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Chapter 2
MISSION SUPPORT SITE
2-45.
If required, the LRSU can also use an MSS. An MSS is a temporary grouping of operations,
communications, and support personnel, formed to conduct a specific operation or mission. Normally, the
MSS commander is a LRS detachment leader. The only difference between C2 for a LRSD in an MSS and
LRSC is that the LRSD may not use an AOB. (Figure 2-3 shows an example C2 employment schematic for
a LRSD in an MSS.)
Figure 2-3. Example C2 employment schematic for a LRSD in an MSS.
2-12
FM 3-55.93
Command and Control
TACTICAL OPERATIONS CENTER
2-46.
The LRSU TOC sets up in the COB. The TOC gives commanders a C2 capability with higher
headquarters and subordinate elements.
LRSC
2-47.
In the LRSC TOC, personnel perform specific functions as follows:
Battle Captain or NCO
2-48.
The battle captain or NCO supervises operations in the TOC. In the LRSC, the battle captain is
normally a LRS detachment leader. This duty normally rotates between the three LRS detachment leaders.
The battle captain or NCO plans and coordinates the company's tactical operations based on the
commander's guidance and--
• Analyzes assigned missions.
• Plans employment of teams.
• Prepares or approves operations orders (OPORD) before they go to the commander.
• Updates the commander on current and projected tactical situations.
• Supervises the preparation of all operational and intelligence documents.
• Supervises coordination with higher and supporting headquarters.
• Reports the operational status of committed and uncommitted LRS teams.
• Ensures that the current situation is posted on all maps and charts.
• Collects and forwards combat information from the LRS teams to higher.
• Maintains the operations workbook.
• Approves the TOC personnel work schedule.
• Ensures preparation of the briefing area and maps.
• Posts the mission-planning chart.
• Collects combat information from LRS team operations.
• Updates mission folders after receiving info from BFSB and R&S squadron staff elements.
• Posts and maintains the enemy situation overlay.
• Informs teams of critical information that could affect their missions.
• Conducts final security inspections of LRS teams before deployment.
Operations Sergeant
2-49.
The operations sergeant supervises the TOC enlisted personnel. He assumes responsibility for the
TOC in the absence of the battle captain. He also--
• Helps prepare and edit all tactical operations plans.
• Supervises the operation of the planning area.
• Posts the current situation on the friendly situation overlay.
• Posts current data from deployed teams on mission-status charts.
• Establishes the TOC personnel work schedule.
• Coordinates with the 1SG for TOC messengers and guards.
• Ensures that only authorized personnel enter the TOC.
• Posts the manning chart.
• Prepares the situation report (SITREP) for the period.
• Helps maintain the operation workbook.
• Acts as a shift leader to maintain a 24-hour capability in the TOC.
FM 3-55.93
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Chapter 2
Chemical, Biological, Radiological, and Nuclear NCO
2-50.
The CBRN NCO helps establish, administer, and apply defensive CBRN operations. He also--
• Supervises preparation of CBRN (NBC) reports.
• Supervises maintenance of CBRN supply.
• Supervises unit and individual CBRN training records.
• Serves as principal NCO of the CBRN defense team.
• Collects CBRN information and data.
• Interprets and analyzes CBRN information and data.
• Disseminates CBRN information and data.
• Acts as a shift leader to maintain a 24-hour capability in the TOC.
Liaison NCO
2-51.
The LNO coordinates test fire areas; rehearsal areas; communication equipment test areas; and
supply, medical, transportation requirements.
Ongoing Actions
2-52.
During the mission, the TOC personnel monitor the progress of surveillance teams and are
prepared to coordinate for exfiltration, fire support, resupply, linkups or any other action that might arise.
They do this by sending updated SITREPs and any changes to the LRS team's mission. They also receive,
log, and disseminate combat and administrative information from the teams. In addition, they--
• Monitor the guard frequency 24 hours a day.
• Coordinate resupply for committed teams.
• Coordinate emergency extractions.
• Coordinate medical evacuations.
• Coordinate other required support.
• Plan and coordinate additional missions as directed by the commander.
• Monitor scheduled communication times.
Debriefing
2-53.
Immediately after exfiltration, personnel from the R&S squadron S-2 or the BFSB S-2, debrief
each LRS team. In addition, the LRSC communications platoon leader or a BRS section sergeant debriefs
the team on communications specific details.
Messages
2-54.
The battle captain or NCO provides a receipt for all incoming messages. He forwards INTREPs
from LRS teams to the BFSB S-2 ISR fusion element and R&S squadron S-2, as required. He also--
• Records in the staff journal the receipt of each message.
• Posts the information from each message to appropriate maps and charts.
• Files each message in the journal file by journal-entry number.
• Records in the journal all messages that go out of the TOC.
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FM 3-55.93
Command and Control
Journal
2-55.
The staff journal (DA form 1594) is a chronological record of events pertaining to the unit during
a given period. The battle captain or NCO maintains the journal. He cross-references all items to the
journal entries by journal item number. He posts all messages to the journal, and notes the following
information about each:
• Sender.
• Message number
• Message title or a description of the event.
• Time of receipt.
• Journal item number.
• Message center number (if applicable).
• Action taken.
• His initials.
Security
2-56.
Normally the 1SG or the operations NCO restricts and controls personnel access to the TOC and
to the planning facility. Unit SOPs establish procedures for controlling and identifying visitors. The TOC
and the planning facility should have only one secure entrance. The entrance to the planning facility should
have limited access and be secured at all times when LRS teams are conducting mission planning. Unit
SOP details appropriate security measures in the safeguarding and handling of all classified material, to
include preparing and rehearsing and emergency destruction.
Displacement
2-57.
When directed to displace, the on-duty shift continues to operate; the off-duty shift breaks down
all equipment and loads it on the vehicles. The COB notifies the AOB of the departure time, route and
proposed relocation site. When the COB is ready to displace, it transfers control to the AOB. The AOB
monitors committed teams and controls operations. When the COB is again operational, it reassumes
control and the AOB sends an update of the situation.
LRSD
2-58.
When employed at an MSS, the LRS detachment leader, detachment sergeant, and attached
communications personnel perform all functions. The LRSC commander may supplement the LRSD
personnel as needed to assist in planning and operation of the MSS.
TASK ORGANIZATION OUTSIDE NORMAL AREAS OF INTEREST
2-59.
All LRSU should use the same communication procedures. This facilitates task organizing LRSU
as battlefield conditions change. The rapid pace of some operations may require the LRSU to coordinate
of deployed LRS teams and to exchange information to meet the commander's intelligence needs. Special
situations could include the employment of the LRSU outside the BFSB's area of operations or
area of interest.
2-60.
During retrograde operations, the C2 of any LRS teams beyond the BFSB's area of interest is
temporarily transferred to the unit now responsible for that area. This action requires an LNO with a BRS
to locate with the new controlling headquarters. Once teams are extracted, they return to the parent LRSU.
FM 3-55.93
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Chapter 2
TASK ORGANIZATION FOR BRIGADE, TASK FORCE, OR BOTH
2-61.
For certain contingency operations, a LRSD, or portions of a LRSC, might be OPCON of a BCT.
This most often occurs in a stability operational and before the BFSB S-2 ISR fusion element deploys to the
AO. It also occurs when BCTs expand control of a sector and deployed LRS teams are operating in that
sector. When the latter occurs, an LNO with a BRS locates with the BCT MCP. For mission planning, a
member of the BFSB S-2 ISR fusion element or R&S squadron S-2 LNO can accompany the LRS control
element.
LIAISON DUTIES, EMPLOYMENT, AND COORDINATION
2-62.
The term "liaison" refers to the contact or intercommunication maintained between elements of
military forces in order to ensure mutual understanding and unity of purpose and action. A trained,
competent, trusted, and informed officer or noncommissioned officer is the key to effective liaison.
Normally, the unit provides its own LNO.
DUTIES
2-63.
The commander must trust the LNO completely. The LNO must hold the appropriate rank and
have the appropriate experience for each particular mission. During LRS operations, he provides the
critical link between the LRSU and external agencies. He coordinates the planning process, assists as
needed, and generally supports the LRS operation.
EMPLOYMENT
2-64.
The actual method of employing LNOs varies, depending on each unit's requirements and SOPs.
Corps, Division, or Both
2-65.
The LRSU can be tasked to provide the corps or division headquarters with personnel to help
coordinate C2 between the LRSU and its controlling headquarters. The LNO can assist in the coordination
and tracking of LRS team operations, and provide other assistance as required.
Brigade or Task Force
2-66.
When required, the LRSU might need to provide an LNO to work with a BCT or task force staff.
His duties would be similar to the duties provided to the corps and or division staff.
Headquarters or Operations Section
2-67.
The headquarters or operations section of the LRSC normally employs internal LNOs to work with
LRS teams preparing for an operation. These LNOs help the LRS team plan and coordinate upcoming
missions. They can also help prepare and set up the planning facility and enforce security procedures.
To ensure the effectiveness of the LNOs, they should be senior in rank, and experienced in LRS operations.
Each should work with his assigned team throughout the planning process and infiltration phase. Because
he knows that teams’ mission, he can serve in place of any injured or incapacitated team member. After
infiltration, if he is no longer needed on the team, he can help the operations section track the battle and
exfiltrate, extract, debrief, and recover the LRS team. However, until the supported team's mission is
complete, he should not be allowed to deploy on another LRS team mission until the supported LRS team’s
mission is complete.
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FM 3-55.93
Command and Control
COORDINATIONS
2-68.
Specific LNO duties include--
• Internally, the LNO coordinates test fire areas; rehearsal areas; communication equipment test
areas; and supply, medical, transportation requirements. He also helps destroy excess LRS team
planning materials, and inventories and secures team equipment not needed for the mission.
• Externally, the LNO coordinates with any outside unit or element. He normally has the
authority to coordinate with all relevant staff agencies and sister service units.
Section II. COMMUNICATIONS , COMPUTE R S , AND INTE LLIGE NCE
The LRS team is a valuable combat information collection asset assigned to the BFSB. Rapid and efficient
information flow between the BFSB and the LRS TOC requires an efficient and timely dissemination link. This
section first discusses communications in general as it applies to LRSU, and then discusses computers and
intelligence.
COMMUNICATIONS
2-69.
The rapid flow of information to the BFSB S-2 ISR fusion element is vital for decision-making,
and directly affects the successful execution of operations. Once the BRS receives a message from a
deployed LRS team, it is forwarded to the COB for decryption and analysis. The BRS at the COB uses
organic wire lines or runners (when collocated) to relay team reports. If the BRS operator cannot collocate
with the COB, he must send messages by secure UHF TACSAT, VHF or HF radio.
2-70.
The BRS at the COB must stay in constant communication with the AOB. If the BRS at the COB
is destroyed or otherwise incapacitated, then the AOB assumes the mission of the COB, or collocate with
them. The AOB battle tracks the entire mission. BRS-to-BRS communication systems include—
• HF radio.
• UHF TACSAT.
• DSVT with facsimile.
• VHF (needed if AOB must be collocated with COB).
• Local and wide area networks (LAN and WAN).
2-71.
If a BRS collocates with a support unit that employs mobile subscriber equipment (MSE), the
AOB uses the digital secure-voice terminal (DSVT) with facsimile.
2-72.
The COB and the AOB should also use a digitized, lightweight video-reconnaissance system that
can receive imagery from the deployed teams via HF, UHF TACSAT, and VHF.
2-73.
When the COB receives a message from either BRS, it decrypts and analyzes it, and then, as
quickly as possible, sends it to the BFSB S-2 ISR fusion element. They also send it to the R&S squadron
S-2. As a minimum, the link from the COB to the BFSB S-2 ISR fusion element should include—
• Secure VHF (computer, voice, or both).
• DSVT with facsimile.
• LAN.
• Runner.
FM 3-55.93
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Chapter 2
COMPUTERS AND INTELLIGENCE
2-74.
The LRSC TOC connects to the BFSB S-2 ISR fusion element and the R&S squadron S-2 LAN
via both secure and nonsecure links.
ISR COMPUTER WORKSTATION
2-75.
The LRSC TOC requires access to an ISR computer workstation. This workstation is normally
linked to other intelligence network processors, which—
• Lets the LRSC report all ISR tasks and requests for information (RFIs) in real time. Sending
information directly to the BFSB S-2 ISR fusion element updates the intelligence database and
promotes immediate analyzing and processing of the information.
• Allows the LRSC access to current information in the friendly database, including imagery,
enemy OB, situation maps, and enemy templates relevant to the LRSU mission. It also gives
the unit access to current information from other intelligence databases.
LOCAL AREA NETWORK LINE
2-76.
The secondary link to the BFSB S-2 ISR fusion element is a secure LAN line. This normally
requires a DSVT or an MSE tactical facsimile machine.
HUMAN COURIER
2-77.
This is normally the final contingency means of disseminating information between the LRSU
TOC and the BFSB S-2 ISR fusion element. However, if the LRSU TOC is located away from the BFSB
S-2 ISR fusion element, this takes more time than any other method.
2-18
FM 3-55.93
Chapter 3
Mission Development
Successful LRS missions require detailed planning and coordination. The BFSB
commanders' collection plans describe the desired PIR and intelligence requirements.
The PIR drives the conduct of ISR operations. After the LRSU collects information,
the BFSB S-2 ISR fusion element evaluates it during the continuous IPB process.
This chapter answers the questions: Why and how do the BFSB, R&S squadron and
the LRSC develop the LRS team mission? This chapter answers this question by
discussing ISR operations and mission orders (Section I), the mission planning folder
(Section II), and OPSEC (Section III).
Section I. IS R OPE R ATIONS AND MIS S ION OR DE R S
ISR is defined as an activity that synchronizes and integrates the planning and operation of sensors, assets, and
processing , exploitation, and dissemination systems in direct support of current and future operations. This is
integrated intelligence and operations function. (JP 1-02). Mission orders is a technique for completing combat
orders that allows subordinates maximum freedom of planning and action to accomplish missions (FM 1-02). It
leaves the "how" of mission accomplishment to the subordinate. How these two concepts work together is
critical to understanding the mission development process for LRSU.
ISR OPERATIONS
3-1.
The BFSB conducts ISR operations to enable the division commander to precisely focus joint
elements of combat power and simultaneously execute current operations while preparing for future
operations. Key to successful accomplishment of the BFSB mission is the targeted collection, analysis, and
dissemination of intelligence that satisfies the needs of the supported unit commander. All elements of the
BFSB are organized and trained for this purpose.
3-2.
The BFSB fills two roles in conducting ISR operations. First, it executes the ISR plan for the
supported unit (division, corps, JTF, or multinational). Second, it augments BCTs and other supporting
brigades with ISR capabilities.
3-3.
Collaborative planning is conducted between organizations so that at each level ISR plans are
synchronized and integrated early in the MDMP. This also allows subordinate units to task collection
as early as possible to collect the needed information.
ORGANIZATIONS ABOVE THE BFSB
3-4.
As the BFSB's higher unit conducts the MDMP, the commander and staff identify information that
is needed to make informed decisions. This information is PIR, which along with friendly force
requirements comprise the CCIR. As soon as the G-2/J-2 and the G-3/J-3 know the CCIR, they start
formulating an ISR plan. This plan includes seeking answers from higher level organizations, and tasking
subordinate units. The MDMP process produces an OPORD or OPLAN. In addition to the main body of
order, the process produces Annex B Intelligence and Annex L Intelligence, Surveillance and
Reconnaissance. Included in Annex L is the ISR tasking matrix, which assigns to subordinate units specific
tasks associated with collecting information—the ISR tasks for which the unit is responsible.
FM 3-55.93
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Chapter 3
BFSB PLANNING
3-5.
As the BFSB receives its mission orders, it conducts its own MDMP. The BFSB follows the same
process as the higher unit, which results in the production of mission orders for its subordinate units.
However, unlike the ISR efforts of BCTs, the BFSB does not focus on internal requirements. It focuses on
gathering and disseminating information that meets the requirements and priorities of the higher level
commander and staff.
3-6.
As part of the MDMP, the staff performs ISR synchronization and ISR integration to develop its
ISR plan (Figure 3-1). ISR synchronization determines the intelligence requirements that must be met,
compares them to the units or assets available and capable of collecting in the time and location required,
and balances them with the higher unit's priorities. The S-2 leads this coordinated staff effort. The product
is the ISR synchronization plan. The S-3 leads the ISR integration effort. The S-3 uses the ISR
synchronization plan to develop ISR tasks. These tasks are assigned to either the staff or subordinate units.
The ISR tasks—in conjunction with task organization, graphics, fire support plans, coordinating
instructions, and sustainment information—are merged together into the ISR plan. The BFSB ISR plan is
the basis for the BFSB operation order.
Figure 3-1. Intelligence, surveillance, and reconnaissance.
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FM 3-55.93
Mission Development
TARGET IDENTIFICATION
3-7.
Potential LRS targets are first identified by the BFSB staff during the wargaming step of the
MDMP. The BFSB S-2 ISR fusion element OIC participates in the MDMP, and during war-gaming
assesses which potential targets best suit the capabilities of LRS teams. He normally seeks the assistance of
the R&S squadron S-3 insertion and extraction section or the LRSC commander, in evaluating the
suitability and feasibility of potential targets. He then gains the concurrence of the BFSB S-2 and S-3.
3-8.
The BFSB S-3 notifies the R&S squadron S-3, who consults with the LRSC commander again
regarding the suitability and feasibility of the targets. Notification of the LRS commander is recommended
before the LRS commander receives the OPORD from the R&S Squadron because this serves as a warning
order. This allows the LRSC to start troop leading procedures (TLP).
3-9.
Simultaneously, the BFSB S-2 ISR fusion element begins developing information on each
potential target for inclusion into target folders. The target information is an essential part of the LRS
team MPF.
R&S SQUADRON PLANNING
3-10.
The same process is followed when the R&S squadron receives the BFSB OPORD, with one
exception. The R&S squadron S-2 in most cases does not have the capability to provide the target
information needed for LRS teams to plan missions. As a result, most LRS target information is developed
and disseminated by the BFSB S-2 ISR fusion element.
MISSION ORDERS
3-11.
The result of the ISR process is the need, for example, for a target to be surveiled. The higher level
unit avoids dictating how the LRS team should conduct the mission.
LRSC PLANNING
3-12.
The LRSC receives the target information from the BFSB S-2 ISR fusion element as it becomes
available. This allows the LRSC commander to issue warning orders (WARNO) and begin to identify
required to conduct the anticipated mission.
3-13.
The HQ section, communications platoon leader, LRS detachment leaders, the R&S squadron S-3
insertion and extraction section, and a LRS team LNO form the planning cell and assist the LRSC
commander in the conduct of TLP. The commander ensures the OPORD provides detailed information on
the friendly and enemy situation, communications and sustainment. The commander normally writes the
company mission statement and the intent, task and purpose for each LRS team with the assistance of the
LRS detachment leaders. This information is essential to answer the question "why" the individual LRS
team is deploying to a particular target to collect specific information for the supported unit commander.
3-14.
Normally, LRS detachment leaders do not write detachment or individual LRS team OPORDs.
They act as members of the planning cell writing the company OPORD and assist in the production of
individual team MPFs. If a LRSD is deployed to an MSS, the detachment leader normally does write
an order.
3-15.
The result of the company planning efforts is an OPORD and individual LRS team MPFs. The
MPF is mission order based. It does not dictate how the mission will be performed. It does provide the
who, what, when, where and why of the mission. (Figure 3-2 summarizes the LRS mission-development
process.)
FM 3-55.93
3-3
Chapter 3
Figure 3-2. LRS mission-development process.
ADDITIONAL PLANNING CONSIDERATIONS
3-16.
Although LRS teams should not be held in reserve, the BFSB and R&S squadron should consider
the need to conduct continuous operations. LRS teams need to recover from missions and staffs must
anticipate needs for future operations. General guidelines for operational tempo are—1/3 of the teams
conducting missions, 1/3 preparing for employment and 1/3 recovering, training and preparing to receive a
new mission.
3-17.
As information is collected and reported from deployed teams, each organization above the LRSC
analyzes it to determine if it met any intelligence requirements. This allows each organization to make an
initial determination if it can or must task new LRS teams or reallocate other assets to collect required
information or begin collection on other priorities.
3-18.
LRS teams generally require 24 to 48 hours for deliberate planning. Planning time can be reduced
by well written, understood and rehearsed unit SOPs.
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FM 3-55.93
Mission Development
HASTY PLANNING
3-19.
Sometimes, less than the recommended LRS team planning time of 24 to 48 hours is available.
Although LRS teams are capable of employment on short notice, the potential benefit must be weighed
against the risk associated with hasty planning and execution. At a minimum, the following information is
needed for hasty planning and execution:
• Mission statement, to include area or object to surveil, latest time information of value
(LTIOV), and anticipated length of mission.
• PIR, intelligence requirements, associated specific information requirements (SIR), ISR tasks,
and RFIs.
• Enemy situation in the target area.
• Commander’s intent for intelligence (can be stated by the BFSB or R&S squadron S-2 or S-3).
• Method of insertion, with abort criteria. Coordination time and place are included, if applicable.
• Fire support plan, to include assets available.
• Exfiltration plan.
• Communications plan (provided by the LRSC headquarters).
• Linkup, if applicable.
• Contingency planning guidance.
Section II. MIS S ION PLANNING FOLDE R
The BFSB and R&S squadron S-2 and S-3 provide information and intelligence products to support the LRS
mission. The LRSC commander, the communications platoon leader, the R&S squadron insertion and
section, and the LRS team LNO request information from the staffs. After developing, collating and packaging
the information and products, the LRSC headquarters section assembles the MPF. The MPF contains primarily
three products: the LRSC operations order, the team's mission specific information, and the target folder.
DEVELOPMENT
3-20.
The MPF is a stand-alone document prepared by the LRSC headquarters to help the LRS team
leader plan and execute his mission. It provides the LRS team leader with detailed information about his
AO and mission, including maps, photographs, sketches, climatology, area geography, and recent enemy
activity. It also provides coordination information, such as details about infiltration and exfiltration,
insertion and extraction means and corridors.
3-21.
Development of the MPF begins as soon as the LRSC is notified of a potential mission. The LRS
headquarters section, communications platoon leader, LRS detachment leaders, the insertion and extraction
section, and the LRS team LNO coordinate the mission and assemble the MPF. Requesting information
from the BFSB and R&S squadron staff elements is a critical step for MPF development. As with any
order, the LRSC company commander is ultimately responsible for the completeness and accuracy of
the document.
3-22.
Simultaneously, in writing the company order, the BFSB S-2 ISR fusion element develops specific
information about the target and compiles it into the target folder for inclusion into the MPF.
FM 3-55.93
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Chapter 3
CONTENTS
3-23.
The MPF normally contains, at a minimum, base LRSC OPORD, team mission-specific
information, and target information. The MPF can also contain additional information or resources to assist
the LRS team in mission planning. This information includes: excepts from R&S squadron and BFSB order
(as required), unit SOP formats for briefings, orders, RFIs, reports, supply requests, logs, planning area
setup, and so on.
LRSC OPERATIONS ORDER
3-24.
The LRSC operations order follows the standard five-paragraph order format with annexes. In
general, the order includes the enemy road to war/enemy situation, and the mission, intent, and concept
of operations for the BFSB, R&S squadron, and LRSC commanders. If a LRSD is operating independently
of the LRSC in an MSS, the detachment leader will substitute his mission, intent, and concept of the
operation for the LRSC commander.
3-25.
The LRSC operations order does not contain information that is specific to individual LRS team
missions. For example, paragraph 5, command and signal, will provide information on the location of
COB, AOB, frequency ranges used (which radios to carry) and when reports are expected. It will not
contain the specific frequencies or times for communications windows the individual teams will use.
LRS TEAM-SPECIFIC OPERATIONS INFORMATION
3-26.
Operational security considerations require that each team knows only the specific information
that is pertinent to their mission. While commanders can make exceptions to this general rule, each team is
only provided the information they need to conduct their specific mission.
3-27.
Normally, the LRS team specific operations information also follows the standard five-paragraph
order format with annexes. The information contained in this document will not repeat information
contained within the LRSC operations order but is formatted to supplement the company order. For
example, paragraph 5, command and signal, will specify the frequencies, communications windows and
code words the individual team will use.
3-28.
The planning for a LRS team is largely a bottom-up process. The LRSC provides information and
packages the contents to assist the LRS team in analyzing and completing their plan. The information
should most importantly be complete and through. Also, the information should be presented in a form that
makes it easy for the team to reference and use. A common method of packaging is to provide annexes and
appendices to the base order that group information by the five phases of a LRS team operation. Examples
appendixes might cover insertion, extraction, evasion, and communications. Below is a list of items
normally covered in the LRS team base order, appendices or annexes:
Critical Times
• Time schedule during planning.
• Event times during operations.
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FM 3-55.93
Mission Development
Fire Support
• Task and purpose.
• Supporting units.
• Unit locations.
• Frequencies and call signs.
• Type and size of fire support.
• Target numbers.
• No-fire areas (NFA) or restrictive fire areas (RFA) numbers (method of control).
• High-payoff target (HPT) list.
• CAS (A- or C-type ordnance).
• Gun target lines.
• Danger close.
• Planning ranges.
Available Air Insertion and Extraction Platforms
• Air assault, airborne, MFF insertion.
• Unit supporting and point of contact.
• Type and number of supporting aircraft.
• Aircraft capabilities such as Special Purpose Insertion and Extraction System (SPIES) and Fast
Rope Insertion and Extraction System (FRIES).
• Date-time group for aircraft availability.
• Air mission commander.
• Location of pickup zone.
• Tentative flight routes.
• Date-time groups for the initial planning conference and the air mission brief.
• Suppression of enemy air defenses (SEAD) plan (lethal and nonlethal).
Vehicle or Ground Insertion
• Supporting unit and point of contact.
• Type and number of vehicles.
• Date-time group (DTG) for vehicle availability.
• Pickup location.
• Tentative routes.
• Passage point date-time group and location.
• Frequencies and call signs.
• Recognition signals.
• Fire support.
Host Nation or Partisan Forces
• Supporting personnel.
• Type of insertion platform (time available and capabilities).
• Coordination for linkup.
• Linkup.
• Recognition signals.
• Routes.
FM 3-55.93
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Chapter 3
Waterborne Operational Information Requirements
• Supporting unit.
• Insertion platform.
• Tables showing currents and tides (blue water).
• Tables showing currents and depths (brown water).
• Terrain at beach-landing site.
• Fire support.
Communications Data
• Frequency modulations (signal operation instructions).
• UHF TACSAT frequencies and availability.
• HF propagation charts.
• HF list.
• VHF frequency list.
• Reporting procedures from LRSC or LRSD to higher headquarters.
• IP address.
Evasion Plan
• Personnel recovery procedure and evasion corridors.
• DD form 1833.
• Location of selected area for evasion (SAFE) or designated area of recovery (DAR).
• Documents that describe SAFEs.
• Blood chits.
• General survival information.
• Civilian population information.
• Cache and air resupply.
• Medical information.
• Border information.
• Food sources.
• Water sources.
• Plant and wildlife data.
• Epidemic diseases.
• Air-tasking order, special instructions, and airspace-control order.
3-8
FM 3-55.93
Mission Development
Maps, Products, and Imagery
3-29.
These supplement target folder information.
• Gridded satellite imagery of possible LZs or PZs, recovery points, and linkup sites.
• Line of sight and field of view from the proposed surveillance site, 360 degrees from the
objective.
• Maps.
1 : 250,000.
1 : 100,000.
1 : 50,000.
1 : 25,000.
• Gridded satellite imagery.
• Multispace imagery products.
• Elevation tint.
• Slope tint.
• Surface drainage.
• Panoramic graphs.
• MCOO.
• Hydrology overlay and charts.
• Overlay of landing or pickup zone.
• Cover and concealment overlay.
• Operational graphics (friendly unit locations).
• Overlay of DARs (if used).
• Flight corridors and air control points.
• Enemy situational template (most dangerous and probable courses of action).
• Enemy event template.
• Photos or pictures of enemy weapon systems and uniforms.
TARGET FOLDER FORMAT
3-30.
The target folder is created by and the responsibility of the BFSB S-2 fusion element. The R&S
squadron S-3 insertion and extraction section, the S-2 section, the LRSC operations section, and the LRS
team LNO assist in the development of the target folder. The target folder format is derived from
FM 3-05.102 (Appendix C). The advantage of using this format is the standardization of the information
the BFSB S-2 fusion element is required to produce (Figure 3-3).
FM 3-55.93
3-9
Chapter 3
(Classification)
Section 1: Target Identification and Description
A. Target identification data.
B. Description and significance.
C. Detailed target description.
D. Target vulnerability assessment.
Section 2: Natural Environment
A. Geographic data (including terrain and hazards to movement).
B. Meteorological data (climatologically overview and tables and
illumination data).
C. Hydrographic data (coastal, waterway, lakes, luminescence, and
so on).
Section 3: Threat
A. Ground forces.
B. Paramilitary and indigenous forces (including intelligence and
security and police services).
C. Naval forces (including Coast Guard and maritime border guard).
D. Air forces.
E. Air defense forces (including radars, passive detectors, and
C2).
F. Electronic order of battle.
G. Space-based assets.
H. Counter Intelligence environment (efforts of indigenous forces
to collect against R&S forces).
I. Other.
Section 4: Demographics and Cultural Features
A. Area population characteristics.
B. Languages, dialects, and ethnic composition.
C. Social conditions.
D. Religious factors.
E. Political characteristics.
(Classification)
Figure 3-3. Example format for target folder.
3-10
FM 3-55.93
Mission Development
(Classification)
F. Economic conditions.
G. Miscellaneous (for example, currency, holidays, dress, and
customs).
Section 5: Lines of Communications and Information Systems
A. Airfields.
B. Railways.
C. Roadways.
D. Waterways.
E. Ports.
F. Petroleum, oils, and lubricants (POL).
G. Power grid.
H. Public information media and telecommunications (print, radio,
television, telephone, and so on).
Section 6: Infiltration and Exfiltration. This includes potential DZs,
LZs, recover zones, seaward launch and recovery points, and
beach landing zones.
A. Potential zones.
B. Choke points between insertion point(s) and objective.
Section 7: Survival, Evasion, Resistance, Escape, Recovery (SERER)
Data. See JP 3-50.3, Joint Doctrine for Evasion and Recovery.
A. SAFE data.
B. SAID data.
C. Survival data.
Section 8: Unique Intelligence (mission-specific requirements not
covered above)
Section 9: Intelligence Shortfalls
(Classification)
Figure 3-3. Example format for target folder (continued).
FM 3-55.93
3-11
Chapter 3
(Classification)
Appendix A: Bibliography
Appendix B: Glossary
Appendix C: Imagery
Appendix D: Maps and Charts
Appendix E: Sensitive Compartmented Information (if applicable)
(Classification)
Figure 3-3. Example format for target folder (continued).
Section III. OPE R ATIONS S E CUR ITY
LRS units' OPSEC measures are important planning considerations. LRS mission classification seldom falls
below SECRET during war or stability conditions. This section discusses security classifications; mission
classification; the need and procedures for separating teams during planning; and security during coordination.
PERSONNEL SECURITY
LEADERS
3-31.
Leaders require TOP SECRET clearance and inclusion on the BFSB S-2 ISR fusion element
access roster as well as TOP SECRET SCI access to national-level assets so that they can plan missions
in detail:
• LRSC commander.
• LRSC executive officer.
• LRS detachment leaders.
• LRSC communications platoon leader.
• First Sergeant.
• Operations NCO.
• Any LRSU Soldier acting as an LNO.
• The LRS team leader.
LRS TEAM MEMBERS
3-32.
Each LRS team member must hold a current SECRET clearance and access level, or higher. The
information that a LRS team needs for planning purposes is sometimes classified above the individual team
member’s access level. When a LRSU Soldier fails the mandatory investigation for a required security
clearance, he receives a transfer to a position or unit with lower clearance requirements. Members of a
LRSU who frequently engage in alcohol- or drug-related incidents, demonstrate financial or mental
instability, or violate the law are reassigned or separated from military service. The BFSB commander must
entrust a LRSU Soldier with mission-sensitive and classified information. Mishandling of information, no
matter how innocent the compromise, constitutes a serious incident.
3-12
FM 3-55.93
Mission Development
MISSION CLASSIFICATION
3-33.
LRS missions receive SECRET-level classification due to the vulnerability of a six-man element,
which might be operating deep behind enemy lines. LRS team locations are seldom posted or mentioned on
a computer LAN, graphic or written OPORD, intelligence summary (INTSUM), or INTREP, regardless of
the classification of the dissemination vehicle. The BFSB S-2 ISR fusion element OIC, S-2s, S-3s, G-2,
G-3, R&S squadron, BFSB, division and corps commanders are normally the only personnel outside the
LRS operations cell that "need to know" LRS team locations. Teams working close together might need
collateral support and, therefore, might need to know. At a minimum, they publish NFAs or RFAs on the
FC's system. The system then automatically disseminates information to all units on the system. The BFSB
generally needs to coordinate with the special operations coordinator (SOCOORD) LNO at division or
corps as special forces and LRS teams might be operating in the same AO. Information provided to the
SOCOORD LNO prevents fratricide among LRS and SOF operating in the same AO.
SEPARATION
3-34.
LRS teams plan independently. What they need to know (critical information) generally depends
on mission proximity. That is, LRS teams may require support from another team in the form of a
communications relay or contact team (Joint Pub 3-50.12). The planning facility separates teams and
insolates them from distractions and mission operational tempo (OPTEMPO). Each team member keeps all
information about his mission from the other teams. He only acknowledges, mentions, or discusses it with
other members of his own team. Keeping mission information internal to the team ensures that, if one team
is compromised and later captured, the enemy can only obtain information about that team and its mission.
3-35.
Teams on the ground conducting missions avoid communicating with each other. Radio
communications are vulnerable to direction-finding (DF) equipment. Threat forces implementing force
protection measures might target areas where LRS teams could be templated to operate. The less that it
knows about other teams' missions, the more secure they and the LRSU as a whole remain.
SECURITY DURING COORDINATION
3-36.
Coordination, such as air mission briefs, can also compromise a LRS team mission. The LRS
LNO must consider OPSEC when coordinating. During an air mission brief, everyone avoids discussing
the mission location, NAI, or duration. They only discuss details such as the infiltration route, check
points, call signs, and logger area.
FM 3-55.93
3-13
Chapter 4
Team Operations
The success of LRS operations depends on thorough planning, acquisition of ISR
tasks and RFIs, rapid and timely reporting, and avoidance of detection.
LRS teams collect critical information for the BFSB commander in support of
division commanders' PIR. Answers to the PIR directly affect the commander's
decision making and dictate the successful execution of military operations. This
chapter discusses the following aspects of LRS team operations:
Phases (Section I)
Reconnaissance operations (Section II)
Surveillance operations (Section III)
Combat assessment (Section IV)
Target acquisition (Section V)
Urban terrain (Section VI)
Imagery collection and transmission (Section VII)
Stability operations (Section VIII)
Special missions (Section IX)
Section I. PHAS E S
LRS team operations have five distinct phases--planning, infiltrating/inserting, executing
(actions on the
objective), exfiltrating/extracting, and recovering. Controlling or supporting deployed teams can overlap into
more than one phase.
PLANNING PHASE
4-1.
Detailed planning at all levels helps ensure mission success and team survival. The planning phase
starts when the commander receives the mission folder from the BFSB S-2 ISR fusion element. It extends
throughout the final inspection of the LRS team.
SEQUENCE
4-2.
In most cases, the commander, XO, first sergeant, and operations personnel participate in the
initial S-2 planning. To ensure the LRS team completes each of its planning tasks, the team follows a
detailed timeline.
Type of Planning
4-3.
The length of time available determines whether the team conducts deliberate or hasty planning.
Deliberate Planning (24 to 48 hours available for planning).
Hasty Planning (less than 24 hours available for planning).
FM 3-55.93
4-1
Chapter 4
Required Planning Events
4-4.
The LRS team should cover the following events in each planning sequence, regardless of
time available:
• Alert notification.
• N-Hour planning sequence (the sequence followed before deployment).
• H-Hour sequence (the deployment sequence).
ACTIVITIES
4-5.
To make the best use of time for planning at company, detachment, and team levels, all leaders
TLP. Table 4-1 lists what each member of the company and detachment must do during the
LRSU Commander
• Receives WARNOs and OPORDs from the R&S squadron and BFSB headquarters as required.
• Reviews target information from the BFSB S-2 ISR fusion element.
• Conducts TLP and mission analysis using METT-TC.
• Prepares and issues WARNOs as required.
• Prepares and issues OPORDs as required.
• Supervises the finalization of the MPF.
• Coordinates with BFSB and R&S squadron staff members.
• Approves the location of the COB, AOBs, and MSSs.
• Receives LRS team confirmation briefs.
• Receives LRS team decision briefs.
• Receives LRS team backbriefs.
LRSC Headquarters
• Receives WARNOs and OPORDs from the R&S squadron and the BFSB headquarters.
• Receives target information from the BFSB S-2 ISR fusion element.
• Finalizes MPFs and issues to LRS team leaders as required.
• Helps commander conduct TLP to include developing and issuing WARNOs and OPORDs.
• Establishes COB (including the planning facility), AOBs and MSSs.
• Helps coordinate and finalize team mission support requirements
— Aviation.
— Fire support.
— Imagery.
— Sustainment.
• Prepares briefings as required.
4-2
FM 3-55.93
Team Operations
Communications Platoon
• Receives company WARNOs and OPORDs.
• Helps commander conduct TLP to include developing and issuing WARNOs and OPORDs.
• Conducts TLP for the communications platoon.
• Prepares and issues WARNOs as required.
• Prepares and issues OPORDs as required.
• Supervises the finalization of the communications plan for each MPF.
• Establishes BRSs.
• Confirms all radio frequencies with R&S squadron S-6 or BFSB S-6.
• Develops communications plan for company WARNOs, OPORDs and commo annexes.
• Coordinates and conducts communication rehearsals.
LRS Detachment Leader
• Receives WARNOs and OPORDs from the R&S squadron and BFSB headquarters as required.
• Receives WARNOs and OPORDs from the LRSU headquarters as required.
• Receives and reviews target information from the BFSB S-2 ISR fusion element as required.
• Helps establish the COB (including the planning facility), AOB and MSSs as required.
• Helps commander conduct TLP to include developing and issuing WARNOs and OPORDs.
• Conducts TLP for his detachment.
• Prepares and issues WARNOs as required.
• Prepares and issues OPORDs as required.
• Supervises the finalization of the MPF.
• Coordinates with BFSB and squadron staff members.
• Approves the location of MSSs in support of his LRSD.
• Receives LRS team-confirmation briefs.
• Receives LRS team-decision briefs.
• Receives LRS team backbriefs.
FM 3-55.93
4-3
Chapter 4
LRS Team Leader and Team Members
• Receives the initial mission analysis from LRSC headquarters.
• Receives WARNO from LRSC headquarters or LRS detachment leader.
— The team leader and radio telephone operator (RTO) normally attend.
— The RTO serves as the recorder.
• Conducts TLP.
• Issues team WARNOs.
• Conducts initial inspections.
• Moves to and establishes team area in the planning facility.
• Receives the OPORD with mission folder from LRSC headquarters or LRS detachment leader.
• Issues confirmation brief.
• Receives decision brief.
• Issues COA or decision brief to commander (after mission analysis brief).
• Directs the activities of the team LNO.
• Delivers OPORD to the LRS team (LRS team leader).
• Coordinates as needed with operations personnel.
• Memorizes plan and prepares for backbrief.
• Backbriefs the commander or his representative.
• Conducts final inspection.
Notes:
1.
An RTO is sometimes called a RATELO, but the two are the same.
2.
The entire team normally attends the OPORD.
4-4
FM 3-55.93
Team Operations
Table 4-1. Actions and responsibilities of LRSU personnel.
Communications
LRS detachment
Commander
Operations
Platoon
Leader
Team
LNO
Receives OPORD and
[Select personnel]
Platoon leader
Accompanies commander
MPF from R&S
accompanies
accompanies commander
Squadron S-3 or
commander
BFSB S-3
Initiates alert procedures
Receives or relays the
Receives or relays
Receives or relays the alert
Receives or relays
Receives or
alert
the alert
alert
relays alert
Reviews mission folder
Establishes the COB,
Begins mission
Begins preparations
Begins preparations
Team LNO: Starts
Conducts TLP
to include planning
preparation
for movement to planning
for movement
preparing to
facility
facility
to planning facility
move to planning
Company LNO:
Deploys to higher
headquarters
Develops company
Helps develop the
Helps develop the
Helps develop the WARNO
Continues
Team LNO:
WARNO
WARNO
WARNO
(as required)
preparations
continues
for movement
preparing to
to planning facility
move to planning
Issues company
Receives the WARNO
Receives WARNO
Receives WARNO
Receives WARNO
Team LNO:
WARNO
Receives
WARNO
Company LNO:
Establishes
contacts
Conducts mission
Helps the commander
Issues WARNO
Issues WARNO
Issues WARNO
Team LNO: Helps
analysis (METT-TC)
conduct METT-TC
establish team
Establishes base stations
Moves to and establishes
Begins initial
area in planning
detachment area in the
inspections
facility
Helps the commander
COB
conduct METT-TC
Moves to and
Helps the commander
establishes team area
Conducts mission
conduct METT-TC
in the planning facility
analysis (METT-TC) for
the PLT
Conducts mission analysis
(METT-TC) for the PLT
Develops company
Helps the commander
Helps the commander
Helps the commander
Continues TLP
Company LNO:
OPORD
develop the OPORD
develop the OPORD
develop the OPORD
Begins
Develop PLT OPORD
coordinations
Develops PLT OPORD
Finalizes MPF
Issues company OPORD
Issues intelligence annex
Issues communications
Develops detachment
Receives company
Team LNO:
annex, paragraph 5
OPORD (as required)
OPORD
Receives
company OPORD
Receives confirmation
Begins mission
Begins BRS operations
Receives confirmation
Issues confirmation
Receives
brief
development and
brief
brief
guidance
coordination
Provides guidance
Provides guidance
Leader--Issues
updated WARNO to
team
FM 3-55.93
4-5
Chapter 4
Table 4-1. Actions and responsibilities of detachment or company personnel (continued).
LRS
Communications
detachment
Commander
Operations
Platoon
Leader
Team
LNO
Supervises mission
Supervises mission
Continues BRS operation
Supervises mission
Conducts mission
Assists team
preparation
preparation
preparation
analysis (METT-TC)
with analysis
and conducts
coordination
Receives COA
Supervises mission
Continues BRS operation
Receives COA
Conducts COA decision
Assists team
decision brief
preparation
decision brief
brief
with COA
Receives COA decision
decision brief
Gives guidance
Receives COA
brief
Gives guidance
decision brief
Supervises mission
Supervises mission
Continues BRS operation
Supervises mission
Develops OPORD
Assists team
preparation
preparation
preparation
with analysis
and conducts
coordination
Assists team
with OPORD
development
Supervises mission
Supervises mission
Continues BRS operation
Supervises mission
Issues team OPORD
Receives
preparation
preparation
preparation
OPORD
Receives team
Receives team
Continues BRS operation
Receives team
Conducts backbrief
Helps team
backbrief
briefback
briefback
conduct
Receives team backbrief
backbrief
Provides guidance
Provides guidance
Briefs R&S Squadron
Helps commander
Helps commander
Helps commander
Helps commander
Helps team
or BFSB
conduct briefing
conduct briefing
conduct briefing
conduct briefing
prepare and
commanders on
coordinate
Continues BRS operation
Supervises mission
team mission and
mission
preparation
execution (as
required)
Supervises mission
Supervises mission
Continues BRS operation
Supervises mission
Continues mission
Helps team
preparation
preparation
preparation
preparation
prepare and
coordinate
Checks
mission
communications
Conducts rehearsals
Supervises mission
Supervises mission
Continues BRS operation
Supervises mission
Checks
Helps team
preparation
preparation
preparation
communications
prepare and
coordinate
Conducts rehearsals
mission
Supervises mission
Supervises mission
Continues BRS operation
Supervises mission
Sterilizes planning
Helps team
preparation
preparation
preparation
facility
prepare and
Conducts final
coordinate
inspection
mission
Briefs back as needed
4-6
FM 3-55.93
Team Operations
ORDERS
4-6.
LRSU OPORDs are very detailed and specific to LRS operations. To ensure mission success,
LRSU orders must contain all planning coordinations conducted for the pending mission. For this reason,
OPORD format may deviate from the standard five-paragraph Army order format. Appendix B shows some
example orders formats used in LRSU operations.
Movement Order--This stand-alone order facilitates an uncommitted, typically administrative,
movement. While the arrangement of the troops and vehicles should expedite their movement
and conserve time and energy, they should still maintain 360 degree security.
Warning Order--This notifies of an upcoming order or action. The WARNO can, but need not,
follow the standard five-paragraph OPORD format.
Confirmation Brief--No later than 30 minutes after receiving the unit OPORD, each subordinate
leader gives his higher commander a confirmation brief. This demonstrates his understanding
of the higher unit OPORD. It also ensures the correct focus during mission planning.
COA or Decision Brief--The team conducts a METT-TC analysis, analyzes possible COAs,
develops and compares war games. The team leader then briefs the commander on his chosen
COA, explaining the criteria he used to choose it over other possible COAs. When the team
leader finishes his briefing, the commander approves, disapproves, or modifies the COA and
gives guidance on finalizing the team plan.
Operations Order--The unit leader uses the OPORD to coordinate the actions of subordinates in
the execution of an operation. Sometimes called the five-paragraph field order, this order
describes, at a minimum, the task organization, situation, mission, execution, administrative
and logistics support, and command and signal requirements for the specific operation.
Fragmentary Order--An abbreviated OPORD, used to update the original OPORD. Fragmentary
orders (FRAGO) can be issued anytime. Although the FRAGO follows the five-paragraph
OPORD format, it normally only includes the paragraphs or items that have changed. New
missions or significant mission changes require a new OPORD rather than just a FRAGO.
Backbrief--A briefing by subordinates to the commander to review how subordinates intend to
accomplish their mission (FM 1-02). The backbrief can be a formal or informal presentation.
During the backbrief, each leader conveys detailed information about the planned mission as he
understands it. This gives the recipient of the briefing an idea of the leader and unit's ability to
conduct a planned mission. After listening to the subordinate leader's backbrief, each leader
briefs back his own understanding of the mission to his higher as required. The unit SOP
identifies who briefs whom and what must be briefed.
FM 3-55.93
4-7
Chapter 4
PLANNING PROCEDURES
4-7.
The LRSU uses detailed planning procedures to enhance mission planning and OPSEC. Unit
and leaders cover planning procedures in detail. Each LRSU should have a planning facility, with a
planning area for each team planning for a mission. In the planning area, the team only sees
mission-essential personnel such as the LNO, members of the planning cell, or others on the access roster.
The unit maintains OPSEC at all times to avoid compromising the teams and the mission. "Need to know"
applies: The less each Soldier knows about the other teams' missions, the less can be divulged in case
of capture.
4-8.
The planning facility location can vary, but the unit can locate it wherever they can achieve the
objective of separating a LRS team during planning from the remainder of the unit. A planning facility can
be located at an intermediate staging base, depending on the unit's deployment plan. The planning facility
can use tents, buildings, hangers, or navy vessels. The exact structures used matter less than the ability to
achieve and maintain security and separation. A planning facility should only have one controlled entrance,
and the unit must maintain an access roster.
4-9.
An ideal planning facility has separate sleeping quarters, showers, electricity, heat or
air-conditioning, and a latrine for each team. If possible, the planning facility should be structured to make
the teams' accommodations comfortable.
4-8
FM 3-55.93
Team Operations
TROOP LEADING PROCEDURES
4-10.
The TLP provides leaders at company level and below with a framework to develop plans and
orders, and to prepare for operations. TLP is a dynamic process used by small unit leaders to analyze a
mission, develop a plan, and prepare for an operation. These procedures enable leaders to maximize
available planning time while developing effective plans and adequately preparing their unit(s) for an
operation. The TLP have eight steps, shown in Figure 4-1. The sequence is not rigid. They can be modified
to meet the mission, situation, and available time. Some steps are performed concurrently, while others
continue throughout the operation (FM 5-0).
Figure 4-1. TLP and METT-TC.
4-11.
LRS teams use TLP slightly differently than do other units. Normally, Steps 3 and 4 reverse,
because the team moves to the planning facility before receiving the company OPORD and making a
tentative plan (mission analysis). After Step 7, the team usually must backbrief to gain approval to conduct
the mission. The following description of how TLP are executed uses the LRS team as an example.
However, other LRSU leaders use TLP the same way:
FM 3-55.93
4-9
Chapter 4
Receive the Mission
4-12.
Detailed planning ensures mission success and team survival. On receipt of the WARNO, the
begins an intensive preparatory phase at the unit area. The team leader has the team start initial inspections
and prepare for movement to the planning facility. Occasionally, the team may need to receive the initial
mission briefing (OPORD with MPF) at this time. However, it is preferred this briefing occur after the
is in the planning facility.
Perform an Initial Assessment--During the initial assessment the team leader conducts a
METT-TC analysis with the available information. The team leader shares the results of this
analysis with the team that are necessary to complete details of the WARNO. Details of the
analysis may be withheld from the team for OPSEC reasons until arrival at the planning facility.
Allocate the Available Time--The LRS team leader produces a time schedule based on the
information received in the company or detachment WARNO. Using the reverse planning
methodology, knowing critical times and experienced judgment on time estimates for events,
are essential in creating a realistic time schedule. The team leader should also consider
potential changes to the time schedule. For example, if the team were ordered to execute the
mission six hours early, the team leader must determine what remaining critical must still be
completed to ensure mission success.
Issue the Warning Order
4-13.
The team leader issues a WARNO to the team. This WARNO generally provides the same
information as the company WARNO, with the addition of both general and team-specific instructions
(Appendix B).
Initiate Movement
4-14.
After the inspections, the team compiles a list of deficiencies and an initial supply request. The
team and LNO move to the planning facility area, where they set up the planning facility IAW unit SOP
(Appendix D).
Make a Tentative Plan
4-15.
Making a plan combines mission analysis, COA development, COA analysis, COA comparison,
and COA approval. The team leader and RTO normally receive the mission briefing from the commander,
detachment leader, or the operations section. At the same briefing, the team leader receives the mission
folder. Following the briefing, the team leader conducts a confirmation briefing. The team leader, with the
assistance of the team, conducts mission analysis using METT-TC.
Conduct a Confirmation Brief
4-16.
Immediately following the OPORD, the team leader briefs the commander or detachment leader to
confirm that he understands the mission and the commander's intent. (Appendix B provides an example
confirmation brief.) Before mission planning begins, the team leader may give the team an updated
WARNO based on material in the company OPORD.
Begin Team-Planning Process
4-17.
The team begins the planning process. The team leader might conduct a visual reconnaissance of
the AO. If feasible, the senior scout accompanies him. While he reconnoiters, the assistant team leader
supervises equipment and personnel preparation. TOC personnel make themselves available for
coordination throughout the planning phase.
4-10
FM 3-55.93
Team Operations
Note: The OPORD, not the backbrief, drives planning. The backbrief is just a form
of rehearsal.
Analyze the Mission
4-18.
The team leader reviews and studies the mission, first identifying the specified and implied tasks.
From the specified and implied tasks, the team leader identifies the essential tasks. These tasks must be
completed to accomplish the mission. Failure to complete an essential task results in mission failure. He
also identifies any constraints. The product of this part of the mission analysis is the restated mission.
Mission Statement
4-19.
The restated mission is a simple, concise expression of the essential tasks the unit must
accomplish, and the purpose to be achieved. The mission statement says who (the unit), what (the task),
when (either the critical time or on order), where (location), and why (the purpose of the operation). Each
mission statement has three distinct elements: operation, task, and purpose:
Operation
4-20.
This is a military action. It consists of all the processes involved with combat: movement, supply,
attack, defense, and maneuvers to gain objectives. LRSU conduct the following four operations:
Surveillance--This is a systematic observation of airspace or surface area by visual, aural (hearing),
electronic, photographic, or other means.
Reconnaissance--This is any action taken to obtain information about the operational area. It
includes any visual or other detection methods taken to learn the enemy's or potential enemy's
activities and resources and the area's meteorological, hydrographic, or geographic
characteristics.
Target Acquisition--This is the detection, identification, and location of a target in sufficient detail
to permit the effective employment of weapons against it.
Target Interdiction--This is any action taken to divert, disrupt, delay, or destroy the enemy's surface
military potential before it can be used effectively against friendly forces.
Task
4-21.
A task is a clearly defined, measurable activity accomplished by individuals and organizations.
(Table 4-2 identifies LRS tasks by operation.) A task includes specific actions that contribute to mission
accomplishment or other requirements. A task is definable, obtainable, and decisive; and it is either
specified or implied. A specified task is stated in the WARNO, mission order, annex, or overlay, or the
commander directs it. An implied task is neither specified, routine, nor included in the SOP, yet it is
inherent and mission specific. It is deduced from the order and its products:
Observe--This is the visual; audible; or mechanical, electrical, or photographic monitoring of enemy
activities. It applies to missions in which the enemy's location is known or strongly suspected, such
as an NAI where the enemy must pass.
Locate--This is to search or examine an area to find an enemy (or his equipment) known to be present
in the AO, but whose specific location is unknown.
Detect--This is to discover or discern the existence or presence of enemy activity. This task applies to
missions in which little, if anything is known about the enemy. The enemy may or may not
be present.
Determine--This is to decide or settle conclusively that this task applies to missions in which much
information is known about the enemy. However, some questions still exist about his exact
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disposition, location, or content. This mission is to gather one or two specified intelligence
requirements.
Identify--This is to positively recognize enemy units, formations, equipment, and so on.
Evaluate--This is to examine and judge carefully and place a value or worth on the condition and state
of specified structures or enemy capabilities. Structures or enemy location are known.
Confirm--This is to support or establish certainty or validity.
Deny--This is to prove untrue or invalid.
Report--This is to communicate collected information accurately and in a timely manner.
Mark--This is to designate a target by using lasers or other marking devices.
Pinpoint--This is to locate and precisely identify a target for engagement without using lasers.
Measure--This is to estimate by comparing two distances.
Attack by fire--This is to use direct fires, supported by indirect fires, to engage an enemy without
closing with him to destroy, suppress, fix, or deceive him.
Suppress--This results in the temporary degradation of the performance of a force or weapons system
below the level needed to accomplish the mission.
Disrupt--This is to integrate direct and indirect fires, terrain, and obstacles to upset an enemy’s
formation or tempo, interrupt his timetable, or cause his forces to commit prematurely or attack in
piecemeal fashion.
Table 4-2. LRS tasks by operation.
Target
Target
Operation
Surveillance
Reconnaissance
Acquisition
Interdiction
TASKS:
• Observe
• Report
• Mark
• Attack-by-fire
• Locate
• Locate
• Locate
• Suppress
• Detect
• Detect
• Detect
• Disrupt
• Determine
• Identify
• Identify
• Identify
• Confirm
• Pinpoint
• Evaluate
• Deny
• Report
• Pinpoint
• Confirm
• Deny
Purpose
4-22.
The purpose generally supports the BFSB’s purpose and is the same as other Army operations.
LRSU study strengths, dispositions, composition, and capabilities of the friendly and enemy forces that
could affect the team's mission.
• Plan use of time and prepare a written schedule for required actions. Include--
— Time.
— Event.
— Place.
— Uniform.
— Personnel who will attend.
• Use the reverse-planning technique.
• Select and request equipment (routine and special).
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Enemy
4-23.
The MPF provides information about the enemy’s composition, disposition, strength, recent
activities, ability to reinforce, and possible COAs. The team also determines what they do not know about
the enemy and request that information. It is likely the enemy situation will remain uncertain and the
experience and training of the LRS team becomes essential in determining a realistic enemy situation.
Terrain
4-24.
This aspect of mission analysis addresses the military aspects of terrain: observation and fields of
fire; avenues of approach; key terrain; obstacles; and cover and concealment (OAKOC). The MPF provides
significant details about the operations area including hydrology, LOS data, and locations of potential drop
zones, landing and pick-up zones.
Weather
4-25.
The five military aspects of weather include visibility, winds, precipitation, cloud cover,
temperature, and humidity (FM 34-130). The consideration of their effects is an important part of the
mission analysis. The team reviews the forecasts and conclusions available in the MPF and develops their
own conclusions on the effects of weather on the mission. The analysis considers the effects on personnel,
equipment, and supporting forces, such as air and artillery support. The team identifies the aspects of
weather that can affect the mission. They focus on factors whose effects they can mitigate. For example,
the team leader may modify SOP uniform and carrying loads based on the temperature. The team leader
checks for compliance during preparation, especially during rehearsals (FM 5-0).
Troops and Support Available
4-26.
The team leader knows the status of the teams’ morale, their experience and training, and the
strengths and weaknesses. The team leader realistically determines all available resources. This includes
possible attachments like a sniper team, target acquisition or a medic. The assessment includes knowing
the strength and status of team members and their equipment. It also includes understanding the full array
of assets in support of the team. The team knows, for example, how much indirect fire, by type, is
available, when it will become available and the time it takes to employ. They consider any new limitations
based on level of training or recent fighting.
Time Available
4-27.
The team leader continues to refine the time schedule. The team views its own tasks and enemy
actions in relation to time. Most importantly the team leader monitors the time available. As the situation
changes, the team leader uses his experience to adjust the time schedule to ensure the team is best prepared
to accomplish the mission.
Civil Considerations
4-28.
Civil considerations are how the man-made infrastructure, civilian institutions, and attitudes and
activities of the civilian leaders, populations, and organizations within an AO influence the conduct of
military operations (FM 6-0). Rarely are military operations conducted in uninhabited areas. Most of the
time, units are surrounded by noncombatants. LRS team operations are in fact even more complicated
because they often depend on effectively hiding among the civilian population. These noncombatants
include residents of the AO, local officials, and governmental and nongovernmental organizations (NGOs).
Based on information from higher headquarters and their own knowledge and judgment, the team leader
identifies civil considerations that affect their mission. Civil considerations are analyzed in terms of six
factors, known by the memory aid ASCOPE (FM 6-0):
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• Areas.
• Structures.
• Capabilities.
• Organizations.
• People.
• Events.
Develop Courses of Action
4-29.
The purpose of COA development (Figure 4-2) is simple: to determine one or more ways to
accomplish the mission. Most missions and tasks can be accomplished in more than one way. However, in
time-constrained environment, the team leader may develop only one COA. Normally, the team will
develop two or more. Usable COAs are suitable, feasible, acceptable, distinguishable, and complete. To
develop them, the team focuses on the actions the team takes at the objective and conducts a reverse plan
the point infiltration starts.
COA DEVELOPMENT
1. Analyze relative combat power.
2. Generate options.
3. Array forces.
4. Develop the concept of operations.
5. Assign responsibilities.
6. Prepare COA statement and sketch.
Figure 4-2. Development of courses of action.
Analyze (War-Game)
4-30.
For each COA, the team thinks through the operation from beginning to end. They compare each
COA with the most likely enemy COA, given what the LRS team is doing at that instant. Normally, small
unit leaders visualize a set of actions, reactions and counteractions. The LRS team leader does this also, but
because the LRS team’s objective is to not make enemy contact, the result should minimize the chance of
contact. The team records the results of all wargames.
Compare
4-31.
The team leader compares results of all the wargames and chooses the COA that has the best
chance of mission accomplishment and preserves the team for future operations. Criteria normally
include-- mission accomplishment, time to execute the mission, risk, and posture of the team for future
operations.
Approve
4-32.
The team leader picks the COA that best supports successful mission accomplishment. Normally,
before the team continues plan development, the team leader must obtain approval for the chosen COA.
This briefing is given to the detachment leader or company commander. Once approval is obtained and
guidance given, the team begins development of the OPORD.
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Conduct Reconnaissance
4-33.
Ideally, the team leader reconnoiters the area visually. If this cannot be done, then the team leader
continues to study aerial reconnaissance photos, UAS video and satellite imagery (if available). He
confirms, clarifies, and supplements information gleaned from maps and other sources.
Complete the Plan
4-34.
Complete detailed planning to include necessary coordinations with all support elements required
for the mission. (Appendix G provides an example list of the necessary coordinations.)
Issue the OPORD
4-35.
Include all necessary annexes. Use a detailed OPORD format. (Appendix B provides an example.)
Use visual aids (terrain models, objective sketches, charts, photos, maps, and overlays) to reinforce
information and to help ensure the team fully understands all aspects of the mission.
Supervise and Inspect Soldiers
4-36.
The team leader and the assistant team leader supervise the team throughout the preparation to
ensure timely completion of all required tasks. They inspect to ensure that--
• The team takes only the equipment required for the mission.
• All equipment is functional, complete, secured, and evenly distributed.
• Resupply bundles and packages meet SOP criteria.
• Cache meets SOP criteria.
• Insertion vehicle and aircraft preparation meet SOP criteria.
Check the Communications Equipment
4-37.
Under the guidance of the team leader, the RTO checks all communications equipment on a
distant BRS (HF and UHF TACSAT). They also check--
• Internal communications with all VHF frequency modulation (FM) communications equipment.
Unserviceable and inoperable equipment is reported to the communications NCOIC.
• For all radios, frequencies are confirmed with the frequency manager, and, if needed, more
frequencies are requested.
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Rehearse Mission
4-38.
After briefing the OPORD, the team leader conducts rehearsals. This includes inspecting
and equipment. During the rehearsal, the team wear the full uniform and carry all mission-essential
equipment. The unit conducts detailed, full force rehearsals, because the team needs them to reinforce
complex procedures. Terrain and conditions should, as much as possible, replicate those expected for the
actual operation. Detailed rehearsals can include transportation and OPFOR, and as many contingencies as
can be anticipated. The team simulates casualties among key personnel, with other team members
their duties. Leaders continually ask team members to answer mission-specific questions. Sand table
briefings, a map study, and photograph examinations should complement all rehearsals. At a minimum,
during hasty planning, the team should rehearse actions in the objective area (entering; maintaining; and
sterilizing the hide, surveillance, and communication sites). Otherwise, rehearsals should cover as much as
possible the following, also shown in Table 4-3.
• Off-loading and assembly procedures at points of insertion.
• Movement formations.
• "Lost-man" drill.
• Security halt procedures.
• Actions at possible danger areas.
• Reaction drill for aircraft flyover (friendly or enemy).
• Countertracking techniques.
• Actions on enemy contact such as chance, near/far ambush, sniper, air attack, indirect fire, flares.
• Loading procedures at the extraction site.
• Special actions (as required), and use of new or unfamiliar equipment.
• Procedures for emplacement and recovery of a cache.
• Actions at recovery points or contact points.
• Actions in the absence of a communications plan.
• Communications during scheduled windows and initial entry.
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Table 4-3. Priority of actions for rehearsal.
Rehearsal Type
Hasty/
Minimal/
Detailed/
Rehearsal Actions
Critical
Important
Useful
Actions in the objective area (entering,
X
X
X
maintaining, and sterilizing the hide, surveillance,
and communication sites)
Off-loading and assembly procedures at points
X
X
of insertion
Movement formations
X
X
"Lost-man" drill
X
X
Security halt procedures
X
X
Actions at possible danger areas
X
X
Reaction drill for aircraft flyover (friendly or enemy)
X
X
Countertracking techniques
X
X
Actions on enemy contact (chance, near and far
X
X
ambush, sniper or air attack, indirect fire, flares)
Loading procedures at the extraction site
X
X
Special actions (as required) and use of new
X
X
or unfamiliar equipment
Procedures for emplacing and recovering cache
X
X
Actions at recovery points or contact points
X
X
Actions in the absence of a communications plan
X
X
Communications during scheduled windows
X
X
and initial entry
Transportation contingencies
X
Sand table briefings
X
Map study
X
Photographic examinations
X
Conduct Backbrief
4-39.
When mission planning is complete, the team briefs back the entire mission to the commander or
to the commander's designated representative. The backbrief ensures the commander that the team
understands and is prepared for the mission. They can shorten the backbrief to accommodate condensed
planning time or as the commander requests, based on his knowledge of the team's experience and on who
attends the backbrief. The team rehearses the backbrief to ensure that all team members understand all
aspects of the operation. (Appendix B provides an example backbrief format.)
Conduct Final Inspection
4-40.
The team always conducts a final inspection before the team leaves the planning area. The team
leader inspects personnel, personal equipment, and mission equipment, especially those items identified
during previous inspections or during rehearsals as needing correction. The team leader questions team
members to reinforce critical aspects of the mission.
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Receive Intelligence Updates
4-41.
The team leader receives intelligence updates from higher and adapts his plans accordingly.
CONTROL MEASURES
4-42.
A control measure is a graphic or oral directive assigning responsibility, coordinating fires and
maneuver, and controlling combat operations. Each measure is shown graphically and easily identified on
the ground. Examples include boundaries, objectives, coordinating points, and contact points. Some control
measures that help the team leader control team actions during the mission are--
• Times of departure and return.
• Points of departure and reentry.
• Checkpoints.
• Routes.
• Forward line of own troops (FLOT).
• Phase lines (PLs).
• Restrictive fire lines (RFLs) and NFAs or RFAs.
• Decision points (DPs).
• Designated areas for recovery (DARs).
• Limits of advance (LOA).
• Recovery points.
• Contact points.
• SAFEs.
• Airspace-recovery activation signals.
• No-fly areas.
• Identification friend or foe (IFF).
FIELD PLANNING ACTIVITIES
4-43.
Leaders can conduct field planning one of two ways:
Field Planning
4-44.
This generally means conducting deliberate planning in a tent. Special considerations include--
• The number of tents required for all elements to have sufficient planning and sleeping space.
• Type and quantity of lighting required.
• Heating requirements.
• Latrine facilities.
• Dining facilities. Ideally, teams should receive at least two hot meals a day.
• Security considerations such as wire, field phones, and guards.
• Support required to construct the site and maintain it for the period required.
• Communications to supporting units during planning and conduct of the mission.
• Rehearsal areas.
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Patrol-Base Planning
4-45.
This refers to planning that occurs when the team receives a change of mission during the conduct
of an operation. LRS patrol-base principles apply. The team--
• Maintains security.
• Plans and issues a FRAGO.
• Plans resupply.
• Plans for continuous communications.
CONTINGENCY PLANS
4-46.
The contingency plan covers alternate, anticipated major events that could occur before, during,
and after an operation, for example--
• Replacement of team members as needed to fulfill mission requirements.
• Transportation to the planning facility.
• The planning facilities (garrison or field).
• Direct support for unserviceable equipment.
• Acquisition of mission-essential equipment.
• Security during the mission-planning process.
• Reposition to COB, AOB or MSS.
INFILTRATION PHASE AND INSERTION METHOD
4-47.
The infiltration phase extends from the point of embarkation to arrival in the objective area.
Insertion method options include--
• High altitude, high opening (HAHO).
• High altitude, low opening (HALO).
• FRIES.
• SCUBA.
• SPIES.
• Air.
• Vehicle.
• Rubber boat.
• Stay behind.
• Rollover.
• Foot movement.
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