*FM 3-98
Field Manual
No. 3-98
Headquarters
Department of the Army

Washington, D.C., 10 January 2023

RECONNAISSANCE AND SECURITY OPERATIONS

FM 3-98 provides the commander and staff of Cavalry formations with doctrine relevant to Army and joint operations. This publication explains how effective reconnaissance and security operations generate depth, allow commanders reaction time and maneuver space, fight for information and collect information through stealth, protect forces against surprise, ease the forward movement of follow-on forces, and provide commanders with flexibility and adaptability. The doctrine in this publication is applicable across offensive, defensive, and stability operations. This publication provides doctrinal guidance for all formations assigned to the Armored brigade combat team, the Infantry brigade combat team, and the Stryker brigade combat team. The following is a summarization of each chapter of this manual:  Chapter 1 addresses the role of Cavalry in offensive, defensive, and stability operations and Cavalry organizations.  Chapter 2 addresses peer and near peer threats, threat reconnaissance, and security tactics.  Chapter 3 discusses the updated concepts of command and control relating to commanders’ reconnaissance and security guidance, the operations process, an understanding of the threat, potential threat groups, and threat characteristics.  Chapter 4 discusses the fundamentals of reconnaissance, types of reconnaissance operations, and a reconnaissance handover.  Chapter 5 discusses the fundamentals of security operations, counterreconnaissance, and the types of security operations.  Chapter 6 discusses reconnaissance and security stability planning, stability principles and frameworks, and stability tasks.  Chapter 7 describes considerations for planning and executing sustainment operations. To comprehend FM 3-98, the reader must understand the operational art, the principles of war, and the links between the operational and tactical levels of war described in JP 1, Volume 2, JP 3-0, and ADP 3-0. The reader should understand how the offensive, defensive, stability, and defense support of civil authorities’ tasks describe carry over and affect the conduct described by each task (in ADPs 3-07, 3-28, and 3-90). Readers should understand the operations process (plan, prepare, execute, and assess) and how that process relates to the Army’s military decision-making process and troop leading procedures described in ADP 5-0. The reader must also comprehend the concepts associated with mission command and command and control as described in ADP 6-0. Reviewing these publications assists the reader in understanding FM 3-98. While doctrine provides leaders at all echelons with authoritative principles to consider before, during, and after execution of reconnaissance and security operations, FM 3-98 is not a substitute for common sense, professional military judgment, and leaders’ imperatives to act aggressively. As in any combat operation, success during offensive, defensive, and stability operations depends mainly on leaders and Soldiers who are tough, disciplined, and competent and who take the initiative consistent with the mission, commander’s intent, and the principles outlined within this manual. This page intentionally left blank.

Reconnaissance and security operations are essential to the execution of offensive, defensive, and stability operations. Brigade combat teams (BCTs) conduct reconnaissance and security operations to develop the situation and identify, create, and preserve options to seize, retain, and exploit the initiative. Reconnaissance and security operations allow BCTs to achieve positions of relative advantage. Effective reconnaissance and security operations confirm or deny the commander’s and staff’s initial understanding and visualization of the tactical and operational situation. Reconnaissance and security operations develop the intelligence picture for the BCTBCTBasic combat training so the commander can describe, direct, lead, and make effective decisions. Reconnaissance and security operations provide a continuous flow of combat information and intelligence that assist commanders with uncertainty, make contact under favorable conditions, identify opportunities, prevent surprise, and make timely decisions. Reconnaissance and security operations provide BCTBCTBasic combat training commanders with freedom of movement and action to create advantageous conditions for future operations to seize, retain, and exploit initiative.

The various actors in any area of operations can qualify as a threat, an enemy, an adversary, a neutral, or a friend. A threat is any combination of actors, entities, or forces that have the capability and intent to harm United States forces, United States national interests, or the homeland (ADP 3-0). Threats may include individuals, groups of individuals (organized or not organized), paramilitary or military forces, nation-states, or national alliances. Threats become enemies when they execute their capability to do harm to the United States. An enemy is a party identified as hostile against which the use of force is authorized (ADP 3-0). An enemy is a combatant and therefore is treated as such. An adversary is a party acknowledged as potentially hostile to a friendly party and against which the use of force may be envisaged (JP 3-0). During offensive, defensive, and stability operations, a neutral is a party identified as neither supporting nor opposing friendly or enemy forces (ADP 3-0). A hybrid threat is the diverse and dynamic combination of regular forces, irregular forces, terrorists, or criminal elements unified to achieve mutually benefitting effects (ADP 3-0). (Refer to ADP 3-0 and JP 3-0 for more information.)

BCTBCTBasic combat training and squadron commanders apply mission command principles to develop the situation in close contact with the enemy and civilian populations. Commanders use the mission command principles exercising command and control of subordinate units to build their understanding, visualization, and description of the operational environment, the terrain, local populations, and the enemy. At the same time, commanders use the information gained from reconnaissance and security operations to modify existing or developing plans and to reallocate BCTBCTBasic combat training assets as they refine their direction, leadership, and assessment of both reconnaissance and security operations and the BCTBCTBasic combat training’s decisive operations. The role of reconnaissance and security operations in mission command is essential. Mission command requires the BCTBCTBasic combat training and squadron commander to convey a clear commander’s intent and clear reconnaissance and security guidance. Commander’s guidance becomes essential in reconnaissance and security operations where multiple operational and mission variables interact with the lethal application of combat power. Such dynamic interaction often compels subordinate commanders to make difficult decisions in unforeseen circumstances. Commanders and staffs refine the concept of the operations during planning and make adjustments throughout operations as Cavalry forces develop the situation or conditions change.

Cavalry formations conduct combined-arms, reconnaissance operations to determine enemy composition and disposition as well as to gather information on the operational environment. Reconnaissance operations enable all units to seize, retain, and exploit the initiative across the range of military operations by identifying, creating, and capitalizing upon opportunities, providing them with information facilitating decision-making, and the concentration of unified efforts against decisive points.

Security operations are operations to provide early and accurate warning of enemy operations, to provide the force being protected with time and maneuver space within which to react to the enemy, and to develop the situation to allow commanders to effectively use their force. Security is inherent in all operations and is always the first priority of work. Commanders use continual reconnaissance and the development of information requirements to provide security. Commanders follow the five fundamentals of security during security operations to ensure early and accurate warning of enemy forces. Security operations provide reaction time and maneuver space to develop the situation and determine the most effective use of force to neutralize, defeat, or destroy enemy forces. There are four types of security operations: screen, guard, cover, and area security. Each security type provides varying levels of protection to the main body. The commander weighs operational and mission variables with the end state to select the appropriate security type.

Ultimately, stability is the set of conditions in which a local population regards its governance institutions as legitimate and its living situation as acceptable and predictable (see ADP 3-07). To achieve stability within all operational frameworks, BCTs must understand the operational environment, shape the operational environment through action, and engage local leaders to influence the population. During stability operations, commanders conduct multiple missions and efforts to seek a common goal and end state that nests with the higher command’s objectives.

Sustainment units synchronize and execute sustainment operations to support units conducting reconnaissance, security, and stability operations under all conditions. Cavalry squadrons frequently operate in locations distant from their organic sustaining base. These Cavalry squadrons carry a configured load or are task organized with assets to ensure their sustainment until another unit can relieve them. Generally, units conducting reconnaissance and security operations have self-sustainment capability for up to 72 hours. Units conducting reconnaissance and security operations and sustainment staffs must anticipate future sustainment needs. An accurate estimate allows forces to retain freedom of movement and action along the entire width and depth of extended and contested lines of operation.

A-1. Corps and division commanders depend on situational understanding to seize and retain the initiative. Corps and division commanders require reconnaissance formations to develop the situation through action and in particular, to determine enemy intentions, strengths, and disposition. Commanders require security forces to provide early warning, maneuver space, and time for the employment of the main body. Cavalry forces must be able to deploy to advantageous positions while concurrently developing the situation for the joint TF commander. Cavalry forces regionally aligned to combatant commands ensure the capability is resident throughout all phases of a joint operation. A-2. All units have the responsibility to conduct reconnaissance and security tasks to support their own operations within their area of operations. Commanders may assign corps or divisions a dedicated reconnaissance and security formation, such as a Cavalry squadron. In the absence of a dedicated formation, commanders can resource the capability from assigned forces. The corps commander may designate and task organize a BCTBCTBasic combat training while simultaneously, a division commander may designate and task organize a Cavalry squadron to perform reconnaissance and security operations. An example is a BCTBCTBasic combat training reconnaissance and security TF, under the command and control of the corps headquarters, conducting a screen along a corps front. If a corps requires capabilities beyond a task-organized BCTBCTBasic combat training (such as for reconnaissance in force, a guard, or a cover), the corps commander may task a division. Another option for corps and division commanders is to assign security requirements to subordinate units for execution. As an example, a division tasks a Cavalry squadron to conduct zone reconnaissance or guard within their respective area of operations. A-3. Mission analysis is essential to the corps and division commander’s decision to determine how to execute reconnaissance and security operations. Mission analysis evaluates the mission variables of METT-TC (I), the gain received by creating a reconnaissance and security TF, and the operational effectiveness of the formation that resource the reconnaissance and security TF. To enhance the corps or division commander’s ability to plan the execution of reconnaissance and security during mission analysis, the commander forms a reconnaissance cell within the staff headed by the G-3 (assistant chief of staff, operations). The reconnaissance cell is responsible for planning and synchronizing operations for the reconnaissance and security TF to ensure it is properly nested with the commander’s intent and the information collection plan. (See figure 1-2, page 1-12 as an example of Recon Cell.) One determining factor for assigning reconnaissance and security tasks to subordinate units is their ability to accomplish their primary missions, such as attack or defend, while simultaneously executing assigned corps or division reconnaissance and security tasks. Considerations for establishing a reconnaissance and security TF include the following:  What is the purpose and intent for reconnaissance and security?  Does the purpose and intent for reconnaissance and security require an independent formation under corps or division control?  What are the impacts to other subordinate unit missions?  How does the employment of the reconnaissance and security TF mitigate risks to the mission and enable overall mission accomplishment?  What are the risks of employment and how does the corps or division mitigate the risks?  How does the corps or division sustain a reconnaissance and security TF?  Which additional enablers does the TF require?  Is the reconnaissance and security TF commander able to control the necessary enablers?  What is the proficiency of the unit tasked with conducting reconnaissance and security?  What is the duration of the task organization and mission? A-4. The decision to employ a Cavalry squadron for reconnaissance and security depends upon the mission variables of METT-TC (I). The division commander considers several factors before detaching a Cavalry squadron from a BCTBCTBasic combat training to execute independent reconnaissance or security operations. These factors are—  Is the mission distinct from that assigned to the BCTBCTBasic combat training?  Is the BCTBCTBasic combat training able to accomplish its mission without the Cavalry squadron?  What sustainment does the detached Cavalry squadron require?  What additional artillery, aviation, engineer, air defense, electromagnetic warfare, and maneuver forces does the Cavalry squadron require?  Is staff augmentation required to control necessary enablers? A-5. Corps and division commanders should consider additional factors when addressing mission duration and unit proficiency. One factor commanders should consider is that reconnaissance and security are enduring and enabling tasks that support all operations and transitions. A second factor to consider is that unit proficiency usually increases as leaders and Soldiers become more competent in the individual and collective tasks associated with reconnaissance and security operations. In addition, habitual task organization and relationships increase cohesion and understanding of SOPs in addition to building trust. Rotating the mission and designation between formations increases unit turbulence and reduces the ability to develop reconnaissance and security expertise within the command. A third factor commanders should consider is that units may require time to adjust to the differing METT-TC (I) factors between offensive and defensive operations and reconnaissance and security operations. There are also adjustments as units that usually operate at one echelon provide support for a higher echelon (such as a Cavalry squadron usually supporting a brigade is now supporting a division). A-6. Simultaneous with determining the best means for meeting reconnaissance and security requirements, corps or division commanders must determine the necessary task organization to conduct these operations in close contact with the enemy and civilian populations. The commander determines task organization during war-gaming supported by a thorough review of the mission variables, IPB, and risks. Commanders must understand that the constantly changing operational environment requires decentralized, combined arms formations capable of working with joint and interagency partners to collect critical information, provide the level of security required in a given situation, and defeat a variety of threats from state and nonstate actors. These various aspects provide a general list of recommended capabilities for reconnaissance task organization. As an example, for reconnaissance in force, commanders place particular emphasis on the maneuver, mobility, and fires requirements since fighting for information is probably a key aspect of the mission. A-7. Task organizing a reconnaissance and security formation for employment at EAB should include the following capabilities:  Ground maneuver.  Reconnaissance capabilities: dependent on the number of routes or areas; size of the zone or area; anticipated enemy and the need to fight for information; speed required; detail required; mobility about the enemy and the main body.  Security capabilities: size of the security area or area of operations; anticipated enemy; requirement to defeat, delay, and attrit enemy reconnaissance or maneuver capabilities. The formation must have the capability to prevent enemy forces from gaining a position of advantage across a division front or flank to collect and target the division and subordinate BCTs. Simultaneously, the formation must protect organic or supporting capabilities. While the force conducts reconnaissance in support of maneuver, it must be able to secure key terrain for follow-on forces without degrading its ability to continue further reconnaissance. The distance between the force and the following BCTBCTBasic combat training must be considered when allocating the proper additional combat power.  Manned aviation.  Reconnaissance capabilities: dependent on the number of routes or areas; size of the zone or area; anticipated enemy and the need to fight for information; speed required; terrain.  Security capabilities: size of the security area or area of operations; anticipated enemy; requirement to defeat, delay, and attrit enemy reconnaissance or maneuver capabilities; terrain.  UASs. dependent on unit capabilities, speed required, number and types of NAIs or reconnaissance objectives, and terrain.  Mobility.  Engineer reconnaissance capabilities: dependent on the information requirement detail and breadth of area reconnoitered; detail of infrastructure required.  Engineer mobility capabilities: dependent on obstacles anticipated and the requirement to breach; types and number of gaps anticipated and required to cross.  Countermobility. Capabilities: dependent on time available and whether it is a stationary or moving operation; capacity of organic capabilities; obstacle intended affect against enemy reconnaissance or maneuver capabilities.  Indirect fires.  Planning: planning considerations for task organizing capabilities to support the reconnaissance and security TF with indirect fire support, target acquisition, mobility, and survivability.  Supporting reconnaissance: dependent on organic capabilities; anticipated enemy and the need to fight for information; distance from the main body or supporting fires capabilities. The division may task a BCTBCTBasic combat training to provide additional artillery support to the reconnaissance and security BCTBCTBasic combat training or Cavalry squadron through augmentation of, at a minimum, a field artillery battery. The corps and division may also allocate other supporting lethal and nonlethal fires including joint fires, such as close air support, electromagnetic attack capabilities, or offensive cyberspace operations.  Supporting security: dependent on organic capabilities; anticipated enemy; requirement to defeat, delay, and attrit enemy reconnaissance or maneuver capabilities; distance from the main body or supporting fires capabilities.  Indirect fires radar capabilities: dependent on other units’ ability to provide radar coverage; distance from main body.  Intelligence.  SIGINT capabilities: dependent on the requirement to collect on specific aspects of enemy communications; distance from the main body and capabilities of SIGINT assets; site exploitation requirements.  HUMINT capabilities: dependent on time available to collect; specific information required; site exploitation requirements. The theater or corps may task-organize HUMINT capabilities to provide interrogation capabilities down to the brigade.  Geospatial intelligence capabilities: dependent on time and UAS assets available to collect specific information required.  Protection.  Air defense capabilities: dependent on the air threats and ability of other ADA units to provide coverage. The division can attach or provide as direct support, mobile short-range air defense capabilities to counter enemy aerial threats, such as fixed-wing and rotary-wing aircraft. The division may task-organize additional capabilities as operational control, tactical control, or in a supporting role. These may include radars, counter-UAS, counter-air, or counter-rocket, artillery, and mortar capabilities.  Survivability capabilities: dependent on the volume of hardening of command-and-control facilities and other critical infrastructure. potential for the employment of CBRNCBRNChemical, biological, radiological, and nuclear threats and hazards requiring increased standoff predetonation layers. Examples are enhanced personal protective equipment and posture, such as applying reactive armor to vehicles, sapi plates to fragmentation vests, and mission-orientated protective posture improvements.  CBRNCBRNChemical, biological, radiological, and nuclear reconnaissance and decontamination capabilities: dependent on the division receiving CBRNCBRNChemical, biological, radiological, and nuclear reconnaissance capabilities to its forces. In some cases, the division may task organize a hazard response company to the BCTBCTBasic combat training or Cavalry squadron to provide decontamination and additional CBRNCBRNChemical, biological, radiological, and nuclear reconnaissance capabilities.  Sustainment.  Capabilities supporting reconnaissance: dependent on the breadth and depth of the reconnaissance mission, organic sustainment capabilities, and duration of the mission.  Transportation capabilities: dependent on the mobility of the unit conducting reconnaissance, travel distance, time available, and speed required.  Capabilities supporting security: dependent on the breadth and depth of the security area or area of operations, organic sustainment capabilities, and duration of the mission.  Transportation capabilities: dependent on the mobility of the unit conducting security, distance required to travel, time available, and terrain.  Capabilities to support the unique requirements of all attached enablers in terms of maintenance, recovery, and classes of supply  Capabilities to provide health service support in terms of ability to transport casualties over extended distances to role 1 and role 2 levels of care. (See ADP 4-0.)  Command and control.  The staff, which is dependent on the enablers and attachments employed by the Calvary force, should be augmented to provide the requisite capability to enable the commander’s understanding, plan operations, and synchronize the employment of enablers.  The level of headquarters is dependent on span of control, unity of command required, and discretion of the commander. Assign the appropriate level of command to the force.  The reconnaissance and security BCTBCTBasic combat training and Cavalry squadron S-6 must plan, engineer, install, operate, and defend the tactical portion of the Department of Defense information network-Army, known as the tactical network. The S-6 employs a network defense-in-depth to ensure the availability, protection, and delivery of network resources and critical information. This facilitates the allocation of network services to enable mission accomplishment under all conditions. A-8. Task organizing a formation for employment at EAB requires detailed planning and staff analysis. Normally, these units are modular forces that require various enablers and augmentation based on METT-TC (I) and staff analysis to answer the division or corps commander’s PIRs.

Format and Instructions B-1. Appendix B provides fundamental considerations, formats, and instructions for developing Annex L (Information Collection) in Army plans and orders. Annex L provides a format for the annex that can be modified to meet the requirements of the base order and operations and for an example information collection plan. This annex follows the five-paragraph attachment format. B-2. The information collection annex describes how information collection activities support the offensive, defensive, and stability or defense support of civil authority operations throughout the conduct of the operation described in the base order. Annex L synchronizes activities in time, space, and purpose to achieve objectives and accomplish the commander’s intent for reconnaissance, surveillance, and intelligence operations (including military intelligence disciplines). The G-3 (S-3), in conjunction with the G-2 (S-2), is responsible for this annex. [CLASSIFICATION] Place the classification at the top and bottom of every page of the attachments. Place the classification marking (TS), (S), I, or (U) at the front of each paragraph and subparagraph in parentheses. Refer to AR 380-5 for classification and release marking instructions. Copy ## of ## copies Issuing headquarters Place of issue Date-time group of signature Message reference number Include the full heading if attachment is distributed separately from the base order or higher-level attachment. ANNEX L (INFORMATION COLLECTION) TO OPERATION PLAN/ORDER [number] [(code name)]—[issuing headquarters] [(classification of title)] (U) References: List documents essential to understanding Annex L. numbers, edition, and scale. [page number] [CLASSIFICATION] [CLASSIFICATION] ANNEX L (INFORMATION COLLECTION) TO OPERATION PLAN/ORDER [number] [(code name)]—[issuing headquarters] [(classification of title)] (U) Time Zone Used Throughout the Plan/Order: Write the time zone established in the base plan or order. Annex C (Operations). to Annex B (Intelligence) as required. Refer to Annex B (Intelligence) as required. as required. other organizations in the area of operations that may impact the conduct of operations or implementation of information collection-specific equipment and tactics. Refer to Annex V (Interagency Coordination) as required. information collection activities. Refer to Appendix 1 (Intelligence Estimate) to Annex B (Intelligence) and Annex K (Civil Affairs Operations) as required. from the issuing headquarters. State when each attachment or detachment is effective (for example, on order, on commitment of the reserve) if different from the effective time of the base plan or order. Do not repeat information already listed in Annex A (Task Organization). annex development. description of the who, what (task), when, where, and why (purpose) that clearly indicates the action to be taken and the reason for doing so. objective. Describe how the tasks or missions of reconnaissance, surveillance, security, intelligence operations, and so forth support the commander’s intent and the maneuver plan. Direct the manner in which each element of the force cooperates to accomplish the key information collection tasks and ties that to support of the operation with task and purpose statement. Must describe, at minimum, the overall scheme of maneuver and concept of fires. Refer to Appendix 1 (Information Collection Plan) to Annex L (Information Collection). The following subparagraphs are examples. Omit what is unnecessary for brevity. collection assets and any other unit given a key information collection task, in accordance with the concept of operations in the base order (paragraph 3b) and Annex C (Operations). Describe the employment of information collection assets in relation to the rest of the force and state the method forces will enter the area of operations. [page number] [CLASSIFICATION] Format and Instructions [CLASSIFICATION] ANNEX L (INFORMATION COLLECTION) TO OPERATION PLAN/ORDER [number] [(code name)]—[issuing headquarters] [(classification of title)] collection. Refer to Annex B (Intelligence) as required. which information collection assets have priority of fires and the coordinating purpose of, priorities for, allocation of, and restrictions on fire support and fire support coordinating measures. Refer to Annex D (Fires) as required. E (Protection) as required. Identify priority of mobility and survivability assets. Refer to Annex G (Engineer) as required. to Annex F (Sustainment). (Signal). collection with Soldier and leader engagement. Refer to coordinating instructions in Annex C (Operations). information collection plan and identify the measures of effectiveness used to assess end state conditions and objectives. Refer to Annex M (Assessment) as required. not identified in the base order. Refer to Appendix 1 (Information Collection Plan) to Annex L (Information Collection) as required. [page number] [CLASSIFICATION] [CLASSIFICATION] ANNEX L (INFORMATION COLLECTION) TO OPERATION PLAN/ORDER [number] [(code name)]—[issuing headquarters] [(classification of title)] and report in accordance with Appendix 1 (Information Collection Plan) to Annex L (Information Collection). standard operating procedures (SOPs). here, the information collection tasks associated with them, and the latest time information is of value for each PIR. information (EEFIs) here. Establish no fire areas. and parameters; refer to necessary graphics or attachments as required. Response Instructions. Identify as required, referencing graphical depictions in attachments or instructions as needed. international borders or other limitations and the coordination or special instructions that apply. Identify what unit is responsible for coordinating information collection activities in relation to the area of operations. [page number] [CLASSIFICATION] Format and Instructions [CLASSIFICATION] ANNEX L (INFORMATION COLLECTION) TO OPERATION PLAN/ORDER [number] [(code name)]—[issuing headquarters] [(classification of title)] (Operations) as required. specific guidance such as fratricide prevention measures not included in SOPs, referring to Annex E (Protection) as required. Annex G (Engineer) as required. more subordinate units not covered in the base plan or order. support information collection. Specify procedures for specialized technical logistics support from external organizations as necessary. Use subparagraphs to identify priorities and specific instructions for information collection logistics support. Refer to Annex F (Sustainment) and Annex P (Host-Nation Support) as required. information collection, including global sourcing support and contracted linguist requirements. Use subparagraphs to identify priorities and specific instructions for human resources support, financial management, legal support, and religious support. Refer to Annex F (Sustainment) as required. epidemic diseases, state of health of the enemy forces, medical capabilities of the enemy force and the civilian population), and medical evacuation routes, barriers, and significant terrain features. Refer to Appendix 3 (Health System Support) to Annex F (Sustainment) as required. and key information collection leaders and staff officers. SOPs. the unit’s SOPs. the location of each CP and its time of opening and closing, as appropriate. State the primary controlling CP for specific tasks or phases of the operation. reporting requirements for subordinate units. Refer to Annex R (Reports) as required. [page number] [CLASSIFICATION] [CLASSIFICATION] ANNEX L (INFORMATION COLLECTION) TO OPERATION PLAN/ORDER [number] [(code name)]—[issuing headquarters] [(classification of title)] Consider operations security requirements. Address any information collection specific communications and digitization connectivity requirements. Refer to Annex H (Signal) as required. ACKNOWLEDGE: Include only if attachment is distributed separately from the base plan or order. [Commander’s last name] [Commander’s rank] The commander or authorized representative signs the original copy. If the representative signs the original, add the phrase “For the Commander.” The signed copy is the historical copy and remains in the headquarters’ files. OFFICIAL [Authenticator’s name] [Authenticator’s position] Use only if the commander does not sign the original attachment. If the commander signs the original, no further authentication is required. If the commander does not sign, the signature of the preparing staff officer requires authentication and only the last name and rank of the commander appear in the signature block. ATTACHMENTS: List lower-level attachment (appendixes, tabs, and exhibits). Appendix 1–Information Collection Plan Appendix 2–Information Collection Overlay DISTRIBUTION: (if distributed separately from the base order). [page number] [CLASSIFICATION]

The glossary lists acronyms and terms with Army or joint definitions. Where Army and joint definitions differ, (Army) precedes the definition. Terms for which FM 3-98 is the proponent are marked with an asterisk (*). The proponent manual for other terms is listed in parentheses after the definition.

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