LESSON ONE

CONTROL OF OPERATIONS

OVERVIEW

TASK DESCRIPTION: In this lesson you will learn to identify considerations, command post and command post operations. LEARNING OBJECTIVE: TASK: Understand organizational consideration, post and command post

operations. CONDITION: Given the subcourse material for this training scenario and extracts as

applicable, the student will complete the practical exercise at end of this lesson.

STANDARD: The student will demonstrate his comprehension and knowledge of the task by displaying an understanding of operations.

REFERENCE: The material contained in this lesson was from FM 101-5.

INTRODUCTION The organization of a headquarters for combat operations is designed to facilitate the command and control process. It includes consideration of the physical means of accomplishing the mission, communications, control centers, information gathering systems, and the staffs, facilities, and equipment necessary to gather and analyze information, plan, and supervise execution.

PART A - ORGANIZATIONAL CONSIDERATIONS 1. Purpose. The commander determines the location, composition, and organization of the headquarters according to the requirements of the mission and the tactical situation. 2. Organizational Considerations. a. Organization of a headquarters for combat operations usually accomplished by grouping staff sections, or elements of the sections, by function to promote efficiency and

1 IN0515

staff coordination. This process may include dividing, or echeloning, the headquarters into separate command and control elements. b. Command post (CP) and their supporting automation and communications systems are high priority targets. They present radio frequency, thermal, acoustic, visual, and moving target signatures that are easy to detect even by an unsophisticated enemy. Unless their vulnerability is reduced, it can be assumed that they will be targeted for destruction or, as a minimum, subjected to disruption by electronic means. The following actions should be taken to provide for the survivability of the CPs:

• Locating them out of the range of enemy mortar. • Dispersion • Deception • Hardening • Frequent displacement

Under most circumstances, survivability requires that a combination of techniques be employed. Survivability measures must also be balanced against the requirement for retaining effectiveness. Frequent displacement might reduce the vulnerability of a CP to detection and subsequent targeting by artillery, but the ability of the CP to carry out its command and control functions may be affected. Additionally, a displacing CP becomes increasingly vulnerable to detection by moving target indicator radar. Therefore, the dilemma that must be resolved is the best balance achievable between survivability and effectiveness. An example of survivability and effectiveness factors are shown in Figure 1-1. During combat operations, some of the following considerations will affect the organization of the headquarters:

• Mission, tasks, and resource. • Functional responsibilities and authority. • Echeloning CP elements. • Size of command and control elements. • The commanders latitude. • Communications.

Mission, Tasks, and Resources must be in reasonable balance. The commander considers what must be done to accomplish the current mission and organizes and allocates sufficient resources to each element. The efficiency, effectiveness, and convenience of the commander and staff element are important concerns. Functional responsibilities and authority must be clearly established. Functional grouping of staff sections, or elements of the sections, promotes efficiency and coordination. When the command and control facility is echeloned, the authority of each echelon must be clearly defined in the SOPs.

2 IN0515

3 IN0515

Because large CPs are vulnerable to detection, survivability must be enhanced by echeloning CP elements on a functional basis and/or dispersing elements within CPs. By doing this, the size of the CPs can be minimized in any one area. A smaller command and control element is more mobile, requires less time to set up and displace, and requires less transportation. The commander is allowed greater efficiency and effectiveness by echeloning more than one command and control element. This redundancy enables him to move freely while maintaining necessary control and makes his presence felt where needed most to provide leadership and influence the battle. Communications with adjacent, subordinate, and higher headquarters is accomplished through one or more of the following systems:

• FM radio. • AM radio. • Multi-channel. • Radio teletypewriter. • Messenger.

Provisions for continuous communication during displacement must be provided for. Echeloning command and control elements depends upon effective, continuous communications. The signal officer must be included in the early stages of planning for the CP locations to ensure successful command and control. Contingency plans must be developed to provide for actions in the event of the loss of communications.

PART B - COMMAND POST AND COMMAND POST OPERATIONS 1. Command Post Structure. a. The most important function of the staff is to provide the commander with timely, accurate, and critical information. The integration of staff functions will assist the commander in synchronizing combat power at the right time, place and during the course of the battle. CPs are designated as • tactical command post • main command post • rear command post CPs are established to assist the commander in command and control functions of combat operations. Members of the commander's staff are organized within the CP for acquiring

4 IN0515

coordinating, and consolidating critical information required for command and control of combat operations. CPs at all levels must provide command and control for the entire battlefield. Decisions involving command and control of combat operations are made by commanders. Staff officers synthesize information and provide recommendations to the commander. b. Commanders Locations. Commanders will be located where they can assess accurately the combat situation, make timely decisions, and provide command and control of the combat situation. He may move forward to a critical point to influence the action by his presence. c. Levels of Command.

(1) Brigade. Brigade establishes a tactical CP, a main CP and also may designate an alternate CP. The brigade support area supports combat operations.

(2) Battalion establishes a tactical operation center (TOC) which serves as the main CP. When required, a command group may be formed to serve as a temporary tactical CP. An alternate CP also may be designated by battalion. d. Command Posts.

(1) Tactical Command Post. The tactical command post, when established, is the forward echelon of a headquarters, brigade level or lower. The tactical command post usually consists of staff elements as follows:

• S2 • S3 • fire support coordinator • tactical air control party (TACP) • air defense artillery (ADA) • combat service support (CSS) staff sections

(a) Staff responsibilities. The S3 is usually at the tactical CP and has staff

responsibility for the tactical CP. This CP is located well forward on the battlefield so the commander is near subordinate units and can directly influence the battle.

(b) Employment. Employment of a tactical CP close to the battle places the commander in a position to establish face-to-face contact with subordinate commanders. This face-to- face contact also enhances the leadership climate of a unit by demonstrating that the commander is sharing the hazards of the battlefield with his troops.

5 IN0515

(c) Displacement. The tactical CP is limited in size and is capable of being displaced

rapidly and frequently. Movement of the tactical CP is dictated by the flow of the battle and the desires of the commander. Continuous communication with forward elements, the main CP, and higher headquarters must be maintained at all times.

(d) Control of Operations. The tactical CP controls current operations and

• develops combat intelligence of the immediate interest to the commander • controls maneuver forces • controls/coordinates immediately available fire support • coordinates airspace and forward ADA operations • communicates CSS requirements to the main CP.

(2) Main Command Post. The main command post is located to the rear of the forward

deployed forces. The main CP consists of those staff activities involved in sustaining current operations and plans for future operations. The main CP operates under the control of the executive officer. The focal point for all operations is the tactical operation center (TOC). Within the TOC, staff activities are grouped functionally into elements or cells. The main CP consists of the

• S1, S2, S3, and S4 elements • fire support element • chemical element • tactical air control party (TACP) • airspace management element (AME), including elements of air defense artillery

(ADA) and army aviation staff. The main CP also exercise command and control of the current operation in cases where a tactical CP is not employed.

(a) Displacement. The main CP displaces with either a phased movement or a single move. The latter method is possible when a full-time tactical CP is employed. Continuous communication with forward elements, the tactical CP, and with higher headquarters must be maintained at all times.

(b) Current Operations. The main CP functions to sustain current operations and

6 IN0515

• Collect information for the commander.

• Acquire and coordinate combat support.

• Provide reports to higher headquarters.

• Provide a focal point for development of all-source intelligence.

• Coordinate requirements for rear area protection (RAP).

• Plan for future operations.

(3) Alternate and Rear Area Command Post. An alternate CP may be designated in

order to ensure continuity of operations during displacement or in case of serious damage to a CP facility. The alternate CP may be a subordinate headquarters. Provisions for alternate headquarters normally are established in SOPs. 2. Command Post Operations Structure. a. Structure. The dynamics of the modern battlefield will require the very highest level of organization and operational efficiency within CPs at all levels of command. The criteria used to determine essential functions and staff elements needed in the CP are:

(1) The need of the commander and subordinate unit.

(2) The contribution that each function makes to operations.

(3) The extent to which accomplishment of each function depends on coordination with other functions. Decision making is marked by commanders making decisions and staff officers providing critical information and recommendations to the commander. b. Operation and Organization. The commander establishes priority and defines level of authority within the CPs. The commander's desires and the experience level of his staff will determine the extent of operational authority, given to them. The commander's SOP will clearly lay out the authority, and also establishes procedures which clearly identify those CP activities and functions that must be accomplished on a routine basis. In all situations the staff will keep the commander informed. During the course of combat operations, the command post will receive, analyze, coordinate, and disseminate information which is critical to successful operations. To facilitate accomplishment of the mission, the staff maintains:

7 IN0515

• Journals • Situation maps • Information displays

c. Journals. A Journal is an official chronological record of events about a unit or a staff section during a given period of time. Journals are prepared and maintained during combat, training exercises, and other military operations. The assembled journals of the staff sections give a complete picture of the unit's operations for a given period and are a permanent record. The body of the journal contains five columns as follows:

(1) Column #1. Column number one contains the item Number. Each entry made in the journal is numbered consecutively beginning with the numeral "1." Item number one identifies the organization or installation.

(2) Column #2. This column denotes the "Time In," and "Time Out" of each incoming message received, or the time an event was reported. This column is used to record the time a message was sent out to a unit, or the time an action or event took place by the staff section or unit.

(3) Column #3. This column contains a brief synopsis of all essential details of the incidents, messages, orders, etc.. When supporting material is to be filed in the journal file, only information that can easily identify the item needs to be included. The date time group, subject, and priority of messages should be included as a minimum.

(4) Column #4. This column is the "Action Taken" column. It is used to indicate the immediate action taken by the unit. Symbols are used in the action taken column to indicate what actions has been taken on certain information. These symbols are usually posted on the bottom page of the journal. An example of these symbols are:

• F = File. • S = Staff distribution. • T = Distribution to troops. • M = Situation map.

(5) Column #5. The fifth column in the staff Journal is used for the initials of the

individual making the entry on a certain line of the staff Journal. Journal entries describe and fix the time and place of important events. Events are recorded as they occur. Journal entries record the purposes, subjects, and

8 IN0515

conclusions of conferences. Command decisions, summarization of plans and movement of units down to company battery, and troop levels in enough detail for locations to be pinpointed and traced. Journal entries also include dates of changes of command, changes in unit status, liaison activities, training activities, weather and other conditions affecting operations. Visits of commanders and staff officers of other headquarters, brief synopsis of orders, messages, conversations and summary statements of important events which have occurred during the period and plans for the following period, to include the reasons behind decisions and happenings are recorded. d. Journal Files. The journal file is a folder containing material that supports entries made on the Journal. Copies of orders, periodic reports, messages, memorandums, conference notes, maps, overlays, and other statistics and data, such as those shown in Figure 1-2, are included in this file. The item number assigned to an entry in the journal is placed on the corresponding supporting material, and the supporting material is filed in the folder in chronological sequence. The journal file is part of the journal. Journals and journal files are permanent records of a unit.

9 IN0515

10 IN0515

e. Workbook. A workbook, shown in Figure 1-3, is an informal, indexed collection of information obtained from written or oral orders, messages, journal entries, and conferences.

11 IN0515

A staff workbook aids in the staff officer's information collection effort, assists in maintaining a current estimate of the situation in the particular staff officer's field of interest, and serves as a ready reference for preparing plans, orders and reports. A staff workbook has no specific format. It is indexed normally by subject area, which may reflect the functional area for which the staff officer has responsibility. Workbooks are not permanent records and any material should be deleted when no longer required. f. Planning.

(1) Planning Sequence. The planning sequence, shown in Figure 1-4, is a series of nine steps representing a logical progression of command and staff actions required to develop plans. At higher staff levels, planning may be a formal process with separate and distinct steps. At lower levels, the process is usually a continuous, largely mental process.

(a) Forecast Requirements. Forecasting is the analysis and evaluation of facts and

trends to determine probable requirements and is the first step in the planning sequence.

• Purpose. The forecasting purpose is to predict what may occur. Higher headquarters may use command forecasts to begin the planning sequence. Subordinate commanders also may use these forecasts to begin their own studies and estimates. When planning and preparation begin early, the overall command reaction time is reduced. However, as actions are projected

12 IN0515

further into the future, fewer facts are available, more assumptions must be made, and the probability of forecast requirements occurring exactly as predicted diminishes greatly.

• Assumptions. Assumptions are an essential part of forecasting and are used

throughout the planning sequence. In the absence of facts, assumptions state conditions that must exist if a specific plan is to be put into effect. Different assumptions are used to develop alternate plans for various anticipated requirements. A subordinate planner treats a higher commander's assumptions as facts bearing on the problem.

• Additional Information. When additional information becomes available,

forecasts are modified to conform to the new situation. These changes necessitate corresponding changes in plans being developed or revisions to those plans already completed. All staff sections must be informed promptly of any changes so that planning and preparation will be coordinated throughout the command.

(b) Examine Requirements. The second step in the planning sequence is examining

probable requirements and establishing priority of further preparation. This step involves an analysis of forecast requirements and assumptions to determine the probability of their occurring, so that priorities can be established for further planning and preparation. At this stage, a planning program begins to emerge.

(c) Study Implications. The third step in the planning sequence is studying the implications and the interrelationships of the probable requirements to formulate an assumed mission, or missions. As a mission becomes apparent, the planning sequence parallels the commander and staff actions of the decision-making process.

(d) Analyze Mission. Analyzing the mission to determine the specific tasks to be performed, their complexity, and their relative importance is the fourth step in the planning sequence. At this step the planning tasks and the phasing of planning tasks begin to emerge.

13 IN0515

(e) Establish Guidance. The fifth step in the planning sequence is establishing guidance for specific tasks. Planning guidance keeps all planners moving in the same direction at the same time. It makes concurrent planning easier by providing the foundation for planning studies. Guidance may be

• Oral planning directive on specific tactics. • Key factors from the analysis of assigned or assumed missions. • Courses of actions. • Forecasts. • Procedures from the commander. • Policy statements by the commander. • Directives and oral orders from higher headquarters, including the mission,

means available, limiting considerations, special instructions, and SOPs.

(f) Prepare Studies. Planning studies determine the key factors in an undertaking and explore these factors in detail. The sixth step in the planning sequence is preparing planning studies. Types of planning studies most frequently used in this step are:

• estimates. • staff studies.

These estimates and studies start as results of general planning and are carried forward continuously. They can be adapted quickly to specific situations. They assist in formulating courses of action and in assessing the feasibility of courses of action being considered, to include ethical implications.

(g) Select Courses Of Action. Selecting courses of action is the seventh step in the planning sequence. An outline plan is prepared for each retained course of action. These outline plans are based on previously completed planning studies. Because preparation for all reasonable contingencies is the aim of the planning sequence, consideration of courses of action involves more than elimination of all but one course of action. Several feasible courses of action may be retained so that the command is prepared for all likely contingencies. In a specific operation, each plan is built on a single course of action. Additional courses of action may be retained to use as alternate plans.

(h) Prepare Plans. The eighth step in the planning sequence is preparing the complete plan. The outline for this step provides a framework from

14 IN0515

which all details necessary to build a complete plan may be added. These details may come from the original estimates and studies of the problem or from new studies developed as the planning progresses.

(i) Conduct Rehearsals. Conducting rehearsals is the ninth and last step of the planning sequence. This step may or may not be taken, depending on the command level, the time, and the facilities available. Conducting rehearsals when time, resources, and security permit is good practice and allows for timely cancellation, revision, or refinement of plans.

(2) A plan that is developed in the planning sequence is not necessarily implemented on completion. As new information becomes available or as events occur, the plan is reviewed and revised accordingly. g. Organization and Planning Methods. There are four fundamental methods of organizing the staff for planning:

• Use the existing organization without change. • Create a permanent planning section or subsection. • Create a temporary planning committee. • Use a combination of the above methods.

(1) Existing Organization. The first method applies to normal operation of the unit and

generally is preferable to the other methods. Each staff member contributes to the overall plan, but remains in his normal assignment and location. Coordination is made by the planners with staff officers in other sections or levels of command by exchanging visits and correspondence.

(2) Permanent Planning Section. In the second method, a specially created agency does all the long range planning for the organization. This leaves the other agencies free to concentrate their efforts on short range plans and current operations. When current operations are intense and operations personnel have very little time for planning, this method is very useful. This method is also useful when current and future operations are not closely connected. For these plans to be successful, additional personnel must be staffed to the planning sections and subsections. Extra facilities will also be provided for complete separation of the planning and operational staff.

(3) Temporary Planning Committee. The third method is the ad hoc committee method, and is often created to resolve specific problems or to devise a specific plan of action. The staffing of this committee will divert personnel from their normal duties.

15 IN0515

If possible, these committees should be used only to prevent a staff from becoming overextended or when a special planning action is required.

(4) Combination of Methods. The fourth and final method is the assembly of a planning section to work on planning tasks of common interest. Upon completion of the tasks the planners will return to their sections to prepare their own assigned portions of the overall plan using the existing organization. In summary, two methods are commonly used to determine the units, actions, procedures that must be followed to accomplish an assigned mission, and the sequence. One method is to work backward beginning with the time specified to achieve the objective. The relative time sequence and organizational placement will emerge from this technique. It becomes apparent as the visualization continues that a need for specific tasks, conditions, or assumptions and their relative placement. To begin with the current position and plan through each intermediate step to the final objective, another method must be used. The important thing is to choose a starting point and then proceed to a logical conclusion. h. Planning Program. A planning program is a schedule for performing a series of planning tasks in a particular order. It is a valuable aid in coordinating all matters essential to the planning process. An analysis of the work to be performed during planning establishes the specific planning tasks that must be completed and the sequence for their completion. A schedule or checklist based on the analysis, should be developed early in the planning sequence. This development will facilitate the solution of problems in logical progression. i. Phasing. The phasing of planning tasks ensures the completion of specific tasks in logical sequence. Phasing facilitates coordination of concurrent planning by different headquarters. All tasks should be analyzed before they are phased. When phases are established they should allow sufficient time for each level of command to complete its assigned tasks. Phases should also provide for timely distribution of information to subordinate units. However, some overlapping of phasing is inevitable, because planning proceeds concurrently. Frequently, a task in one phase of the planning sequence begins before some tasks in a preceding phase are completed. Phasing consist of the following six phases:

• Preliminary Phase. • Initial Phase. • Preparation Phase. • Approval Phase.

16 IN0515

• Publication Phase. • Execution Phase.

(a) Preliminary Phase. The preliminary phase is based on logical assumptions

concerning future operations or on knowledge of the tentative plans of higher headquarters that is available before receipt of the formal directive.

(b) Initial Phase. After the directive is received, plans are initiated based on limited information and planning guidance. This phase includes preparation of staff and commander's tentative estimates and plans.

(c) Preparation Phase. During this phase draft plans are prepared based on more complete information, firm planning guidance, and detailed estimates resulting in the commander's decision and concept of operation.

(d) Approval Phase. In the approval phase the commander reviews, refines, and approve the plan.

(e) Publication Phase. After the commander has approved the plan it is then published.

(f) Execution Phase. The publishing headquarters provides assistance to the lower levels in completing their plans and in conducting their rehearsals. Instructions to execute the plan is disseminated usually by fragmentary orders or are contained in coordinating instructions. j. Time and Security Elements. The time required to plan and initiate an operation varies with the size of the unit. An operation at battalion level may be planned and initiated within a few hours. In this situation the plan may result from a brief estimate of the situation and a decision that is applicable to the immediate future. An operation planned at higher levels may take several months to prepare, plan, and initiate. The amount of detail considered in the preparation of the plan will vary, depending on the size and type of command, the experience of the troops, the complexity of the operation, the factors of combined or joint participation, and the time available for planning. A planning time discipline guide is shown in Figure 1-5. To reduce planning time, use the following measures:

(1) Standing Operating Procedures (SOPs). SOPs are standing orders. Incorporating routine procedures in an SOP reduces the number of details that require explanation and the SOP promotes understanding and teamwork among commanders, staff, and troops.

17 IN0515

18 IN0515

(2) Concurrent Planning. Concurrent planning by different levels of command and different staff sections conserves time and promotes the early detection and solution of problems. Higher levels of command will still provide information and instructions to the subordinate units. Coordination ensures that the element of planned action fit together. This coordination includes:

• establishment of phases in planned operations as points where actions of forces fit

together. • establishment of phases in planned operations as points where positions of forces

fit together.

(3) Coordination. Planning is coordinated through staff conferences and liaison visits between the units and agencies concerned. Coordination between higher and subordinate units, through conferences and visits during planning, helps pinpoint problems and their solutions. The extent to which planning can be concurrent depends on many factors, including:

• time and distance between the levels of command. • security considerations in the command.

(4) Subordinate Units. Each subordinate unit involved in the operation performs its own

planning based on that of the next higher level. Allocation of adequate time for subordinate unit planning is a consideration at each level. If this time is not provided, confusion will be created at lower levels and negate the planning efforts of the higher headquarters. Supporting units have a special consideration that adds to the complexity of their planning. All elements must consider the following:

• Physical environment. • The enemy. • Higher headquarters.

(5) Supporting Elements. Supporting elements must base their planning on the plan of

the supported command. The various courses of action that the supported unit may take, during the execution, have great impact on the planning of a supporting agency and demand flexibility in the execution.

(6) Security. Careful consideration by all staff officers of the special problem facing supporting units will assist supporting elements in planning for rapid response to the supported units. Security is an important consideration in planning for future operations. To retain initiative and surprise, it is necessary to deny the enemy knowledge of the:

19 IN0515

• Location. • Time. • Means to employ in a forthcoming operation.

Measures are taken to control access to the area where the planning is taking place. Planning documents will also be controlled in this area, and special measures are established for handling classified material. These measures include:

• Establishment of a restricted list of personnel who have access to elements of the plan.

• Special passes and other identification means for those visiting between headquarters and between staff sections in a large headquarters.

• Separate offices for the recording, distribution, and transmittal of documents.

PART C – REPORTS 1. Reports. Periodic reports and summaries are submitted to higher headquarters at prescribed times with the information in a format established in the unit SOP or orders. Information is reported at the end of the prescribed period, with an update of events and changes since the previous report. Other periodic reports and summaries are compiled by individual coordinating staff officers covering aspects of the situation within their field of interest. The following are some common as-required reports:

• Patrol report. • Bombing report, shelling, and mortaring reports. • Nuclear, biological, and chemical reports. • Nuclear strike warning. • Meaconing, intrusion, jamming, and interference reports.

Spot reports are used to report information of immediate value. This information can be in the form of enemy activity, contact or loss of contact, and changes in existing conditions. No specific format is prescribed for the spot report. However, the spot report should answer the who, what, when, where, and how. All actions taken and the results should be reported.

20 IN0515

21 IN0515

a. Operational Situational Report.

(1) Enemy. The operational situational report format, shown in Figure 1-6, is used to show the enemy units in contact, how their reserves can affect the present situation, a brief synopsis of their activities during the reporting period, the estimated strength, and means of getting material to continue their mission. This report also, reports the morale of the enemy and their knowledge of our situation.

(2) Own Situation. This report will show the location of friendly forward elements, headquarters, and boundaries, location of adjacent units and supporting troops, brief description and results of operations, and noneffective units.

(3) Combat Service Support. A general statement about the combat service support situation if other than normal, as directly affects the situation will be covered in this paragraph.

(4) General. Any information not covered in any other paragraph will be covered in this paragraph.

(5) Commander's Evaluation. This paragraph will be completed when directed by higher authority. b. Periodic Intelligence Report (Figure 1-7).

(1) General Enemy Situation. This paragraph contains a brief summary of enemy operations. Augmenting details are furnished in the following paragraphs. A brief highlight of the enemy situation and the significance of the enemy's major activities are included in this paragraph, to include marked changes in morale, strengths, tactics, combat effectiveness, and their equipment.

(2) Enemy Activities. This paragraph provides details of the situation summarized in paragraph (1). Detailed intelligence in this paragraph covers all operational activities. This information may be presented by overlay or graphically, printed maps, sketch maps, and annexes. Subparagraphs are omitted when intelligence is not available or adequately covered by other portions of this report.

(a) Ground. This portion of the report primarily includes activities of combat arms, reserves, and reinforcements. Also, included is the enemy defenses, minefields, fortifications, barriers, obstacles, and other defense works.

(b) Air. Air force activities, such as bombing, close air support, tactical air reconnaissance and surveillance, and air-support operation will be included in this paragraph.

22 IN0515

23 IN0515

(c) Airborne.

(d) Irregular.

(e) Nuclear, Biological, or Chemical Operations.

(f) Electronic Warfare.

(g) Others. This paragraph normally include those things other than combat arms, comments not covered in other paragraphs.

(3) Order Of Battle. Normally this paragraph will consist of reference to the enemy situation map (or overlay) and the order of battle annex, which is developed using the format shown below:

• Composition and Disposition. • Strength. (Losses and Current Strength) • Tactics. • Training. • Combat Service Support. • Combat Effectiveness. • Miscellaneous Data.

(4) Counterintelligence. This paragraph or its parts, should be issued as an annex if a

limited distribution is required. This paragraph covers a short summary of the general counterintelligence situation, espionage, sabotage, subversion, communication and noncommunication security, and miscellaneous details.

(5) Weather and Overlays. Paragraphs five and six will give a brief summary of the effect of weather on an operation and special maps and overlays that will impact on future operations.

(6) Analysis and Discussion. This paragraph lists and discusses briefly enemy capabilities and vulnerabilities. The conclusions present the commander's assessment of the most probable course of action available to the enemy in order of probability of adoption and vulnerabilities that are exploitable by own, higher, or lower level of command. The following areas are included in the analysis and discussion:

(a) Enemy Capabilities. (b) Enemy Vulnerabilities. (c) Conclusions.

24 IN0515

25 IN0515

26 IN0515

c. Periodic Personnel Report. The periodic personnel report format, shown in Figure 1-9, covers a much larger area than the operational situation report. This report includes:

• Unit Strength. • Personnel Service Support. • Civilian Personnel. • Enemy Prisoners of War and Civilian Internees/Detainees. • Health Services. • Maintenance of Discipline, Law and Order. • Headquarters Management. • Miscellaneous.

d. Periodic Logistic Report (Figures 1-10 and 1-11). This format will cover the supply status, maintenance, transportation, and other services. The logistic situation at the end of the period will show location of boundaries, installations, trains, and troops pertaining to supply, evacuation, transportation, service and miscellaneous. The support strength will show the average strength support during a certain period, including military personnel, civilian labor, enemy prisoner of war, and civilian internees/detainees. A status of supply will be shown for each item of supply and water that is critical or important at that time. For each service and procurement, the quantity and value of material will be shown when purchased locally. All miscellaneous items such as; salvage items, captured enemy material, forms, publications, exchange items, civil affairs supplies, and special services supplies will be accounted for.

(1) Maintenance and Transportation. All items awaiting maintenance will be shown by quantity of principal items or class of equipment awaiting maintenance on hand at the start of period, received, completed, and on hand at end of period. Also, deadlined equipment by type and reason, and items of equipment evacuated will be shown. For each type of vehicle or motive power, show total available and operating. Indicate breakdown of deadlined equipment by categories of maintenance.

27 IN0515

28 IN0515

29 IN0515

30 IN0515

(2) Service and Miscellaneous. List each principal project showing percentage of completion and projected operational and completion date for each construction project. For the principal installations of each service not covered above, show workload on hand at start of period, received, completed, and on hand at end of period, classified to conform to the class of work performed. Under grave registration all burials completed and dead awaiting burial (own and enemy) number of dead, including identified and unidentified will be shown. The location of cemeteries and burial sites will also be shown. Changes during the period and activities relative to anticipated changes will be listed under boundaries. The headquarters location, changes in assignment, plans and orders, and other logistical matters will be shown in this area. e. Periodic Operation Report (Figure 1-12).

(1) Own Situation At End Of Period. A statement of the situation as it exists at the end of the period, to include any special conditions that should be brought to the attention of higher headquarters, the location of major troop units, and pertinent activities of each. As much detail as possible is indicated graphically on a situation overlay or a map.

(2) Information Of Adjacent Units and Supporting Troops. Any information relative to activities of adjacent and supporting units during the period that are important to the operations of the command, to include operations of air, naval, and ground units.

(3) Own Operations For the Period. A resume of the operations that have been carried out by the major subordinate combat units of the command, include any activities of operational importance and movements of units. Details may be shown on a situation overlay or map.

(4) Combat Efficiency. A statement of the combat efficiency of the command, to include any pertinent changes during the period. Considerations will be given to morale, strength, status of training, status of health, status of supplies and equipment, and time that units have been in contact.

(5) Results of Operation. A statement of the results of operation conducted by the command, as a whole, and by major subordinate combat units to include any specific results that would have an effect on the assignment of future missions. Any details of successes or failures of interest to the next higher command are included.