may provide assistance upon request per DOD Directives 3025.18, Defense Support of Civil Authorities (DSCA).

4-2. Group and battalion commanders must ensure all EOD Soldiers are equipped, trained and ready to respond to requests from civil authorities. The group and battalion commanders must ensure all EOD Soldiers fully understand what capabilities may be legally used when providing EOD support.

4-3. Group and battalion leadership must ensure that domestic operations and DSCA is executed in a manner that allows EOD forces to continue to properly train and prepare for deployments. DSCA is a mission that is done in conjunction with the normal unit battle rhythm.

4-4. The EOD battalion is responsible for ensuring EOD companies have the training and resources required to maintain communications with supported military organizations and civil authorities. When EOD teams are tasked to support civil authorities, the EOD battalion approves the response communications plans to verify the teams are able to maintain secure and uninterrupted communications, both voice and data, with local state, federal, and tribal emergency services.

4-5. The group and battalion staffs should plan and anticipate DSCA missions to have a duration of being completed within 2-6 hours. Some missions can exceed this duration, if they are effected by other criteria of DSCA.

4-6. Coordinating with other Services EOD forces is critical, since a request for immediate EOD response from civilian authorities can be supported by the closest capable EOD unit, regardless of service.

4-7. The EOD company conducts DSCA missions, but the group and battalion staffs plan and provide mission command for the missions. The following DSCA missions require an immediate EOD response:

• Military munitions.

• Discarded military munitions.

• UXO in the unauthorized possession of public officials or found on public lands.

• Military munitions that land off range.

• Military munitions found on property formerly leased or owned by DOD.

• Military munitions involved in transportation accidents.

4-8. The staffs place emphasis on EOD forces to comply with applicable local, state, and federal laws and regulations, especially environmental laws when EOD forces are providing support to immediate EOD responses.

4-9. The group and battalion staffs make plans for EOD forces to provide support to the following non- immediate support missions:

• Post-blast analysis.

• Use of material and equipment.

• Preplanned events.

4-10. The teams’ completed reports for providing support to the Bureau of Alcohol, Tobacco, Firearms, and Explosives must be submitted within 72 hours after completing the support mission.

4-11. The employment of electronic countermeasures (ECM) while providing EOD support to civil authorities must be approved prior to usage by both the Secretary of Defense and the Director, Federal Bureau of Investigation.. Prior to the ECM usage, the EOD on-scene commander calls the Federal Bureau of Investigation Strategic Information Operations Center or the local FBI Special Agent Bomb Technician.

4-12. EOD forces cannot collect intelligence within the U.S. while conducting DSCA missions. The battalion staff should coordinate to ensure situational awareness from known terrorist threats in the assigned response area. Material evidence and photographs collected in the response to civil authorities must be turned over to the supported agency prior to the end of the response mission.

4-13. The headquarters ensures subordinate companies utilize the EOD Information Management System to complete the required DA Form 3265 (Explosive Ordnance Incident Report), after the completion of all missions.

DOMESTIC OPERATIONS

4-14. The battalion staffs ensure the subordinate companies are prepared to perform the following domestic operations:

• Pre-planned law enforcement support.

• Response operations.

• Defense Environmental Restoration Programs.

• Support to civilian law enforcement agencies.

• Defense of Critical Infrastructure Program.

• Nuclear Weapon Accident Response Procedures.

4-15. Subordinate companies are tasked to perform pre-planned law enforcement support missions. The pre- planned missions include operations involving WMD, UXO, IED, or serving in a technical support role to law enforcement.

4-16. Response operations to law enforcement agencies make up the majority of the domestic operations. Companies are required to maintain 24 hour response operations and notify the battalions upon receiving a request from civil authorities for support. The notification from the company allows the battalion to keep track of the type and number of incidents the companies are responding to.

4-17. The Defense Environmental Restoration Programs include response missions that address UXO, discarded military munitions, and munitions constituents at defense sites that are categorized as munitions response areas and munitions response sites. These sites do not include operational ranges, storage facilities, manufacturing facilities, or facilities previously used for the disposal of munitions.

4-18. Support to civilian law enforcement involves numerous agencies in the interest of public safety to save lives, prevent human suffering, and prevent damages to critical infrastructure. Support is requested to provide assistance when law enforcement has encountered an UXO, explosive munitions, or an IED.

4-19. The force protection measures of military installations are addressed when EOD forces are involved with the Defense of Critical Infrastructure Program. The program allows EOD forces to link risk management program activities and security related functions to enable force protection, antiterrorism, critical infrastructure protection, information assurance, continuity of operations, CBRN defense and readiness and installation preparedness. This linkage allows EOD forces to maintain a safe and secure environment by providing critical infrastructure protection and response capabilities.

4-20. The Nuclear Weapon Accident Response Procedures have two situations when EOD assistance could be requested. Assistance for EOD support can be requested during an accident or incident involving a U.S. nuclear weapon or military reactor. Assistance for EOD support can also be requested during an accident or incident involving nuclear weapons, nuclear material, or improvised nuclear devices of foreign origin.

DEFENSE SUPPORT OF CIVIL AUTHORITIES

4-21. Some EOD responses during DSCA missions involve the usage of suspected radio controlled improvised explosive devices. The Federal Bureau of Investigation has established procedures for the domestic use of ECM for radio-controlled IEDs. The procedures that govern the usage of ECM for EOD forces are applicable whether responding on or off military installations. See Department of Defense Instructions 3025.21, Defense Support for Civilian Law Enforcement Agencies for procedures on ECM usage.

4-22. National security events are large-scale DSCA missions which, require EOD capabilities. Local EOD units should maintain relationships with local, state, and federal bomb disposal units within their geographic locations. These relationships include conferences and training exercises to increase the interoperability and integration with the local EOD agencies, improve the response capabilities to the civilian authorities when requested, and enhance the consolidated response capabilities.

4-23. A national sensitive security event is an event designated by the Secretary of Homeland Security as an event which, has a national or international significance to be a potential target for terrorism. The USSS assumes its mandated role as the lead agency for the design and implementation of the operational security plan in the protection of very important persons (VIPs). The USSS requests EOD support to assist in the preparation for the event, particularly in the areas of venue and motorcade route security. The goal of the USSS is to provide a safe and secure environment for Secret Service protected, or other dignitaries, the event participants, and the general public.

4-24. Providing support to the joint explosive ordnance disposal very important person protection support activity, which is commonly referred to as JEODVIPPSA is a routine mission for EOD forces. These support missions are for the protection of VIPs conducted by the USSS and the Department of State.

4-25. EOD forces provide support to the USSS and the Department of State in protecting the President and Vice President of the United States, designated foreign heads of state, and other dignitaries. The United States Northern Command is the supported Combatant Commander for EOD support to VIP missions.

4-26. The tasking of DOD EOD forces worldwide for VIP mission support is the responsibility of joint explosive ordnance disposal very important person protection support activity, who is the United States Northern Command action agent.

4-27. Support to the USSS and the Department of State are routine EOD missions, but are generally requested on short notice, for a short duration. The group and battalion must have teams available on a recurring basis to support joint explosive ordnance disposal very important person protection support activity, missions. The subordinate organizations utilize the following guidelines for providing Soldiers for VIP missions:

• Soldiers selected to support President/Vice President missions must have at a minimum a current SECRET clearance, based on a Single Scope Background Investigation.

• Soldiers supporting non-President/Vice President missions must have at a minimum a SECRET/National Agency Check clearance, with the Single Scope Background Investigation initiated.

• Senior team leaders from each company are the point of contact for the mission. The senior team leaders will report any emergency situations to their higher headquarters.

• Soldiers tasked for supporting joint explosive ordnance disposal very important person protection support activity, missions will be removed from all other activities.

4-28. There are multiple policies and regulations regarding EOD support to civil authorities. These policies and regulations are listed below:

• 40 Code of Federal Regulations, Part 260-265, Hazardous Waste Management System.

• DOD Directive 3025.13, Employment of DOD Capabilities in Support of the U.S. Secret Service (USSS), Department of Homeland Security (DHS).

• DOD Directive 3025.18, Defense Support of Civil Authorities (DSCA).

• DOD Directive 3020.40, Mission Assurance (MA).

• DOD Instruction 3025.21, Defense Support of Civilian Law Enforcement Agencies.

• DOD Instruction 3020.45, Defense Critical Infrastructure Program (DCIP) Management.

• DOD Instruction 6055.17, DOD Installation Emergency Management (IEM) Program.

• DOD manual 3150.8, Nuclear Weapon Accident Response Procedures (NARP).

SUMMARY

4-29. DSCA is a major portion of domestic operations for EOD forces. All EOD support to DSCA missions contributes to the support of Homeland Defense. This support includes assisting federal, civil, and local authorities, recovering and destroying found explosive items, and providing technical support for law enforcement agencies. Other support missions include the protection of VIPs while providing support to the USSS and the Department of State.

Chapter 5

Capabilities

Explosive ordnance disposal forces are equipped with capabilities to provide EOD support to unified land operations by detecting, identifying, conducting on-site evaluation of, rendering safe, exploiting and final disposition of all explosive ordnance, IEDs, and WMDs. Along with these capabilities, there are also existing limitations which effect EOD forces.

+CAPABILITIES

5-1. The EOD group has a span of control of two to six EOD battalions. The group uses its capabilities when attached or placed in OPCON, to coordinate C-IED and weapons technical intelligence operations, to a theater Army, corps, or JTF in support of a specific operation, operation order, operation plan, or concept plan. The rules of allocation for EOD forces are displayed in table 5-1.

+Table 5-1. Rules of allocation

EOD Organization | Modeling Rule of Allocation | Supported Organization | Relationship
[picture] | 1 per Theater Army | Theater Army (as shown) | Attached/OPCON
1 per Corps | Corps | Attached/OPCON
1 per Joint Task Force | Joint Task Force | OPCON
1 per CJTF | CJTF | OPCON
1 per Homeland Defense |  |
1 per 2-6 EOD Batallions |  |
[picture] | 1 per Division | EOD Group | OPCON
1 per Joint Task | Division (as shown) | DS/GS
Force | Joint Task Force | DS/GS
1 per CJTF | CJTF | DS/GS
2 per Homeland Defense |  |
1 per 3-7 EOD Companies |  |
[picture] | 1 per BCT | EOD Battalion | OPCON
1 per SFG(A) | SFG(A) | OPCON/TACON
1 per land-owning | Ranger Regiment | OPCON/TACON
Brigade HQ | BCT (as shown) | DS/GS
1 per Ranger Regiment | MEB or land-owning brigade headquarters | DS/GS
8 per Homeland Defense |  |
1 per 2-6 EOD Platoons |  |
[picture] | 3-4 Per committed BCT | EOD Company | Assigned
1 per Special Forces Battalion | Cavalry Squadron | DS/GS
1 per Ranger Battalion | Brigade Engineer Battalion (route clearance) | DS/GS
1 per Sustainment Brigade | Special Forces Battalion Ranger Battalion Sustainment Brigade | DS/GS DS/GS DS/GS
24-48 per Homeland Defense | Maneuver Battalion (as shown) or land-owning battalion headquarters | DS/GS
1 per 3 EOD |  |

Legend:

BCT = brigade combat team…………………CJTF = combined joint task force

DS = direct support ………………………….EOD = explosive ordnance disposal

GS = general support…………………………MEB = maneuver enhancement brigade

OPCON = operational control ……………..SFG = special forces group

TACON = tactical control

5-2. The EOD battalion has a span of control for three to seven EOD companies. The EOD battalion uses the full range of its capabilities when attached to either a theater Army, corps, division, or JTF.

5-3. When the group is tasked to be organized as an EOD Joint Task Force Headquarters, the group possesses the following additional capabilities:

• Focused intelligence analysts.

• Exploitation lab oversight.

• Electronic warfare concentration.

• Operations research and systems analysis.

5-4. Critical enabling capabilities that support intelligence collection and exploitation are provided by EOD forces. These capabilities are essential for operational success and support the following objectives:

• Supporting counterterrorism and irregular warfare.

• Overcoming anti-access and area denial challenges.

• Countering weapons of mass destruction.

• Maintaining a safe, secure nuclear deterrent.

• Defending the homeland.

• Providing support to civil authorities.

• Supporting humanitarian assistance and disaster relief.

5-5. EOD forces possess the capabilities to identify and trace physical materials used in explosive devices. During the process of supporting counterterrorism, EOD forces encounter conventional weapons, improvised weapons, and weapons of mass destruction used as weapons threats on the battlefield. The material recovered from various weapons threats contributes to the analyzing and identifying of possible terrorist networks. See figure 5-1 displayed on page 5-3 for additional information on weapon threats.

Figure 5-1. Weapon threats

5-6. The assigned subordinate EOD companies have the following capabilities:

• Render safe UXO hazards.

• Identify UXO hazards.

• Destroy UXO hazards.

• Move UXOs to safe holding or disposal areas for destruction.

• Perform expert technical exploitation on first seen ordnance items.

• Perform the identification of CBRN agents and hazards.

• Perform the preliminary packaging of CBRN munitions.

• Perform emergency personnel decontamination station operations.

• Mark and perform hasty decontamination of an immediate chemical incident site.

• Perform render safe procedure on chemical munitions.

• Collect chemical samples for additional identification and testing.

• Dispose of chemical munitions.

• Setup and perform emergency contamination control station operations.

• Perform initial nuclear render safe procedures.

EOD CONTROL TEAM

5-7. The EOD control team provides control of one to two EOD companies in an AO when an EOD battalion is not assigned to the AO. The EOD control team is utilized when the EOD company supports a non-EOD battalion. It will coordinate and provide recommendations, as required, to higher headquarters for apportioning, allocating, and synchronizing EOD operations. It may provide limited planning, preparation, and assessment for EOD operations in support of the division, CJTF, or JTF.

5-8. Functional or multifunctional brigades may require augmentation by an EOD control team, as EOD companies have limited capabilities to integrate EOD operations.

5-9. The EOD control team is used mainly in an OCONUS AO. The EOD control team are vital members of the higher headquarters’ staff.

SUPPORT OPERATIONS

5-10. The capabilities of subordinate EOD organizations allow supported organizations to provide a full range of actions during stability and support operations.

TRAINING

5-11. During stability operations, the establishment of a bomb disposal program for the host nation is essential in ensuring that the host nation is able to take over the mission of disposing of UXO, once U.S. forces turn over the responsibility.

5-12. EOD forces provide bomb threat and search training to military and civilian personnel. EOD forces do not respond until a suspected device has been located by the organization designated search team. When the team finds a suspected device, it evacuates the area and reports the suspected device to EOD.

MULTIPLE UNEXPLODED EXPLOSIVE ORDNANCE OPERATIONS

5-13. Multiple UXO operations include, but are not limited to, destroyed or damaged ammunition supply points or ordnance caches, ammunition convoy accidents, improved conventional munitions, and airfield clearance operations.

5-14. Multiple UXO operations may be completed quickly or could take several days. These operations take multiple EOD teams to complete, are dependent upon the quantity of UXO and the complexity of the operation to determine the length of the mission.

CAPTURED ENEMY AMMUNITION AND EXPLOSIVE REMNANTS OF WAR OPERATIONS

5-15. Captured enemy ammunition is considered as discovered or captured quantities of stored, cached, or abandoned enemy ammunition and explosives. The distinction between captured enemy ammunition and explosive remnants of war typically exists as offensive and defensive operations shift into stability operations.

5-16. Caches of captured enemy ammunition are as small as one or two pieces of ordnance or as large as several thousand pieces of ordnance. Captured enemy ammunition and explosive remnants of war planning and execution factors are the same regardless of the quantity encountered.

SUPPORT TO HUMANITARIAN MINE ACTIONS

5-17. EOD forces provide Soldiers in support of the DOD HMA program. EOD is a priority force for HMA missions. The goal of the DOD HMA program is to relieve human suffering and the adverse effects of landmines and explosive remnants of war on noncombatants, while advancing the combatant commanders’ security cooperation strategies and U.S. national security objectives.

SITE EXPLOITATION OPERATIONS

5-18. EOD forces conduct site exploitation and technical collection and analysis of explosive ordnance, and components. Exploitation operations include render safe procedures and clearance of any booby traps, if necessary, to render explosive ordnance materiel, systems, and equipment ineffective for use against U.S. and multinational forces.

WEAPONS TECHNICAL INTELLIGENCE COLLECTION AND EXPLOITATION

5-19. Based on EOD technical analysis, EOD Groups and Battalions produces technical intelligence on explosive ordnance. EOD forces can determine the type of filler the explosive ordnance contains, such as military grade high explosives, homemade explosives, or other enhancements.

RANGE CLEARANCE OPERATIONS

5-20. Range clearance operations are conducted by EOD forces both in garrison and deployed environments. Range clearance operations require long-range planning due to their complexity. Each operation has specific requirements that varies between installations.

REMOVAL OF STUCK ROUNDS AND DOWNLOAD OF MISFIRED MUNITIONS

5-21. The removal of stuck rounds in mortars, artillery tubes, and other weapon systems is a routine EOD mission. The using unit must perform the operator and organizational maintenance procedures prior to requesting EOD assistance.

5-22. EOD forces are used to download both foreign and U.S. misfired munitions from aircraft and armored vehicles weapons systems.

REMOVAL OF ORDNANCE FROM BATTLE DAMAGED WEAPON SYSTEMS

5-23. EOD forces remove explosive ordnance from battle damaged weapon systems and dispose of them. EOD forces also respond to aircraft accident scenes and clear the scene of explosive ordnance.

WEAPONS OF MASS DESTRUCTION OPERATIONS

5-24. All EOD companies are trained to provide first response to a suspected WMD. The EOD WMD company is the only EOD company trained and manned to defeat and mitigate WMD in support of a joint or interagency operation.

NUCLEAR ACCIDENT AND INCIDENT RESPONSE

5-25. Nuclear accident and incident response intended to minimize loss of life, personal injury, hazardous effects, destruction of property, and to secure classified nuclear material. EOD forces identify and confirm the presence of nuclear weapons or materials; detect alpha, gamma, and beta hazards.

SPECIAL OPERATIONS FORCES SUPPORT

5-26. Support to special operation forces occurs outside of the Army force generation cycle and does not relieve the requirement for EOD support to ongoing and future operations.

MORTUARY AFFAIRS OPERATIONS SUPPORT

5-27. Mortuary Affairs Soldiers cannot properly recover remains containing UXO and require EOD assistance. Commanders must integrate EOD into their plans for recovery and processing of U.S. and multinational forces remains.

DEFENSE PRISONERS OF WAR/MISSING IN ACTION ACCOUNTING AGENCY SUPPORT

5-28. The Defense Prisoner of War/Missing in Action Accounting Agency brings together the former Defense Prisoner of War Missing Personnel Office, the Joint Prisoner of War/Missing in Action Accounting Command, and the Life Sciences Equipment Laboratory. The agency enables the workforce to achieve the fullest possible accounting for missing personnel.

5-29. The Defense Prisoners of War/Missing in Action Accounting Agency was established to more effectively increase the number of missing service personnel accounted for from past conflicts and ensure timely and accurate information is communicated to their families.

5-30. EOD forces support the Defense Prisoner of War/Mission in Action Accounting Agency mission in providing the fullest possible accounting of U.S. personnel listed as missing in action worldwide.

SUMMARY

5-31. The capabilities possessed by the group, battalion, and subordinate organizations are capable of providing a full range of EOD support across all of the warfighting functions. EOD forces integrate their capabilities into operations and maximize their efforts in supporting combatant commanders.

Appendix A

Subordinate EOD Organizations

The success obtained by the group and battalion headquarters is directly linked to the capabilities of the subordinate organizations. The organizations’ abilities allow the commander and staff to establish, resource, and conduct mission planning and monitor operational readiness. These capabilities are provided by the following types of companies: the EOD company, the EOD company CONUS support, the EOD company Airborne, and the EOD company WMD.

+EOD COMPANY

A-1. The EOD company (figure A-1) provides command, control, and support up to four organic EOD platoons with a surge capability of two additional EOD platoons for a total of six platoons. The EOD company provides administrative company level planning and support based on the level of employment, including augmenting BCT commanders with a special staff element. The EOD company provides EOD service throughout the theater AO and direct support (DS) to a designated BCT or Special Forces group. The EOD company can be placed in TACON or OPCON supporting roles, but the EOD forces remain ADCON to their parent EOD organization.

+Figure A-1. EOD company

A-2. The EOD company Airborne provides support to Special Operations Forces to perform surgical strike operations in both permissive and non-permissive environments through the means of ground assault, parachute insertion, fast-rope, and special patrol insertion/extraction in order to identify, render-safe, and exploit all explosive hazards to include CBRN. The nature of Special Operations Forces operations requires consideration of habitual and/or pre-mission training as an essential element of successful mission accomplishment.

A-3. The 28th EOD is the only EOD company Airborne and has been allocated to support 75th Ranger Regiment missions since activation. While the unit remains part of the Global Force Pool, their focus for the foreseeable future is a DS role to the 75th Ranger Regiment. The company organizational structure is displayed in figure A-2 on page A-2.

Figure A-2. EOD company Airborne

A-4. The EOD WMD company provides highly technical EOD operations and containment procedures for WMD in support of joint or interagency operations. The WMD company has the ability to respond anywhere in the world, as part of the Joint Technical Operations Teams to defeat or mitigate the effects of WMD against the U.S.

A-5. The WMD company provides four WMD platoons to support the Army or other agency missions to defeat and mitigate WMD. The WMD company organizational structure in displayed in figure A-3.

Figure A-3. EOD company weapons of mass destruction (WMD)

A-6. The EOD company CONUS support provides EOD services to reduce and eliminate hazardous munitions and explosive devices for federal, state, and local agencies, on an area basis.

A-7. The EOD company CONUS support organizational structure is displayed in figure A-4.

Figure A-4. EOD company continental United States (CONUS) support

EOD PLATOON

A-8. The EOD platoon provides leadership, supervision, and technical guidance for three to four EOD teams. The EOD platoon provides the capability to eliminate and reduce CBRN, IED, and UXO threats.

A-9. The platoon organizational structure is displayed in figure A-5.

Figure A-5. EOD platoon

Appendix B

Supporting Organizations

The complexity of current and emerging weapons systems requires EOD forces to have comprehensive reach-back capabilities, up to the national level. Additionally, EOD teams must have feedback capabilities to provide and receive real time, relevant reporting on weapon systems, explosive ordnance and trends in order to populate databases with the most current data. EOD organizations can receive feedback from United States Training and Doctrine Command capability manager – explosive ordnance disposal and the Naval Explosive Ordnance Disposal Technology Division for mission essential equipment and support items.

UNITED STATES ARMY TRAINING AND DOCTRINE COMMAND CAPABILITY MANAGER – EXPLOSIVE ORDNANCE DISPOSAL

B-1. United States Training and Doctrine Command capability manager – explosive ordnance disposal develops, integrates, and synchronizes doctrine, organization, training, materiel, leadership and education, personnel, and facilities requirements for U.S. Army EOD throughout TRADOC; coordinates joint, interagency, intergovernmental, and multinational EOD requirements in coordination with the Sustainment Center of Excellence and DA G3/5/7.

G-38, ADAPTIVE COUNTER-IMPROVISED EXPLOSIVE DEVICE AND EXPLOSIVE ORDNANCE DISPOSAL SOLUTIONS DIVISION

B-2. The G-38 division provides staff planning for assigned EOD strategic requirements, in support of the geographic combatant commanders’ operational plan. The G-38 division accomplishes this planning by using the Joint Operation Planning and Execution System and coordinates the planning effort with the combatant commander’s EOD staff officer.

B-3. G-38, within Headquarters, Department of the Army G3/5/7, manages the Army EOD Program in order to rapidly man, train, equip, and organize Army formations.

B-4. G-38 has the inherent ability to apply and defeat emergent asymmetric threats and adaptive networks including weapons of strategic influence and asymmetric weapons, such as the IED, in support of unified land operations.

NAVAL EXPLOSIVE ORDNANCE DISPOSAL TECHNOLOGY DIVISION

B-5. Naval Explosive Ordnance Disposal Technology Division exploits technology and intelligence to develop and deliver EOD information, tools, equipment, and life cycle support to meet the needs of joint service EOD operating forces and other specified customers. Naval Explosive Ordnance Disposal Technology Division manages the EOD database and provides 24/7 reach-back capability for UXO/IED/CBRN topics.

TERRORIST EXPLOSIVE DEVICE ANALYTICAL CENTER

B-6. The mission of the Terrorist Explosive Device Analytical Center is to prevent potential IED attacks by coordinating and managing the unified efforts of law enforcement, intelligence, and military assets to technically and forensically exploit all terrorist IEDs worldwide of interest to the U.S. government. The information and intelligence derived from the exploitation of terrorist IEDs is used to provide actionable intelligence to anti-terror missions and help protect U.S. military and multinational assets around the globe.

PICATINNY ARSENAL

B-7. Picatinny Arsenal is the Joint Center of Excellence for Armaments and Munitions, providing products and services to all branches of the U.S. military. They specialize in the research, development, acquisition and lifecycle management of advanced conventional weapon systems and advanced ammunition. Picatinny's portfolio comprises nearly 90 percent of the Army's lethality and all conventional ammunition for joint warfighters.

SANDIA NATIONAL LABORATORIES

B-8. Sandia National Laboratories is operated and managed by Sandia Corporation, a wholly owned subsidiary of Lockheed Martin Corporation. Sandia National Laboratories operates as a contractor for the

U.S. Department of Energy’s National Nuclear Security Administration and supports numerous federal, state, and local government agencies, companies, and organizations.

DEFENSE INTELLIGENCE AGENCY

B-9. The Defense Intelligence Agency is first in all-source defense intelligence to prevent strategic surprise and deliver a decisive advantage to warfighters, defense planners, and policymakers. The Defense Intelligence Agency deploys globally alongside warfighters and interagency partners to defend America’s national security interests.

CHEMICAL, BIOLOGIAL, RADIOLOGICAL, NUCLEAR, AND HIGH- YIELD EXPLOSIVE ANALYTICAL & REMEDIATION ACTIVITY MOBILE EXPEDITIONARY LABORATORY

B-10. The chemical, biological, radiological, nuclear, and high-yield explosive Analytical and Remediation Activity Mobile Expeditionary Laboratory deploys scientists to perform high-throughput chemical, explosive, and biological sample analysis to support Department of Defense combatant commanders, military installations, and U.S. civil authorities if requested. The chemical, biological, radiological, nuclear, and high- yield explosive Analytical and Remediation Activity Mobile Expeditionary Laboratory has three mobile lab packages: a light mobile expeditionary lab, a heavy mobile expeditionary lab, and a chemical air monitoring system, which deploy to support WMD elimination and remediation efforts in a forward deployed area.

UNITED STATES ARMY INTELLIGENCE AND SECURITY COMMAND

B-11. The United States Army Intelligence and Security Command conducts a wide range of production activities, ranging from intelligence preparation of the battlefield to situation development, including signal intelligence analysis, imagery exploitation, and science and technology intelligence production.

NATIONAL GROUND INTELLIGENCE CENTER (NGIC)

B-12. NGIC produces and disseminates all-source integrated intelligence on foreign ground forces, systems, and supporting combat technologies to ensure that U.S. Forces have a decisive edge on any battlefield. NGIC supports U.S. Army Forces during training, operational planning, deployment, and redeployment. NGIC maintains a counter-improvised explosive device targeting program portal on the SECRET internet protocol router network web site that provides information concerning IED activities and incidents and NGIC IED assessments. In the IED fight, NGIC increases the capability of the multinational force to collect technical intelligence and provide dedicated intelligence fusion to support counter-insurgency operations. .

CENTER FOR ARMY LESSONS LEARNED

B-13. The Center for Army Lessons Learned collects, analyzes, disseminates, and archives observations, insights, lessons learned, TTPs and operational records in order to facilitate rapid adaptation initiatives. They conduct focused knowledge sharing and transfer that informs the Army and enables operationally based decision-making, integration, and innovation throughout the Army and within the environment.

DEFENSE THREAT REDUCTION AGENCY

B-14. The Defense Threat Reduction Agency is the U.S. Department of Defense’s official combat support agency for countering weapons of mass destruction. The Defense Threat Reduction Agency’s programs include basic science research and development, operational support to U.S. warfighters on the front line, and an in-house WMD think tank that aims to anticipate and mitigate future threats long before they have a chance to harm the U.S. and our allies.

ASYMMETRIC WARFARE GROUP

B-15. The Asymmetric Warfare Group conducts operations in support of joint and Army forces commanders to mitigate and defeat specified asymmetric threats. The Asymmetric Warfare Group assists in exploitation and analysis of asymmetric threats and provides advisory training for in-theater or pre-deployment forces.

TECHNICAL SUPPORT WORKING GROUP

B-16. The Technical support working group is the U.S. national forum that identifies, prioritizes, and coordinates interagency and international research and development requirements for combating terrorism. The Technical support working group rapidly develops technologies and equipment to meet high priority needs of the combating terrorism community and addresses joint international operational requirements through cooperative research and development with major allies.

Glossary

ACRONYMS AND ABBREVIATIONS

ADCON | administrative control
AO | area of operations
BCT | brigade combat team
CBRN | chemical, biological, radiological, and nuclear
C-IED | counter-improvised explosive device
CJTF | combined joint task force
CONUS | continental Unites States
CREW | counter radio-controlled improvised explosive device electronic warfare
DOD | Department of Defense
DSCA | defense support of civil authorities
ECM | electronic countermeasures
EOD | explosive ordnance disposal
FDU | force design update
G-38 | Adaptive Counter-Improvised Explosive Device and Explosive Ordnance Disposal Solutions Division
HMA | humanitarian mine action
HR | human resources
IED | improvised explosive device
JTF | joint task force
OPCON | operational control
S&T | science and technology
TACON | tactical control
TTP | tactics, techniques, and procedures
TRADOC | United States Army Training and Doctrine Command
USSS | United States Secret Service
UXO | unexploded explosive ordnance
VIP | very important person
WMD | weapons of mass destruction

References

All URLs accessed on 1 December 2016.

REQUIRED PUBLICATIONS

These documents must be available to intended users of this publication.

ADRP 1-02, Terms and Military Symbols, 16 November 2016.

DOD Dictionary of Military and Associated Terms, 15 October 2016.

RELATED PUBLICATIONS

These documents contain relevant supplemental information.

DEPARTMENT OF DEFENSE PUBLICATIONS

Most DOD directives and instructions are available online: http://www.dtic.mil/whs/directives/corres/dir.html.

DOD Directives 3020.40, Mission Assurance (MA), 29 November 2016.

DOD Directives 3025.13, Employment of DOD Capabilities in Support of the U.S. Secret Service (USSS), Department of Homeland Security (DHS), 8 October 2010.

DOD Directives 3025.18, Defense Support of Civil Authorities (DSCA), 29 December 2010.

DOD Instructions 3020.45, Defense Critical Infrastructure Program (DCIP) Management, 21 April 2008.

DOD Instructions 3025.21, Defense Support of Civilian Law Enforcement Agencies, 27 February 2013.

DOD Instructions 6055.17, DOD Installation Emergency Management (IEM) Program, 13 January 2009.

DOD Manual 3150.08, Nuclear Weapon Accident Response Procedures (NARP), 22 August 2013.

JOINT PUBLICATIONS

Most joint publications are available on: http://www.dtic.mil/doctrine/new_pubs/jointpub.htm.

JP 3-07, Stability, 3 August 2016.

ARMY PUBLICATIONS

Most Army doctrinal publications are available online: https://armypubs.army.mil.

ADRP 2-0, Intelligence, 31 August 2012.

AR 385-10, The Army Safety Program, 27 November 2013.

ATP 4-32, Explosive Ordnance Disposal (EOD) Operations, 30 September 2013.

FM 1-0, Human Resources Support, 1 April 2014.

FM 3-61, Public Affairs Operations, 1 April 2014.

FM 27-10, The Law of Land Warfare, 18 July 1956.

OTHER PUBLICATIONS

Most United States Codes are available online: http://uscode.house.gov/browse/&editions=prelim.

18 United States Code, Crime and Criminal Procedure, Section 846 (b).

32 United States Code, National Guard.

Most Code of Federal Regulations are available online: http://www.ecfr.gov/cgi-bin/ECFR?page=browse.

29 Code of Federal Regulations, Labor.

40 Code of Federal Regulations, Part 260-265, Hazardous Waste.

PRESCRIBED FORMS

None

REFERENCED FORMS

Unless otherwise indicated, DA forms are available on the Army Publishing Directorate (APD) web site: www.apd.army.mil.

DA Form 2028. Recommended Changes to Publications and Blank Forms.

DA Form 3265. Explosive Ordnance Incident Report.

Index

Entries are listed by paragraph number unless indicated otherwise.

C

captured material exploitation, 1-14

command and support relationships, 1-27—1-28

command group, EOD group, 2-9—2-12

command group, EOD battalion, 2-38—2-40

contingency operations, 3-33

coordinating staff, EOD group, 2-13—2-28

coordinating staff, EOD battalion, 2-41—2-52

critical enabling capabilities, 5-4

critical wartime missions, 1-1

D

defense support of civil authorities (DSCA), 4-1

domestic operations, 4-14

E

EOD battalion, 2-37

EOD company, A-1

EOD control team, 5-7

EOD group, 2-4

EOD platoon, A-9

M

mission command, 1-15—1-19

missions, defense support of civil authorities (DSCA), 4-21—4-26

P

personnel changes, EOD group, 2-8

planning consideration, defense support of civil authorities (DSCA), 4-2—4-13

planning considerations, major campaigns, 3-1—3-6

R

render-safe procedures, 1-4

roles and responsibilities, EOD group, 2-54

roles and responsibilities, EOD battalion, 2-56

rules of allocation, 5-1

S

special programs, 1-12

special staff, EOD group, 2-29—2-36

stability operations, 3-37

support operations, 5-10—5-31

supporting missions, 1-20—1-27

V

very important person (VIP) missions, 4-25

W

weapon threats, 3-6

ATP 4-32.1

24 January 2017

By Order of the Secretary of the Army:

MARK A. MILLEY

General, United States Army Chief of Staff

Official:

GERALD B. O’KEEFE

Administrative Assistant to the Secretary of the Army

1701701

DISTRIBUTION:

Active Army, Army National Guard, and United States Army Reserve: Distributed in electronic media only (EMO).