fm 34-2-1 reconaissance and surveillance and intelligence support to counterreconaissance

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FIELD MANUALNO 34-2-1

*FM 34-2-1HEADQUARTERS

DEPARTMENT OF THE ARMYWashington, DC, 19 June 1991

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Preface

This field manual providest a c t i c s , t ec hn iq ues, andprocedures (TTP) for

reconnaissance and surveillance(R&S) planning, missionmanagement, and reporting.It provides TTP for thedevelopment of intelligence tosupport counterreconnaissance(CR) operat ions. I t describesemployment considerations forR&S assets; and defines theroles of the collection managerand maneuver brigade andbattalion S2's in planningR&S operations. I t desc r ibes

their roles in identi fyingintel l igence requirements tosupport CR operations.

This manual addressesTTP for planning andconducting R&S and developingintelligence to support CRoperations at maneuver brigadeand below. It can also applyto armored cavalry regiment(ACR) and separate brigades.

This manual is intendedfor maneuver commanders andt h e i r s t a f f s ( esp ec i a l l y S 2s ) ;intel l igence staf fs and

collection managers; and otherpersonnel involved in planningand conducting R&S and

developing intel l igence tosupport CR operations. I t i sintended for use by both activeand Reserve Components (RC) andUS Army Training and DoctrineCommand (TRADOC) schools.

The doctrine in thispublication conforms with andsupports the principlescontained in FM 34-1.

Unless this publication

states otherwise, masculinenouns and pronouns do not referexclusively to men.

The proponent of thispublication is the UnitedStates Army IntelligenceCenter, Fort Huachuca, AZ.Send comments andrecommendations on DA Form 2028(Recommended Changes toPublications and Blank Forms)directly to Commander, US ArmyIntelligence Center and School,ATTN : ATSI-TDL-D, FortHuachuca, AZ 85613-7000.

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CHAPTER 1

INTRODUCTION

Throughout history,military leaders haverecognized the importance ofR&S. Gaining and maintainingcontact with the enemy isessential to win the battle.Our own military historycontains many examples whereour knowledge of the enemy,or lack of knowledge, directlyled to victory or defeat.

The role of R&S has not

changed on the modernbat t lef ie ld; i f anything,it has become even moreimportant. Battles at thecombat training centers provethat a good R&S effort iscr i t ical to successfulattacks . On the other hand,a poor R&S effort almostguarantees defeat for thecommander. Figure 1-1 showsattack outcome according toreconnaissance status (BlueForce [BLUFOR]). This chartwas developed by the RandCorporation in its October 1987

study, "Applying the NationalTraining Center Experience:Tactical Reconnaissance.

The message is clear:Success on the battlefield

begins with R&S and R&S beginswith the intel l igence off icer .As the S2, you play a big rolein the success or failure ofyour unit. But if being ableto f ind the enemy is criticalto the attack, what role does

the S2 play in the defense?

Figure 1-2 shows the attackoutcome according to reconnais-sance status (Opposing Force[OPFOR]). This is anotherchart from the same Rand study.It clearly shows: If you blindthe enemy, they will mostl ike ly fa i l in the a t tack .Therefore, a successful defensedepends on finding, targeting,destroying, or suppressingenemy reconnaissance assets

before they can report yourunits defensive positions.

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This implies an aggressiveCR effort that seeks out enemyreconnaissance units ratherthan passively screening. I t

also implies the coordinationand active participation amongthe S2, S3, f ir e s up portofficer (FSO), and theintell igence and electronicwarfare support element(IEWSE).

This manual describes theTTP you can use to develop andexecute successful R&S plans.Field Manual 34-2 and FM 34-80contain additional information

on collection management andR&S.

This is a "how to" manual.It describes how to--

o Plan R&S operations.

o Task R&S assets.

o Graphically depict R&Soperations.

o Execute R&S operations.

o Save time in the planningprocess.

o Plan for intell igencesupport to CR missions.

o Plan for division levela s s e t s , such as signal sintelligence (SIGINT)c o l l e c tor s .

This manual will show youhow to succeed in yourreconnaissance and CR effort,

giving you and your commanderthe best chance for victory in

b a t t l e .

The intent is for you touse this manual in the field asa gu i d e . This manual is alsodesigned to show commanders andS3s the R&S planning process.This manual is arrangedsequent ia l ly to re f lec t theorder of the R&S and collectionmanagement processes. I t wil lhelp you understand R&S a stepat a time.

The better prepared you

are as an S2, the better yourR&S plan will be. Therefore,you should have a solidappreciat ion for intel l igencepreparation of the battlefield(IPB) and its contribution todeveloping an R&S plan. (SeeFM 34-130, IntelligencePreparation of the Battlefield,for a complete discussion ofIPB.) You need to know whatassets are available to you,as well as the capabilit iesand limitations of thosea s se t s . This supportsplanning and executing R&Soperations.

Once you formulate yourplan, you must know how totask appropriate assets. Oneway to disseminate the R&Splan or taskings is to developan R&S overlay. FM 34-80,Appendix E, describes the

preparation of the R&Soverlay. As you execute theplan, you should know how tomonitor the R&S effort and

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modify the plan accordingly.To reinforce the steps in theR&S process, this manualincludes examples at brigade

and battalion levels of how toplan, prepare, execute, andmonitor the R&S effort.

COLLECTION MANAGEMENT PROCESS

To successfully plan andexecute the R&S effort, youshould understand the fivephases of the collectionmanagement process, and therelationship of R&S tocollection management.

Regardless of the echelon, youwill go through the followingfive steps or phases to developa collection plan and,ultimately, an R&S plan:

o Receive and analyzerequirements.

o Determine resourceavailabil ity and capability.

requirements (PIR) orinformation requirements (IR).

PIR and IR are either

stated by the commander orrecommended by you and approvedby the commander. They are thevery reason R&S plans (and allcol lect ion plans) exist . Youmay also have requirements fromhigher or subordinate units;these you will prioritize andconsolidate with thecommander's PIR. Once you haveidentif ied all requirements,you will eventually convertthem into specific items to

look for.

DETERMINE RESOURCEAVAILABILITY AND CAPABILITY

In simplest terms,determining resourceavai labi l i ty and capabi l i tymeans assessing what means youhave to look for the specificitems you have developed in thef i r s t s te p .

o Task resources.TASK RESOURCES

o Evaluate reporting.

o Update collectionplanning.

RECEIVE AND ANALYZEREQUIREMENTS

Receiving and analyzingrequirements means identifyingwhat the commander must know

about the enemy, weather, andterrain to accomplish themission. Normally, thecommanders concerns areexpressed as questions, termedp r i or i ty i n te l l i ge n c e

When tasking resources, youmust tell a specific resourcewhat it should look for, andhow it is to reportinformation.

At division and higher,several elements accomplishthese f ive steps. For example,the all-source production

section (ASPS) aids thecollection management anddissemination (CM&D) section inanalyzing requirements. TheCM&D may simply task themilitary intell igence (MI)

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battalion to collect onspecific requirements; the MI

battalion S3 is the one whoactually tasks a specific

a s s e t . In fact, very seldomdoes a division G2 directlytask a specif ic asset .

At maneuver brigade andbattalion levels, however, yourS2 section will usually do allf ive steps of the collectionmanagement process. You willdevelop a collection plan whichaddresses how your unit willcollect information to satisfyall intell igence requirements.

Unlike division, you willnormally task specific assetsto c o l l e c t s p e c i f i cinformation.

This essential ly is thedifference between a collectionplan and an R&S plan: acol lect ion plan identi f ieswhich units or agencies willcollect information. An R&Splan identifies which specificassets will be tasked to

collect information, and howthey will do it. Therefore, asa general rule, R&S planningoccurs mostly at brigade and

below.

EVALUATE REPORTING

Is the asset accuratelyreporting what it sees based oni t s c a p a b i l i t i e s ? And does thereport answer the original

question?UPDATE COLLECTION PLANNING

Do you need moreinformation to answer the

question; or is i t t ime toshift focus and begin answeringanother question?

SOLUTIONS TO COMMONERRORS IN RECONNAISSANCEAND SURVEILLANCE PLANNING

This manual focuses onR&S at brigade and battalionl e v e l s . It discusses waysto improve your R&S plans andto win the battle. Manycommon mistakes made by S2sin the planning stage resultin unproductive R&S operations.These mistakes were noted

during numerous observationsat the training centers andoccur regularly. To avoiderrors in R&S plans, usethe guidelines discussed

below.

USE IPB PRODUCTS

Use enemy situationtemplates and event templatesto identify areas on the

batt lefield where and whenyou expect significant eventsor targets to appear. TheseIPB products will save manyhours of analysis bypinpointing specific areason which to focus your R&Se f f o r t .

KNOW YOUR ASSETS

Know the capabilities andlimitations of the R&S assets

available to you. This shouldensure that assets are not senton missions they are notcapable of conducting nortrained to conduct.

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PROVIDE DETAILS

When you develop your R&Splan, provide detai ls . Generic

R&S plans do not produce theamount of information requiredin the time allocated.

UNDERSTAND SCHEMEOF MANEUVER

It is imperative youunderstand your units schemeof maneuver before you begin toformulate the R&S plan. A wellthought out R&S plan that doesnot support the scheme of

maneuver is a useless effort.

PROVIDE GUIDANCE

Provide detailed guidanceto the company and teams asthey plan their patrolmissions; patrols also need tocoordinate with the battalion

before, during, and after allmissions. This should precludeuseless missions and wastedl i v e s . You should also makesure patrols have enough timeto plan and execute theirmissions.

KNOW LOCATIONS OF ASSETS

You need to continuouslymonitor and disseminate thecurrent locations of friendlyR&S assets. This shouldminimize the incidents off r a t r i c i d e .

INTEGRATE FIRE SUPPORT

Involve the FSO in R&Splanning so that indirect fire

support is integrated into allphases of R&S operations.

STRESS THE IMPORTANCE

OF R&S MISSIONSSubordinate elements tend

to ignore collection taskingsassigned by higher echelons;they sometimes consider thesenonessential taskings. Makesure these subordinate elementcommanders understand theimportance of their R&Smissions. You must get the S3or the commander involved toremedy this situation.

PARTICIPATE IN THEDEVELOPMENT OF

MISSION ESSENTIALTASK LISTS

The battalion S2 shouldtake an active role in thedevelopment of the scoutp la to on ba tt le ta sk s. Figure1-3 is an example of scoutplatoon battle tasks. The onlyway to establish a properworking relationship to trainwith the scout platoon leaderin garrison as well as in thef i e l d . The result will be ascout platoon that understandswhat the S2 needs and an S2understanding the capabilitiesand limitations of the scoutplatoon.

POINT OUT NAI

During CR operations,point out areas throughoutthe battlefield where youexpect enemy reconnaissance.Do not limit these NAI to

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just along the forward edgeof the battle area (FEBA) orthe line of departure (LD)/line of contact (LC). Company

and team commanders and staffmust understand that CRoperations extend throughoutthe depth of the battlef ield.Enemy reconnaissance assetsare trained to look deep andto conduct operations wellinto the rear area.

INCORPORATE FLEXIBILITY

Be sure to incorporateflexibility into your R&S

plan. Be ready to makemodifications at any time,especial ly in a nuclear,

b io l og ic a l , and chemical(NBC) environment. TheCombined Arms in a Nuclear/Chemical Environment (CANE)IIB Test explains thed i f f i c u l t y i n c o l l ec t i n gintelligence data in an NBCenvironment.

DO NOT KEEP THE SCOUT

PLATOON LEADER WAITINGDo not keep the scout

platoon leader at thetact ical operat ions center(TOC) waiting for a completeoperations order (OPORD).Some results are--

o The scout platoon deploystoo late to suff ic ient lyreconnoiter its assigned NAI.

o Lack of time makes thescout platoon leader reluctantto exercise the init iative andflexibil i ty necessary to ensure

complete coverage. Forexample, scouts remain intheir vehicles instead ofdismounting.

o The scout platoon failsto follow standing operatingprocedures (SOPS).

DO NOT OVERLY RELY ONTHE SCOUT PLATOON

Commanders tend to rely too

much on their scout platoons.An untrained scout platoon maydisplay weaknesses in landnavigation , se lec ting properR&S positions, reportinginformation, and cal ling forindire ct f i re . When you do usescout platoons, try to confirmtheir reports with informationgathered from other assets.Also, do not fall into the trapof using the scout platoon asthe only R&S collection asset.

When using the scout platoon,be sure the mission you givethem is one they are capable ofsuccessfully completing.

These solutions apply tocommon problems occurringthroughout the Army. Take noteof these solutions and try todevelop R&S plans reflectingthe solutions, not theproblems.

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CHAPTER 2

RECONNAISSANCE AND SURVEILLANCE AND INTELLIGENCEPREPARATION OF THE BATTLEFIELD

Think of developing an R&Splan as being similar to

building a house. A good houseneeds a solid foundation. Thepillars for the foundation ofR&S are the actual terms used.Before going on, let us discusssome important terms.

TERMS

Refer to the glossary forthe definitions ofreconnaissance, surveil lance,and CR. Below is a discussionof these terms.

RECONNAISSANCE

Reconnaissance is concernedwith three components: enemy,weather, and terra in . Youshould understand thatreconnaissance is act ive; i t

seeks out enemy positions,obs tac les , and routes. Sincemovement draws attention, goodreconnaissance uses stealth toavoid detection.

SURVEILLANCE

Surveil lance is passive.Surveillance implies observinga specified area or areassystematically from a fixed,concealed position. A good R&Splan contains the best mix ofR&S based on requirements,assets available, and theth r e a t .

COUNTERRECONNAISSANCE

Essentially, CR meansbl inding the enemy's eyes sothey cannot detect our attack,or cannot locate our defensivep osi t i on s . CR missions requireyou to--

o Know something about howthe enemy reconnoiters.

o Be able to locate,target, destroy, or suppressenemy reconnaissance assets.

Providing support to theCR mission means that youmust become an expert onthreat reconnaissance doctrine,tact ics , unit organizations ,and equipment. You must knowhow the enemy plans to collectinformation; when they do it;

and with what equipment,vehic les , and organizationsthey col lect .

Then plan how to findthe enemy's reconnaissanceassets before they are ableto f ind friendly forces. Youalso need to understand USmaneuver organizations,doctr ine, tact ics , andc a p a b i l i t i e s , since you may

be called on to provide a

recommendation for organizingCR forces.

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Coordinate closely with theS3 and the FSO, since much oftheir planning relies on yourabi l i ty to predict , locate, and

confirm enemy reconnaissancea s s e t s . Your knowledge ofthreat reconnaissancecapabi l i t ies , l imitat ions, andvulnerabi l i t ies aids the staf f in developing high payofftargets (HPTs). I t aids indetermining how best to destroyor suppress those targets,either by lethal or nonlethalmeans.

At brigade level, you must

get the IEWSE officer involvedin CR battle planning, becauseusing EW may be crucial to thesuccess of the mission.

Defining R&S and CR inisolation may suggest theyoccur in a vacuum. Nothingcould be further from thetruth . R&S is a crucial phaseof the intel l igence cycle . Asyou will see, your R&S effortrequires direct ion i f i t i s toprovide the necessaryintelligence the commanderneeds to fight and win the

b a t t l e .

You might have theimpression R&S has definitivestart and end points.Actually, R&S is part of alarger, continuing collectionprocess. That process gets itsdirection from two things:first, the mission; and second,

by extension, the IPB process.

These two things tell you--

o What to collect.

o Where to collect.

o When to collect.

o Who should collect it foryou .

o Why you must collect it.

Your collection planenables you to direct andcontrol the collection ofinformation. That information,once recorded, evaluated, andinterpreted, becomesi n t e l l i g en c e . Col lect inginformation gives commanderstargeting data so they candestroy enemy weapon systemsand units. Your analysis canprovide insight into the enemysituation to the extent thatyou can make an educatedestimate of possible futureenemy courses of action( COAs ) . At this point, informyour commander and the rest ofthe staff ; then begin todevelop friendly COAs forfuture operations.

The cycle continuesendlessly. However, within thecycle you may discover, basedon the picture you havedeveloped, that you must modifythe collection plan. Or, basedon what you have collected, you

must update the IPB terraindata base.

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There is an interrelation-ship between all aspects of theinte l l igence cyc le . Your

collection plan has a directeffect on how you--

o Process information anddisseminate intelligence duringthe present battle.

o Direct your intell igenceefforts for future batt les .

The R&S plan marries theIPB with assets available fori n f or m a t i on c o l l e c t i on . I t

organizes and prioritizesinformation requirements. Thisresults in R&S taskings tounits through the S3.

RECONNAISSANCE ANDSURVEILLANCE PRINCIPLES

Now that we have definedthe terms, let us discuss thetwo principles of R&S. Theya r e - -

o Tell commanders what theyneed to know in time for themto ac t .

o Do as much as possibleahead of time.

TELL COMMANDERS WHATTHEY NEED TO KNOW

IN TIME FOR THEM TO ACT

This principle is ofparamount importance. You mustdevelop the R&S plan so that itdirectly addresses what thecommander wants to know. Inessence, the R&S effort (aswith the intell igence effort in

general) is commander-orientedand commander-directed.Therefore, you cannot develop

a successful R&S plan until youknow exactly what the commanderneeds to know.

The commanders questionswhich positively must beanswered in order to accomplishthe mission are PIR. They arethe start point for the R&Splan. The clearer and moreprecise the commanders PIR,the better you will be able todevelop the R&S plan to answer

them.How do PIR come about? As

part of the mission analysisprocess, you and your commanderstudy the mission given to you

by higher headquarters . Youdevelop specified, implied, andessent ia l tasks . AS you dothis, you should also be ableto identify gaps in yourunderstanding of the

b a t t l e f i e l d s i t u a t i on .

The following are examplesof possible gaps:

o Which avenue of approach(AA) will the enemy use, andwhen?

o Which fixed- androtary-wing air AAs will theenemy use?

o How will the enemy deployin their attack?

o Where will the enemycommit their second echelonforces?

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o What are the enemyreconnaissance forces , tac t i cs ,and capabil i t ies?

o Where is the enemy mainsupply route (MSR)?

o Under what circumstanceswill the enemy use NBCweapons? How will they beemployed?

o What are the enemysubsequent and fallbackposi t ions, and routes fromtheir main defensive positionsto the fal lback posit ions?

o In what strength will theenemy counterattack, and whereare the armor counterattackforces?

o Where are the enemyobservation posts (OPs) andlistening posts (LPs)?

o Where are the enemyantitank (AT) helicopters?

o Where are the enemy TOCsand tactical command posts,relays, and communicationss i t e s ?

o Where are the enemylogistic and support areas?

o What effects of weatherprovide a key advantage ordisadvantage to you or theenemy?

o Where are the enemyobstacles and fire sacks?

o Where are the enemy maindefensive posit ions?

o Where and when will theenemy counterattack, and howwill they counterattack?

o Where are the enemy ATweapons?

o Where is the enemya r t i l l e r y ?

Essentially, you and yourcommander try to zero in onexactly what will determine theoutcome of the battle. Manytimes, the commander will tellyou what is of the mostconcern. I t i s t h eresponsibility of the commanderto state PIR. However, the S2and the S3 can assist in thisprocess by presenting their ownanalyses of the mission.

Remember, PIR drive yourR&S efforts; s o i t i s c r i t i c a lthat you understand justexactly what your commanderneeds to know in order tof i g h t .

Try to keep the commander'sPIR as specif ic as possible.The more general the question,the harder it is to answer.Instead of asking, With whatforce will the 34th MotorizedRifle Regiment attack?", try todiscern exactly what it is yourcommander is looking for. Ifthe commander wants to know howthe 34th wil l init ial ly deploy,i t is better to ask, "Will the

34th attack in column, with twobattal ions leading, or withthree battal ions on l ine?"

Similarly , is the commanderconcerned with finding the

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enemys main defensive area;or is he really worried aboutlocating company and platoon

positions within the maindefensive area? How youphrase the PIR has a directbearing on how you answerthose PIR.

To better focus R&Sefforts, keep PIR down to amanageable number. Normally,you will only be able toconcentrate on three or fourat any one time. Of course,the mission and the

commanders needs may sometimesdictate more. Having a largenumber of priorities defeatsthe purpose of having PIR inthe f irs t place.

Other questions thecommander may have regardingthe enemy, weather, and terrainof a lesser priority than PIRare called IR. Examples of IRa r e - -

o Where or what is theenemys immediate objective?

o Will the enemy employsmoke?

o Where are the usableriver fording points?

Answers to these questionsmay not be critical to theimmediate success of themission, but they willcertainly help provide answersto those cr i t ical quest ions .Keep in mind that IR may atsome point become PIR, and vicevers a, depending on thes i tuat ion .

Once developed, PIR shouldbe disseminated to subordinate,adjacent, and higher units . Inthis way, you inform everyoneof the questions you needanswered. Remember, althoughyou may not be able to answera specific PIR at your level,your higher headquarters may

be able to. Disseminatingyour PIR also tells everyonewhat you are most interestedi n .

Use the intelligence annexand intelligence summaries to

disseminate PIR. Your PIR andIR also determine your requestfor intell igence information(RII) . The RII is the best wayto let your higher headquartersknow your information needs.Your higher headquarters doesnot always know what specificinformation you may need.

Your commanders PIR giveyou a direction in which tostart your R&S planning.

Subsequently, most of yourtime will be spent doingdetailed planning and analysis,all focused on answeringthose PIR. Essentially, youwill study the effects of enemy, weather, and terrainon the battlefield and themission.

The best way to study theenemy, weather, and terrain isthrough the IPB process. IPB- -

o Enables you to focusanalytical efforts on aspecific part of the

b a t t l e f i e l d .

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o Gives you a way tosystematically examine theterrain and weather effects onenemy and friendly actions.

o Helps you determine theeffects on R&S activities.

o Gives you an in-depthview of how the enemy fight,how they reconnoiter, and wherethey may be most vulnerable.

Most importantly, IPB givesyou a way to synchronize yourR&S plan with the general

bat t le plan . Figure 2-1illustrates the commandersdecision-making process(supported by IPB). If i t isdone right, IPB is people-intensive and time-consuming.This brings us to a second -

principle of R&S.

DO AS MUCH AS POSSIBLEAHEAD OF TIME

The first four functions

the IPB process are homeworkfunctions. That means youbuild a data base on terrainand weather conditions, andenemy order of battle (OB)

b e f o r e h os t i l i t i e s . For

o f

example, your unit has receiveda new contingency mission forsome part of the world. Giventhis mission, begin collectinginformation on terrain featuresand conditions for the areayour unit is responsible for.

You might get this informationfrom existing maps, areastudies, or special engineerproducts. Then build a data

base on the people , customs,cul ture , and other demographicsof the region.

Also, collect in format ionon historic weather patternsand conditions for your area.Develop a data base thatincludes how the weatherinfluences the terrain andthe people of that region.

Finally, learn as much asyou can about the potentialthreat in that region.Depending on how much time youhad and how much informationwere available, you would--

o Find out individual unit

i d e n t i f i c a t i on s , u n i torganization, and garrisonlocations .

o Determine the status ofunit training and overallcombat readiness.

o Study threat tactics,both doctrinally andh i s t o r i c a l l y .

o Build a data base

containing al l thisinformation.

o Update your data base asmore recent information becomesavai lable . (Dont forget toask higher headquarters fordata base information alreadyobtained.)

INTELLIGENCE PREPARATION OFTHE BATTLEFIELD PROCESS

The majority of the IPBprocess needs to be done aheadof time. You simply will nothave time during combat toestablish any data base or toperform an in-depth analysis ofthe enemy, weather, or

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te r r a i n . To successfully planand execute the R&S operation,you must have this detailedanalys is . The IPB process hasfive components:

o Battlefield areaevaluation (BAE).

o Terrain analysis.

o Weather analysis.

o Threat evaluation.

o Threat integration.

Refer to FM 34-130,Intelligence Preparation of theB a t t l e f i e l d , for detailedinformation on IPB.

BATTLEFIELD AREA EVALUATION

BAE is the first step ofthe IPB process. Begin youranalysis by figuring out whatpart of the battlefield should

be of interest to you and your

commander. The end result ofthis s tep is the identi f icat ionof the area of interest (AI):That part of the battlefieldwhich contains significantterrain features or enemy unitsand weapon systems that mayaffect your units near orfuture bat t le .

BAE is a crucial step inthe IPB process because itfocuses your analytical efforts

on a finite piece of theb a t t l e f i e l d . By extension, itwill also provide geographiclimits to your R&S andc ol l e c t i on e f f or t s .

The commander bases theunits AI on many things. Itis normally an expansion ofyour unit's area of operations(AO) . It should be largeenough to provide answers tothe commanders PIR; yet smallenough to prevent youranalytical ef forts from

becoming unfocused.Determining the AI depends onthe unit mission and threatc a p a b i l i t i e s . For example, ifyour unit is to attack, your AIshould extend across your LD/LCup to and surrounding your

intermediate and subsequentob jec t ives .

If the mission is todefend, the AI should extendfar enough to include anypossible units that mightreinforce against you. You can

base your AI considerations interms of time and on how fastyou or the enemy moves.Figure 2-2 l ists generaldistance guidelines in hours

and kilometers; use this todetermine your unit's AI.

Considerations for your AIshould be expressed in terms ofdistance, based on--

o How your u n it attacks .

o How the enemy attacks.

o What your commander needsto know.

For example, a battalioncommander fighting an attackingenemy using Soviet tactics isnormally interested in 1st- and

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2nd-echelon battalions of1st-echelon regiments.

Doctrinally, these unitswould normally be from 1 to 15kilometers from our FLOT.Therefore, the AI should extendforward at least 15 kilometers.

You must determine your AIduring mission analysis. Yourcommander and S3 play a bigpart in formulating the AI.They tell you what theirintelligence concerns are.Like PIR, your units AI must

be the commanders

and must besent to higher headquarters.Figures 2-3 and 2-4 showexamples of AIs for defensiveand offensive missions.Figure 2-5 shows both defensiveand offensive. I t w il l h el p i ndetermining your units AI.

TERRAIN ANALYSIS ANDWEATHER ANALYSIS

The next two steps in the

IPB process are terrain and

weather analyses. E s s e n t i a l l y ,these are detailed studies of how the terrain and weather

will affect both friendly andenemy operations.Specif ical ly, terrain andweather will dictate howeffective R&S assets will be,and where they should go to

be most effective. Yourknowledge of terrain andweather will allow you toantic ipate ef fects on fr iendlyand enemy R&S systems andoperations.

Terrain analysis andweather analysis shouldstart as soon as you havedetermined your AI. Do notwait until you deploy tostart your analysis! Themore prepared you are, thebetter the R&S plan will be .Figures 2-6 and 2-7 showspecific uses and effectsfor terrain and weatheranalyses.

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THREAT EVALUATION o Personal i t ies .

Once you have analyzed o Other miscellaneousterrain and weather, begin a f ac t o rs .thorough study of enemy--

This study results ino Composition. threat evaluation, the fourth

step in the IPB process.o Disposition. During this step--

o Tactics. o Develop a doctrinaltemplate f i le .

o Training.o Build up

o Combat readiness. base.

o Logistic support. o Evaluatec ap abi l i t i e s .

o Electronic technicaldata.

your threat data

t h rea t

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Doctrinal templates areimportant because they show howthe enemy doctrinally attacksor defends in various

si tuations . Knowing how theenemy defends will tell youwhat you ought to look for inorder to confirm that they are,in fact, defending.

Knowing how the enemyemploys reconnaissance in theattack will help you targetthem, allowing you to destroyor n e u tr a l i z e th os e a s s e t s . I talso helps you determine whichof those assets are mostimportant to the enemysreconnaissance effort.

Figures 2-8 and 2-9 areexamples of doctrinal templatesyou might use specifically forR&S planning. Whenever you usedoctrinal templates, you musttemper them with some reality.For example: a Sovietregimental attack template hasset doctrinal sector widths.

It serves no purpose to placethis over a map where abattalion falls outside an AA.There is enough leeway even inSoviet doctrine to conform toterrain limitations; when usingthe template you must makethose same allowances.

A careful study of threatdoctrine tells how fast theywill attack in variouss i tu a t i on s . This information

will become very importantlater on. For right now,remember during threatevaluation that you determineenemy doctrinal rates ofadvance. Figure 2-10 is a

table of enemy rates of advancefor specific situations andte r r a i n .

Finally, knowing how thethreat uses weapon systems andunits gives you an appreciationof which are most important tothe enemy commander in apart icular s i tuation. Theseimportant weapon systems andunits are called high valuetargets (HVTs). They are thestarting point for the targetvalue analysis process. Targetacquisition is an importantaspect of R&S and CR. Targetvalue analysis will play a bigrole in your R&S planning.

THREAT INTEGRATION

Remember, the four IPBsteps should be started beforedeployment. They ought to bepart of your day-by-dayintel l igence operations . Youare now at the point where youcan pull together what you have

developed about the enemy,weather, and terrain and applyi t to a s p e c i f i c b a t t l e f i e l dsi tuation.

This step is threatintegration. You will discoveryou can also perform somethreat integration functionsahead of time. The first suchfunction is to develop a seriesof situation templatesdepicting how you think the

enemy will deploy assets.Situation Template

The situation templatetakes what is on the doctrinal

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template and integrates whatyou know about weather andte r r a i n . The situationtemplates will show how anenemy unit might modify itsdoctrine and tactics because ofthe effects of weather andte r r a i n .

Figure 2-11 is an exampleof one s i tuation template . I tis important to understand thatyou should develop as manysituation templates as thereare enemy COAs. This allowsyou to thoroughly examine what

options the enemy has for eachCOA.

For example, you maydiscover enemy forces have touse specific bridges, roadintersections, or mobilitycorridors (MCs) for a specificCOA. Or you may discover thatthe terrain offers the enemyseveral choices to attack. Oryou may determine the terrainoffers a limited number of

suitable enemy defensiveposit ions . And you may learnthat the terrain only providesa limited number of concealedroutes for enemy reconnaissanceto enter your sector.

The bridges, roadintersections, and possibledefensive positions you haveidentified become NAI. Focusyour attention on these NAI

because it is there you expect

something to happen. What yousee or fail to see at your NAIwill confirm whether or not theenemy is doing what youexpected them to do, asprojected on the situation

template. NAI do severalthings for you. They--

o Focus the collectioneffort on specific points orareas of the batt lef ie ld.

o Tell you what to look forand when you should expect tos e e i t , at those points orareas on the battlefield (basedon the situation templates) .

o Enable you to decidewhich of your R&S assets are

best suited to cover a

particular NAI. For example,a point NAI for a roadintersection where you expectto see a motorized riflecompany (MRC) might requireseismic-acoustic sensors. Onthe other hand, an area NAIdesignated for a dug-in BMPplatoon might require adismounted patrol.

Remember, one of the thingsyou did during threat

evaluation was to determineenemy rates of advance. Younow put this knowledge to work

by developing time phase lines(TPLs) . Think of TPLs assnapshots of an enemy or af r i e n d l y f r on t l i n e t r a c e . Aseries of TPLs would portrayfriendly or enemy movement overa period of time.

Event Template

If you combine NAI withTPLs, you will be able to showapproximately when and whereyou would expect to see enemycri t ical events occur . Thisis basically what the event

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template does. Figure 2-12 isa sample event template.

The event template allowsyou to--

o Confirm or deny yoursituation templates.

o Gauge enemy and friendlyrates of movement.

o Compare rates of movementbetween MCs and AAs.

o Cue other collection

assets based on friendly andenemy movement.

Of all IPB products, theevent template is the mostimportant product for the R&Se f f o r t . As you will see, theevent template is also the

basis for the decision supporttemplate (DST).

In many situations youmight find it helpful to

calculate how long an enemyunit would take to move fromone NAI to another. Normally,your calculations will be basedon opposition and doctrinalrates of advance. S i tuat ionalaspects such as weather,t e r r a i n , and your previoushindering actions are alsofactored in.

Comparing actual movementrates with your calculationswill tell you whether the enemyis moving slower or faster thanexpected. It will also helpyou predict how long it willactually take the enemy toreach a certain point (yourFEBA, for example).

Event Analysis Matrix

The event analysis matrix

is a tool used along with theevent template to analyzespecif ic events . Figure 2-13shows examples of eventanalysis matrixes.

Basically, you calculatethe not earlier than (NET) andthe not later than (NLT) timeslead elements of a unit willarrive at an NAI. Determinethe distance between NAI andmultiply the distance by the

expected rate of advance.For example, suppose the

distance between NAI 1 and NAI2 is 2.5 kilometers. Supposea l s o , for the sake of thisexample, that the enemyexpected rate of advance is 6kilometers per hour, or 1kilometer every 10 minutes.Use this formula to calculatetime:

d i s t a n c e = t i m er a t e

2.5 km .1 km (1 km every10 minutes) = 25 minutes.Therefore, it takes the unit 25minutes to travel from NAI 1 toNAI 2.

Decision SupportTemplate

The final IPB product isthe DST. The purpose of theDST is to synchronize all

battlefield operating systems(BOS) to the commanders bestadvantage. The DST consists oftarget areas of interest (TAI),decision points or lines, TPLs,

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and a synchronization matrix.Figure 2-14 shows a DST.

There are many important

things you should know aboutthe DST. First, the DST isa total staff product, notsomething the S2 makes ini s o l a t i on . Although you may

begin the process of developingthe DST, the S3 and thecommander drive thedevelopment.

Second, the DST is aproduct of war gaming.Together with the rest of the

staff, you develop friendlyCOAs which consider what youenvision the enemy doing. Asa result of this action,react ion, and counteractionwar game, you identify actionsand decisions that may occurduring the battle.

Third, the R&S plan mustsupport the DST.

Fourth, you can use the

DST, as well as the generalbattle plan, to synchronizethe R&S effort.

As a result of thewar-gaming process, thestaff identif ies HPTs--thoseenemy weapon systems andunits that must be acquiredand successfully attackedfor the success of thefriendly commanders mission.

The staff identifies HPTs fromthe list of HVTs you developedduring threat evaluation.(See FM 6-20-10, TTP forthe Targeting Process.)

Once the staff has decidedon HPTs, it begins to identifywhere on the battlefield it canbest interdict them. These

interdic t ing s i tes are labe l ledTAI . The next step is for thestaff to decide how best tointerdict the enemy at aparticular TAI. The method ofinterdiction will determine thelocation of decision points orl i n e s .

Decision points or linesare a time and a place on the

battlefield which represent thelast chance your commander has

to decide to use a specificsystem for a particular TAI.Once the enemy or friendlyforces pass the decision point,the ability to use that systemi s l o s t . Logically, you shouldmonitor decision points todetect if and when enemy unitsenter and to confirm enemyrates of movement.

This logical relat ionshipshows that NAI (such as your

event template) must supportyour decision points. There isa relationship between NAI andTAI as well. If battle damageassessment of a particular TAIis important, your eventtemplate (and your R&S plan)must support that TAI.

RECONNAISSANCE & SURVEILLANCEPLAN DEVELOPMENT

There are many things youmust consider when you developthe R&S plan. You willprobably have to think aboutfire support, maneuver,

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engineer augmentation, andcommand and control (C2).You will also want to make surethe R&S plan fits into your

commanders overall scheme ofmaneuver.

You will want to make surethe R&S plan is closely tied tofire support and maneuver forthe CR mission as well. Youcan synchronize these elements

by completing the synchroniza-tion matrix as a staff . Onceagain, completing the matrixcan only be done by war gaming.

We have discussed IPB andthe importance of doing as muchas you can ahead of time. Theprimary reason for this is

because you will not have a lotof time for in-depth analysisin the f ie ld .

On one hand, your higherheadquarters normally gives youa deadline to develop andforward a copy of your R&Splans to them. You want to getyour assets out looking as soona s p oss ib le . On the otherhand, you may feel you have towait until your subordinatesgive you their R&S plans.

Do not wait! Time isblood! The faster your R&Sassets are out looking, themore time they will have tofind what you want.

Do not delay your planningbecause you do not have acomplete situation template, or

because you do not have allyour subordinate units plans.If necessary, give your R&S

assets an initial mission andupdate the mission when youhave had the time to do moredetailed planning.

The technique that allowsyou, your subordinate units,and your higher headquartersto conduct R&S planningsimultaneously is the useof l imits of responsibi l i ty.A limit of responsibil ity isa boundary defining where aparticular unit shouldconcentrate its R&S efforts .

In essence, a l imit of

responsibil ity is a no furtherthan" l ine ; i t te l l s the uni t ,your R&S responsibility stopsh e r e . " Figure 2-15 is anexample of limits ofresponsibi l i ty for battal ions ,

brigades, and divisions. Theymay be tied to a units AI ormay depend entirely on mission,enemy, terrain, time, andtroops available (METT-T).

The key is that limits ofresponsibil ity allow eachechelon to formulate its R&Splan independently. I t i simportant to note that an R&Splan is never a finishedproduct. Because the situationand the operational plan willmost likely change, the R&Splan must change to fit them.

This chapter discussed R&Sand CR definitions, PIR, the

contributions of IPB to R&S,and limits of responsibil ity.If you understand theseconcepts, you have a solidfoundation on which to buildyour R&S plan. The next

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chapter talks about assets you you to actually build yourmay have available to you. plan.These will be the bricks for

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CHAPTER 3

ASSETS AND EQUIPMENT

Before you can develop anR&S plan you must know thecharacter is t ics of avai lableassets and equipment. Thischapter discusses the organicand supporting R&S assets andequipment available to you,the maneuver battalion, andthe brigade S2. This chapteralso discusses the basiccapabilit ies and limitationsof these assets.

Due to securityc l a s s i f i c a t i on s , d e ta i l e dinformation on some assetsis not included. Refer to theappropriate field manuals forfur ther deta i l s . Some assetsa r e s ta f f o f f i c e r s ; th i schapter gives you the types ofinformation they can provideand equipment they might use.

ASSETS AND EQUIPMENT ORGANICTO THE MANEUVER BATTALION

At the battalion level thecommander is fighting close-inoperations. To support thecommander, focus the collectioneffort at the lst- and2d-echelon battalions oflst-echelon regiments (out to15 kilometers). The assetsavailable to conduct R&Smissions at the battalionare l imited. Since the assetsavailable to conduct R&Smissions at the battalion

are limited, the S2 faces achallenge when planning R&Sope ra ti on s. Some of theavailable assets are scouts,patrols, OPs/LPs, soldiers,and equipment.

SCOUT PLATOON

The scout platoon's primarymissions in support of the

battalion are reconnaissanceand screening. FM 17-98

contains a detailed discussionof scout platoons. P re se nt lyall scout platoons are beingreequipped with 10 highmobility multipurpose wheeledvehicles (HMMWVs).

Capabil i t ies

The scout platoon canperform missions--

o Mounted or dismounted.

o In various terrainconditions.

o Under all weatherconditions.

o Day and night.

The primary mission of thescout platoon is reconnais-sance. The scout platoon, withfire support protection, canconduct reconnaissance missions

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10 to 15 kilometers beyond theFEBA. These distances varywith the type of scout platoonand METT-T.

The scout platoon is theonly asset found at themaneuver battal ion specif ical lytrained to conduct reconnais-sance. Other missions thescout platoon conducts are--

o Quartering party duties.

o NBC reconnaissance,including chemical detectionand radiological surveying and

monitoring.o Limited pioneer and

demolition.

o Security missions.

o Reconnoiter and establishOPs and LPs.

Limitations

The scout platoon conducts

reconnaissance operations aspart of a larger combinedarms force. The scout platoondepends on its parent unitfor combat support and combatservice support to augmentand sustain its operations.Remember, the scout platoon'sdesign and training is toreconnoiter platoon sizeareas only.

In addition, a full

strength platoon--

o Reconnoiters only asingle route during routereconnaissance; METT-T isthe determining factor.

o Reconnoiters a zone 3to 5 kilometers wide; METT-Tmay increase or decrease thezone.

o During screeningmissions, is extremely l imitedin i ts abil i ty to destroy orrepel enemy reconnaissanceuni ts .

NOTE : Airborne and light

infantry scouts are notmounted; they reconnoiterareas out 500 to 1,000 metersduring most missions.

o During CR operations,can only acquire and maintainvisual contact with the enemy;can kill or repel enemyreconnaissance elements onlyif augmented or task organizedwith infantry, armor, or ATa s s e t s .

o Operates six OPs forlimited periods (under 12hours); or three OPs forextended periods (over 12hours ) . The light scoutplatoon usually operatesthree OPs.

o Is restricted in thedistance it can operatefrom the main body, due tocommunications range and

range of supporting elements.

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o Cannot operatecontinuously on all battalionnets (such as battalioncommand, operations and

i n te l l i ge n c e , rear operations,and mortar) while operating onthe platoon net. The platoonleader can monitor only twonets at the same time.

o Uses the HMMWV with onlya 30-inch fording capability;its reconnaissance,survei l lance , targetacquisition, and nightobservation equipment includesthe AN/UAS-11, Night Vision

Sight; AN/PVS-4, Night VisionSight, Individual Weapon;AN/PVS-5, Night Vision Goggles;and binoculars.

PATROLS (MANEUVER ELEMENTS)

There are two basiccategories of patrols:reconnaissance and combat. Apatrol is a detachment sent toconduct reconnaissance, combat,or both. I t consists of at

least two people who may beaccompanied by speciallytrained personnel or augmentedwith equipment essential to themission. All maneuver elementsconduct patrols during combatoperations to providereconnaissance, CR, security,and small-scale combatoperations.

Reconnaissance patrolscollect information and confirmor disprove the accuracy ofpreviously gained information.The three types ofreconnaissance patrols areroute, area, and zone.

Combat patrols providesecurity and harass, destroy,or capture enemy personnel,equipment, and installations.

The three types of combatpatrols are raid, ambush, andsecur i ty .

Capabi l i t ies

Patrols can conductmissions mounted or dismountedin various terrain and weatherco ndi tio ns. Pa tro ls can al soconduct missions 10 to 15kilometers beyond the FEBA.Patrols sometimes pass through

the scout platoon to conductmissions. I nd ir ec t f ir e s ho ul dsupport patrols at all t imes.The distance for patrolmissions varies with the typeof patrol and METT-T. Thecompany must always coordinatewith the battalion before thepatrons departure to eliminateredundancy and gaps.

Limitations

Patrols have many of thesame limitations as the scoutplatoon. Patrols normally donot provide surveillance forextended periods. Patrols canreconnoiter an area, establishOPs/LPs for a limited period,and then leave.

OBSERVATION POSTS/LISTENING POSTS

(MANEUVER ELEMENTS)

Units establish OPs/LPs toprovide security, surveil lanceof NAI, and early warning ofe ne my ac ti vi ti es . They are inuse extensively during limited

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v i s i b i l i ty . Proper emplacementincludes concealment and unitsupport by fire.

Patrols dif fer in trainingand logistic support from scoutplatoons and normally do notestablish OPs/LPs for extendedp er io ds . If you use patrolsto conduct surveillance forextended periods, you aremismanaging your R&S assets.OPs/LPs are tasked to providesurveillance for extendedperiods as long as theythe requirements stated

Capabi l i t iesUnits can employ

meetabove.

practically an unlimitednumber of OPs/LPs. They canprovide 24-hour coverage ifthey have the proper day andnight observation devices,GSRs , o r se ns or s. They canremain undetected due to lackof movement. Units can useOPs/LPs all over the

battlefield as long as they are

provided with fire support.

Limitations

OPs/LPs cannot operatefor 24 hours if they do nothave the proper equipment.A security element must benear the OP/LP to providesupport and security in atimely manner.

SOLDIERS

During combat, soldiersare scattered all over the

bat t le f ie ld; thus, they can

provide a large quantity ofreal-time information. Youmust get involved in thetraining to increase the

timeliness and accuracy ofinformation reported. Allsoldiers, from private togeneral officer, must knowhow to properly sendinformation up the chain.

Capabi l i t ies

Soldiers can determine thetypes and numbers of enemyapproaching.

LimitationsSoldiers do not always have

the right equipment to sendinformation quickly.

EQUIPMENT

Night observation devices(NODS) are either active orpassive equipment designed topermit observation duringdarkness. Active equipment

transmits infrared or whitelight to i l luminate thet a r g e t . Passive devices useeither ambient light (from thestars, moon, or otherlow-intensity i l lumination) oroperate by detecting thedifferences in heat ( infraredenergy) radiated by differentob je c t s . Heavy rain, snow,fog, or smoke degrade theeffectiveness of thesedevices. You should use NODSon night patrols and OPs/LPs.Figure 3-1 shows observationequipment associated with themaneuver battalion.

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ASSETS AND PERSONNELNORMALLY SUPPORTING

THE MANEUVER BATTALION

Assets and personnel thatnormally support the maneuver

battalion include GSR, REMBASS,f ie ld ar t i l lery , engineerplatoon, a ir defense art i l leryplatoon, Army aviation, andtact ical Air Force.

GROUND SURVEILLANCE RADAR

GSR provides the tacticalcommander with timely combatinformation and targetacquisition data. The primarycapability of GSR is to search,detec t , and locate moving

objects during limitedv i s i b i l i t y . GSR is capable of

accurately locating targets forrapid engagement. It providesearly warning of enemy movementand assists friendly forces inmovement control.

Tasks

GSR is used to--

o Detect enemy movementdur ing l imi ted vis ib i l i ty .

o Monitor NAI.

o Monitor barriers andobstacles to detect enemy

breaching.

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o Monitor flanks.

o Extend the capabilitiesof patrols and OPs/LPs.

o Vector patrols.

o During daylight, detectenemy obscured by haze, smoke,or fog.

o Monitor possible dropzones or landing zones.

Capabi l i t ies

GSRs can--

o Penetrate smoke, haze,fog, light rain and snow,l i gh t f o l i a ge .

o Operate in completedarkness.

and

o Detect moving personneland equipment.

o Be moved around onb a t t l e f i e l d .

o Provide adjustmenti n d i r e c t f i r e .

Limitations

the

o f

GSR limitations are--

o Emits active radar waveswhich are subject to enemydetection and electroniccountermeasures (ECM).

o Performance is degradedby heavy rain or snow and densef o l i a ge .

o Line of sight (LOS)operation only.

o Limited mobility of the

AN/PPS-5.o Limited range of the

AN/PPS-15.

Character is t ics

GSR should be used withNODS as complementarysurveil lance devices, s inceeach device can be used toovercome the limitations of theother. Figure 3-2 shows GSR

c ha ra ct e ri st i cs . GSRs areorganic to the MI battalion,intell igence and surveil lance(I&S) company. The MIBattalion provides GSRs indirect support (DS) of brigadeoperations . GSR teams that areDS to the brigade can beattached to maneuver battalionand company elements to supportthe commanders.

Radar Allocation

Radar is allocated asfollows:

o Heavy Division:

--Three squads of fourteams each.

--One PPS-5 per teamequals 12 PPS-5s.

o Light Division:

--Four squads of threeteams each.

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--One PPS-15 per team of the team leaders expertiseequals 12 PPS-15s. and knowledge of the GSR. S i t e

o Airborne division and airassault division:

--Three squads of fourteams each.

--Three PPS-15's persquad equal nine PPS-15s(two-person team).

--One PPS-5 per squadequals three PPS-5'S(three-person team).

Si te Select ion Factors

General si te selectionshould be made in closecoordination with the GSR team

leader whenever possible;spec i f i c s i te se lec t ion shouldalways be left to the teamleader. This takes advantage

selection should provide--

o Protection by combatelements, as far forward aspossible to provide theearl iest warning.

o LOS between radar andt a r g e t .

o Communication capability.

o Concealment and cover.

o Protection against ECM.

Remember, radars are anextreme electronic securityr i s k . Both the main and sidelobes emit sufficient energy

for the enemy to detect anduse radio ECM. GSRs, oncedetected, can give indicatorsto the enemy showing the size

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and disposition of friendlyelements. GSRs can bedestroyed or jammed. Thefollowing are common-sense

OPSEC measures to be used withGSRs :

o Use terrain or vegetationto absorb or scatter sidelobes.

o Place radar site so thetarget is between the radar andthe hi l ls or forests to l imitthe detection range.

o Schedule random operating

periods of short duration.

GSRs can be used in tandemwith two or more widelydispersed radars having thecapability to i l luminate thesame target area, alternatingoperation times. The GSR canalso be used with a nightvision device that may not havethe same range capability, butwill provide some coverage whenthe radar is turned off.

REMBASS

REMBASS is organic to thea ir born e, a ir a ss au lt , a ndlight division MI battalion,I&S company. REMBASS canremain under division, ingeneral support (GS); or thedivision can provide it in DSto maneuver brigades, divisionsupport command headquarters,

armored cavalry squadron, ormaneuver battalion. REMBASSteams report directly to theG2 or S2 of the supportedunit . The sensor monitoring

s e t , which functions as thesensor output display, providestarget identification andc l a s s i f i c a t i o n . In most cases,

the sensor monitoring set isplaced at the supported unit'sTOC.

REMBASS teams hand deploythe sensors and repeaters; theyalso provide personnel tooperate a monitoring device.REMBASS allocations aredif ferent for a l l divis ionsand are based on eachdivis ions part icular mission.It is important to remember

to include the REMBASS teamleader in planning REMBASSmissions.

Capabil i t ies

REMBASS is an all-weather,day or night surveillancesystem, activated by magnetic,seismic-acoustic , or infraredchanges from moving targets.REMBASS transmits target data

by FM radio link to themonitors. With this data theoperator can determine thet a r g e t ' s - -

o Direction of travel.

o Rate of speed.

o Length of column.

o Approximate number.

o Type (Personnel orwheeled or tracked vehicles).

REMBASS can operate inunusual climatic conditions and

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on varied terrain. REMBASShas transmission ranges of 15kilometers (ground-to-ground),and 100 kilometers (ground-t o - a i r ) . Because of theflexibility and wide rangeof REMBASS application,various sensor combinationscan be selected to suit anygiven mission.

Limitations

Hand emplacement of sensorsand repeaters in hostile areasincreases employment response

time. The sensor requiresradio LOS to transmit data tothe monitor. The equipment'sweight and size limit theamount and distance personnelcan hand carry for emplacement.REMBASS receivers are highlysusceptible to e lectronic

jamming; barrage jamming beingthe most effective. Operatorproficiency greatly affects theresults obtained.

EquipmentREMBASS teams normally use

three different types ofsensors: magnetic,seismic-acoustic , andinfrared-passive. The sensorsare arrayed in strings whichcomplement one another. Thesensors function automatically,transmitting information whenmovement, sound, or heatactivates them.

Each sensor has detectionand classif ication techniquessuited to the physical

disturbance (such as magnetic,seismic-acoustic , infrared-passive) . Each sensor has aself-disabling and anti-tampering feature built intoi t .

Experience during OperationDesert Shield indicates anincreased radius of detectionfor sensors emplaced in sand orsandy soil with a silica base,while sensors emplaced in looserocky soil degrades sensordetection radius. Therefore,it is very important to check

the detection radius of eachsensor in the type soil of i tsintended employment andannotate the results on theSensor Operator Data Record,if the situation permits.

Magnetic sensor. The magneticsensor uses a passive magnetictechnique to detect targetsand determine the directionof movement (left to rightand r ight to lef t ) . This

sensor detects moving objectsthat are a t leas t par t ia l lymade of ferrous materials.The magnetic sensor will notc l a s s i f y ta r ge ts . The magneticsensor is most effectivelyused as a count indicatorfor vehic les .

Detection ranges of themagnetic sensor are--

o Armed personnel, 3

meters.

o Wheeled vehicles, 15meters.

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o Tracked vehicles, 25meters.

Due to these detection

ranges, REMBASS teams mustuse these sensors withinproximity of the expectedroutes of travel. The weightof this sensor and battery is 3kilograms.

Seismic-acoustic sensor. Theseismic-acoustic sensor detectsand classifies personnel andwheeled or tracked vehicles byanalyzing target signature.It transmits a targetc lass i f icat ion report to themonitor. The weight of thesensor and its battery is 3kilograms.

Detection ranges for theseismic-acoustic sensor are--

o Personnel, 50 meters.

o Wheeled vehicles, 250meters.

o Tracked vehicles, 350meters.

I n f r a r e d - p a s s v e s e n s o r . T hi ssensor detects and responds toa temperature change of 1.5degrees Celsius within itsfield of view. It candetermine the direction ofmotion relative to the sensorposit ion. The infrared-passivesensor is most effectively used

as a count indicator forpersonnel. The weight of thesensor and battery is 3kilograms.

Detection ranges of theinfrared-passive sensor are--

o Personnel, 3 to 20

meters.

o Vehicles, 3 to 50 meters.

Radio repeater. The radiorepeater relays datatransmissions between thesensors and the monitorings i t e s . The radio repeaterintercepts the encoded radiomessage from either a REMBASSsensor or another likerepeater.

Ranges of the repeatera r e - -

o 15 kilometersground-to-ground.

o 100 kilometersground-to-air.

The repeater, l ike thesensors, has a se l f-d isabl ing

and antitampering feature builti n to i t . The weight of therepeater and three batteriesis 15 kilograms.

Additional equipment.Additional equipment for thesensor includes--

o A code programmer forprogramming a sensor orrepeater to a desired operatingchannel.

o The antenna group forthe REMBASS sensor monitoringset receives transmissions fromextended ranges.

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o Sensor monitoring setsfor monitoring REMBASSradio-linked sensor andrepeater transmissions.

o A portable radiofrequency monitor to monitorsensors and repeaters . I tis used primarily duringemplacement of sensors totest operational status andradio LOS. It can also beused as a backup if the sensormonitoring set becomesinoperative.

Figure 3-3 shows sitesymbols . Adjacent brigadesor battalions can monitor thesame sensors if they exchangeradio frequency information.This lateral monitoringincreases the surveil lanceof units and promotes theexchange of intell igence.For additional informationon REMBASS characteristics andemployment techniques, referto FM 34-10-1.

FIELD ARTILLERY

To properly integrate f ieldarti l lery assets into the R&Sand CR plans, you mustunderstand the capabilities andlimitations of this equipment.

A f ie ld ar t i l lery bat ta l ionis both a producer and aconsumer of combat information.Fie ld ar t i l lery bat ta l ions in

DS of brigades provide eachmaneuver battalion headquartersa fire support element (FSE).This element is headed by anFSO. The FSE helps plan,d i r e c t , and coordinate fire

support operations. The FSEalso provides a fire supportteam (FIST) to each maneuvercompany.

Forward observers (FOs)from each FIST are deployedto platoons (except in armor

battalions) and may accompanyreconnaissance patrols or helpoperate OPs. FOs observe the

bat t le f ie ld to detect ,ident i fy , locate , andlaser-designate targets forsuppression, neutralization,or destruction. They report

both targeting data and combatinformation to the maneuver

battalion FSO and S2.

The FISTs and FOs arespecially equipped for theirmission. The laser rangefinder provides an accuratedistance measurement to ata r ge t . Using the ground orvehicular laser locatordesignator, the FO candetermine distance, direction,

and vertical angle. The FOcan also laser-designatetargets for Army, Navy, andAir Force laser-guidedmunitions.

The capability of the FISTto provide real-time combatinformation cannot beoveremphasized. The FISTvehicle (FISTV) is capable ofaccurate target locationthrough the combination of a

manual calculation laser rangefinder and a self- locationcapabi l i ty . It has a digitaland voice interface with thefire support system and athermal sight.

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The FISTV can locatetargets out to 10 kilometersand designate targets out to 5kilometers. However, itselectro-optics capabi l i tycannot provide acquisition

beyond direct fire range (5kilometers) .

Maneuver company and troopFISTS and combat observationand laser teams use the FISTV.The FISTV has only LOStarget-acquis i t ion capabi l i ty.When on the move, it cannotdesignate targets. The thermalsights range l imitation iswithin 3 kilometers of itsf ie ld of vis ion. Being mountedon an M113 chassis, it lacksthe mobility and armorprotection of the maneuverforces it supports.

ENGINEER PLATOON

The maneuver battalionreceives engineer support fromthe engineer company normally

placed in DS of the brigade.Usually an engineer platoonsupports a battalion. Themission of this engineerplatoon is to provide mobility,countermobility, survivability,and general engineeringsupport.

As the S2, you should learnto tap into this valuableresource for detailedinformation on natural and

constructed terrain features.The S3 and the engineer supportofficer need to coordinate witheach other to integrateengineer assets into the R&Sand CR plans. The engineer

support officer can provide keyinformation about the terrainwithout your having to send outa reconnaissance patrol . Insome cases it would provevaluable to have engineers goalong with reconnaissancep a t r o l s . Engineers can provideexpert terrain and obstacleanalysis .

AIR DEFENSE ARTILLERYPLATOON

Short-range air defenseelements normally support the

maneuver battalion. These mayinclude Stinger teams orsections and Vulcan squads.The air defense artillery (ADA)platoon or section leaderfunctions as the battalion airdefense off icer . The ADAleader works closely with the

battalion S2, S3-air, FSO, andair l iaison officer (ALO) toplan and coordinate air defensesupport.

Specifically, the ADAleader would coordinate withyou to pinpoint areas of enemyair and ground activity. The

ba ttal ion ai r defense of f icercan tap into resources thatlook through the battlefield todetermine areas of enemy airactivity, thus revealing enemyground activity.

The forward area alertingradar (FAAR) and target data

display set provide air alertwarning information to Vulcansquads and Stinger teams. Thiswarning includes tentativeidentif ication, approximaterange, and azimuth of

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approaching low-altitudeaircraft out to 20 kilometers.

ARMY AVIATION

Aviation units supportmaneuver brigade and battalioncommanders. They provide aresponsive, mobile, andextremely flexible means tof in d, f ix , di sr up t, a nd d es tr oyenemy forces and theirsupporting command, control,

3and communications (C )f a c i l i t i e s . Some aviationassets are capable of

performing limitedreconnaissance missions;however, most will collectinformation only as part ofnormal aviation missions.

You can find out from thearmy aviation support officerinformation concerning enemyactivity in areas whereaviation assets f ly missions.Helicopters can resupply,i n s e r t , or extract OPs/LPs

or patrols. Combat aviationcompanies provide airliftsupport for troops and evacuateequipment, casualties, andenemy prisoners of war (EPWs).

The OH-58D is found in theat tack he l icopter bat ta l ionsupporting maneuver brigadesand battalions. The crew ofthe OH-58D consists of a pilotand an artillery fire supportcoordinator and observer. This

aircraft performs twofunctions. First, when insupport of maneuver battalionswith FSEs, it is primarily atarget acquisition and targetattack system. Second, when in

support of units where no FSEexists, the OH-58D crewperforms a fire supportplanning and coordinationfunction.

The OH-58D has many of thesame capabilities as the FISTV.It has a thermal sight; a laserrange finder and designator; asel f - location capabi l i ty; and adigital and voice inter acewith the fire support C 3system. It can locate anddesignate targets out to 10k il om eter s. Under less than

ideal weather conditions it canonly detect and recognizetargets to within direct f i reranges.

This system provides--

o Digital int erfa ce withfire support C systems.

o Digital interface withArmy aviation aircraft equippedwith the airborne target

handover system (such as theAH-64 Apache).

o Interface with Air Forceassets so equipped.

These characteristics makethe OH-58D a primary member of

Joint Air Attack Team (JAAT)operations.

TACTICAL AIR FORCE

JAAT is a combination ofArmy attack and scouthelicopters and Air Force closeair support (CAS). I t normal lyoperates in support of maneuver

brigade or battalions. All

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s ta f f o f f i c e r s p a r t i c i p a te i nplanning missions for Air Forcesupport, especially the S2, S3,S3-air, FSO, and ALO.

Coordinate through the ALO toreceive real-time informationfrom these Air Force assets.

The ALO also provides themeans to forward immediatetact ical a ir reconnaissancerequests up the chain. Airreconnaissance reports,in-flight combat informationreports, and air situationreports are all availablethrough the ALO.

The ALOweighs this information againstinformation from the CR and theR&S plans. In this way the ALOcan confirm or deny theaccuracy of those plans.

ASSETS AND PERSONNELNORMALLY SUPPORTING

THE MANEUVER BRIGADE

At brigade level, thecommander is fighting the

c l os e - i n b a t t l e . You, as thebrigade S2, must support thecommander. To do this you mustfocus your collection effort atthe lst-echelon regiments andthe 2d-echelon regimentscapable of influencing yourcommanders battle (out to 30kilometers) . The brigade haslimited assets available toconduct the collection effort.Here are some assets andpersonnel you can use to

enhance your R&S and CRoperations.

IEWSE

The IEWSE officer providesexpertise on the capabilit ies,

l imi ta t ions , and employment ofthe intell igence and electronicwarfare (IEW) equipmentsupporting the brigade. TheIEWSE--

o Coordinates IEW supportof the maneuver brigade.

o Is the link to the MIbattalion for support.

o Communicates with the MIbn to receive targeting andtasking information.

EPW INTERROGATORSInterrogators screen and

interrogate EPW, detainees,and refugees. Their missionis to collect and report allinformation possible to satisfythe commanders PIR and IR.FM 34-80 contains the typesof information interrogatorscan obtain and provide.

COUNTERINTELLIGENCE

The counterintell igence(CI) support team can evaluatethe vulnerabil ity of friendlyR&S assets to detection bythreat R&S and targetacquis i t ion assets . CI membersof support teams can identifyand counter the specific enemytarget acquisition means whichpose a significant threat to

brigade operations. Theseinclude--

o Human intelligence(HUMINT).

o Imagery intelligence(IMINT).

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o SIGINT.

Based on enemy R&Sactivities, you could determinewhich operations security(OPSEC) and deceptionoperations would work againstthe enemy, after coordinationwith CI personnel. FM 34-80has detailed information on CIsupport.

GSR AND REMBASS

GSR and REMBASS can bekept under brigade control.See the above paragraphtitled "Assets and PersonnelNormally Supporting TheManeuver Battalion forspecific information.

ELECTRONIC WARFARECOLLECTION SYSTEMS

These assets operate nearor within the brigade AO. Theyprovide intelligence fromintercepted enemy emitters.

Ground-based systems includethe following:

o AN/TSQ-138 (TRAILBLAZER)is a ground-based HF and VHFcommunications intercept andVHF DF system. It is found inheavy divisions only.

o AN/MSQ-103C, HeavyDivisions, AN/MSQ-l03B,Airborne and Air AssaultDivisions, (TEAMPACK) is a

ground-based noncommunicationsintercept and line-of-bearing(LOB) system. It is found inall divisions except l ight.

o AN/TLQ-17A (TRAFFIC JAM)is a ground-based HF and VHFcommunications intercept and

jamming system. It is foundin all divisions except l ight.

o AN/TRQ-32 (TEAMMATE) isa ground-based HF, VHF, and UHFcommunications intercept andLOB system. It is found in alldivis ions .

o The AN/PRD-10\ll/12 isa ground-based radio DF systemcapable of being carried by oneperson. It is found in air

assaul t , airborne, and lightdivis ions , and some heavydivis ions .

o AN/ARQ-33A or AN/ALQ-151(QUICKFIX) is an airbornecommunications intercept,

jamming, and DF system. Itis found in all divisions.

There are also numerouscommunications jammingresources that will be

available to the commanderin or near your brigade AO.FM 34-80 has detailedinformation about electronicwarfare (EW) equipment.

DIVISION INTELLIGENCEOFFICER

The G2 can provide manykinds of detailed intell igence.The G2 has various assetsavai lable to col lec t

information and can pass thisdown to you as intelligence.FM 34-10 has specificinformation concerning thesea s s e t s .

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FIELD ARTILLERY

Like the maneuverbattalion, the maneuver br igadehas an FSO to coordinate firesupport. The FSO cancommunicate with numerousweapon-locating radars.

Fire Finder Radar

The target acquisit ionbat tery of divis ion ar t i l lery(DIVARTY) has three AN/TPQ-36mortar-locating radars and twoAN/TPQ-37 artillery-locatingradars.

The AN/TPQ-36 detectsmortars and artillery out to12 kilometers and detectsrockets out to 24 kilometers.

The AN/TPQ-37 detectsartillery and mortars out to30 kilometers and rockets outto 50 kilometers.

Moving Target Locating

RadarsThe DIVARTY target

acquisit ion battery has eitherone AN/TPS-25A or oneAN/TPS-58B moving-target-locating radar. These

batt le f ie ld survei l lanceradars are similar to theGSR. They can detect,l o c a t e , and distinguishwheeled and tracked vehiclesand dismounted personnel.

The AN/TPS-25A detectsmoving vehicles out to 18kilometers and personnel outto 12 kilometers.

The AN/TPS-58B detectsmoving vehicles out to 20kilometers and personnel outto 10 kilometers.

Field Art i l lery Battal ionObservation Posts

Survey parties and othertrained personnel of the fieldart i l lery battal ion operate the

battalion OPs. These personnelsurvey designated target areas,and record high-burst and meanpoint-of - impact registrat ions.They send targeting data andcombat information to the firedirection center or the FSO atthe maneuver battalion or

brigade.

Aerial Fire SupportO f f i c er

The DIVARTY support platoonof the heavy divisions combataviation brigade providesrotary wing aircraft forDIVARTY air observers. Their

mission is to call for oradjust f ires from the f iresupport assets. A er i a l f i resupport of f icers- -

o Cover areas masked fromground observers.

o Cover thinly resourcedareas .

o Provide coverage whileground-based R&S and target

acquisit ion assets displace.o Reinforce surveillance of

vulnerable areas.

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o Report targeting data andcombat information to the FSOat the maneuver battalion or

brigade, DIVARTY TOC, or thef ire direct ion center .

ENGINEER AND AIRDEFENSE ARTILLERY

Engineer and ADA supportofficers are located at themaneuver brigade. Types ofinformation these personnel canprovide is discussed in theabove paragraph titled Assetsand Personnel Normally

Supporting The ManeuverB a t ta l i on . "

AIR AND ARMOREDCAVALRY SQUADRON

This squadron supports thedivision by conductingreconnaissance and securitymissions. There are four typesof air and armored cavalrysquadrons:

o The air and armoredcavalry squadron of the heavydivision consists of two groundcavalry troops (M3 equipped);and two air cavalry troops(OH-58s and attackh e l i c op te r s ) .

o The air cavalry squadronof the air assault divisionconsists of three air cavalrytroops; and one air assaulttroop.

o The air cavalry squadronof the airborne divisionconsists of three air cavalrytroops; one ground cavalrytroop (tube-launched, optically

tracked, wire guided [TOW]missile systems and scoutHMMWVs); and one air assaulttroop.

o The air cavalry squadronof the l ight division consistsof two air cavalry troops; andone ground cavalry troop (TOWand scout HMMWVs).

Headquarters andheadquarters troops andmaintenance troops are notincluded in the above list.

ARMY AVIATIONAttack Helicopter

Bat ta l ions

These battalions areprimari ly trained to "ki l l "enemy tanks. They can also--

o Provide aerial escort andsuppressive fires to supportair assault operations.

o Destroy enemy C3

a n dl og i s t i c a s s e t s .

o Conduct JAAT operations.

If these assets supportyour brigade, they can providedetailed information aboutenemy activity. The key toobtaining this information isto coordinate with the S3-airand the Army aviation supporto f f i c e r . Refer to the above

paragraph titled Assets andPersonnel Normally SupportingThe Maneuver Battalion" foradditional information. Figure3-4 shows an asset deploymentmatrix. This matrix may be

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If these assets supportyour brigade, they can providedetailed information aboutenemy activity. The key to

obtaining this information isto coordinate with the S3-airand the Army aviation supporto f f i c e r . Refer to the aboveparagraph titled "Assets andPersonnel Normally SupportingThe Maneuver Battalion foradditional information. Figure3-4 shows an asset deploymentmatrix. This matrix may beused by brigade and battalion

S2s to keep track of deployeda s s e t s .

MILITARY POLICE PLATOON

The military police (MP)platoon supports the maneuver

brigade during some missions.If you have an MP platoonsupporting your unit, youshould coordinate with the MPplatoon leader forinformation. The MP platooncan usually coordinate withother MPs who are normallyscattered all over the AO.

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CHAPTER 4

PLANNING EFFECTIVE RECONNAISSANCEAND SURVEILLANCE

This chapter presents theplanning steps for effectiveR&S operations. The S2 isresponsible for makingrecommendations in R&Soperations. At brigade or

battalion, you are the drivingforce in the R&S effort.(Refer to Chapter 1 for thecollection managementprocess.) These steps apply to

both brigade and battalionl e v e l s .

The first step begins withreceiving the units mission.You must understand thecommanders intent in thisparticular mission. You havealready completed most of theIPB process; but now you mustproduce some of the specificinformation pertaining to themission.

Once you understand themission, begin to analyze therequirements placed on you asthe S2. The commander shouldtell you the key pieces ofinformation needed before andduring the mission. This keyinformation, called PIR, iseither stated by the commanderor recommended by you for thecommanders approval.

The PIR and IR provide theinitial focus of the R&S

e f f o r t . The R&S plan shouldanswer the PIR and IR. At thispoint you should have a roughdraft R&S plan, such as whenand what areas to begin R&Soperations. (This is part of the mission analysis phase ofthe planning process steps.)

You can now begin addingsome detail to the R&S plan.

Integrate any requirements fromhigher headquarters into theplan. You have to translatethe initial PIR

fm 34-2-1 reconaissance and surveillance and intelligence support to counterreconaissance

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