text: Operational Art and Planning
  particular country. Embassy staffs routinely do country studies that, if current, can provide the
  bulk of the information you may need to conduct an economic analysis or survey. A good library
  is another excellent source of information.
  * Useful web-sites such as:
  Central Intelligence Agency (CIA) World Fact Book.
  
  World Bank Data and Research Site.
  
  * Intelligence preparation of the battlefield related data: The intelligence preparation in the
  battlefield with its overlays, can provide excellent current information regarding information on
  possible enemy COAs, terrain, possible main supply routes, and sites for sustainment facilities.
  Staff FM planners (G-8s and ESC FM SPO) rely on their military intelligence counterparts on
  the headquarters staff for this information. FM small unit leaders rely on the Brigade S-8 for
  intelligence preparation in the battlefield material.
  * Civil affairs data: CA units within the civil military operations center can provide information
  and knowledge of the OE to U.S. and multinational forces when directed. CA with its unique
  interaction and continuous dialogue with indigenous populations, institutions, intergovernmental
  organizations, NGOs, and U.S. agencies and organizations can provide valuable information in
  support of the sustainment mission and overall geographic combatant commander’s plan. Much
  of this information is relevant to FM operations as well, especially during stability operations.
  6-9. Throughout the planning process, FM planners prepare recommendations within their functional
  area, such as:
  * FM unit and systems capabilities, limitations, and employment. This includes the ability to
  access communication and automation systems for FM and mission command.
  * Risk identification and mitigation.
  * FM support relationships between subordinate FM units and supported units.
  * Resource allocation and employment synchronization of organic and supporting units (including
  other joint assets).
  * General locations and movement of FM units.
  * Current and near-term (future) execution of the planned FM support.
  * Types and uses of funding available in support of the operation.
  6-10. FM planners employ the following planning factors in determining the minimum number of FM units
  required to provide the necessary FM support:
  * FMSC – One per TSC.
  * FMSU-- One per SUST BDE.
  3 to 7 FMSDs during Shape, Deter, Seize Initiative, and Dominate.
  
  3 to 5 FMSDs during Stabilize and Enable Civil Authority.
  
  * FMSD – 1 per BCT or brigade-sized element.
  6-11. The exact number of FMSDs to support an operation requires detailed analysis of the geographic
  dispersion, composition, and number of units and organizations supported. Additional factors for
  consideration include the number and location of OCS units and pay agents located in the AO. Based on
  METT-TC analysis, FMSUs may embed an FMSD or FMST within the BCT.
  6-12. During the orders production step of MDMP, FM planners are responsible for developing the FM tab
  for the OPLAN or OPORD. The FM tab is Tab B (FM Operations) to Appendix 2 (Personnel Services
  Support) to Annex F (Sustainment) where the majority of FM direction is located in the completed OPLAN
  or OPORD which results from the MDMP (See Chapter 6, Section V of this manual for a suggested
  template of the FM tab). Through the FM tab FM planners describe the concept of FM support and
  communicate directives to subordinate FM commanders and staffs. The tab should also be synchronized
  with the Operational Contract Support Plan of the base OPLAN or OPORD. The FM tab should contain
  information that provides guidance on FM support to the mission. Chapter 6, Section VI of this manual
  provides a checklist of related FM activities that FM leaders, whether commanders or staff personnel,
  should consider in planning and executing FM operations.