Training and Evaluation Outline Report

Training and Evaluation Outline Report Status: Approved 28 Mar 2017 Effective Date: 08 Feb 2018 Task Number: 71-BN-7361 Task Title: Organize Foreign Security Forces for Battalion Distribution Restriction: Approved for public release; distribution is unlimited. Destruction Notice: None Foreign Disclosure: FD1 - This training product has been reviewed by the training developers in coordination with the Fort Leavenworth, KS foreign disclosure officer. This training product can be used to instruct international military students from all approved countries without restrictions. Supporting Reference(s): Step Number Reference ID Reference Name Required Primary ADRP 3-0 Operations Yes No ADRP 5-0 The Operations Process Yes No ADRP 7-0 Training Units and Developing Leaders Yes No ATP 3-05.20 SPECIAL OPERATIONS INTELLIGENCE Yes No ATP 3-07.10 FM 3-22 (Change 001, 21/06/2013) Multi-Service Tactics, Techniques, and Procedures for Advising Foreign Forces ARMY SUPPORT TO SECURITY COOPERATION Yes Yes Yes No Conditions: The battalion receives an order from higher headquarters or the commander derives a mission to organize a foreign security force (FSF ) across all phases of military operations. The commander issues guidance on organizing a foreign security force in an operational environment that is dynamic and complex, against a hybrid threat. Four operational variables of PMESII-PT are present. The order from higher headquarters includes all applicable overlays and or graphics, area of operation (AO) boundaries, control measures, and criteria for subsequent tactical actions. All necessary personnel and equipment are available. The unit standard operating procedures (SOP) includes guidance on organizing a foreign security force across all phases of military operations. The unit may deploy as a whole or as teams/sections to support specific mission requirements. The commander, the sponsoring United States Government (USG) agency, country team, or the United States (U.S.) unit and host nation (HN) approve the unit's concept of operations (CONOPS). The HN forces, along with the unit's counterparts, are present. The HN unit commander's intent and desired scheme of maneuver may not allow the missions to be executed in harmony with the guidance received by the unit's higher command. The missions may have specific limited objectives or they may have a series of objectives as part of a larger operation or campaign. The unit's in-country mission command, control, communications, and intelligence; combat support; and logistics support relationships are established. However, they are subject to change in accordance with (IAW) mission, enemy, terrain and weather, troops and support available-time available and civil considerations (METT-TC). The command post is operational and the mission command system is processing information. Note: The condition statement for this task is written assuming the highest training conditions reflected on the Objective Task Evaluation Criteria Matrix required for the evaluated unit to receive a Fully trained (T) or Trained' (T-) rating. However, a unit can only receive a T/T- rating if the task is executed under these conditions during an EXEVAL. This task should not be trained in MOPP 4. Standards: The battalion organizes a foreign security force for the mission. The battalion plans and establishes logistical support, training support, and mentors to HN leadership to achieve mission success. 85% of the battalion leaders and 80% of Soldiers are present at training against the battalion's authorized strength. The battalion attains 90% on performance measures, 100% on critical performance measures, and 90% on leader performance measures achieving a Fully trained (T). Unit plans for internal and external force protection and coordinates for mentorship, system development, training support, and logistical support in accordance with (IAW) ATP 3-37.10, established timelines, the commander s intent, orders from higher headquarters, and standing operating procedures (SOP). NOTE: Leader is commander, executive officer, command sergeant major, executive officer, S1, S2, S3, S4, S6, subordinate company commanders and first sergeants. Live Fire: No Page 1

Objective Task Evaluation Criteria Matrix: Plan and Prepare Execute Assess Operational Environment CO & BN Training Environment (L/V/C) Training/Authorized % of Leaders Present at % of Soldiers Present at External Eval % Performance % Critical Performance % Leader Performance Task Assessment >=85% >=91% >=90% T Dynamic and Complex (4+ OE Variables and Hybrid Threat) Dynamic (Single Threat) Night Day Live, Constructive. 75-84% 65-74% 60-64% >=80% 75-79% 60-74% Yes No 80-90% 65-79% 51-64% All <All 80-89% <=79% T- P P- Static (Single Threat) <=59% <=59% <=50% U Remarks: None Notes: Task steps and standards apply to any Soldier participating in organizing a HN unit. Individual Soldiers will execute other task steps and standards as they apply IAW their relationship with the HN unit they are organizing. Depending on the mission, some of the performance steps may not be used and others will have to be considered. It is critical for units to conduct an intensive mission analysis to understand on what areas they will be advising; then build their team and train to standard, ensuring mission success. Safety Risk: Low Cue: None Task Statements N/A DANGER Page 2

WARNING N/A CAUTION None Page 3

NOTE: Assess task proficiency using the task evaluation criteria matrix. Performance Steps and Measures NOTE: Asterisks (*) indicate leader steps; plus signs (+) indicate critical steps. STEP/MEASURE GO NO-GO N/A Plan + 1. The battalion receives the mission to organize a foreign security force. +* 2. The commander and staff execute the operations process to organize foreign security forces. * a. The commander, supported by the staff, drives the operations process through the activities of understand, visualize, describe, direct, lead, and assess in accordance with established timelines, the higher commander s intent, orders from higher headquarters, and standard operating procedures. * b. The commander practices the mission command philosophy. * c. The commander informs and influences relevant audiences. +* 3. The battalion plans to maintain continuity of mission command. +* a. Mission Command-The commander decides what planning methodologies to employ during planning process, which include Army Design Methodology, Military Decision Making Process (MDMP), Rapid Decision Making and Synchronization Process. + b. The staff, led by the executive officer (XO), conducts the operation planning process. * c. The commander expresses his intent in a clear and concise manner. d. The staff, led by the S3, publishes a Warning Order (WARNO) (at least one after receipt of mission). e. The S2 collaborates with the S3 to produce a synchronized and integrated information collection plan focused on answering commander's critical information requirements (CCIR). f. The staff, led by the plans officer, develops an assessment plan to use throughout the operation. (1) Gather tools and assessment data. (2) Understand current and desired conditions. (3) Develop an assessment framework. (a) Measures of Effectiveness (MOE) to assess changes in system behavior, capability, or operational environment that is tied to measuring the attainment of an end state, achievement of an objective, or creation of an effect (example: Can the division communicate with other commands?). (b) Measures of Performance (MOP) to assess friendly actions that are tied to measuring task accomplishment (example: Was the enemy action able to affect mission command?). g. The staff, led by the S4, coordinates supplies and services to support the command. (1) Logistics support. (2) Medical support. (3) Engineer support. (4) Refuel support. (5) Maintenance support. h. The staff, led by the S6, develops the communication plan, and includes: (1) Communication support available (mobile subscriber equipment (MSE) coverage). (2) Modifications in signal operating instructions (SOI). (3) Frequency changes/alternate means of communications (between command nodes and subordinate commands). (4) Anti-jamming plan. (5) Retransmission (RETRANS) capability. (6) Dead space and the plan to mitigate it. * i. The commander, assisted by the staff, conducts risk assessment to identify possible hazards in the given operational environment and develops control measures to minimize the hazards. j. The staff, led by the S3, publishes an order including details for succession of command. * k. Movement and maneuver. Led by unit commanders: (1) Conduct parallel planning. (2) Refit and reconstitute their units. (3) Organize for tactical movement. l. Intelligence. The staff, led by the S2: (1) Conducts Intelligence Preparation of the Battlefield (IPB) specific to protecting mission command systems. (a) Evaluate military aspects of terrain. (b) Evaluate weather effects. (c) Evaluate civil considerations. (d) Develop threat capabilities. (e) Develop threat models. (f) Identify high value target list. (g) Develop an event template and matrix. Page 4

(h) Analyze key decision-makers, the decision-making processes, and communications systems. (i) Identify adversary information capabilities and vulnerabilities. (j) Analyze friendly information related capabilities and vulnerabilities. (k) Identify gaps in current intelligence on adversary information efforts. (l) Develop high priority information targets. (m) Determine probable information operations courses of action (COA). (n) Assess the effects of information operations on friendly and enemy operations. (o) Recommend essential elements of friendly information. (2) Conducts activities, such as research, intelligence reach, and analysis. (3) Generates intelligence knowledge. (4) Develops the initial intelligence estimate. (5) Establishes the intelligence architecture and tests access to the intelligence enterprise. (6) Establishes effective analytic collaboration. (7) Establishes liaisons. (8) Establishes reporting procedures. (9) Establishes formats and standards for products. (10) Plans refinements, back briefs, standard operating procedure (SOP) reviews, rehearsals, and coordination with various elements and organizations. (11) Provides intelligence portions of the order. (12) Identifies the enemy s center of gravity and how maintaining continuity of mission command will affect the center. m. Fires. The staff, led by the fire support officer, conducts the decide phase of targeting, resulting in these final products: (1) High-payoff target list (with S2). (2) Target selection standards. (3) Attack guidance matrix. (4) Targeting synchronization matrix. (5) Fire support tasks. (6) Target detection inputs to the information collection plan/matrix. (7) Associated measures of performance and measures of effectiveness. (8) Submitted information requirements to staff and subordinate units. (9) Terrain management for general support artillery units. (10) Task organization for fires assets. n. Sustainment. The staff, led by the S4: (1) Conducts a comprehensive analysis of host nation capabilities and incorporates this resource, if available. (2) Develops priority of support. (3) Develops operational reach. (4) Develops unit consumption report. o. Protection. The staff, led by the S3, integrates IPB, risk management, and targeting process to develop a scheme of protection during the planning, preparing, and execution of the tactical task. (1) Identifies threats and hazards. (2) Assesses threats and hazards to determine risk. (3) Develops preventive measures. (4) Integrates protection tasks. (5) Integrates an electromagnetic spectrum (EMS) usage plan. (6) Develops a critical asset list (CAL)/defended asset list (DAL). (7) Reviews critical site security. (8) Reviews the unit OPSEC plan (standard operating procedure (SOP)). (9) Coordinates a plan for enemy prisoners of war. (10) Coordinates rear area security. (11) Coordinates a plan for displaced civilians. (12) Coordinates host nation security cooperation. Prepare * 4. The battalion prepares by coordinating with the Country Team and higher headquarters to determine team make up, requirements, support etc. a. Determines if unit can support the mission with internal assists. Submits request for forces (RFF) to support missions outside their expertise. b. Conducts an area study. c. Determine language and cultural requirements to support the mission. + 5. The battalion staff conducts mission analysis. Page 5

a. Conducts MDMP to determine mission requirements. b. Analyzes the higher headquarters operations order and requirements. c. Prepares special staff estimates. d. Analyzes operations, to include forces required and HN training program. e. Determine FSF generating and operating force requirements. + 6. The battalion prepares for participation in the operation. a. Ensures primary, alternate, and emergency communications between elements are established and functioning IAW the resources available. b. Disseminates unilateral contingency plans to all Soldiers and rehearses them using, as a minimum, a brief back. c. Determines material requirements. d. Submits pre-mission reports to the Country Team and next-higher U.S. commander IAW requirements in the unit's OPORD. e. Integrates advisors or other designated personnel into the planning process. + 7. The commander (along with any staff members he may designate), higher headquarters and Country Team reviews the HN units' organizational plan. a. Recommends improvements to the organization needed to maximize the strengths and minimize the weaknesses of the available assets, counter the anticipated threat, allow for swift transitions in the organization for contingencies. b. Recommends any other improvements needed to ensure the organization plan is complete, to include the recruitment and selection of Soldiers considers ethnic groups and human rights. c. Determines the expertise and number of personnel required to execute each mission. d. Determines the flow of support to the HN and time spent by each team to conduct their assigned mission. + 8. The battalion leadership executes organization of the foreign security forces by establishing rapport with the Country Team, Unified Action Partners (UAP), and HN force leaders, as required. a. Establishes working relationship with their leaders and subordinates and convinces them to accept United States operational guidance. b. Recommends improvements to the organization needed to maximize the strengths and minimize the weaknesses of the available assets, counter the anticipated threat, and allow for swift transitions in the organization during contingencies. c. Recommends other improvements needed to ensure the organizational plan is complete, to include the recruitment and selection of Soldiers considers ethnic groups and human rights. Execute + 9. Battalion Soldiers assist their counterparts before, during and after HN organization. a. Monitor unit and staff organizations IAW their functional areas of responsibility and recommend improvements or corrections, as needed. b. Monitor the technical or tactical execution of individual tasks and recommend improvements or corrections, as needed. c. Assist in the development of SOPs and other plans as required by the situation. d. Note recurring or significant problems or events for reference during the end-of-mission debriefing. + 10. Unit assists HN on selection and recruiting efforts. a. Assists HN on a recruitment plan for each type of security force element (i.e. military, paramilitary, police, intelligence, etc.). b. Establishes an appropriate HN Vetting and screening process. c. Unit assists HN with pay/allowances, promotion and other incentive programs are addressed equally amongst all ethnic groups. d. Unit ensures that recruiting centers are in safe and secure areas. e. Unit assists HN in establishing personnel accounting procedures. + 11. The battalion organizes HN units. a. Unit coordinates with the Country Team and HN on criteria for organizing their forces. b. Based on established criteria, organizes elements into recognizable units to facilitate their integration into larger units. + c. Applies all major considerations of organization when organizing the force. Considerations are: (1) Effectiveness of the area command. (2) Degree of force organization. (3) Extent of cooperation between forces and local civilians. (4) The enemy or any adversary s located in or near the HN. (5) Assess terrain and weather conditions in the area of operations (AO). (6) Degree of development in the section or area. (7) Determine appropriate doctrine and/or SOP to support the FSF. + 12. The battalion assists in organizing an indigenous HN staff capable of providing essential personnel, intelligence, operations, training and supply functions. + a. The Unit Executive Officer (XO) assists in organizing HN Forces into a functional staff. Page 6

(1) Monitors all HN staff sections and recommends changes in organization and procedures, as necessary, to improve efficiency. (2) Assists his counterpart(s) during periods when he is in command of the HN force in the absence of the commander. (3) Monitors liaison and coordination with higher HN headquarters, and recommends changes to improve efficiency, as necessary. (4) Informs the commander of any significant problems identified and his recommendations for rectifying them. (5) Reports human rights violations through the chain of command. b. The sustainment warfighting function (WfF) unit S-1 organizes HN counterpart in administrative functional area duties. (1) Monitors the maintenance of HN unit strength and recommends improvements, as necessary. (2) Monitors HN unit morale and recommends actions to improve it, as necessary and IAW HN custom. (3) Monitors HN unit discipline and maintenance of order, and recommends actions to improve it IAW HN custom, as necessary. (4) Informs the commander of any significant problems identified and his recommendations for rectifying them. + c. The intelligence WfF, unit S-2 organizes his/her HN counterpart on operational functional area duties. Note: The S-2 MUST ensure he has approval to share information with HN counterparts. (1) Assists in updating the running estimate. (2) Assists in answering all requests for information. (3) Assists in ensuring priority information requirements (PIR) are answered. (4) Assists in ensuring intelligence requirements are met. (5) Trains the proper use of information and intelligence. (6) Trains how to identify threat efforts at deception and denial (affecting the information operation). (7) Trains the integration of both internal and external information and intelligence gathering techniques. d. The movement and maneuver WfF, unit S-3 organizes the HN counterpart in operational functional area duties. (1) Assists in the preparation of all orders and plans. (2) Assists in the supervision of training and preparations for operations. (3) Makes recommendations to ensure that operations are consistent with overall unit goals. (4) Informs the commander of any significant problems identified, and his recommendations for rectifying them. e. The sustainment WfF, S-4 organizes HN counterpart in supply and logistics area duties. (1) Monitors the maintenance of equipment readiness, recommending improvements, as necessary. (2) Monitors the support provided to the HN unit, its subordinate units, and attachments and recommends improvements, as necessary. (3) Assists in the supervision of the use of transportation assets. (4) Informs the commander of any significant problems identified and his recommendations for rectifying them. f. The protection WfF, provost marshal, organizes HN counterpart in operational functional area duties. (1) Continues to coordinate and conduct liaison. (2) Advises on rehearsals (quick reaction forces). (3) Advises on security operations. (4) Advises on critical site security. (5) Advises on enemy prisoners of war. (6) Advises on rear area security. (7) Advises on displaced civilian procedures. + 13. The battalion conducts end-of-mission activities. a. Participates in HN unit debriefing, encouraging the HN unit commander and important subordinates to realistically appraise the HN unit's organization and to modify their structure to improve future performance. b. Conducts a unilateral debriefing to identify recurring or significant problems for both units. c. Modifies the unit's planned foreign security assistance mission execution to correct identified problems. d. Makes recommendations for awards for both units' personnel, as applicable. e. To facilitate a smooth transition, completes an AAR and submits it to their higher headquarters and the country team to assist in the continued development of HN capabilities. f. To facilitate a smooth transition, completes an AAR and submits it to their higher headquarters and the country team to assist in the continued development of HN capabilities. Assess Page 7

+* 14. The commander, supported by the staff and subordinate commanders, assesses the operation and directs adjustments to ensure that operations remain aligned with his intent throughout the entire operation. a. Implement assessment plan, following the assessment steps: (1) Gather tools and assessment data. (2) Understand current and desired conditions. b. The battalion implements directed changes to operations. c. Conduct AARs with implementing / effected units. TASK / PERFORMANCE EVALUATION SUMMARY BLOCK Training Unit ITERATION 1 2 3 4 Date of Training per Iteration: Day or Night Training: Day / Night Day / Night Day / Night Day / Night # % # % # % # % Total Leaders Authorized % Leaders Present Total Soldiers Authorized % Soldiers Present Total Number of Performance Measures Total Number of Critical Performance Measures Live Fire, Total Number of Critical Performance Measures Total Number of Leader Performance Measures % Performance % Critical Performance % Critical Performance % Leader Performance MOPP LEVEL Evaluated Rating per Iteration T, T-, P, P-, U Mission(s) supported: None MOPP 4: Never MOPP 4 Statement: None NVG: Never NVG Statement: None Prerequisite Collective Task(s): Step Number Task Number Title Proponent Status 71-BN-5111 Conduct the Military Decision Making Process for Battalions 71 - Combined Arms (Collective) Approved Page 8

Supporting Collective Task(s): Step Number Task Number Title Proponent Status 19-BDE-2171 19-BN-2171 Integrate Force Protection Activities for the Security Forces Assistance Brigade Coordinate Force Protection Activities for the Security Forces Assistance Battalion 19 - Military Police (Collective) Approved 19 - Military Police (Collective) Approved 41-BN-1506 Prepare an Area Study For Battalion 41 - Civil Affairs (Collective) Approved 55-9-4874 Plan Redeployment (Battalion-Echelons Above Corps) 55 - Transportation (Collective) Approved 63-BN-4878 Provide Internal Sustainment for Battalion. 63 - Multifunctional Logistics (Collective) Approved 63-BN-4881 Integrate Battalion Sustainment Activities for the Security Force Assistance Brigade. 71-8-6717 Plan for Possible Improvised Explosive Device Threats (Battalion - Corps) 71-BN-7364 71-BN-7370 71-BN-7372 Support the Rebuilding of Foreign Security Forces for Battalions Support Task Organization of Foreign Security Forces for Operations for Security Forces Assistance Brigade Infantry Battalions Support the Operations Process for Security Forces Assistance Brigade Infantry Battalions 63 - Multifunctional Logistics (Collective) Approved 71 - Combined Arms (Collective) Approved 71 - Combined Arms (Collective) Approved 71 - Combined Arms (Collective) Approved 71 - Combined Arms (Collective) Approved OPFOR Task(s): None Supporting Individual Task(s): Step Number Task Number Title Proponent Status 150-SFA-0001 Analyze Cross-Cultural Communications In A SFA Environment 150-SFA-0002 150-SFA-0003 150-SFA-0004 150-SFA-0005 150-SFA-0006 Conduct Interactions With Host Nation Foreign Security Force Counterparts Perform Non-Verbal Communications With A Host Nation Counterpart Communicate In A Spoken Language In Support Of A Security Force Assistance Mission Conduct Area Assessment To Support Security Force Assistance Mission Employ The Cross-Cultural Negotiations Process In A SFA Environment. 150-SFA-0007 Assess Foreign Security Forces In A SFA Environment 150-SFA-0008 Establish Rapport Between Organizations In A SFA Environment 150-SFA-0009 Neutralize The Effects Of Culture Shock 150-SFA-0010 Assess Security Considerations For SFA Missions 150-SFA-0011 Assess A Country And Its Culture 150-SFA-0013 150-SFA-0016 150-SFA-0017 Employ Measures To Influence Behavior In A Foreign Security Force Counterpart Conduct Security Force Assistance Advisor Duties To Support Foreign Security Forces Identify The Structure Of The U.S. Embassy And Key Personnel 158-100-4003 Communicate Effectively at the Direct Leadership Level 158 - Army Leadership (Individual) Approved 158-100-6006 Think Critically and Creatively 158 - Army Leadership (Individual) Approved 158-100-7012 Develop Subordinates 158 - Army Leadership (Individual) Approved 158-100-8006 Solve Problems Using the Military Problem Solving Process 158 - Army Leadership (Individual) Approved 171-133-5001 Assess Training at Company/Troop Level 171 - Armor (Individual) Approved 171-133-5030 Supervise the Noncommissioned Officers Development Program (NCODP) 171 - Armor (Individual) Approved 171-300-0060 Employ an Interpreter 171 - Armor (Individual) Approved 191-410-0075 Understand roles of Non-Governmental Organizations and Government Organizations 191 - Military Police (Individual) Approved 331-38B-1040 Define Nation Assistance 331 - Special Warfare (Individual) Approved 331-38B-3032 Conduct Nation Assistance Operations 331 - Special Warfare (Individual) Approved Page 9

Supporting Drill(s): None Supported AUTL/UJTL Task(s): ART 7.6.1.3 ART 7.6.1.3.1 Task ID Conduct Security Force Assistance Organize Foreign Security Forces Title TADSS TADSS ID Title Product Type Quantity 71-30 Joint Land Component Constructive Training Capability (JLCCTC) Objective System DVC 1 71-ALOTT Army Low Overhead Training Toolkit SIM 1 71-20 Common Hardware Platform (CHP) DVC 1 Equipment (LIN) LIN Nomenclature Qty No equipment specified Materiel Items (NSN) NSN LIN Title Qty No materiel items specified Environment: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to the current Environmental Considerations manual and the current GTA Environmental-related Risk Assessment card. Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM 3-34.5 Environmental Considerations and GTA 05-08-002 ENVIRONMENTAL-RELATED RISK ASSESSMENT. Safety: In a training environment, leaders must perform a risk assessment in accordance with current Risk Management Doctrine. Leaders will complete the current Deliberate Risk Assessment Worksheet in accordance with the TRADOC Safety Officer during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW current CBRN doctrine. Page 10