EXFILTRATION PHASE AND EXTRACTION METHOD

4-53. This phase starts after the team links up and disseminates information at the ORP and ends when the team arrives at the debriefing location. Exfiltration routes normally differ from infiltration routes. The team leader (again) keeps a patrol log, which details--

• The general direction of movement.

• Deviations from the planned exfiltration route. • The terrain and weather.

• Enemy sightings. • Signs of activity. • Peculiarities.

4-54. Extraction method options include-- • Linkup (friendly or partisan). • Air.

• SPIES. • Vehicle. • Watercraft. • Rollover.

RECOVERY

4-55. This phase starts when the LRS team returns to the debriefing site, which is normally located at the planning facility, and starts the multiphase debriefing process. It ends with the after action review (AAR).

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4-56. The whole LRS team attends all phases of the debriefing. The debriefing covers the team's actions and all related details, chronologically, from the start of the infiltration phase, through arrival at the debriefing site. The debriefing process normally includes the following in sequence: initial debriefing, post initial debriefing, review of documents and other materials, follow-up debriefing, AAR and team report of lessons learned.

Debrief Team

4-57. A trusted and knowledgeable intelligence representative, or LRS operations personnel conducts the debriefing, which starts NLT two hours after the team returns. The timely collection, analysis, and dissemination of information recovered in the debrief can provide many answers needed for follow-on missions in the objective area.

Follow-up Actions

4-58. After the debriefing, the LRS team starts equipment maintenance, refit operations, and training for follow-on missions.

Timing

4-59. Every LRS team is debriefed immediately after returning from a mission. The debriefing is important in the intelligence collection effort, especially when used to clarify and expound on information received via reporting.

Advantages

4-60. A debriefing can--

• Bring out unreported details that when collated with other information could alter the picture of the enemy situation.

• Update terrain information.

• Reveal the location of downed or missing friendly aircraft. • Highlight shortcomings in pre-mission planning in unit SOPs.

• Help reconstruct a mission in which casualties were sustained, either to recover remains or to determine KIA, MIA, or POW status.

• Provide historical record of the mission for post-hostilities analysis. Site

4-61. The LRS operations and the supporting intelligence section provide a facility for the debriefing. They must choose a quiet, secure site with few physical, visual, or audible distractions. For example, if they set up in a tent, they should do so away from generators. Before the LRS team arrives, the debriefing team sets up everything they need such as maps, overlays and other planning materials. They arrange for soup and coffee to keep team members alert and active during the debriefing process. If the debriefing team plans to record the debriefing on audio or videotape, they should set up and test the equipment before the team arrives.

Written or Taped Record of Information

4-62. Rather than recording the mission himself, the debriefer should delegate this task to two people (written record) or one person (electronic record that is, audio or videotape). The recorder(s) should concentrate on locations, times, direction of movement, and any other information the debriefer identifies as important. For best results, the recorders should use two electronic recording devices so that they can capture everything accurately. Voice and video recorders capture the facts of a debriefing and serve as excellent historical records. When a patrol is in progress or the pace of an operation increases, a unit can record the action and send copies of the tapes in place of formal patrol reports. Knowing that he can hear or see a tape of the proceedings later keeps most requesters from asking to attend the live debriefing. Operations provide the overlays produced during planning. These include the infiltration, exfiltration, evasion and recovery (E&R), enemy situation map, and enemy SITEMP overlays. On a clean overlay, the team records the actual routes taken. They also mark locations of key events such as halts, enemy sightings, and signs of enemy presence or passage. On the overlay, they can add short narratives of the events.

Protocol

4-63. Everyone attending must understand the rules. Although informal, the initial debriefing still follows a strict protocol. Regardless of rank, the debriefer is in charge of the debriefing at all times. This keeps the process orderly and prevents conflict. Interested parties may submit questions or comments for the debriefer to address during the session. This ensures that all personnel receive as much information as possible. "Strangers" may not interrogate the team. Only the debriefer may address them during the debriefing. This allows rapport to build between the debriefer and the team. The LRS team sits together in the center of the room or tent, in front of a map of their operational area. The debriefer sits or stands near the team, where they can all see and reach the maps. Other participants, such as recorders, interested staff members, and LNOs, sit in the second or third row of chairs from the map. This reinforces the fact that the team members are the center of the debrief. This encourages them to speak out, especially when attendance includes only a small group of people whom the team knows.

Attendees

4-64. The entire team, the debriefer(s), two recorders or one with an electronic recording device, the LRSU commander, the operations sergeant, and a communications representative attend the debriefing. A few interested parties, such as the R&S squadron or BFSB commanders, may also attend. If unable to attend, the commanders may give their questions to the debrief team beforehand. Keeping the group small helps the LRS and debriefing teams establish rapport. It also reduces the chance of hostilities. Debriefer

4-65. The debriefer focuses on helping team members reconstruct their mission. Ideally, the debriefer is an enemy OB analyst or technician who worked with the team before they infiltrated. An enemy OB analyst will know the team's mission, the enemy situation in general, and how to deal with information from other sources.

Raw Data

4-66. Before the debriefing, the team gives the intelligence section representative all team maps and notes; patrol, surveillance, communications, and photo logs; film and sketches; captured material; and any other relevant materials.

Time-Sensitive Information

4-67. The intelligence staff immediately exploits time-sensitive information critical to their commander's, or higher level, decision-making process. For example, the debriefer might ask first about the location of insurgent safe houses, so that friendly direct-action teams can target them.

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4-68. The debriefer can use several methods to gather information. A good technique is to use a map of the team's AO. He starts at the team's point of infiltration and follows their routes and actions through exfiltration. He monitors the flow of information to ensure the team covers all events, sightings, and activities up to the point of arrival at the debriefing site. After going over the initial mission information, he segments route information. He asks specific questions, emphasizing the specific WFF that affected the team's mission. On a clean map overlay, the team leader and other members of the team annotate route deviations, enemy sightings, or mission-sensitive information. Rather than leading participants through the reconstruction of the mission, he keeps them focused and asks them questions for clarification. The team leader is the key, but not the only, speaker. He helps ensure that each member gets the chance to say what he saw.

Prepared Questions

4-69. The debriefer asks about observed target types. Spot Reports

4-70. The team elaborates on their earlier reports. Map

4-71. The team talks through the mission as executed.

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4-72. The LRS operations section, a member of the BFSB S-2 ISR fusion element and a representative of the R&S squadron S-2 section conduct this portion of the debriefing, but other staff elements may also attend. This debriefing should help answer PIR, intelligence requirements, SIR, and ISR tasks and RFIs. When the team arrives, the debriefer escorts them to the site. The initial debriefing is quick and to the point. The debriefer chooses what format and line of questioning he will use.

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4-73. At the end of the formal debrief, a communications representative debriefs the RTO. He covers communications-specific information when certain antennas worked best, which frequencies were best, and other communications-specific issues. After the initial intelligence debriefing, the intelligence staff gathers all maps, logs, notebooks, papers, exposed film, video tapes, photographs, recovered equipment, and other material. If necessary, they inventory all rucksacks, map cases, and uniform pockets to ensure that they have collected all items of intelligence interest. Then, they thoroughly review all of the collected items for data and formulate more detailed questions for the next stage of debriefing. The team remains separated from outside contact until after the follow-up debrief, but can start recovery operations (showering, eating, sleeping, and conducting post-mission maintenance).

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4-74. The BFBS and R&S squadron S-2 sections process all of the information the team collected. Individual members of the team can be requisitioned to clarify a sketch or log entry. The LRS team also begins to complete a debrief report and to collate their AAR notes. The R&S squadron and LRS operations section collects information on the adequacy of MPF, intelligence and operations support. The original overlays and maps should not be destroyed or discarded. After properly classifying and annotating them, the squadron S-2 files them. Later, they will go into the unit historian's archives, for reference in case of future missions into the same AO. These artifacts, consisting of actual operations overlays, maps, orders, and debriefing records, should go into an historical database. Though considered of little immediate value, the information in these items assumes increased importance over time, not only for historical reasons, but also for reference for future operations.

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4-75. After individual debriefings, and not later than six hours after the team has recovered to the debriefing site, the LRS operations section assembles the LRS team and the staff for a follow-up debriefing and AAR. The commander may also attend. At this debriefing, the team leader summarizes the operation, focusing on the team's stated and implied missions. He also briefs unanticipated team or member activities such as actions to exploit a high-value source of information. Each staff section takes a turn questioning the team members. This debriefing gives the team members the chance to raise issues of support, communication, and coordination as well as any other perceived deficiencies in planning or execution. The commander provides any further guidance and releases the team to prepare their AAR and Report of Lessons Learned.

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4-76. The AAR identifies who, what, when, why, where, and how of the operation. It permanently records the team's major activities from planning to debriefing. As such, it serves as an extremely important template for comparison with past missions and planning of future missions. In his report, the team leader reflects on the operation and makes recommendations for the future. He organizes them IAW the WFF. He states what did and did not work, and identifies how the unit's existing TTP need to change.