Chapter 7and concealment (OAKOC) methodology (see FM 7-92). Typical locations for enemy IED emplacementinclude―• Bridges and overpasses.• Road and rail intersections.• Places that force slowdowns and closer intervals on convoys, such as winding turns, unpavedsurfaces, steep or sharp turns, narrow roadways, and choke points.• Areas of dense civilian traffic or congestion.• Culverts or tunnels.• Terrain that provides overwatch.• Terrain that offers cover or concealment for IEDs and initiators.• Terrain used for marshalling personnel, equipment, and supplies.WEATHER7-43. Weather and the climate have direct and indirect effects on IEDs. The weather affects―• The visibility of IEDs, initiators, and targets.• The selection of emplacement for IEDs.• The effectiveness of IEDs. For example, low and dense cloud cover may increase the blasteffects of an IED. Temperature and moisture may cause failure to initiate or prematuredetonation.TROOPS AND SUPPORT AVAILABLE7-44. When given a mission, a leader does a troop-to-task analysis. This analysis of troops and supportavailable includes the number, type, capabilities, and condition of available friendly troops and support. Italso includes supplies and support available from joint, multinational, and interagency forces. Commandersconsider available troops and support when analyzing whether they have enough resources to accomplish amission.7-45. The types of units and support that commanders should consider for IED defeat operations include―• Intelligence support, to include HUMINT, SIGINT, IMINT, and CI.• Reconnaissance assets, to include reconnaissance units, scouts, and unmanned aerial vehicles(UAVs).• Engineer units and support, to include mobility augmentation companies, clearance companies,Sapper units, search teams, and specialized search dog teams.• EOD units or personnel.• Combat forces, to include maneuver and fire support units.• Linguist support.• CA support.• Military police units.• Psychological operations support.TIME AVAILABLE7-46. Leaders must take into account the ability of their unit and subordinate units to plan, prepare, andexecute operations within the time available. The ability of the enemy to plan, prepare, execute, and react isalso a function of time. Within IED defeat, many operations are time-sensitive. They include—• Convoying route change detection.• Responding to an IED incident (EOD render safe and disposal, forensics, and so forth).• Targeting.• Raiding an IED maker or factory.• Seizing stockpiled caches.7-12 <strong>FMI</strong> 3-<strong>34.119</strong>/MCIP 3-17.01 21 September 2005
Improvised Explosive Device Defeat Planning ConsiderationsCIVIL CONSIDERATIONS7-47. Civil considerations impact operations throughout the entire spectrum of conflict and at all echelons.Civil considerations comprise the influence of man-made infrastructure, civilian institutions, and attitudesand activities of the civil leaders, populations, and organizations within an AO on the conduct of militaryoperations. Leaders must consider the relationship between IED defeat operations and the effects andinfluences they have on the civilian populace. They must also consider the impact of enemy IED attacks onthe populace. The six characteristics that comprise civil considerations (expressed by the acronymASCOPE) are—• Areas. Areas are the political boundaries, city districts, municipalities, trade routes, sociologicaland religious enclaves, agricultural and mining regions, trade routes, and so forth. <strong>Support</strong> forU.S. forces may vary between areas. Analysis may indicate which areas have an increasedchance for encountering IED activity.• Structures. Structures are the infrastructure (dams, bridges, power plants, warehouses,communications nodes) and religious or cultural areas (mosques, churches, libraries, hospitals).Control of key structures can protect populations from hardship or deny their use to the enemy.Some structures may be identified as targets for military action; others may be prohibited fromtargeting.• Capabilities. Capabilities provide sustenance, key civic services, and resources to supportmilitary operations. Populations with access to basic sustenance and services are usually notprone to support insurgent terrorist or criminal activity.• Organizations. Organizations are the nonmilitary groups or institutions within the AO thatinfluence and interact with the populace, the force, and each other. Identification of influentialorganizations may assist in gaining the support of the population.• People. People is the general term for nonmilitary personnel encountered by military forceswhose actions and influence can affect the mission. The support of the population is critical toU.S. forces. Some enemy forces, such as insurgents, cannot operate without the support of thepeople.• Events. Events are the routine, cyclical, planned, or spontaneous activities that significantlyaffect organizations, people, and military operations. Events may arouse tremendous emotion inthe population and affect support for U.S. forces.7-48. Other civil considerations are ensuring that tasks and methods are in place for the employment,cultural understanding, and interaction with the local population, nongovernment agencies, and contractorsin support of stability and reconstruction operations. Shaping how the enemy thinks is the key elementrequired for IED defeat at the beginning of the process. A decrease in IED activity in the AO over timeshould be seen if such an effort is synchronized throughout the theater of operations. Once the aspect ofhow the enemy thinks is understood, you may be able to shape its actions in your favor. Using yourabilities and capabilities to win over the enemy is essential for IED reduction. Proper integration ofhumanitarian projects in each AO (at ground level) that meets the most important needs of the local leadersand population can help to establish friendships and/or alliances. Such actions can have a positive impacton IED defeat at its source. Some points of consideration, though not a conclusive list, include—• Planning a meeting with the local leaders. Know when the next meeting with the local leadersis and know the intent. Know about the culture, language, and the pressing needs of thecommunity in the AO. Know what questions to ask and what questions to anticipate. Determinewho in the AO knows the most about the leader, his population, and culture and if this person isessential to the meeting. Identify other essential personnel required for the meeting.• Meeting the essential community requirements. After meeting with the community leaders,decide how the units can help meet some of the essential requirements in the community in sucha way as to help win over the population. For example, does this community require a trashservice? Trash service, as our culture envisions, may not be what this local leader requires. Hisculture may desire that trash be removed to a specific site in order to attract wildlife that can bekilled for food.21 September 2005 <strong>FMI</strong> 3-<strong>34.119</strong>/MCIP 3-17.01 7-13