IN THE BRIGADE SUPPORT AREA (BSA)
by CPT Dennis P. Lemaster, CMTC
Reconnaissance and surveillance (R&S) planning improves the security posture in the BSA by providing early detection and reaction to threats before they pose a risk to support assets. FM 63-20, Forward Support Battalion, and ARTEP 63-006-30-MTP, MTP for Headquarters Detachment, do not delineate tasks for R&S planning for CSS units. This article fills this void by discussing R&S planning techniques for CSS units in the BSA.
1. THE BATTLEFIELD ENVIRONMENT
Establish and Evaluate the Area of Operations (AO) and Area of Interest (AI).
A.
The Forward Support Battalion (FSB) commander conducts operations in the AO.
The AI represents the geographical area from which the S2/S3 collects information
and intelligence for successful operations. The AI is that area of concern
to the FSB commander. It is larger than the AO and is where enemy (or civilian),
action or inaction, may impact CSS operations. Rear operations AIs include:
(1) Airfields and air AAs for threat air assault and airborne forces.
(2) Enemy artillery locations capable of ranging the BSA.
(3) Areas where operational reserves may penetrate the main battle area.
(4) Areas where insurgent forces are operating in the rear area.
(5) Areas where terrorist organizations may threaten CSS operations.
B.
The Brigade S3 determines where the FSB establishes the BSA. Once the FSB receives
its terrain, identify the following in the AO in relation to the anticipated
threat (Level I, II, or III), determining those which will require constant
or periodic observation:
(1) Key terrain (utilizing Observation, Concealment, Obstacles, Key terrain, Avenues of approach (OCOKA))
(2) Avenues of approach/Mobility corridors
(3) Key road intersections
(4) Road networks
(5) Chokepoints (towns, bridges)
(6) Forest trails
(7) Potential landing/drop zones
C.
Categorize avenues of approach into mobility corridors supporting dismounted
or mounted operations.
D.
Categorize mounted mobility corridors from individual vehicle to company size.
E.
Translate this information graphically onto the Modified Combined Obstacle
Overlay (MCOO), which the FSB S2/S3 maintains. Update the MCOO daily or as
needed.
2. THE COLLECTION PLAN
Link the Collection Plan to Key Terrain, NAIs, CSS HVTs and the Targeting Process.
A.
Identify possible threat courses of actions (COAs). Ensure this analysis covers
everything from an individual sniper (Level I) to a company-sized air assault
(Level III) into the BSA. Examine threats in relation to placement of key CSS
High Value Targets (HVTs) in the BSA.
B.
The
Event Template (ET) and Event Matrix (EM) are
the tools for collection and R&S planning/execution.
(1) The ET depicts where to collect information and identifies enemy intentions. Establish NAIs at those areas serving as indicators of threat intentions such as road intersections, key terrain, mobility corridors, and potential landing zones and drop zones (LZs/DZs). The R&S plan establishes frequency of observation for each NAI. NAIs providing near real-time (NRT) information and definite enemy COAs in relation to vital CSS HVTs, require frequent, if not constant, observation.
(2) Develop the Event Matrix (EM) from the ET. The EM depicts anticipated activity at an NAI. Examples of completed EMs for High Intensity Conflict (HIC) and Stability Operations (STABOPS) are at Figures 1 and 2, respectively. A blank event matrix form is provided in Appendix B.
NO. | ||||||
| MRC PENETRATES FLOT | ||||||
| MRC PENETRATES MBA | ||||||
| MRC ASSUMES MARCH FORMATION, HEADS TOWARDS BSA | ||||||
| MRC REACHES BSA | ||||||
| MRC PENETRATES MBA | ||||||
| MRC PENETRATES MBA | ||||||
| MRC PENETRATES MBA |
NO. | ||||||
| DISMOUNTS HEADING EAST | ||||||
| DISMOUNTS HEADING NORTH TOWARD BSA | ||||||
| DISMOUNTS ENTER BSA | ||||||
| BLANK | ||||||
| BLANK | ||||||
| BLANK | ||||||
| BLANK |
C.
With the ET and the EM, establish the BSA weapons systems/fire support targeting
process.
(1) Target in relation to the threat, defeating it with the minimum force necessary. For example:
(a) A company quick reaction force (QRF) or sniper team defeats a Level I threat.
(b) Level II threats may require use of the MP platoon or artillery assets.
(c) A Level III threat entails BSA hasty displacement and employment of the Tactical Combat Force (TCF).
(2) The Decision Support Template (DST) describes FSB responses to a particular threat or NAI activity.
| EXAMPLE:The BSA is located in an area with substantial Level I threat activity. The FSB S2/S3 located the POL section 2 kilometers from an obscured forest trail junction. He assesses saboteurs might use these trails as they target BSA assets. The intersection provides good observation of these trails. Thus the S2/S3 makes the intersection an NAI and puts it under observation. When the observation post (OP) observes suspicious individuals carrying weapons moving in the direction of the BSA, he alerts the S2/S3 who reviews the Event Matrix which describes a probable Level I attack. Based on the targeting plan on the DST, the S2/S3 eliminates the threat with a hasty ambush executed by a company's QRF. |
D.
Remember there are many sources of information available. Obtain intelligence
information from Brigade and DISCOM S2s, local civilian authorities, dislocated
civilians, customers frequenting the BSA, newly arrived units, local MI assets,
and FSB vehicles moving about the Brigade AO such as ambulances and maintenance
teams.
E.
Integrate the BSA collection plan into the overall Brigade collection plan
(specifically the Brigade rear area collection plan). Streamline and rehearse
reporting procedures to Brigade. Coordinate closely with all units operating
in the Brigade rear area for economy of effort ensuring no duplication of collection
effort.
3. R&S ASSETS
Integrate all assets available into the R&S plan.
Plan for the loss of any of these assets so that there is no degradation in R&S capability.
A.
Military
Police.
(1) A direct support MP platoon normally operates in the BSA. This platoon is a mobile, heavily armed force and conducts battlefield circulation control, area security, enemy prisoners of war (EPW) operations, and law enforcement missions. The MP platoon is an excellent asset for collection and execution of the DST.
(2) The R&S planner cannot always rely on the MPs. The BRIGADE commander prioritizes MP missions which may result in them being pulled from the BSA. Anticipate their loss and develop contingencies covering the MP portion of the R&S plan. Assign secondary missions to BSA tenant units, specifying their assumption of MP R&S responsibilities.
| EXAMPLE: B Company patrols a road network normally covered by the MPs as its secondary mission. Delineate equipment/personnel requirements such as two HMMWVs with M2, dual-net capability radio configuration, and combat lifesaver. Require coordination between the B company element and the MP team that normally patrols the route. Discuss the route, danger areas, actual location of NAIs, reporting procedures, and location of other BSA units (to prevent fratricide). Finally, the B company element rehearses the route, including communication checks with the FSB Base Cluster Operations Center (BCOC) before assuming responsibility. |
B.
Tenant
Units.
(1) Assign sectors of responsibilities to each tenant unit in the BSA (including task force field trains). Specify their requirements supporting the collection plan and DST.
| EXAMPLE: A bridge is located just outside of A company's perimeter. The S2/S3 determines the bridge requires constant observation. He has A company man on observation post (OP) 24 hours a day in view of the bridge. |
(2) Task units with patrol routes, objectives and times. Do not establish a regular pattern for patrols. Specify ambush and QRF responsibilities as required by the DST.
(3) Designate which obstacles in the security plan tenant units protect.
C.
Aircraft/Ambulances/LOGPAC
Vehicles.
(1) Debrief vehicle crews frequently leaving the BSA to support forward. Instruct them to look for unusual civilian, terrorist or enemy activity. Debrief MEDEVAC pilots as they exit/enter the BSA.
(2) Do not use MEDEVAC aircraft as scout platforms, but include crews in the "collection loop" after missions.
D.
Communications.
(1) Successful R&S depends on good communications. Develop redundant communication systems in the event of FM failure. Minimize FM transmissions by running wire to OPs.
(2) Dedicate an R&S net specifically for reporting. The PRC-127 is ideal for internal BSA communications amongt QRFs, MPs, and vehicles conducting RS missions. This radio allows the R&S manager to "touch" R&S assets without tieing up FM nets.
E.
Radar/Remote
Sensors.
(1) Coordinate for Ground Surveillance Radar (GSR). It is doubtful these assets are available to the BSA; however, ask the question. If GSR is available, prioritize missions, allocate sectors, schedules, and security arrangements.
(2) For remote sensors, establish locations and responsibilities.
4. R&S MANAGEMENT
Centrally manage R&S at the Base Cluster Operations Center (BCOC) with a dedicated team synchronizing all R&S assets into a focused collection and early detection system.
Effective R&S management links together IPB, the collection plan, event templating, battletracking, targeting and the DST. They analyze and convert raw information into useful intelligence. R&S management is a continuous requirement where the S2/S3 or a designated battle captain maintains the current threat picture. The following represent examples of management techniques.
A. R&S Cartoon. This is the single most important R&S management document.
(1) Construct a BSA R&S cartoon to scale with all unit locations and sector sketches, NAIs, decision points, target areas of interest (TAIs), routes, OPs, key terrain, and checkpoints. Include the following overlays:
(a) population status
(b) obstacle/barrier
(c) fire support
(d) friendly/enemy air corridors
(2) Identify, in color, unit responsibilities for routes and OPs.
(3) Plot events on this map as they develop, providing a rapid, visual picture. Develop procedures to share data and update information in a timely manner.
B.
Patrol
Routes.
(1) Identify all routes covering NAIs. Their frequency of travel depends on NAI importance.
(2) Assign route responsibility and specific times of travel.
(3) Frequently change direction and time of travel to avoid establishing an identifiable pattern.
(4) Post these routes on the R&S cartoon.
C.
Observation
Posts (OPs).
(1) Establish OPs covering NAIs requiring constant observation.
(2) Use TA-312 Field Telephones for direct communications and establish redundancy with FM radio.
D.
Checkpoints.
(1) Designated checkpoints within and near the BSA speed navigation and dissemination of locations. It is easier to say, "QRF, go to checkpoint 8" after a quick glance at the map than it is to say, "go to NE 13859347."
(2) Post these on the R&S cartoon.
(3) Ensure all R&S players have the checkpoints.
E.
Communications.
(1) All communications means (wire, PRC-127, FM, MSE, etc.) funnel to the Base Cluster Operations Center (BCOC). The BCOC must have a competent technical communications manager present to troubleshoot and repair breakdowns.
(2) Minimize the use of "middlemen" or "relays." Reliable NRT information must travel directly from observer to the BCOC. Relayed information frequently becomes inaccurate or untimely.
F.
Battle
Stations.
(1) Assign positions in the BCOC for a Battle Captain, Recorder, Communication manager, and "Slack Man."
(a) The Battle Captain runs the R&S program. He should not become so involved in minutia that he loses the ability to objectively analyze the situation.
(b) The Recorder writes down all events in the log as they occur.
(c) The Communication Manager tends to the technical aspects of communications ensuring continuity.
(d) The "Slack Man" performs other duties as necessary such as posting events on the R&S cartoon and coordinating with BSA tenants or brigade.
(2) BCOCs are places of confusion, noise, and "strap hangers." Designate those personnel conducting and managing operations and identify their work stations. Employ all other personnel (the strap hangers) elsewhere. Enforce quiet and keep work stations orderly.
G.
Reporting/Debriefing.
(1) Establish reporting procedures and frequency.
(a) Use the SALUTE format for accuracy.
(b) Determine reporting frequency; either report specific events as they occur or use an established time for each R&S element. A periodic communication check with R&S elements establishes their status and condition.
(2) Develop and disseminate Priority Intelligence Requirements (PIRs) to all collection players, including vehicle/aircraft crews. Focus the debriefing system on collection of PIR.
(3) Have every vehicle driver returning to the BSA report through his company CP to the BCOC for debriefing.
(4) Establish pre- and post-mission briefings and incorporate the format in the FSOP (Figure 3).
| 1. | SIZE/COMPOSITION OF ELEMENT | 8. | ANY MAP CORRECTIONS INCLUDING NUCLEAR |
| 2. | TASK | DAMAGE TO TERRAIN | |
| 3. | TIME OF DEPARTURE | 9. | MISCELLANEOUS |
| 4. | TIME OF RETURN | 10. | RESULTS OF ENCOUNTERS WITH ENEMY |
| 5. | ROUTES OUT AND BACK | - EPW DISPOSITIONS | |
| 6. | TERRAIN (DESCRIPTION OF THE TERRAIN: DRY, | - IDENTIFICATION | |
| SWAMPY, JUNGLE, WOODED, BRUSH, ROCKY, DEPTH | - CASUALTIES | ||
| OF RAVINES, CONDITION OF BRIDGES, EFFECTS ON | - CAPTURED DOCUMENTS/EQUIPMENT | ||
| ARMORED/WHEELED VEHICLES | 11. | CONDITION OF YOUR ELEMENT, INCLUDING | |
| 7. | ENEMY | DISPOSITION OF DEAD OR WOUNDED | |
| - LOCATION | 12. | CONCLUSIONS/RECOMMENDATIONS | |
| - TIME ACTIVITY OBSERVED | |||
| - STRENGTH | ORGANIZATION/UNIT OF ELEMENT _________ | ||
| - ACTIVITY AND ATTITUDE | REMARKS BY DEBRIEFING OFFICER__________ | ||
| - WEAPONS AND EQUIPMENT | ADDRESS______________________ | ||
| - DISPOSITION | |||
| - POTENTIAL INTENTION | |||
| - NBC CAPABILITY | |||
| - COMMAND POSTS |
PIRS: Source: FM 19-4, p. 50
H.
Rehearsals.
Rehearse
all aspects of the R&S plan. Rehearsals refine the collection process and reduce
fratricide.
I.
Integration
with Brigade.
(1) Integrate the BSA R&S plan into the overall Brigade plan.
(2) Know BRIGADE PIRs, collection efforts, and reporting requirements.
(3) Eliminate duplication of effort by knowing the BRIGADE R&S plan.
5. SUMMARY
Linked to BSA weapons systems and fire support, a sound R&S plan equates into an effective BSA security plan.
A.
BSA security depends on early warning and accurate prediction of enemy intentions.
R&S provides the eyes and ears for the BSA. The FSB S2/S3 must quickly develop
and implement the R&S plan.
B.
After identifying the AO and the AI, develop the collection plan, organize
R&S assets and incorporate them into the BSA defense plan.
C.
Manage execution centrally with the R&S cartoon and by incorporating MPs, tenant
unit assets, communications into the Event Template and Decision Support Template.
D.
The FSB supports the brigade combat team; if
it cannot survive, it cannot support.
Military
Police Support to the Brigade Support Area
Peace
Enforcement Poses New Logistical Challenges
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