IN 0484 Chptr 1 EDITION A

LESSON 1

OBJECTIVE, ORGANIZATION, AND FUNDAMENTALS
OF LONG-RANGE SURVEILLANCE
UNIT (LRSU) OPERATIONS

OVERVIEW

Lesson Description: During this lesson you will learn the objectives, organization, and fundamentals of Long-Range surveillance units (LRSU) operations.

Terminal Learning Objective:

Action:	Identify the objective, organization, and fundamentals of Long-Range Surveillance Unit (LRSU) operations.
Condition:	Given the material contained in this lesson.
Standard:	The student will demonstrate his knowledge and comprehension of the task by identifying the objective, organization, and fundamentals of Long-Range Surveillance Unit (LSRU) operations.
Reference:	FM 7-93 1987

INTRODUCTION

Personnel dealing with LRSU operations must understand the objectives of LRSU operations. Through this understanding, they can more effectively perform their duties. This applies both to individuals assigned to the LRSU and to those in staff positions employing LRSUs. They must also know the organization and fundamentals of LRSU operations. This lesson will provide you with information about Long-Range Surveillance Unit (LRSU) operations. Learning event one identifies the objectives of the LRSU operations. Learning event two covers the organization, capabilities, and limitations of the LRSU. Learning event three gives information on the fundamentals of the LRSU operations.

Learning Event 1:
IDENTIFY THE OBJECTIVE OF LONG-RANGE SURVEILLANCE UNIT (LRSU) OPERATIONS

OBJECTIVE OF LRSU OPERATIONS

A primary source of information within the intelligence collection system has always been human intelligence (HUMINT). Frontline soldiers and reconnaissance patrols play an important part in providing the commander with combat information. This need for combat information has been true throughout history. Commanders base tactical decisions on this information. Without it, they are essentially blind. With it, they can apply the maximum combat power against the enemy weaknesses. Having such combat information can affect the outcome of the battle. A primary source of HUMINT is provided by long-range surveillance teams.

Information Gathering

Combat forces need accurate and timely intelligence about enemy forces, terrain, and the weather. A commander relies on this information to make fast and accurate decisions. Having this information allows the commander to have the right force, at the right time and place. Commanders base these decisions, in part, on information gathered for intelligence purposes. LRSU operations are an important part of the collection effort.

The intelligence cycle consists of four phases. They are direction, collection, processing, and dissemination. Under unusual circumstances, all four are conducted at the same time. The direction phase is the planning part of the cycle. Intelligence staffs determine the type of information needed and the best available means to collect it. Every available source is used to collect information. Some of this information will be so important that it must be disseminated immediately. All gathered information will be processed. Analysis of the information allows intelligence staffs to learn the enemy capabilities and intentions. They use intelligence to predict battlefield events for the commander. Intelligence is then disseminated to the unit commanders and their staffs.

Human Intelligence Capabilities

There is a dedicated Long-Range Surveillance (LRS) company at the corps. The division has a dedicated LRS detachment. LRSUs are specially trained and equipped to collect reliable HUMINT. They are usually targeted against second echelon and follow-on enemy forces. This is part of the overall intelligence collection process. LRSUs augment and complement other collection systems.

Each element of the collection system makes up for the limitations of others. LRSUs have the capability to overcome certain man-made and natural limitations of other collection systems. These limitations include weather, range, terrain masking, and enemy countermeasures. Other parts of the collection system overcome the limitations of the LRSUs. Both capabilities and limitations of LRSUs will be discussed later in this subcourse.

Data collected by LRSUs provides corps and division commanders with timely information which does not need lengthy processing and analysis. The planning ranges for LRS missions are as follows:

150 kilometers forward of the Forward Line of Own Troops (FLOT) at corps level.
50 kilometers forward of the FLOT at division level.

The commander modifies these ranges, based on the factors of Mission, Enemy, Terrain, Troops Available, and Time (METT-T).

The LRS company may operate for as long as eight days without replacing critical supplies and equipment. The LRS detachment may operate as long as six days without replacing critical supplies and equipment. In special cases, LRS teams are deployed for longer periods.

The FLOT is often confused, or non-existent, in a Low-Intensity Conflict (LIC). There is often no front, rear, or flanks. Surveillance efforts must cover any or all directions. Deployment considerations are then adjusted, based on METT-T. Political and geographical effects are also considered. The specific LRSU area of operations will change as additional maneuver units enter the LIC.

LRSU's organization, training and equipment provide the capability to operate in enemy controlled areas. They observe and report enemy dispositions, movements and activities, and battlefield conditions. The tactical commander's intelligence requirements determines the LRSU's missions, targets, and objectives. The teams infiltrate the target area by air, ground, or water. Infiltration will usually be done during periods of reduced visibility, primarily at night. The teams avoid contact with both the enemy and local civilians. The LRSU emplace unattended sensors and special purpose equipment in the area to detect, observe, and monitor enemy activities. The team performs other information tasks, as required. The missions performed by LRSUs are not the same as those of the special forces and rangers. The LRSUs conduct limited reconnaissance and stationary surveillance. They seek to avoid enemy contact. The team is not assigned direction action missions.

Teams operating in the corps or division are of interest use highly developed infantry skills. The skills permit the team to infiltrate enemy controlled areas and evade enemy rear-security operations. LRSUs exfiltrate, with or without assistance, using these skills. Teams also have expert information-collection skills. They know the enemy organization, tactics, and equipment. They are expert in the use of communications systems. These skills are attained through individual, institutional, and unit (collective) training programs. Now that you have an overall view of the LRSU, their role in the Army Operations can be examined.

Army Operations Doctrine

The U. S. Army's operations doctrine reflects the nature of modern warfare. It applies the principles of war and combat power dynamics to contemporary and anticipated further battlefields within the strategic policy direction of our government. It is inherently a joint doctrine that recognizes the teamwork required of all the services and the extension of the battlefield in time, space, and purpose through all available resources and campaign design. US Army operations doctrine is compatible with joint doctrine.

Intelligence. A corps/division commander in combat has many concerns. The commanders most pressing concern is knowledge of how the enemy may affect his mission. He must surprise the enemy and catch him at a disadvantage as often as possible. To do so, he must be able to see well forward. The commander and his staff must know the area of operations and/or interest. He must know the enemy capabilities, strengths, activities, and location of reinforcements. Intelligence activities provide this information to the commander. The commander bases operational and tactical decisions on this information. He conducts the Army operations doctrine based on timely intelligence from organic and higher sources. Real-time HUMINT information is needed to complement electronic and imagery intelligence systems. The LRSUs at corps and division play an active role by providing that information.

Operational Concepts. Success on the battlefield depends on commanders understanding and implementing the basic tenets of Army operations doctrine: initiative, depth, agility, and synchronization.

Initiative is the ability to set the terms of battle by action. An offensive spirit is implied in all actions. It means changing planned actions when there is an opportunity to hasten mission accomplishment. The LRSUs provide the corps and division commanders with near real-time information on the enemy. This information does not need lengthy processing and analysis. Because of this, the commanders can take the initiative when an opportunity presents itself.

Depth is measured in time, distance, and resources. The commander uses available time and the physical depth of the battlefield to employ his forces to defeat the enemy. LRSUs provide the commander with depth in the Army operations doctrine. LRSUs give corps and division commanders the ability to see deep into the enemy rear.

Agility involves thinking and acting faster than the enemy. This requires the mental, command and control, and organizational ability to evaluate the factors of METT-T. The commander must then shift forces rapidly to destroy the enemy. The LRSUs provide commanders with timely information needed to act swiftly and take advantage of the enemy situation.

Synchronization is teamwork, coordination of effort, and an understanding of the use of combined arms team to defeat the enemy. It is a unity of effort that follows the commander's intent. This unity extends from the maneuver plan to the integration of combat support and combat service support assets to ensure mission accomplishment. LRSUs provide information as part of the total collection effort. This provides unity of effort among the collection agencies. It conserves assets by preventing duplicated effort. At the same time, it ensures that all items of information needed are covered. A coordinated effort gives the commander a better understanding of the battlefield. The objective of LRSU operations is to provide timely and accurate information to the commander. During the next learning event, the organization, capabilities, and limitations of the LRSUs will be discussed.

Learning Event 2:
IDENTIFY THE ORGANIZATION, CAPABILITIES, LIMITATIONS OF LRSUs

A LRSU is specially organized and equipped to perform its information gathering mission. It may be a company or a detachment. Each has certain capabilities and limitations, based on its organization. Knowledge of the organization, capabilities, and limitations is essential to the proper employment of LRSUs.

THE LONG-RANGE SURVEILLANCE COMPANY

The Long-Range Surveillance Company (LRSU) (figure 1) is organic to the military intelligence (MI) brigade at corps. It is a separate company. The LRSU has a headquarters platoon, communication platoon, and three LRS platoons. Each LRS platoon consists of six surveillance teams. Selected personnel are airborne and ranger qualified.

FIGURE 1. LONG-RANGE SURVEILLANCE COMPANY.

Headquarters (HQ) Platoon

The headquarters platoon provides the command and control element of the company. It has three sections: headquarters, maintenance, and operations. The headquarters platoon is responsible for the administration, logistics, and operational supervision of the company.

Headquarters Section. The HQ section is the command and control element of the company. It also provides the company with supply support.

Maintenance Section. The personnel in this section maintain the units vehicles and generators.

Operations Section. Personnel in this section plan and control the employment of the team. They coordinate the insertion and extraction of each team, including provision of external support. They receive and report information from committed teams. The operational status of all teams is maintained by the operations section.

Communications Platoon

The platoon consists of a headquarters section and three base radio stations. Its primary function is to operate the base radio stations. Assigned personnel assist the operations section in planning and maintaining communications with deployed teams. The platoon works with the operations section. It is capable of operating separately to relay information received from deployed teams. The platoon maintains the unit's organic communications equipment.

Headquarters Section. The headquarters section is the command and control element of the platoon. It is responsible for the following:

Establishing and coordinating communications procedures.
Transmission schedules.
Frequency allocations.
Communications sites.
Control and issue of encryption devices and material.
Ensuring continuous communications between deployed teams and base stations.
Providing communications support to detached platoons.
Augmenting division LRSDs with communications support, when directed.
Maintaining company communications equipment.

Base Radio Stations. There are three base radio stations in the communications platoon. They provide communications between the operations base and the deployed teams. They operate on a 24-hour basis to ensure that all traffic to and from the teams are processed immediately.

Long-Range Surveillance Platoon

The LRS platoon has a headquarters section and six surveillance teams. There are three LRS platoons in each company. This provides the company with eighteen teams for deployment.

Headquarters Section. This section is the command and control element of the platoon. Assigned personnel supervise the assigned teams.

Surveillance Teams

Each team consists of a team leader, an assistant team leader, three scout observers, and a single-channel radio operator. The teams obtain and report information about the enemy. They target the enemy second echelon and follow-on forces within the corps areas of interest. They can operate independently, with little or no external support, in all environments. They operate well in any weather, day or night, and in limited self-defense capabilities. The teams are equipped with lightweight, man-portable equipment to be easily transportable.

THE LONG-RANGE SURVEILLANCE DETACHMENT (LRSD)

The LRSD (figure 2) is organic to the division military intelligence battalion. It is a separate detachment. The LRSD consists of a headquarters section and two base radio stations. The number of surveillance teams varies with the type division. In the light infantry division, the LRSD has four surveillance teams. The LRSD of mechanized, armor, and air assault divisions have two more surveillance teams, for a total of six. All members of the LRSD are parachute qualified and specially trained for their tasks.

FIGURE 2. LONG-RANGE SURVEILLANCE DETACHMENT

Headquarters Section

The headquarters section is the command and control element of the detachment.

Two Base Radio Stations

These stations are similar to those in the LRSC. The assigned personnel man the communications system. They ensure that all message traffic is processed quickly. These base stations maintain communications with deployed teams. When required, the corps LRSC augments the LRSD with an additional base station. This situation arises due to maintenance problems.

CAPABILITIES AND LIMITATIONS

It is essential to understand the capabilities and limitations of LRSUs. They are organized, trained, and equipped to perform a specific type of mission. They are employed to make maximum use of their capabilities, within their limitations.

Capabilities

The LRSU has specialized capabilities to obtain information. The mission and operational environment dictates the organization, strength, and equipment of deployed LRS teams. LRSU are capable of:

Conducting, training, and preparing for assigned missions.
Committing LRS teams to specific locations in enemy areas. Teams are delivered by land, air, or water, including parachute. Teams also use stay-behind methods.
Conducting operations in enemy areas for extended periods with minimal external support and direction.
Establishing and maintaining communications between deployed teams and base stations/HQ directly or through airborne relay.
Conducting operations in bad weather and difficult terrain.
Recovering deployed teams by air, land, or water. Recovery may also be by link-up or using evasion techniques.
Operating using planned, automatic resupply drops or special equipment caches. Captured supplies and equipment are also used.

Limitations

The special nature of the LRSU causes it to have some limitations. Knowledge of the limitations is as important as knowledge of the capabilities. The following considerations limit LRSU operations:

Mobility is normally restricted to foot movement in the area of operations.
Use of radio and active electronic surveillance devices make the teams vulnerable to enemy detection.
Organic medical capability is limited to individual first aid.
Teams are lightly armed. They are equipped only for limited self-defense. They usually fight only to break contact.
LRSUs require support from higher HQ in:

Maintenance, supply, mess, medical, administration, finance, personnel, and chaplain services.
Area communications integration and access to common-user telephone system.
Packing, rigging, and loading of supplies and equipment for aerial resupply operations and parachute insertion operations.

The capabilities and limitations of LRSUs must always be kept in mind when examining LRS operations. All aspects of LRSU operations are affected by these capabilities and limitations, including the operational fundamentals.

Learning Event 3:
IDENTIFY THE FUNDAMENTALS OF LRSU OPERATIONS

The fundamentals of LRSU operations include command and control, communications, mission development, and operational security (OPSEC).

COMMAND AND CONTROL

The extent and variety of the tasks facing a commander require the cooperation of many people to be effective. There must be an efficient division of labor. The system used by the military to effect this is called command and control. It is the process of making decisions and the procedures it uses to ensure implementation. Command and control must be effective under conditions of the extraordinary stress of battle, especially during the enemy's use of electronic warfare. The system must work quickly, and with efficiency and dispatch. Command and control systems must be highly flexible to meet the constantly changing circumstances. They must also be survivable on the modern battlefield.

Structure

The command and control system of the LRSUs is structured to permit rapid deployment, collection, and reporting of information. Communication is critical to the success of command and control.

The LRSC is organic to the military intelligence brigade. Mission requirements for the LRSC are determined by corps G2, in coordination with other staff sections.

The LRSD is organic to the military intelligence battalion. Mission requirements for the LRSD are determined by the division G2, in coordination with other staff sections.

Mission Taskings

Command and control arrangements allow the LRSC and LRSD to respond quickly to mission taskings. These taskings come from the corps/division G2 (collection management and dissemination [CM&D] section). LRSU missions support the corps and division commander's intelligence requirements. The collection plan lists these requirements as either priority intelligence requirements (PIRs) or information requirements (IRs). The PIR and IR support the current tactical operations and plans. The commander's PIR govern the organization and conduct of reconnaissance, surveillance, and target acquisition operations.

Information required for continuous operations is usually given first priority. The faster the change in battlefield conditions, the more important reconnaissance, surveillance, and target-acquisition operations become. The PIR serve to focus the unit's collection effort on the most important features of the enemy and terrain. Intelligence collection efforts provide the commander with a complete and accurate picture of the total battlefield. The PIR and IR are the basis for collection operations. The all-source analysis section analyze PIR and IR in conjunction with the intelligence preparation of the battlefield (IPB). The all-source analysis section develops indicators. The indicators are in the form of a statement or question. The tasking for the LRSU is to obtain the needed information.

LRSU taskings are based on PIR, IR, and specific information requirements (SIRs). The following is a brief discussion of these critical items of information.

Priority Intelligence Requirements (PIRs). PIRs are those intelligence requirements for which a commander has an anticipated and stated priority in his task of planning and decision making. In other words, the commander and his G2 identify certain information that it is critical for them to have as soon as possible.

Information Requirements (IRs). IRs are those items of information regarding the enemy and his environment that need to be collected and processed in order to meet the intelligence requirements of a commander. This is the data that the G2, and ultimately the commander, need to know to plan and conduct the battle. They are requirements that, while very important, do not have the priority of PIRs.

Specific Information Requirements (SIRs). SIRs are those basic questions that need answering to confirm or deny the existence of an indicator.

Sound tactical planning and operations depend on good intelligence. The corps/division G2 plans and coordinates collection capabilities and other intelligence functions. This gives the corps and division commanders the ability to see and fight throughout the depth of the battlefield. It allows them to make decisions consistently faster than the enemy. The intelligence system supports operations by obtaining the specific information required. The LRSU is tasked to collect information on surveillance targets to satisfy some of these PIR and IR. (See figure 3) The G2 usually determines LRSU targets. He examines the PIR and IR to determine the best available collection agency. In tasking the LRSU, he considers its capabilities and limitations. The G2, when assigning LRSU targets, ensures that the targets satisfy both PIR and IR. He also ensures that the targets offer a reasonable chance of mission accomplishment and team survivability. Some of the targets considered for LRSU operations are as follows:

Critical points along avenues of approach.
Critical points along key lines of communication.
Airfields.
Bridges or rail junctions.
Ordnance or logistical depots.
Railyards.
Known enemy command posts/headquarters.
Assembly areas.

In a low intensity environment, the tasking does not change, but the types of surveillance targets do change. For example, the LRSU may be tasked to observe enemy routes of infiltration.

The appropriate G2 tasks the LRSU. Tasking is done in the execution paragraph (paragraph 3) of the operations order (OPORD), fragmentation order (FRAGO), and/or freetext message. The method of developing the mission at corps and division varies slightly. The basic procedure is the same.

The corps G2, with support of the CM&D section, develops the LRSC missions. They make sure that the LRSC missions support the collection plan. Conflict with other collection efforts is avoided. Coordination with echelons above corps (EAC) is critical. EAC have reconnaissance and strike capabilities which may operate in the corps area. These elements may be U. S. or allied. Coordination between corps and EAC prevents conflict. The G2 coordinates with the G3 to confirm external support requirements. The CM&D section then tasks the LRSC through the MI brigade tactical operations center (TOC). This enables the LRSC to begin preparing for the mission. The brigade begins to coordinate the mission support.

FIGURE 3. LONG-RANGE SURVEILLANCE MISSION DEVELOPMENT SEQUENCE.

The division G2, with support of the CM&D section, formulates the LRSD missions. He makes sure that the LRSD missions support the collection plan and do not conflict with other collection efforts. He coordinates with G3 to make sure that the mission can be supported. The tasking then goes directly to the LRSD and to the Division Tactical Operations Center (DTOC).

Types of Missions

There are four major types of missions that LRSU are tasked to accomplish by the process described. They are surveillance, reconnaissance, target acquisition, and damage assessment.

Surveillance. Surveillance is the primary LRS mission. Surveillance is maintained for a specified time or until the required information is obtained. Whenever possible, static surveillance is used.

Reconnaissance. Surveillance teams conduct limited reconnaissance missions. Movement by the teams must be kept at a minimum to avoid detection.

Target Acquisition. The timely detection, identification, and location of key enemy targets may be a mission of the LRSU teams. In addition to the acquisition of specified targets, the teams may emplace sensors or other unattended devices in certain areas. Target acquisition is not usually a primary LRSU mission.

Damage Assessment. The LRS team members are trained and equipped to conduct tactical damage assessment. They can also conduct chemical and radiological monitoring, if properly equipped.

Surveillance teams use stealth and secrecy in their mission. Teams use periods of limited visibility, when possible, for movement into, and within, surveillance areas. In restricted visibility conditions, observers may move closer to the route or areas under surveillance.

KEY PERSONNEL AND THEIR RESPONSIBILITIES

Successful mission accomplishment in LRSU operations depends on each individual performing his duties. Each member of a LRSU has specific duties and responsibilities. The other members of the LRSU depend on him to perform those duties. Only through a collective effort can the mission be accomplished. It is important, therefore, that each member of the LRSU understand the duties and responsibilities of the other unit members.

Company Commander. He is responsible for the tactical employment, training, administration, personnel management, and logistics of the company. He does this by planning and making timely decisions. He issues orders, assigns tasks, and supervises the company activities. He must know the capabilities of his surveillance teams and how to use them.

The commander must understand the capabilities of the CS and the CSS units supporting the company. He exercises command through his executive officer, operations officer, platoon leaders, and the first sergeant. The commander employs the company. Employment is based on missions and taskings from the corps G2, and on his consideration of METT-T. He constantly stays abreast of the situation. The commander maintains close coordination and liaison with MI brigade TOC.

Executive Officer. The executive officer (XO) is the administrative and logistical coordinator for the company. He coordinates supply, maintenance, medical, and mess support. He supervises the operation, movement, security, internal arrangement, and organization of the company operations base (COB). The XO works closely with the operations officer, operations NCO, first sergeant, and supply sergeant. He also works closely with the communications platoon leader and the communications chief. He keeps abreast of the tactical situation.

Operations Officer. He is the main planner and coordinator for the company. He plans the employment of the teams in detail. He coordinates the efforts of the operations section in controlling the execution of the team missions. He stays abreast of the tactical situation; and advises and assists the company commander.

Intelligence Officer. This officer is directly responsible for all intelligence training within the company. He must devote specific attention to enemy recognition training. This training helps the surveillance teams to gain accurate combat information. He assists the operations officer in briefing and debriefing surveillance teams. He organizes company intelligence personnel to maintain a 24-hour operation. The intelligence officer analyzes LRS missions and incoming reports.

First Sergeant. The first sergeant is the senior NCO in the company. He advises the commander and assists him by performing those duties assigned to him. These duties include supervising unit administration, training, logistics, and maintenance activities. He recommend appointments, promotions, reductions, assignments, and disciplinary actions concerning enlisted personnel to the commander. He also assists the executive officer in CSS functions.

Liaison Noncommissioned Officers. The two liaison NCOs represent the company at higher, supporting, and other headquarters. Liaison NCOs must understand LRS operations and know the status of their unit. They coordinate support of the current and planned operations. They also advise and exchange essential information.

Chemical Noncommissioned Officer. This NCO assists the commander in planning and conducting nuclear, biological, and chemical (NBC) operations. This includes team training in the areas of NBC survival, tactical-damage assessment, and NBC monitoring.

Communications Platoon Leader. He is the communications planner and coordinator. He keeps abreast of the status of communications personnel and equipment. Tactical employment, training, administration, personnel management, and logistics of his platoon are his responsibility. He exercises control through his communications and base radio station chiefs. He advises the commander on matters about communications security (COMSEC) and electronic counter-measures (ECM). He disseminates information from current communications-electronics operating instructions (CEOI). He makes sure that each team radio operator is thoroughly debriefed before each operation. He debriefs them after each operation. He identifies, coordinates, and request required external communications and COMSEC support.

Surveillance Platoon Leader. He is responsible for the training, administration, personnel management, and logistics of his platoon. He details teams for assigned missions and makes sure they are available and ready. He assists in the infiltration of his surveillance teams as directed. He accompanies team leaders during aerial reconnaissance. He assists them in selecting landing zones (LZs), drop zones (DZs), and pick-up zones (PZs). During insertion, he flies in the command and control aircraft and exercises control of the insertion. He may conduct extractions when required.

Platoon Sergeant. The platoon sergeant is the senior NCO in his platoon. He advises the platoon leader and helps him with administration, training, logistics, and maintenance activities. He recommend enlisted appointments, promotions and reductions, assignments, and disciplinary actions. He keeps abreast of the tactical situation, and assumes the platoon leader's position, if required.

Team Leader. He is responsible for the tactical employment, training, administration, personnel management, and logistics of his team. He does this by planning, making timely decisions, and issuing orders. The team leader assigns tasks and supervises the team activities. He must know the capabilities of the team members and the supporting units. He is a key man in the planning, preparation, and execution of the LRS missions. Success depends largely on how well he performs and influences the performance of his team. He is alerted early in the planning stage to allow him time to complete necessary actions.

Long-Range Surveillance Detachment

Detachment Commander. The responsibilities of the detachment commander are similar to those of the LRSC commander. The detachment commander is responsible for the tactical employment, training, administration, personnel management, logistics, and maintenance of the detachment. He does this through his command and control system. This includes planning, making decisions, issuing orders, assigning tasks, and supervising unit activities. He must know the capabilities of his detachment and how to employ them. He also needs to know the CS and CSS units' capabilities that support the detachment.

The detachment is employed by him, based on missions and taskings from Division G2. The commander considers the factors of METT-T in employing the unit. He maintains close liaison with the staff of the HQ to which he is assigned. This includes active participation in mission planning. He constantly stays abreast of the situation. He locates where he can best influence the action.

Detachment Sergeant. He performs the duties normally performed by the executive officer and the first sergeant of the LRSC. Primarily, he is responsible for administration, logistics, and maintenance.

Base Radio Station Section Chief. Each section chief is responsible for the tactical employment, training, and administration, personnel management, and logistics of his base radio station. He coordinates with the detachment commander for the employment of his base radio station. Communications for each operation are also coordinated with the commander. The section chief coordinates administrative and logistical support with the detachment sergeant.

Team Leader. Team leaders in the LRSC and LRSD have the same responsibilities. They are responsible for all actions involving their team. Team leaders are key persons in the planning, preparation, and execution of missions. They are involved as early as possible in mission planning. This allows time to complete troop leading measures.

SURVEILLANCE TEAMS

The basic organization of surveillance teams is the same in all LRSUs. It may vary for specific missions, based on METT-T. However, unit integrity is critical to mission accomplishment and must be considered. The teams are the basic element in mission accomplishment. The other elements of the LRSU exist to support the teams in accomplishing their tasks. It is the teams that are deployed in the area of operations. The team serves as the eyes of the division or corps commander.

LRSC Areas of Operation

Long-range surveillance teams operate within the area of interest of their respective corps or division. The area of interest is that part of the battlefield that can have an impact on operations. It includes the area of influence and adjacent areas. Also included within it are the objectives of current or planned operations. It includes areas occupied by enemy forces who could affect mission accomplishment. The area of influence is the area where the commander can directly influence operations by fire and maneuver.

Each mission has a specific surveillance area that is identified and coordinated. Figure 4, illustrates this. This area marks the terrain on which the team is operating, or will operate. The areas selected are not so large that they unduly restrict artillery and air strikes. However, they must be large enough to give the team enough flexibility to perform its mission.

FIGURE 4. SURVEILLANCE AREAS.

The controlling headquarters establishes restrictive fire areas. The surveillance area is usually included in such areas. Restricted fire areas protect the teams from fires of friendly forces. Only under exceptional circumstances are targets within restricted fire areas fired on. The controlling headquarters informs higher, lower, and adjacent headquarters of the restrictive fire area. However, for security reasons, the nature of the mission causing the restriction is usually not stated. All surveillance areas may not be included in restricted fire areas. In such cases, the committed team is briefed on known strikes. It also must know the warning procedures of impending friendly fires, air strikes, and nuclear and chemical operations.

In offensive operations, a linkup between advancing forces and the LRS team is often planned. In a situation that develops rapidly, advancing forces may uncover a team. Linkup plans must be made as soon as possible to avoid endangering the team. Once linkup is made, teams withdraw to their parent organization.

OPERATIONS BASE

The operations base is a location from which the LRSC or the LRSD operates. Figure 5, illustrates an operations base. The LRSC establishes the operations base near the CM&D section of the corps MI brigade. The LRSD establishes its operations base near the DTOC. The distance from the tactical operations center (TOC) depends upon several factors. These factors include the location of the CM&D section, the tactical situation, communications with teams, and the terrain.

FIGURE 5. SAMPLE LRSC OPERATIONS BASE.

The company commander selects the general location of the LRSC operations base. He coordinates the site selection with the appropriate controlling HQ. The company executive officer decides the exact location of the operations base, based on the commander's guidance. He supervises the setting up of both the operations base and the proper security. The detachment commander coordinates a location for the LRSD operations base in the vicinity of the DTOC. The detachment commander, and his headquarters element, establish the LRSD operations base layout. They determine the locations for the LRSD elements. They designate areas for the HQ, base radio station, and surveillance teams.

The operations bases for the LRSC and the LRSD are similar. They include areas for a TOC, company or detachment HQ, communications platoon, or base radio station. Also included are areas for a motor park, predeployment isolation, helipad, and the platoon or teams. The following focuses on the LRSC. However, the principles are the same for a LRSD.

The operations section sets up the TOC. The TOC is a secure, restricted-access area. The operations section also establishes a helicopter landing zone (HLZ) near the operations base. The assistant operations NCO usually controls the HLZ. However, during some operations, a team may set up and control the HLZ.

Each surveillance platoon has a platoon area assigned. Within its area, it sets up a platoon command post (CP). When a team deploys, the platoon sergeant arranges security for the team area and the equipment left behind.

The communications platoon has a working area. In this area, they provide communications equipment maintenance and logistical support. From this area, they set up and operate the company wire net.

The company has an area from which it provides logistical and administrative support. The operations base security plan is the responsibility of the company executive officer. He develops the plan and supervises its execution.

TACTICAL OPERATIONS CENTER (TOC)

The LRSC and the LRSD TOC set up in the operations base. They give the LRSU commanders a command and control capability. They also have the capability to communicate with higher headquarters. In the LRSD TOC, the commander, the detachment sergeant, and the communications personnel perform all the functions. In the LRSC TOC, personnel perform specific functions. The following paragraphs discuss LRSC TOC organization and responsibilities.

Organization and Responsibilities

Operations Officer. He is responsible for supervising the TOC's operation. He plans and coordinates the company's tactical operations, based on the commander's guidance. He also analyzes assigned missions. He plans team employment. He prepares and/or approves operation orders before they go to the commander. He keeps the commander informed of current and projected tactical situations.

The operations officer supervises the preparation of all operational and intelligence documents. He supervises coordination with higher and supporting headquarters. He reports the operational status of all LRS teams. The operations officer briefs and debriefs LRS teams.

Assistant Operations Officer. This officer is responsible for TOC operations in the absence of the operations officer. He is also responsible for the following:

Making sure the current situation is posted on maps and charts.
Forwarding combat information from the teams to higher HQ.
Approving SITREPS and other status reports in the absence of or at the direction of the operations officer.
Maintaining the S3 workbook.
Approving the TOC personnel work schedule.
Supervising preparation of the briefing area and maps.
Planning and coordinating training for personnel during temporary lulls in operations.
Posting the mission planning chart.
Acting as a shift leader to maintain 24-hour capability.

Operations Sergeant. He supervises the TOC enlisted personnel. He assumes overall responsibility for the TOC in the absence of the operations and the assistant operations officer. He is also responsible for the following:

Assisting in the preparation and editing of tactical operations plans.
Supervising the operation of the predeployment area.
Posting the current situation on the friendly situation overlay.
Making sure information from deployed teams is kept current on the mission status charts.
Establishing the TOC work schedule.
Coordinating with the 1SG for TOC messengers and guards.
Making sure that only authorized personnel have access to the TOC.
Posting the manning chart.
Preparing the SITREPs.
Assisting the assistant operations officer in maintaining the S3 workbook.
Acting as a shift leader to maintain a 24-hour capability.

Intelligence Officer. He takes responsibility for the intelligence personnel in the TOC. He is responsible for the following:

Maintaining a data base and map base. This supports general area studies and mission specific isolation preparation of LRS teams.
Collecting combat information for LRS team operations.
Keeping mission packets current.
Providing the intelligence/enemy situation part of operations orders.
Posting and maintaining the enemy situation overlay.
Coordinating with CM&D for all intelligence requirements necessary for the insertion and extraction of teams.
Assisting the operations officer in briefing and debriefing LRS teams.
Keeping LRS teams informed of critical information that impacts on missions.
Conducting final security inspections and outbriefing LRS teams before deployment.

Intelligence Sergeant. He assists the intelligence officer in collecting combat information for the LRS team operations. He assumes overall responsibility for the TOC and the isolation center in the absence of the operations sergeant. He is responsible for the following:

Posting the enemy situation overlay in the absence of the intelligence officer.
Assisting operations personnel in making sure that personnel follow security and OPSEC measures in the TOC and isolation area.
Briefing and debriefing LRS teams, with operations personnel, as directed by the intelligence officer.
Alternating shifts with the intelligence officer, to maintain a 24-hour capability.

Assistant Operations Sergeant. He coordinates air support with the U. S. Army Aviation and/or USAF units that support teams operations. He assists the operations sergeant as required. He is responsible for:

Maintaining a list and overlay showing locations and descriptions of possible LZs, DZs, and PZs.
Coordinating request with aviation support units for airborne and air movement insertions, extractions, and visual reconnaissance (VR).
Posting the schedule of infiltration and exfiltration operations.

Chemical NCO. He assists in establishing, administering, and applying defensive NBC operations. He is responsible for:

Supervising the preparation of NBC reports.

Supervising the preparation of nuclear and chemical supply and maintenance reports.

Supervising the preparation of unit and individual NBC training records.

Collecting, interpreting, analyzing, and disseminating chemical information and data.

Serving as the principal NCO of the NBC defense team.

Liaison NCO. He coordinates operations with supported and adjacent units, higher headquarters, and U. S. Army Aviation and/or USAF units.

Operations

The following discusses the operational role of the TOC and base operations. The actions described apply to both the LRSC and LRSD.

Preparation. Before each mission, the TOC personnel (operations, intelligence, and communications) prepare to perform the following:

Present a detailed briefing to the LRS platoon leader and the team leaders on the specific area of operations (AO).
Coordinate infiltration and exfiltration operations.
Assist the LRS platoon leader and the team leaders in coordinating required actions. These actions include fire support, aviation support, resupply, and others.
Receive pre-mission briefbacks from committed teams.

Ongoing Actions. During the mission, the TOC personnel will monitor the progress of surveillance teams and prepare to:

Coordinate resupply for committed teams.
Coordinate emergency extractions.
Coordinate MEDEVACs and other required support.
Plan and coordinate additional missions, as directed by the commander.

Debriefing. When the mission is over, TOC personnel will thoroughly debrief each surveillance team. A communication representative will debrief the team radio operator separately after the team's debriefing.

Messages. The TOC duty officer or duty NCO provides a receipt for all incoming messages. Other requirements are as follows:

Recording receipt of each message in the staff journal.
Posting information from each message to the appropriate maps and charts.
Filing each message according to the journal entry number in the journal file.
Recording outgoing messages in the journal. All outgoing messages must originate from the TOC.

Journal. The staff journal is a chronological record of events concerning the unit during a given period. The TOC duty officer or duty NCO maintains the journal. All items are cross-referenced to the journal entries by journal item number. All messages are posted to the journal with the following information noted:

The sender.
The title of the message or a description of the event.
The time of receipt of the message.
The journal item number and the message center number (if applicable).
The action taken.
The initials of the person making the entry.

Security. Access to the TOC and the predeployment isolation center is restricted and controlled. Standing operating procedures (SOP) contain procedures for control and identification of visitors. There will be only one entrance to the TOC and the isolation center. Classified material is handled in accordance with appropriate security directives. This includes a well-rehearsed emergency destruction SOP.

Displacement. 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. If the base radio stations are operating separately, the operations base notifies them of the displacement. They provide the time of departure, route, and the site of the proposed location. The operations section continues to monitor the base radio stations on the move. They also inform the base radio stations of its arrival and location.

COMMUNICATIONS

Prompt reporting of required information by the surveillance team is the most important aspect of LRSU operations. Each team member must thoroughly understand communications procedures. This includes plans for alternate communication means and the importance of accurate reporting.

Communication Procedures

The LRSC and the LRSD use special communications equipment to transmit and receive long-range, secure, and short-burst transmissions. High frequency radio is the principal means of communication within LRSUs. Communications within the operations base are supplemented by wire.

The base radio stations communicate with the committed surveillance teams. The type of radio, atmospheric conditions, distances involved, frequency prediction, and radio wave propagation affect transmissions. Also skip distance and sky and ground wave frequency limitations affect transmissions. As a result, the base radio stations deploy in depth to receive transmissions from the LRS teams, when required. All base stations monitor deployed team frequencies and an emergency frequency common to all teams.

Each LRS team communicates with a specific base station. If that base station doesn't receive a transmission, usually one of the other base stations will. If the designated base station fails to acknowledge receipt of a message from a team, the receiving station will do so. The receiving station will then transmit the message to the detachment or company operations section.

Radio transmissions are encrypted in an approved cryptographic system. Each team has its own cryptographic key. This prevents messages of other teams being compromised through capture or compromise. Encrypted messages are decrypted by the LRSU operations section. Base stations and the operations section communicate through tactical facsimile and over secure FM/AM/SSB (single-sideband) channels.

Surveillance Team Communications

The primary radio for communications from the team to the base stations is a portable AM/SSB radio. This radio has auxiliary equipment for burst transmission. Burst transmission is the primary means of sending traffic between deployed teams and the base radio stations. When HF communications are not practical or possible, SATCOM or FM radio provides an alternate means.

Routine reports, and information not needed right away, are transmitted at prearranged times. The team leader, in accordance with the SOP, determines when selected spot reports are made. Spot reports include combat information, request for immediate support, and other emergency transmissions. All base stations continuously monitor assigned frequencies to receive calls from teams at other than prearranged times.

Messages transmit reports and/or request concerning the following:

Enemy information (SALUTE).
Status, location, and planned or current direction of team movement.
Rendezvous instructions with aircraft and deviations from planned operations.
Terrain and weather information.
Emergency supply or recovery.
Artillery fire and air strike request.
Tactical damage assessment and NBC monitoring.
Linkup.
Acknowledgment of messages from base stations.

Visual communications can be used within the team to transmit prearranged messages. Landing sights are marked, using visual signals. Aircraft used for delivery and recovery of teams are guided with visual signals. Teams seldom use sound signals because of the need for secrecy and stealth.

All team members must be trained in voice procedure, brevity codes, pre-arranged numeral codes, and in operating the burst transmission equipment.

Communication Nets

LRSUs use two types of radio nets for communications. They are the HF and FM nets. Each has advantages and disadvantages that will be discussed in detail later in the course.

Surveillance Teams/Base Radio Station Net HF. Multiple base radio stations allow the LRSUs to compensate for HF skip characteristics and redundancy. They also provide a jump capability. Each LRSD has two base radio stations. Each LRSC has three base radio stations.

Frequency Modulation (FM) Command Net. This net gives the commander an administrative command and control capability. Figure 6, is an illustration of an FM net.

FIGURE 6. LRSC FM VOICE COMMAND NET.

Base Radio Stations

Purpose. The primary purpose of the base radio station is to receive and transmit messages between the operations base and the deployed teams. Each base radio station monitors all deployed team frequencies. Base stations select a signal site that gives an advantage to the mission while enhancing survivability. Once in position, the team chief immediately establishes security and camouflage. The base radio stations operate 24-hours a day. All outages are reported immediately.

Nets. Base radio stations and deployed surveillance teams operate in the FM, HF, and TAC SATCOM nets. The same primary frequencies (SSB) used by the committed team(s) are assigned to all base radio stations. The base radio station uses the digital message device group (DMDG) on the primary SSB frequencies; voice is used only in extreme emergencies. An emergency frequency SSB is also assigned to the base radio stations and deployed teams. It is a nonchanging frequency. All base radio stations continuously monitor this frequency. The DMDG is also used on this frequency. Usually, the base radio station uses a horizontal doublet antenna to get the best reception from the teams.

Messages and Reports. The base radio station maintains a log of all incoming and outgoing message traffic. The team chief makes sure that the operations section authorizes all messages for committed teams. When a team message comes in, the operator on duty immediately acknowledges its receipt. He then forwards the message to the operations section and awaits a reply (if needed). The operations section provides the reply to the base radio station. The operator then transmits the reply to the team on the next blind transmission broadcast (BTB).

The base radio station transmits BTBs at scheduled times. BTBs include updated frequency lists, friendly strike warnings, major weather changes, and other information of interest to the deployed teams. The operations section uses the one-time pad system to encrypt all message traffic to teams. This includes BTBs.

MISSION DEVELOPMENT

Long-Range Surveillance missions must be specific and support the collection plan of the supported corps or division. All LRSU missions are carefully planned and coordinated. This prevents duplication of effort and conflicting requirements. Planning also prevents the possibility of overlapping or intermingling with other friendly forces in the area. Close liaison between the LRSU commander and the headquarters that controls its employment is essential.

Planning

The LRSU commander participates with the intelligence and operations sections of higher headquarters in the initial planning for LRS operations. The liaison or operations officer, or a platoon leader, may represent the commander during this planning. Methods of operation while deployed, communications procedures, reporting, and other standard practices should be in the LRSU SOP. The following guidance is usually provided for each LRS mission:

General team position, area or object to be kept under surveillance, and information desired.
Method of insertion.
Routes and alternate routes to the surveillance site, landing zones, or drop zones.
Restrictions imposed on the LRS concerning routes, positions, and times of insertion.
Disposition of friendly forward units, if needed.
Special equipment required.

Consideration of the factors of METT-T guides the planning for LRS operations. Planners employ the reverse planning sequence. Among the following considerations, the planners must include the following:

Mission: Elements examined in the mission are the type of mission (surveillance, reconnaissance), length of surveillance periods, or the time by which information is required, the PIR and commander's intent.

Selection of Clandestine Patrol Base or Hide Position. The position selected must offer good observation and concealment. It must also meet requirements for good communications. The position must provide an adequate area for team rest, maintenance, and personal hygiene. When physical or reconnaissance is impossible, the position is selected by map and photograph reconnaissance. The position should be where it will avoid detection. Nearness to and access from the infiltration site are also considered.

Observation Posts (OPs). The mission may require the team to occupy several OPs. The planners initially determine their general location. The team pinpoints specific sites once it is on the ground. The selected sites are usually close to the patrol base. They have an accessible route over terrain that conceals the connecting route.

Infiltration Site. The location of the infiltration site is considered next. The location depends upon the infiltration method and enemy activities in the area. Ideally, it has a concealed route to the patrol base available.

Infiltration. The method and route of infiltration into the area is then considered. The best method lessens the chance of detection. Some delivery methods are by stay-behind, airlanding, helicopter, parachuting, water transportation, and ground vehicle.

Equipment. The type and quantity of equipment needed for both infiltration and the mission is determined.

Exfiltration. Plans for exfiltration by ground, water, or air extraction are made before the operation. They include alternate plans for such conditions as the evacuation of the sick or injured team members. A primary and an emergency plan, including signals and code words, is developed. Exfiltration planning considers the route from the surveillance area to, and including, the extraction route.

The TOC personnel prepare the detailed mission packet. It is prepared according to the commander's and controlling headquarters' guidance with input from the corps or division, all source production sections, topographic team, and CM&D. Selected team leaders and a transportation unit representative are briefed on the mission. This is done early in the planning phase. They also take part in the detailed planning. During briefings, the team leaders receive only enough information about friendly units to get the job done. Essential details of a LRS plan usually include the following.

Surveillance Area. The area to be kept under surveillance and possible places from which this can be done. As far as possible in advance of employment, planners determine the general team positions. Factors involved in position selection include:

The study of the terrain.
Road and rail nets.
Enemy situation.
Delivery means available.
Operations plans of the controlling headquarters.
LRSU commander's guidance.

When possible, reconnaissance of the positions is conducted before they are occupied. The specific positions selected cover the desired surveillance objective. Communication checks are made. When physical or air reconnaissance is impossible, the team leader selects and reports the specific position location when he gets to the area.

Loading Plans. Preparation of loading plans and procedures includes delivery, recovery, and aircraft parking sites. Alternate sites also are chosen. Primary and alternate drop zones are selected for parachute operations.

Air Mission Briefing. The air mission briefing includes the following:

The number and type of aircraft needed.
Flight routes.
Air cover or fire support required.
Primary and alternate insertion points.
False insertion or extraction points.
Frequency and call signs.
Pickup zone location and markings.
Downed aircraft procedures.
The data and time for the aircraft to be at the pickup zone.

The Movement Plan. The movement plan to and from the surveillance position is essential if the movement is performed other than by aircraft. This also applies to the proposed route if the LRSU is performing limited reconnaissance by movement.

Fire Support Plan. The fire support plan usually includes some of the following:

Suppressive fires to help the team pass through or over specified areas.
The use of screening smoke.
Fires to help the team withdraw.
Fires to aid in navigation.
A prearranged grid of the surveillance area.

Diversion Plan. The team's movement through enemy areas may be planned to coincide with actions to divert the enemy's attention elsewhere.

Other Essential Details. Planning for the mission must also include the following:

Timing for execution of major events in the operation.
The communications plan, which includes frequencies, reporting schedules, emergency reporting procedures, and alternate communications plans.
Plans for the use of guides, technical specialists, or special equipment.
Coordination measures with friendly forces for the passage of lines or linkup.
Plans for the treatment or evacuation of sick or wounded team members in the operational area.
Plans for logistical support.

Coordination

Throughout the planning, coordination is made with the following elements at the TOC of the controlling headquarters:

Intelligence Element. The detailed patrol plan is given to the G2 element. An update on the enemy situation, terrain, and weather forecasts are added to the mission packet. A final check is made of the LRSU plans, and plans of other information gathering agencies. This is to make sure that all collection elements of the unit's intelligence plans are properly coordinated.

Operations Element. The detailed patrol plan is given to the G3 element. The latest information on the friendly situation is obtained. For security reasons, only essential information is provided to the team.

Fire Support Element. The location of the team is coordinated with all fire support elements to ensure personnel safety. Coordination must be constant to ensure the team's safety during employment of nuclear or chemical weapons. Procedures are set up to inform teams of planned fires and passive protection measures to be adopted. In addition, target damage assessment requirements and reporting procedures are coordinated. A fire plan is completed.

Chemical, Biological, and Radiological Element (CBRE). The CBRE is given the location of all committed teams. Plans are coordinated for CBR monitoring in the area of the team's operation. Information on contaminated areas is distributed as necessary.

Warning Order

When alerted for a mission, the operations section of the LRSC, or the LRSD commander, issues a warning order (mission alert notification). This is given to one of the LRSC platoon leaders or to LRSD team leader. The operations section begins to prepare a mission packet. The warning order is based on the commander's guidance. The LRSC surveillance platoon leader assigns a team from his platoon for the mission. He then issues a warning order to the team. In the LRSD, the commander selects the team.

Upon receipt of the operation order, and after issuing a warning order, the team leader coordinates the following requirements. Coordination is with the LRSC platoon leader or platoon sergeant, or the LRSD detachment commander, as applicable:

The infiltration and exfiltration methods.
Transportation.
Special equipment requirements.
Passage of lines and linkup procedures.
Communications procedures and equipment checks.
Checkpoints, phase lines, and code words.
Fire support and restrictive fire areas.
Escape and evasion plan.
Ammunition and pyrotechnics.
Intelligence updates.

OPERATIONAL SECURITY

Avoiding detection by the enemy and the populace is a prime requirement for the success of LRS operations. LRSU subelements and supporting elements must rely extensively upon OPSEC measures.

Tactical and Administrative Measures

Strict control of information about past, present, and future LRS missions is an absolute necessity. To ensure that OPSEC requirements are understood and followed, regular periodic security orientations and inspections are held. This also includes communications elements and procedures.

Teams, and their support elements, take tactical security and deception measures, including the following:

While enroute to the area of operation, use false landings, feints, and indirect routes.
During insertion, spend only minimum time on the LZ or dismount point. Remove or hide any tell-tale signs.
In the surveillance area, use cover and concealment, camouflage and control of movement. They also use stealth, light and noise discipline, odor discipline, and litter removal and/or burial measures.
During extraction, ensure that there is careful observation of the PZ or rendezvous point. Also ensure there is a rapid entry of the helicopter (ground/water vehicle). Make sure there is a quick assembly, boarding, and departure of the helicopter (ground/water vehicle).

Electronic Detection Measures

Radio intercept and radio direction finding are the primary methods of gathering intelligence through electronic means. Radio intercept is the monitoring and understanding of message content. Radio direction finding locates transmitting stations by tracking their signals.

Soviet ground-based electronic intercept and direction finding capabilities are shown in figure 7. Once begun, the Soviet targeting sequence can continue even if friendly communications cease. Location of radios that are transmitting more than 20 to 25 seconds will be plotted within two or three minutes of the intercept. Surveillance team members must be aware of this. They must adhere to the approved operating procedures.

FIGURE7. THREAT INTERCEPT AND DIRECTION FINDING.

The Soviets have an extensive intercept capability for electronic transmission. Soviet ground-based and airborne intercept equipment may lack the technical sophistication of the latest Western equipment. It is simple, rugged, and easy to maintain. They can intercept transmissions within the following distances from the FEBA:

Artillery ground radar--about 25 kilometers.
VHF--about 40 kilometers.
HF ground waves--about 80 kilometers.
HF skywave--unlimited.

These ranges are greatly extended when airborne intercept is employed.

The Soviet direction finding capability is comparable to their intercept capability. They use various types of mobile, directional, antenna systems in a radio direction-finding role. Forward-area mobile elements include a VHF tactical radio direction finder. It is equipped with an Adcock antenna and a POLE DISH radar direction finder. Tactical FM radios, operating on low power, can be detected by Soviet direction finding units for more than 10 kilometers. High power signals can be detected at distances up to 40 kilometers. Operating accuracies of the radio direction finding units are within plus or minus 3. 5 degrees. Threat has improved capabilities. Team HF radios transmitting more than 5 seconds will be DF'ed and plotted.

Direction finding is used to:

Provide approximate locations of the electronic emitters.
Provide locations with sufficient accuracy for artillery fire. This is done in conjunction with SIGINT, terrain analysis, and other intelligence.
Develop a picture of the battlefield that reveals the disposition and possible intent of the enemy units.
Provide adequate locations for firing on most radars and jammers.

CONCLUSION

This lesson has described the objective, organization, and fundamentals of LRSU operations. This information is essential for the effective employment of LRSU. The LRSU fills a critical gap in the intelligence collection cycle. Their capabilities compensate for the limitations of other collection means. The information they provide is critical to the commander's ability to make informed decisions. In the following lesson, some of the other aspects of LRSU employment will be described.

Military

Practice Exercise

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