text: Comprehensive Tactical Planning in Counterinsurgency
  indicators of achieving the effect are measured. A measure of effectiveness or a measure of performance
  has four characteristics. They are—
  Measurable
  4-15. They require quantitative or qualitative standards that can be used to measure them.
  Discrete
  4-16. Each criterion measures a distinct aspect of the operation. Excessive numbers of MOEs and MOPs
  become unmanageable. At that point, the cost of collection efforts outweighs the value of assessing.
  Relevant
  4-17. Each MOE and MOP must be relevant to the result or outcome. The key is visualizing the desired
  result or outcome and identifying the most accurate and simplest indicator of it.
  Responsive
  4-18. MOEs and MOPs must detect changes quickly enough for commanders to respond immediately
  and effectively.
  4-19. Commanders and staffs also develop a standard or baseline as a comparison and identify trends.
  From this information and analysis of why a trend is up or down, staffs can identify trouble spots and plan
  operations to reverse negative trends. They can also capitalize on positive trends by determining what
  is causing the positive increases and apply those tactics, techniques, and procedures more broadly.
  4-20. Measures of effectiveness and measures of performance are included in the approved plan
  or order and reevaluated continuously throughout preparation and execution. Higher echelon staffs should
  ensure that the number of MOEs and MOPs do not overly burden lower echelons—especially battalion
  and below. Well-devised MOEs and MOPs, supported by effective management of available information,
  help commanders and staffs understand links between tasks, end state, and lines of effort.
  PLANNING HORIZONS
  4-21. During operations, a headquarters sends a tactical unit an operations plan or operations order.
  Tactical units must then consider the scope of their mission and determine the planning horizons.
  A planning horizon is a point in time commanders use to focus the organization’s planning efforts to shape
  future events. Planning horizons, which in major combat operations are measured in hours and days
  for tactical commanders may, in COIN operations, be measured in weeks, months, and years.
  4-22. In contrast, tactical commanders, who have responsibility for terrain and a mission covering
  multiple objectives that must be achieved systematically, require extended planning horizons. Managing
  extended planning horizons have an impact on a tactical unit. The staff processes must be organized
  to facilitate multiple outlooks, as an extended outlook does not relieve the immediacy of current operations.
  However, this may be challenging for a company commander without a staff.
  4-23. FM 5-0 defines three planning horizons—long-, mid-, and short-range plans. These horizons
  create a useful construct for operations executed by tactical units in a counterinsurgency. Additionally, the
  familiar quarterly training guidance and brief processes in FM 7-0 fit the long-term nature
  of counterinsurgency operations.
  LONG-RANGE PLANNING
  4-24. Long-range planning encompasses the range of time where the situation is too uncertain to plan
  for specific operations. Commanders must visualize what conditions they desire to exist, resulting from the
  cumulative effect of all their tactical objectives. Visualizing the time required to establish these conditions
  places approximate bounds on the extent of future planning. In general, when units are in a rotation
  and have a planned transfer of authority, the long-range plan should consider the conditions that the
  commander desires to exist at three months after the transfer.