text: _________________________________________________________________________________Chapter 2
  2-86. Deputy Commander. In the event the commander is killed or inca-
  pacitated, the DC would assume command. Barring that eventuality, the
  DC’s primary responsibility is to command the OSC’s IFC. As IFC com-
  mander, he is responsible for executing operational-level fire support in a
  manner consistent with the commander’s intent.
  2-87. Chief of Staff. Preeminent among OPFOR staff officers is the chief of
  staff position (found at every level from the General Staff down to battalion).
  He exercises direct control over the primary staff. During combat, he is in
  charge of the main CP when the commander moves to the forward CP. He
  has the power to speak in the name of the commander and DC, and he nor-
  mally countersigns all written orders and combat documents originating from
  the commander’s authority. He alone has the authority to sign orders for the
  commander or DC and to issue instructions in the commander’s name to sub-
  ordinate units. In emergency situations, he can make changes in the tasks
  given to subordinate commanders. Thus, it is vital that he understands
  not merely the commander’s specific instructions but also his general con-
  cept and train of thought. He controls the battle during the commander’s ab-
  sences.
  2-88. The chief of staff is a vital figure in the C2 structure. His role is to serve
  as the director of staff planning and as coordinator of all staff inputs that as-
  sist the commander’s decision making. He is the commander’s and DC’s focal
  point for knowledge about the friendly and enemy situation. He has overall
  responsibility for providing the necessary information for the commander to
  make decisions. Thus, he plays a key role in structuring the overall recon-
  naissance effort to meet the commander’s information requirements.
  Staff
  2-89. A staff provides rapid, responsive planning for combat activity, and
  then coordinates and monitors the execution of the resulting plans on behalf
  of the commander. Proper use of this staff allows the commander to focus on
  the most critical issues in a timely manner and to preserve his energies.
  2-90. The staff releases the commander from having to solve administrative
  and technical problems, thereby allowing him to concentrate on the battle.
  The primary function of the staff is to plan and prepare for combat. Evalua-
  tion and knowledge of the situational elements of combat is fundamental to
  the decision-making process and the direction of troops. After the commander
  makes the decision, the staff must organize, coordinate, disseminate, and
  support the missions of subordinates. Additionally, it is their responsibility to
  train and prepare troops for combat, and to monitor the pre-combat and combat
  situations.
  2-91. In the decision-making and planning process, the staff—
  • Prepares the data and estimates the commander uses to make a deci-
  sion.
  • Plans and implements the basic measures for comprehensive support
  of a combat action.
  • Organizes communications with subordinate and adjacent headquar-
  ters and the next-higher staff.