Religious Support Planning and the Military Planning Process

Religious Support Planning and the Military Planning Process

Terminal Learning Objective
ACTION: Apply the Military Decision Making Process. CONDITION: Given classroom environment, instructor guidance, OPORD, references, and student handouts. STANDARD: Using a scenario, conduct mission analysis, develop running estimate, and write a concept of religious support. Identify coordination, logistical, command, control, and communication issues.

Enabling Learning Objectives
ELO A: Conduct Military Decision Making Process (MDMP) overview. The focus is on Mission Analysis (MA) and development of the Running Estimate. ELO B: Use the Running Estimate to write a Religious Support plan for an operational setting. ELO A: First, in ELO A, we will learn what MDMP and Mission Analysis mean, what they are used for, and what the process looks like. Then we will learn how to use that process to analyze a military operation (Do Mission Analysis). Next, based on our MA, we determine specific religious support needs and requirements associated with that operation (Develop Religious Support Estimate). ELO B: This learning objective teaches you how to take what we “gleaned” from ELO A, and use that information to write a BN Religious Support plan. Transition: Ok, let’s move out and draw fire! Go to Reference slide.

References ADP 5-0, The Operations Process, May 2012.
ATTP 5-0.1: Commander and Staff Officer Guide, Sep 2011. (Soon be to FM 6-0: Commander and Staff Organization and Operations) FM 1-05, Religious Support, Oct 2012.

Administrative Data Safety requirements: None. Risk assessment: Low.
Environmental considerations: None. Go to next slide.

For more scenario information, use link below and see section 5:

Agenda Introduction. Administrative information. Presentation.
Summary. This is the agenda we will follow for this class. Next slide.

Planning is a team effort.
“If the band played a piece first with the piccolo then with the brass horn, then with the clarinet, and then with the trumpet, there would be a hell of a lot of noise but no music. To get harmony in the music, each instrument must support the others...Team play wins.” - General George S. Patton

Planning

Operations Process

The Operations Process and Religious Support
The Army’s framework for exercising mission command is the operations process: plan, prepare, execute and assess. The operations process drives planning. All operations follow the operations process and they may be sequential or simultaneous. During the planning phase, chaplains and chaplain assistants translate the commander’s vision into a specific course of action (COA) for religious support. At a supervisory level, planning sets the conditions for effective and decentralized execution of religious support to the modular force by subordinate chaplains and chaplain assistants.

Unified Land Operations
In unified land operations, the Army seizes, retains, and exploits the initiative to gain and maintain a position of relative advantage in sustained land operations through decisive action: the continuous, simultaneous combinations of offensive, defensive, and stability or defense support of civil authorities (DSCA) operations in order to prevent or deter conflict, prevail in war, and create the conditions for favorable conflict resolution.

Operational Phases Source: JP 5-0

Historical Context OIF: 09 Jul 02 – 19 March Phases 0, I March 19 to May 1, 2003 (Liberation of Iraq) Phases I, II, III May 2, 2003 to PRESENT (Transition of Iraq) Phase IV, V OEF: Sept. 11 to Nov. 30, 2001 (Liberation of Afghanistan) Phases 0, I Dec. 1, 2001 to Sept. 30, 2006 (Consolidation I) Phases II, III Oct. 1, 2006 to PRESENT (Consolidation II) Phases III, IV, V

Phase 0 - Shape: Unit mission training; develop and update TACSOP, other SOPs, battledrills and running estimates; validate load plans; perform equipment maintenance; ensure personnel readiness; complete battle and leader book updates; and initiate rear detachment planning and training. Phase I - Deter: Reception, staging and onward integration (RSOI) operations; initial planning inputs; RAA development; force requirements determination; establish running estimate requirements; area of operations focused training; complete equipment/supply requests; conduct pre-deployment RS operations; establish rear detachment; and initiate sleep plans. Phase II – Seize the initiative: Deployment RS, input to operations process; running estimate inputs; FRAGO process; RS area coverage plans; MASCAL RS plan; sleep plans; religious Holy Day coverage; RAA updates and revision; and TF contact rosters. Phase III - Dominate: TF priority of RS effort; new/updated area coverage plan; RAA updates and revision; casualty ministry plans; RS re-supply; input to operations/FRAGO process; and running estimate inputs. Phase IV - Stabilize: In addition to the above, NGO/IGO contact list; Soldier and leader engagement requirements; memorial ceremonies; and prepare for redeployment. Phase V – Enable Civil Authority: In addition to the above, prepare and execute for religious support redeployment operations.

Running Estimates A comprehensive running estimate addresses all aspects of an operation based on the two chaplain corps required capabilities (provide and advise) and the three core competencies (nurture, care, and honor). Chaplains and chaplain assistants use running estimates to facilitate situational awareness and support decision-making during the planning, preparation, execution and assessment phases of the operations process. An estimate should contain the information necessary to answer any religious support question the commander poses.

SOPs The planning process builds on already developed standard operating procedures (SOPs) of the unit, higher HQs, the UMT, and higher HQs chaplain sections. Internal SOPs standardize the internal operations within a command post, at an aid station, chapel or other locations and includes religious support executed during battle drills and any administrative requirements. Load Plans, briefing requirements, battle drills, staffing and shift requirements External SOPs standardize interactions between supervisory chaplains and chaplain assistants and subordinates as it applies to executing the religious support mission in the operational environment. Reporting requirements to higher HQs, UMT/chaplain specific meetings, standards for worship/visitation, memorial/ramp ceremonies Internal SOPs standardize the internal operations within a command post, at an aid station, chapel or other locations and includes religious support executed during battle drills and any administrative requirements. Ensure unit SOPs and battle drills include notification of UMT if applicable (e.g. death of a Soldier). Supervisors ensure subordinate SOPs are developed, staffed, nested with unit SOPs and battle drills and rehearsed. Internal unit and religious support SOPs can include: Organization and set-up of location within a CP or other locations to include space and equipment requirements and priorities of work for chaplains and chaplain assistants Staffing and shift plans and requirements for sleep plans, communication, visitation, counseling, meetings, and travel Load plans, equipment checklists, maintenance requirements Briefing requirements to include operational updates, working groups, templates, commander update briefs, shift-change, and synchronization meetings Battle drills with religious support specific required actions (mass casualty or death of a Soldier) and operational survivability requirements to include protection from indirect fire, uniform standards, convoy drills, and first aid External SOPs standardize interactions between supervisory chaplains and chaplain assistants and subordinates as it applies to executing the religious support mission in the operational environment. When possible, supervisors conduct training prior to deployment. External SOPs can cover: Reporting requirements to include required formats, submission timelines to higher HQs and means of delivery (See FM 6.99 for religious support report template (RSREP)) Requirements for chaplain specific meetings and standards for religious worship, visitation, chapel operations or memorial and ramp ceremonies

BATTLE DRILLS Table of Contents
Potential War Crime by U.S. Soldier(s) 29 US Soldier Felony Crime 30 ROE Violation Reported 31 FOB Security Breach 32 Attack (direct/indirect fire) against FOB 33 Mass Casualties (MASCAL) Critical Friendly Commo Failure 35 Q36/37 Radar Failure WMD Employed (Intentional / Accidental) 37 Public Affairs Office (PAO) Emergency 38 UXO/IED/Mine(s) Discovered 39 Political Asylum Seeker 40 Stolen/Missing Sensitive Item 41 Change in Task Organization (CO or higher) 42 Change in Unit Area of Operations (BN or higher) 43 Clearance of Fires 44 Close Air Support 45 Counter Fire 46 VBIED/IED Attack 47 WIA of Coalition Soldier/Coalition Civilian 48 MEDEVAC for Coalition Soldier/Coalition Civilian 49 Weapon Cache Discovered 50 Death or MEDEVAC of a BDE CDR / BDE XO Death or MEDEVAC of a BN CDR / CO CDR Employment of the BCT Reserve Vehicle Accident 54 Loss of Shadow/Raven 55 Friendly KIA / WIA Friendly Death (Non-Hostile Action) 2 Iraqi NIA/ICDC/Police Death 3 Friendly Fire Fratricide 4 Non-Lethal Fire Fratricide 5 Homicide / Suicide Bomber Attack (Dismounted/Vehicular) 6 Missing Soldier/Contractor (POW/MISSING/AWOL) 7 Detainee 8 Downed Aircraft 9 Demonstration / Pilgrimage / Riot 10 Power Outage 11 Oil Line Sabotage 12 Oil Line Stops Flowing 13 Mass Grave Site Found WMD Site Located HVT Sighted or “Deck of Cards” Intel Div Contacts BCT for Raid Refugee Crisis 18 Short Fuse Tasking Bridge Collapse / Destruction 20 MSR/ASR Blocked by Enemy Activity 21 MSR/ASR Blocked by Civilian Activity 22 Local National Murders another Local National 23 Non Government Organization (NGO) Attacked/Killed 24 VIP Visit 25 Division or Higher Convoy Escort 26 Wrongful Killing of Detainee 27 Wrongful Killing of Civilians 28 Battle drills with religious support specific required actions (mass casualty or death of a Soldier) and operational survivability requirements to include protection from indirect fire, uniform standards, convoy drills, and first aid

Training and Supervision
What links a document or action (MDMP, battle drills, SOPs) with successful execution? Training and Supervision

Required Capabilities
Religious Support encompasses two required capabilities which reflect the dual role of the Chaplain corps: Provide (Religious Leader) Advise (Religious Staff Advisor) Capability — The ability to execute a specified course of action. - JP 1-02, Department of Defense Dictionary of Military and Associated Terms

Capability Emphasis by Echelon
Tactical Delivery Tactical/ Operational Supervision Strategic Leadership PROVIDE/advise Provide/Advise provide/ADVISE Tactical Delivery – defined for both operational/generational force (e.g. Operational Units, Chapel settings, etc.) Tactical Supervision– defined for both operational force (e.g. TF, Division, Separate BDEs, etc.) Operational Supervision – defined for both operational/generational force (CORPS/ASCC). *Note- Chaplains at the Colonel level are Strategy Executors blending in Operational Supervision and Strategic Leadership unless at Direct Strategic Leadership positions such as OSD, COCOM, or Chaplain, Joint Chief of Staff, etc. Strategic Leadership – Defined for both operational/generational force (Chief of Chaplains and Deputy, Chief of Chaplains, COLs in the assignments at OSD, COCOM, or Chaplain, Joint Chief of Staff, etc.) Army Operating Concept (TRADOC Pam ) BN BDE DIV/ESC CORPS/ASCC COCOM/Services/Joint Staff

Core Competencies Nurture the living. Care for the wounded.
Within the two core capabilities, UMTs fulfill three basic core competencies. These three competencies provide the fundamental focus and direction as the Chaplaincy executes its mission ensuring the free exercise rights of religion responsibilities for Soldiers within its required capabilities as religious leaders and religious staff advisors: Nurture the living. Care for the wounded. Honor the dead.

EXERCISE: Write a Group Running Estimate
NOTE: ALL SET in PHASE 0. Use actual members of the small group and form a BCT. See slide 27. Use actual faith group denominations, PCS and school dates and vacancies. Discuss operational realities using the faith group make-up of the BCT. (e.g. lack of priest, a rabbi in the BCT). Impact on faith group coverage? Unit coverage versus faith group coverage? Request for support? Discuss general operating principles of each battalion. Role of installation or higher HQs chaplain section. Make one battalion chaplain or assistant: New OBC or AIT student Make one battalion chaplain or assistant: Due to PCS to …next duty assignment, school etc. Situation: Predeployment NOTE: Use Student data to develop a Phase 0 Running Estimate as a notional BCT (7 students) and Installation or Division (All others) Remember linkage between elements for integration, supervision and training

2 BCT (4th ID) Task Organization Fort Carson, Colorado
3-77 IN 2-550 IN 4-49 ARS 1-391 FA (M109A6) 12 EN BN 290 BSB BSTSB 2-4th HBCT Troops

What is MDMP? It is an iterative planning methodology used by the Army to understand the situation and mission, develop a course f action and produce an operations plan or order. (ADP 5-0) I want to focus our attention on the seven steps of the MDMP, with emphasis on the Mission Analysis and Running Estimate

MDMP also drives preparation
Why is it important? Organizational structure is very fluid (THINK “Plug and Play” Provides a fundamental/common framework for problem solving MDMP facilitates collaborative planning A way of thinking about a problem A way to standardize - communicate ideas MDMP also drives preparation

College MDMP Problem: I need transportation
Develop solutions: Options? Car, truck, SUV, bicycle, bus, horse, walk New/used Parking, fuel, taxes, storage, forage $$$$$$ Compare alternatives: cost, fuel, efficiency, reliability, availability of funds, breed Decision: Walk

Broad concept of operation (support) Approved operation plan or order
MDMP Process Key Inputs Key Outputs Steps - Higher HQ’s plan or order or a new mission anticipated by the commander Warning order Higher HQ’s plan or order Higher HQ’s knowledge and intelligence products Knowledge products from other organizations Design concept (if developed) Step 2: Mission Analysis Step 1: Receipt of Mission Commanders Initial guidance Initial allocation of time Mission statement Initial commander’s intent Initial planning guidance Initial CCIRs and EEFIs Updated IPB and running estimates Assumptions Initial commanders intent, planning guidance, CCIRs and EEFIs Step 3: Course of Action (COA) Development COA statements and sketches Tentative task organization Broad concept of operation (support) Revised planning guidance Updated assumptions Updated running estimates Step 4: COA Analysis (War Game) Refined COAs Potential decision points War game results Initial assessment measures Update running estimates Evaluation criteria Step 5: COA Comparison Evaluated COAs Recommended COAs Recommended COA Step 6: COA Approval Commander selected COA and any modifications Refined commanders intent, CCIRs, and EEFIs Step 7: Orders Production Approved operation plan or order Commander selected COA with any modifications

MDMP consists of seven steps and each step has various inputs, steps to conduct and outputs.
Staff efforts focus on helping the CDR understand the situation, make decisions, and synchronize those decisions into a fully developed plan or order.

Religious Inputs/Outputs
MDMP Steps Receipt of mission Mission Analysis Course of Action (COA) Development COA Analysis (War Game) COA Comparison COA Approval Orders Production, Dissemination and Transition Outputs Commander’s initial guidance Initial allocation of time Problem and mission statements Initial CDR intent Initial planning guidance Updated IBP/Running estimates Assumptions Courses of Action (COA) Refined COAs Potential decision points War-game results Initial assessment measures Update assumption Approved COA Adv/Disadvantages of each COA COA Selection Update running estimates Update assumptions Consider throughout analysis/war gaming Consider consequences of each COA Consider during COA development Religious Inputs/Outputs Gather/Research /Assess/ RS capability requirements for RS concept of support development for (new) mission (Provide/Advise) Determine RS internal and external advisement requirements (Advise) Continue RS for current mission (Provide/Advise) Determine and Develop Religious support requirements for each COA for RS concept of support development (Provide/Advise) Religious impact on operations (Assess religious factors) COA Religious Considerations Allies/Others Religious acceptability – Allies/population Analyze RS requirements for development of RS concept of support (Provide/Advise) Religious Feasibility Religious Acceptability Religious Suitability Compare Religious requirements for RS concept of support for each COA/by phase (Provide/Advise) Religious Factors Impact on each COA/by phase (Advise) Update running estimate Execute/Assess Develop/Execute RS concept of support (Provide/ Advise) Communicate plan to higher/subordinates and supervise subordinate RS planning/execution (Provide/ Advise) Assess for next planning cycle and update running estimate (Provide and Advise) (Provide/Advise) (Advise) Decision making in the military As complex as the Military Decision Making Process (MDMP) is, religion must now be included in the process. The inclusion of religious factors in Mission Analysis provides a more robust picture of the situation and can allow for a more comprehensive plan of action. While there are situations in which cultural factors may not be applicable or appropriate for mission accomplishment, they will provide a more comprehensive understanding of possible reactions of the populace and allow for additional planning to compensate for those reactions. Religious information should be viewed as a tool, rather than a hindrance.

Role of the Commander and Staff
The Commander guides the planning process by visualizing, describing and directing his intent. The XO supervises the staff. Staffs integrate information with sound doctrine and technical competence. The end result is production of effective plans and orders. Commanders are in charge of the planning process. From start to finish, the commander’s role is a central element to the success of the process. They discipline the staff to meet the requirements of time, planning horizons, simplicity, and level of detail. Commanders do this by visualizing, describing, and directing operations. The staff’s effort during the planning focuses on helping the commander make decisions and developing effective plans and orders. They do this by integrating information with sound doctrine and technical competence.

Step #1: Receipt of Mission

Step #1: Receipt of Mission
Commanders initiate the MDMP upon receipt of or in anticipation of a mission.

Scenario: Receipt of Mission
2 BCT receives notification of a deployment to Atropia. The Brigade UMT immediately begins an N-hour sequence. Equipment: Railhead from Ft. Carson to seaport of embarkation (SPOE). Ship equipment from SPOE to seaport of debarkation (SPOD) at Kendi, Gorgas From SPOD to assembly area (AA) then to attack position Personnel: Fly from Ft. Carson (Aerial Port of Embarkation (APOE)) to Aerial Port of debarkation (APOD) at Blisa, Gorgas

Receipt of Mission Alert staff and other key participants (THINK SOPs)
Gather tools Publications All documents related to mission and AO to include higher HQs OPLAN/OPORD, maps, operational graphics Estimates and other products Unit and higher SOPs Update running estimates Conduct initial assessment Time available to plan and prepare Issue the CDRs initial guidance Issue the initial WARNO to its subordinates and interested organizations to permit parallel planning. Critical result is initial allocation of available time or the “one-third/two-thirds” timeline.

COA Analysis, Comparison
Time Assessment COA Analysis, Comparison & Briefing 24:00 hrs 7:20 12:40 20:00 Receipt of Mission Mission Analysis Execution COA Development Orders Pub 72:00 hrs WO #3 Receipt Of Order WO #2 WO #1 Issue Order Yours 1/3 Theirs 2/3 Time, more than any other factor, determines the detail with which the staff can plan. Once time assessment is made, the commander must determine whether or not to do the full MDMP, or to abbreviate the process. The time assessment allocates time available for planning, preparing and executing the operation. As a general rule, the commander allocates a minimum of two-thirds of available time for subordinate units to conduct their planning and preparation. This leaves one-third of the time for the commander and his staff to do their planning. They use the other two-thirds for their own preparation. An important component of the operational time line is the staff planning time line established by the chief of staff/executive officer or representative. It will include times and locations for meetings and briefings. Develop the Operational Time Line Use the “one third / two thirds” rule! Establish the staff planning time line

EXERCISE: Update Deployment Group Running Estimate
Situation: Deployment What changes would occur? (e.g. PCS, schools, personnel changes) Discuss changes in religious support personnel, units etc. Use notional training material from ATN. See link on slide 6. Adapt Annex A.

Step #2: Mission Analysis

Step #2: Mission Analysis
Commanders and Staff assess the situation by gathering, analyzing and synthesizing information. Understand the situation and problem. What must the command accomplish? When and where it must be done Why – purpose of the operation. Mission analysis is the most important step in the MDMP.

Mission Analysis Steps
MDMP Mission Analysis Steps 11/10/2018 7:32 PM Key Inputs Process Key Outputs Analyze the higher HQ’s plan or order Perform initial IPB Determine specified, implied and essential task Review available assets and identify resource shortfalls Determine constraints Identify critical facts and develop assumptions Begin composite risk management Develop initial CCIRs and EEFIs Develop initial ISR synchronization plan Develop initial ISR plan Update plan for the use of available time Develop initial themes and messages Develop a proposed mission statement Present the mission analysis briefing Develop and issue initial commanders guidance Develop and issue initial planning guidance Refine/Develop COA evaluation criteria Issue a warning order Approved mission statement Initial commander’s intent Initial CCIRs and EEFIs Information themes and messages Updated IPB products Updated running estimates Assumptions Resource shortfalls Updated operational timeline Higher HQ’s plan or order Higher HQ’s intelligence and knowledge products Historical data Updated running estimates Initial commander’s guidance COA evaluation criteria Design concept (if design preceded mission analysis) Warning order

Mission Analysis Aspects of the mission you need to consider during your analysis What units (capabilities) are within the area of operations? Where are we on the battlefield? Why are we here? How do we support from here? How do we get support from here? When, to where, and in what sequence do we displace to ensure continuous operations?

Mission Analysis - 19 Steps
Analyze higher HQ order/plan. Conduct initial IPB. Led by S-2 Enemy, terrain, weather, key civil considerations Determine specified, implied, and essential tasks. Review available assets and identify resource shortfalls. Determine constraints (restriction). Identify critical facts (statement of truth) and assumptions. Mission Analysis consists of the following CMD and Staff functions: Analyzing higher mission and intent: The BN UMT should analyze higher HQ order to establish how/where their unit’s mission fits into the missions of higher and adjacent headquarters. The UMT should determine how their unit, by task and purpose, contributes to the mission, commander’s intent, and concept of operations of higher headquarters two levels up. The BN commander and staff, to include the UMT, seek to completely understand higher headquarters and their own: Commander’s intent, mission, available assets, area of operations, concept of operations, operational time-line, the missions of adjacent (front, rear, supporting, and supported units), their unit’s Area of Operations, and their mission in the context and in relation to the higher HQs mission and commander’s intent. Also, analyze higher UMT’s mission and intent if given. You want to be sure “Higher’s” UMT mission statement and yours (Battalion), do not contradict one another. Intelligence Preparation of the Battlefield (IPB) is a critical task during MA. The UMT can obtain much valuable information from the S2 in this area such as: Which MSRs are safe, the types of convoys that are likely targets, enemy strength, capabilities, likely COAs, (most likely/least likely/ most dangerous, etc.), templates of chemical strike areas, mine fields, where enemy attacks have occurred or may occur, high probability IED strike areas, dangerous areas/groups of people, etc. Never leave the TOC without checking in with the S2 folks! Next slide. Constraints: Directed by higher HQ; Tasks that may limit operations or planning options; Normally found in paragraph 3 of order.

Why is this part important?
Analyze higher order Higher Hqs CDR and technical chain intent Mission Concept of operation Available assets Mission of adjacent, supporting, and supported units Assigned AOs What you don’t understand – RFI to staff and higher During Mission Analysis, it is EXTREMELY IMPORTANT to identify all specified tasks, identify and develop all implied tasks associated with the specified tasks, and determine any essential tasks. You can find Specified tasks in paragraph 2 (Mission), 3 (Execution), annexes, overlays, etc. (Avoid putting tasks to subordinate units in annexes.) Specified tasks may come from verbal guidance as well. Implied tasks: Task necessary to accomplish the mission or one of the specified tasks. They come from further analysis of the enemy and the terrain. These are not found in the higher headquarters orders. Routine or SOP tasks are not considered implied tasks. Essential tasks give commanders objectives and form the basis for the restated mission. They are those tasks required to accomplish the mission. Examples of Specified Tasks: Conduct route recon of MSRs and clear routes NLT AUG11. NET AUG11 occupy sector. NLT AUG11 secure PL Datsun. NLT AUG11 establish security zone between PL Edsel and PL Datsun with two company tms. NLT AUG11 DIS 168 MRR. Backbrief ADCM at AUG11. Instructor: Help students identify some Implied Tasks that support the Specified Tasks above. Transition to next slide: Gathering facts and assumptions. “Closely related to identifying our tasks and purposes is gathering facts and assumptions.” Why is this part important?

Intelligence Preparation of the Battlefield (IPB)
Systematic process to help us analyze the threat and the environment. There are four steps in the IPB process: define the battlefield environment, describe the battlefield's effects, evaluate the threat, and determine threat courses of action. Will cover these in more detail later today during IPB in a SASO environment. IPB products include the modified combined obstacles overlay (MCOO) which portrays the terrain and weather, and the situational templates (SITEMPs) which graphically depict the enemy COAs. These products assist in development of the Event template used in friendly COA development. Additional information in FM and FM in your class library. Impact of analysis of IPB on execution of religious support?

Determine Specified, Implied, and Essential Tasks
Found in paragraphs 2 and 3, annexes, and overlays of higher order. (Some tasks may be in paragraphs 4 and 5 or may also be listed in annexes and overlays.) They may also be assigned verbally during collaborative planning sessions or in directives from the higher commander. Specifically assigned to a unit by higher HQ. Implied Must be performed to accomplish a specified task or mission. Not stated in higher HQs order. Derived from detailed analysis, enemy situation, COA, and terrain Additionally, analysis of doctrinal requirements for each specified task might disclose implied tasks. Essential Must be executed to accomplish the mission. During Mission Analysis, it is EXTREMELY IMPORTANT to identify all specified tasks, identify and develop all implied tasks associated with the specified tasks, and determine any essential tasks. You can find Specified tasks in paragraph 2 (Mission), 3 (Execution), annexes, overlays, etc. (Avoid putting tasks to subordinate units in annexes.) Specified tasks may come from verbal guidance as well. Implied tasks: Task necessary to accomplish the mission or one of the specified tasks. They come from further analysis of the enemy and the terrain. These are not found in the higher headquarters orders. Routine or SOP tasks are not considered implied tasks. Essential tasks give commanders objectives and form the basis for the restated mission. They are those tasks required to accomplish the mission. Examples of Specified Tasks: Conduct route recon of MSRs and clear routes NLT AUG11. NET AUG11 occupy sector. NLT AUG11 secure PL Datsun. NLT AUG11 establish security zone between PL Edsel and PL Datsun with two company tms. NLT AUG11 DIS 168 MRR. Backbrief ADCM at AUG11. Instructor: Help students identify some Implied Tasks that support the Specified Tasks above. Transition to next slide: Gathering facts and assumptions. “Closely related to identifying our tasks and purposes is gathering facts and assumptions.”

MDMP 11/10/2018 7:32 PM The staff analyzes the higher headquarters’ order and the higher commander’s guidance to determine their specified and implied tasks. In the context of operations, a task is a clearly defined and measurable activity accomplished by Soldiers, units, and organizations that may support or be supported by other tasks. The “what” of a mission statement is always a task. From the list of specified and implied tasks, the staff determines essential tasks for inclusion in the recommended mission statement.

MDMP 11/10/2018 7:32 PM Implied Task The assumption should identify a need for your unit to execute tasks or be prepared to. Example: Fact – Enemy has a capability and history of using chemical weapons, usually when forces are canalized. Assumption – Friendly forces are going to encounter chemical weapons when crossing river in the vicinity of OBJ DRAGON. Implied Tasks – Identify water points, be prepared to conduct DECON, be prepared to issue NBC equipment.

Review available assets and identify resource shortfalls.
Found in task organization. (Annex A) Attachments and detachments by phase Compare Assets to Task Support/command relationships Key questions for analysis: Who is in the unit? (Sections/Companies/Battalions and UMT/RSTs by phase) Where do we have major changes? Do we have sufficient RS assets to accomplish the mission? During Mission Analysis, it is EXTREMELY IMPORTANT to identify all specified tasks, identify and develop all implied tasks associated with the specified tasks, and determine any essential tasks. You can find Specified tasks in paragraph 2 (Mission), 3 (Execution), annexes, overlays, etc. (Avoid putting tasks to subordinate units in annexes.) Specified tasks may come from verbal guidance as well. Implied tasks: Task necessary to accomplish the mission or one of the specified tasks. They come from further analysis of the enemy and the terrain. These are not found in the higher headquarters orders. Routine or SOP tasks are not considered implied tasks. Essential tasks give commanders objectives and form the basis for the restated mission. They are those tasks required to accomplish the mission. Examples of Specified Tasks: Conduct route recon of MSRs and clear routes NLT AUG11. NET AUG11 occupy sector. NLT AUG11 secure PL Datsun. NLT AUG11 establish security zone between PL Edsel and PL Datsun with two company tms. NLT AUG11 DIS 168 MRR. Backbrief ADCM at AUG11. Instructor: Help students identify some Implied Tasks that support the Specified Tasks above. Transition to next slide: Gathering facts and assumptions. “Closely related to identifying our tasks and purposes is gathering facts and assumptions.”

What does the Annex A, Task Organization tell us?

MDMP 11/10/2018 7:32 PM Constraints CONSTRAINTS- A constraint is a restriction placed on the command by a higher command. A constraint dictates an action or inaction, thus restricting the freedom of action of a subordinate commander. Constraints are found in paragraph 3 in the OPLAN or OPORD. Annexes to the order may also include constraints. The operation overlay, for example, may contain a restrictive fire line or a no fire area. Constraints may also be issued verbally, in WARNOs, or in policy memoranda. Example: Convoys will travel no faster than 25kph

Determine Constraints
What the unit must do! (requirement) What the unit cannot do! (prohibition) Examples: “Must request oversized vehicle clearance” “May not use HNS water sources until approved by Corps Preventive Medicine” Task 5 A higher commander normally places some constraints on his subordinate commanders that restrict their freedom of action. Constraints can take the form of a requirement to do something ( for example, maintain a reserve of one company) or a prohibition on action (for example, no reconnaissance forward of a line before H-hour). The commander and his staff must identify and understand these constraints. They are normally found in the scheme of maneuver, the concept of operations, and coordinating instructions. Constraints can also be in Annexes to the order. They may also be given orally during collaborative planning or in WARNOs. Task 6 Validity: The assumption is likely to be true (cannot assume away potential problems such as weather or enemy options) Necessity: Assumption is essential for planning Normally found in scheme, concept, annexes and coordinating instructions

Identify Critical Facts and Assumptions
Statements of known data concerning the situation, including enemy and friendly dispositions, available troops, unit strengths and materiel readiness Assumptions Must meet the following criteria- Assumed to be true in the absence of positive proof Meets the test of validity and necessity The staff gathers two categories of information concerning assigned tasks: facts and assumptions. Facts: What are facts? Statements of known data including situation, enemy & friendly dispositions, available troops, unit strengths and material readiness Assumptions: What are assumptions? Something that is “supposed to be” about the current or future situation and is assumed to be true in the absence of facts. They take the place of necessary, but unavailable, facts and fill the gaps in what the commander and staff know about a situation. To determine assumptions, planners should: List all appropriate assumptions received from higher HQ State expected conditions over which the commander has no control but which are relevant to the plan List conditions that would invalidate the plan or its concept of operations An assumption is appropriate if it meets the test of validity and necessity validity –means the assumption is likely to be true necessity –is whether the assumption is essential for planning When possible, assumptions are cleared with the higher HQs to ensure they are consistent with higher HQ’s plan. Assumptions are replaced with facts as soon as possible. Don’t Assume Away The Problem!

Review Facts and Assumptions
Continually review throughout process. New facts/assumptions may alter analysis. Commander and the staff must assess impact of changes and make adjustments. Finally, the Cdr and staff periodically review facts and assumptions. Assumptions may have become facts or may have become invalid. When facts and assumptions change, the Cdr and staff must assess the impacts. Transition to summary.

Facts Some facts that should always be considered are:
MDMP 11/10/2018 7:32 PM Facts Some facts that should always be considered are: Weather Terrain Enemy capabilities, vulnerabilities, and intentions Time and Space Example: Fact – Enemy has a capability and history of using chemical weapons, usually when forces are canalized.

MDMP 11/10/2018 7:32 PM Assumptions Example: Fact – Enemy has a capability and history of using chemical weapons, usually when forces are canalized. Assumption – Friendly forces are going to encounter chemical weapons when crossing the river

Identify Critical Facts
Terrain/Weather Enemy data S1 Personnel status Replacements FACTS: Statements of known data concerning enemy and friendly situation S3 Higher HQ intent Unit status Gather facts from everywhere and everybody concerning everything! The S1 provides the personnel status of the organization, its sub units, and its attached and supporting units. Then projects replacement requirements, based on the current operation, to estimate the status of personnel for the operation being planned. The S2 analyzes the terrain using observation, cover and concealment, obstacles, key terrain, and avenues of approach (OCOKA) to analyze the battle area in terms of the military aspects of the terrain. Next, the S2 looks at the weather to determine the advantages and disadvantages for the attacker and the defender. This allows exploitation of opportunities based on mission, enemy, terrain and weather, troops and support available, time available and civil considerations (METT‑TC). Finally, all known enemy information is extracted from the order/plan. Plot unit locations, develop order of battle, ID strengths and weaknesses, ID activities and capabilities which affect future operations. The S3 analyzes facts to include the mission and Cdr's intent (one and two levels up); task org two levels down; and unit status of assigned, attached, or supporting units to include unit locations and capabilities. The S4 provides an assessment of the logistics status of the organization to include attached and supporting units. Additionally, current supply rates, priority of support, and stockages are important. The S5 includes civil affairs unit locations and capabilities. Next slide. S4 Sustainment S5 Civil Affairs Govt/Infrastructure

Identify Critical Assumptions
Possible Avenues of Approach/COAs (Friendly/Enemy) S1 - MEDEVAC Loss projections Assumption Test Valid? Necessary? Assumptions replace necessary but unknown facts. They are appropriate if they meet the tests of both validity and necessity. Validity: Reason to believe that it is true - based in fact or experience. Necessity: Whether or not it is required for the development of a plan. S1 assumptions could be on the medical evacuation capability, loss projections (KIA and WIA), and status of critical MOS shortages. S2 makes assumptions concerning the best avenues of approach, best defensible ground and the effects of the terrain and weather on both friendly and enemy COAs. The S2 will develop enemy COAs based on their location, disposition, doctrine and the expected battlefield situation. S3 makes assumptions about the status and ability forces to conduct the mission. This includes the ratio of enemy maneuver forces to friendly maneuver forces relative to the task (defend, delay, attack, or counterattack). The status of all combat support forces to include FA, ADA, Chemical, EN, EW, AVN, MP and Signal should be validated. S4 IDs significant differences in the current versus anticipated logistical status of the organization. Such as equipment losses and consumption rates for various classes of supply (CL I, III, V, etc.). S5 discusses the future status of local government support for the operation and constraints in the civil-military operations (CMO) area. Will unit missions have a positive or negative impact on the local populace? What assumptions can the S5 make? Why? Will it impact your religious support plan? Maybe… Next slide. S3 - Force ratio analysis Risk analysis S4 - Equipment losses Consumption rates S5 - Local support Limitations in AO

Can these change? Give an example.
MSR Green Fact: “If we use MSR Green, we must cross a river.” Assumption: “The bridge across the river will be intact and available for our use.” Can these change? Give an example.

Begin risk management (Protection/S-3). Develop initial CCIRs and EEFIs. Develop initial intelligence collection synchronization tools. Develop initial intelligence collection tools Update plan for the use of available time. Develop initial themes and messages Develop a proposed problem statement. Develop a proposed mission statement. Present mission analysis briefing. Develop and issue initial commander’s intent. Develop and issue initial planning guidance. Develop COA evaluation criteria Issue warning order. Steps 7 through 13 of the MA process. Let’s look at some of these in more detail. CCIR: Commander’s Critical Information Requirements. Typically these are information requirements that help them confirm their vision of the battlefield or identify significant deviations from it. The staff incorporates the CCIR into the appropriate parts of the plan and passes them to subordinate units. They must include elements that support seizing and retaining the initiative so soldiers can recognize opportunities as they develop. Recon annex: The UMT should be familiar with the Recon plan and timeline. This facilitates coordination of ministry before it is too late! Mission Analysis briefing: The chaplain/chaplain assistant should be prepared to brief the RS plan. However, in some cases, the S4 may brief your portion if you coordinated with them ahead of time. This allows the UMT to conduct ministry to personnel prior to mission. Next slide.

Begin Risk Management Balancing Risk Against Mission Tactical Risk
Staff analyzes higher headquarters’ mission and intent to deduce level of acceptable risk to mission and force. Identifies major tactical hazards or events. Identifies risk to successful mission execution. Every commander and staff officer must integrate risk management into the planning and execution of missions Tactical Risk Operational Risk associated with hazards that exist due to the presence of the enemy Accidental Risk Operational Risk considerations other than tactical risk to include: Risk to friendly forces Risk to civilians Risk to the environment Higher HQ may specify an acceptable risk to accomplish the mission (for example an economy of force in a certain area). The staff may also deduce the level of acceptable risk to the mission and the force. This initial assessment by the staff IDs major hazards and assesses its risk. The Cdr also makes an overall assessment of the risk to force & mission.

What does the staff wake up the Commander for?
Determine Commander’s Critical Information Requirements (CCIR) What does the staff wake up the Commander for? The CCIR identify information needed by the commander to support his commander’s visualization and to make critical decisions, especially to determine or validate courses of action. They help the commander filter information available by defining what is important to mission accomplishment. They also help focus the efforts for his subordinates and staff, assist in the allocation of resources, and assist staff officers in making recommendations. The CCIR should be limited to 10 or less at any given time to enhance comprehension. The CCIR directly affect the success or failure of the mission and they are time-sensitive in that they drive decisions at decision point. The key question is, “What does the commander need to know in a specific situation to make a particular decision in a timely manner?” The commander alone decides what information is critical, based on his experience, the mission, the higher commanders intent, and input from the staff. What are the RS implications?

Staff nominates information requirements (IR) to become CCIR
What does the commander need to know in a specific situation to make a particular decision in a timely manner? Staff nominates information requirements (IR) to become CCIR Limit to 10 or less items of information Supports the commander’s battlefield visualization Helps filter information available to the commander Defines what is important to mission accomplishment Identifies critical decisions Directly affects the success or failure of the mission Assists in determining or validating COAs Time sensitive because they drive decisions at Decision Points (DPs) Assists staff officers in making recommendations Focuses the efforts of subordinates and staff Assists in the allocation of resources The CCIR identify information needed by the commander to support his commander’s visualization and to make critical decisions, especially to determine or validate courses of action. They help the commander filter information available by defining what is important to mission accomplishment. They also help focus the efforts for his subordinates and staff, assist in the allocation of resources, and assist staff officers in making recommendations. The CCIR should be limited to 10 or less at any given time to enhance comprehension. The CCIR directly affect the success or failure of the mission and they are time-sensitive in that they drive decisions at decision point. The key question is, “What does the commander need to know in a specific situation to make a particular decision in a timely manner?” The commander alone decides what information is critical, based on his experience, the mission, the higher commanders intent, and input from the staff.

Determine Commander’s Critical Information Requirements (CCIR)
Information about the enemy Information about the capabilities of own or adjacent units PIR Priority Intelligence Requirement FFIR Friendly Forces Information Requirement When and where the enemy fire mortar rounds at 1st BN? Will XXXX maintain loyalty if we conduct a cordon and search on his nephew’s house)? When we fall below 75% in M1, M2, M3, and M1014 BN “Amber” status in CL III or V Death / injury of soldier in a critical MOS CCIR identify information needed by the commander to support his battlefield visualization and to make critical decisions, especially to determine or validate courses of action. They help the commander filter information available to him by defining what is important to mission accomplishment. They also help focus subordinate units and staff, assist in the allocation of resources, and assist the staff in making recommendations. The CCIR should be limited to ten (10) or less to enhance comprehension The key question is, “What does the commander need to know in a specific situation to make a particular decision in a timely manner?” PIR: Information about the enemy EEFI: The critical aspects of a friendly operation that, if know by the enemy, would compromise, lead to failure, or limit success of the operation, and therefore must be protected from enemy detection. FFIR: Information about the capabilities of the commanders units and/or adjacent units. EEIF and FFIR are not CCIR but are considered here. FM 5-0 paragraph 3-21 and 3-82

Essential Elements of Friendly Information (EEFI):
Not part of CCIR, but are a commander’s priority What enemy commanders want to know about friendly forces and why Are the basis for the command’s operation security (OPSEC) plan Although not part of the CCIR, staff also recommends EEFI to the commander. They tell friendly commanders what info that cannot be compromised.

Present mission analysis briefing. Develop and issue initial commander’s intent. Develop and issue initial planning guidance. Develop COA evaluation criteria Issue warning order. Steps 7 through 13 of the MA process. Let’s look at some of these in more detail. CCIR: Commander’s Critical Information Requirements. Typically these are information requirements that help them confirm their vision of the battlefield or identify significant deviations from it. The staff incorporates the CCIR into the appropriate parts of the plan and passes them to subordinate units. They must include elements that support seizing and retaining the initiative so soldiers can recognize opportunities as they develop. Recon annex: The UMT should be familiar with the Recon plan and timeline. This facilitates coordination of ministry before it is too late! Mission Analysis briefing: The chaplain/chaplain assistant should be prepared to brief the RS plan. However, in some cases, the S4 may brief your portion if you coordinated with them ahead of time. This allows the UMT to conduct ministry to personnel prior to mission. Next slide.

Present Mission Analysis Briefing
Given to both commander and staff when possible. Focus on relevant conclusions. Briefing develops a shared vision of future requirements. Staff develops standardized status charts to monitor and consolidate data. Brief relevant conclusions as a result of the mission analysis process (Tasks) The staff then conducts the mission analysis briefing. It is conducted to both the Cdr and principle staff when possible. The focus is on relevant conclusions to the initial MDMP analysis. It will give the Cdr and staff a shared vision for future planning steps. Also, it provides a framework for developing of standardized status charts to monitor and consolidate future relevant mission data.

5-paragraph order format
Issue Warning Order #2 Issued to subordinate and supporting units and at a minimum should contain: The approved unit mission statement Commander’s intent Task organization changes Attachment / detachment The unit AO CCIR and EEFI Risk guidance Surveillance and recon instructions Initial movement instructions Security measures Military deception guidance Mobility and counter-mobility guidance Specific priorities Updated operational time line Guidance on collaborative events and rehearsals Immediately after the commander gives his guidance, the staff sends subordinate and support units a warning order. 5-paragraph order format

Mission Analysis (Mission/Intent)
Sample Mission Analysis (Mission/Intent) Mission: 3/1AD, ICW 1-52 BCT, attacks to destroy enemy forces located vicinity OBJ Area Lion NET JUN11, NLT JUN11 IOT deny enemy sanctuary. Commanders Intent: OBJ Area Lion is clear of all enemy forces. Operation Golden Cobra is conducted with no civilian casualties and minimal collateral damage. Method (Key Tasks): T1: Conduct ISR to confirm Enemy SITTEMP T2: Clear OBJ Area Lion ICW 1-52 BCT T3: Conduct thorough Site Exploitation of OBJ Area Lion Purpose: Deny AAF sanctuary in OBJ Area Lion. End state: OBJ Area Lion clear of all enemy forces

EXERCISE: Analyze Mission from higher order
Situation: Alert and Predeployment NOTE: Examine CJFLCC, Corps and Division orders. Remember linkage between elements for integration, supervision and training

EXERCISE: Analyze Mission from ABCT order
Situation: Alert and Predeployment NOTE: Examine 2 ABCT order. Remember linkage between elements for integration, supervision and training

Step 3: COA Development The staff compares feasible COAs to identify the one with the highest probability of success against the most likely enemy COA and the most dangerous enemy COA. The selected COA should also— • Pose the minimum risk to the force and mission accomplishment. • Place the force in the best posture for future operations. • Provide maximum latitude for initiative by subordinates. • Provide the most flexibility to meet unexpected threats and opportunities

Analyze relative combat power Generate options Array initial forces
Step 3: COA Development Analyze relative combat power Generate options Array initial forces Develop scheme of maneuver/concept of operations Assign headquarters Prepare COA statements and sketches The staff compares feasible COAs to identify the one with the highest probability of success against the most likely enemy COA and the most dangerous enemy COA. The selected COA should also— • Pose the minimum risk to the force and mission accomplishment. • Place the force in the best posture for future operations. • Provide maximum latitude for initiative by subordinates. • Provide the most flexibility to meet unexpected threats and opportunities

Each COA MUST meet EACH of the following criteria.
Suitable: Must accomplish the mission and comply with the commander’s planning guidance Feasible: Must accomplish the mission within available time, space and resources Acceptable: Must justify the cost in resources, especially casualties Distinguishable: Must be significantly different from the others Complete: Must show the decisive, shaping, and sustaining operations, i.e., Who, What (task), When, Where, and Why (purpose) The commander’s guidance should discuss how many COAs to develop. Understand that time or lack thereof may be the determinate factor on quantity; however, think three. So what makes a COA? Each COA should meet five screening criteria and a good COA must be flexible. Suitable: must accomplish the mission and comply with the commander’s planning guidance. Feasible: must accomplish the mission within available time, space and resources. Acceptable: must justify the cost in resources, especially casualties. This assessment is largely subjective. Distinguishable: must be significantly different from the others. Complete: must show how the decisive operation accomplishes the mission. Flexible (not a criteria, but makes for a good COA): positions the force for future operations and provides flexibility to meet unforeseen events during execution.

Generate options Brainstorming
Operate within the Cdr’s Planning Guidance and Higher Headquarters' Concept of the Operation Consider RS requirements in order Decisive Operation Shaping Operations Sustaining Operations Is the RS COA: Feasible? Acceptable? Suitable? Distinguishable? Complete?

Why is this important for the UMT?
Array initial forces Determine forces needed to accomplish the mission and provide a basis for the scheme of maneuver. Make an initial RS coverage plan for the array of friendly forces for each COA. Are there gaps in the RS coverage plan? Is there a need for additional or a shift in RS assets? Why is this important for the UMT?

Develop Concept of Operations Why is this important for the UMT?
Describes how arrayed forces will accomplish the mission within the commander’s intent. Concisely expresses the “how” of the commander’s visualization and governs the design of supporting plans or annexes. Summarizes the contributions of all WFF. Refine the initial array of forces. Use graphic control measures to coordinate the operation and show the relationship of friendly units to one another, the enemy and the terrain. Staff develops concept of operations for each COA. Decisive, shaping and sustaining operations ideally occur simultaneously If unable due to lack of combat power across the AO, the operation should be phased Considerations for simultaneous or sequential ops: - Skill and size of the opponent - Size of the area of operations - Operational reach - Available joint support - The scope of the mission Why is this important for the UMT?

Prepare COA Statements and Sketches
Prepare COA statement and supporting sketch for each COA Sketch provides a picture of the maneuver aspects of the concept of operations: Boundaries Movement formations Line of departure (LD) or phase lines (PL) Ground and air axes of advance Assembly areas, battle positions Main effort Location of command posts Population concentrations Rivers, roads, cities The operations officer prepares a COA statement and supporting sketch for each COA. The COA statement clearly portrays how the unit will accomplish the mission and explains the concept of operations. It is written in terms of the battlefield organization and includes the mission and end state. The sketch provides a picture of the maneuver aspects of the concept of operations. Together, the statement and sketch cover the who (generic task organization), what (tasks), when, where, why (purpose), for each subordinate unit. It states any significant hazards to the force as a whole and where they occur. The commander makes risk decisions regarding them during COA approval.

Together, the statement and sketch (for each subordinate unit) must cover: Who, What, When, Where, How, Why. The operations officer prepares a COA statement and supporting sketch for each COA. The COA statement clearly portrays how the unit will accomplish the mission and explains the concept of operations. It is written in terms of the battlefield organization and includes the mission and end state. The sketch provides a picture of the maneuver aspects of the concept of operations. Together, the statement and sketch cover the who (generic task organization), what (tasks), when, where, why (purpose), for each subordinate unit. It states any significant hazards to the force as a whole and where they occur. The commander makes risk decisions regarding them during COA approval. IMPACT on RS execution?

COA Briefing COA briefing includes: An updated IPB.
Possible enemy COAs (event templates). The approved problem statement and mission statement. The commander’s and higher commanders’ intent. COA statements and sketches, including lines of effort if used.. The rationale for each COA including: Considerations that might affect enemy COAs Critical events for each COA. Rationale for array of forces Updated facts and assumptions. Refined COA evaluation criteria. The commander approves COA(s) and gives additional guidance If one or more of the COAs are accepted, the staff begins COA analysis After developing the COAs, the staff briefs them to the commander. A collaborate session may facilitate subordinate planning. The COA briefing includes: • Updated intelligence preparation of the battlefield (IPB). • Possible enemy COAs (event templates). The restated mission. • The commander’s and the higher commanders’ intent (two echelons above). • The COA statements and sketches. • The rationale for each COA, including— — Considerations that might affect enemy COAs. --- Critical events for each COA. — Deductions resulting from a relative combat power analysis. — Reason units are arrayed as shown on the sketch. — Reason the staff used the selected control measures. — Updated facts and assumptions. • Recommended evaluation criteria.

SAMPLE Mission Statement
FOUO SAMPLE Mission Statement Mission: 3/52 ID, ICW 1/203rd ANA, attacks to clear OBJ Lion NET JUN11, NLT JUN11 IOT deny AAF sanctuary. O/O transition control of sector to 1-52 BCT.

EXERCISE: Determine RS COAs
Situation: Execution Phase NOTE: Determine BCT COAs and RS implications. Remember linkage between elements for integration, supervision and training

Step 4: COA Analysis (Wargame)
The staff compares feasible COAs to identify the one with the highest probability of success against the most likely enemy COA and the most dangerous enemy COA. The selected COA should also— • Pose the minimum risk to the force and mission accomplishment. • Place the force in the best posture for future operations. • Provide maximum latitude for initiative by subordinates. • Provide the most flexibility to meet unexpected threats and opportunities

Step 4: COA Analysis (Wargame)
During wargaming, the commander and staff: Visualize the dynamics of a battle’s action, reaction, and counteraction Identify tasks the force must accomplish one echelon down using assets two echelons down Identify and record the COA’s strengths and weaknesses Conduct risk management Identify and synchronize assets required to support the concept of operations Evaluate the need for branches and sequels to the plan The staff compares feasible COAs to identify the one with the highest probability of success against the most likely enemy COA and the most dangerous enemy COA. The selected COA should also— • Pose the minimum risk to the force and mission accomplishment. • Place the force in the best posture for future operations. • Provide maximum latitude for initiative by subordinates. • Provide the most flexibility to meet unexpected threats and opportunities What is the impact on Religious Support Planning?

War-Gaming Techniques – Belt Method
The BELT TECHNIQUE divides the battlefield into belts (areas) running the width of the AO. The shape of the belt is based on battlefield analysis. The belt technique is most effective when terrain is divided into well-defined cross-compartments; during phased operations (such as river crossing, air assault, or airborne operations), or when the enemy is deployed in clearly defined belts or echelons. Belts can be adjacent to or even overlap each other. At a minimum, belts should include the area of— • Initial contact either along the FLOT or LD/LC, or in the covering force area (CFA). • Initial penetration or initial contact along the FEBA. • Passage of the reserve or commitment of a counterattack. • The objective (offense) or defeat of the enemy (defense). This technique is based on sequential analysis of events in each belt. It is preferred because it focuses simultaneously on all forces affecting a particular event. A belt might include more than one critical event. When time is short, the commander can use a modified belt technique. The modified technique divides the battlefield into not more than three sequential belts. These belts are not necessarily adjacent or overlapping, but focus on the critical actions throughout the depth of the area of operations. Divides Battlefield into Belts. Works best on well defined terrain

War-Gaming Techniques – Avenue-In-Depth
The AVENUE-IN-DEPTH TECHNIQUE focuses on one avenue of approach at a time, beginning with the main effort. This technique is good for offensive COAs or in the defense when canalizing terrain inhibits mutual support. Focus on one Avenue of Approach at a time

War-Gaming Techniques - Box
The BOX TECHNIQUE is a detailed analysis of a critical area, such as an engagement area (EA), a river-crossing site, or a landing zone ( LZ). It is most useful when time is limited, as in a hasty attack. When using this technique, the staff isolates the area and focuses on critical events in it. Staff members assume that friendly units can handle most of the situations on the battlefield and focus their attention on essential tasks. Focus on critical area of a battlefield

Step 5: COA Comparison The staff compares feasible COAs to identify the one with the highest probability of success against the most likely enemy COA and the most dangerous enemy COA. The selected COA should also— • Pose the minimum risk to the force and mission accomplishment. • Place the force in the best posture for future operations. • Provide maximum latitude for initiative by subordinates. • Provide the most flexibility to meet unexpected threats and opportunities

Step 5: COA Comparison Each staff element:
Evaluates the advantages/disadvantages of each qualifying COA from their War Fighting Function. Compares feasible COAs to identify those with high probability of success. The selected COA should: Pose minimum risk. Position the force for future operations. Be flexible. Encourage initiative for subordinates. COA comparison results should be repeatable. The staff compares feasible COAs to identify the one with the highest probability of success against the most likely enemy COA and the most dangerous enemy COA. The selected COA should also— • Pose the minimum risk to the force and mission accomplishment. • Place the force in the best posture for future operations. • Provide maximum latitude for initiative by subordinates. • Provide the most flexibility to meet unexpected threats and opportunities ENDSTATE: Recommend the COA with the highest probability of success against the most likely and most dangerous enemy COAs.

Numerical Analysis CRITERIA WEIGHT COA 1 COA 2 COA 3 FLEXIBILITY 2 3 (X2) 6 2 (X2) 4 1 (X2) 2 AGILITY 1 3 CONCENTRATION DEPTH 1.5 SIMPLICITY COMMAND & CONTROL SUSTAINABILITY TOTAL ** 21.5 19.5 19 ** LOWEST IS BEST NOTES: 1. Criteria are those assigned in step 5 of COA analysis. 2. The chief of staff/executive officer may emphasize one or more criteria by assigning weights to them based on their relative importance. 3. COAs are those selected for war-gaming. Procedure: The staff assigns numerical values for each criterion after war-gaming the COA. Values reflect the relative advantages or disadvantages of each criterion for each COA action. The lowest number is best. The initially assigned score in each column is multiplied by the weight and the product put in parenthesis in the column. When using weighted value, the lower value assigned indicates the best option. The numbers are totaled to provide a subjective evaluation of the best COA without weighting one criterion over another. The scores are then totaled to provide a “best” (lowest number value) COA based on weights the commander assigns. Although the lowest value denotes the best solution, the best solution may be more subjective than the objective numbers indicate. The matrix must be examined for sensitivity. For example, COA 2 is the “best” COA, however, it may not be supportable from a ADA standpoint. The decision maker must either determine if he can acquire additional support or if he must alter or delete the COA. “The staff officer responsible for a functional area scores each COA using that criteria.”

Subjective Analysis Example of Subjective Analysis chart

Broad Categories Example of broad factors to consider.

Step 6: COA Approval The staff compares feasible COAs to identify the one with the highest probability of success against the most likely enemy COA and the most dangerous enemy COA. The selected COA should also— • Pose the minimum risk to the force and mission accomplishment. • Place the force in the best posture for future operations. • Provide maximum latitude for initiative by subordinates. • Provide the most flexibility to meet unexpected threats and opportunities

Step 6: COA Approval The commander decides.
If all COAs rejected, staff starts COA development again. If commander modifies COA or gives staff new COA: Staff wargames new COA Staff presents results to commander with recommendation Once approved, the commander may: Refine intent or CCIR to support the selected COA. Issue additional planning guidance. Identify the level of risk. Based on the above, the staff issues a warning order and continues with orders production. The staff compares feasible COAs to identify the one with the highest probability of success against the most likely enemy COA and the most dangerous enemy COA. The selected COA should also— • Pose the minimum risk to the force and mission accomplishment. • Place the force in the best posture for future operations. • Provide maximum latitude for initiative by subordinates. • Provide the most flexibility to meet unexpected threats and opportunities

Step 7: Orders Production
The staff prepares the order or plan by turning the selected COA into a clear, concise concept of operations and required supporting information. The concept of operations for the approved COA becomes the concept of operations for the plan. The COA sketch becomes the basis for the operation overlay. Orders and plans provide all information subordinates need for execution. Mission orders avoid unnecessary constraints that inhibit subordinate initiative. The staff assists subordinate staffs with their planning and coordination.

Step 7: Orders Production
A staff activity to prepare the order to implement the selected COA. Tasks include: Turning the COA into a clear, concise concept of operations with supporting scheme of maneuver and concepts of fires and support. Develop operational graphics. Assist subordinate staffs in planning and coordination. The commander reviews and approves orders before the staff reproduces and briefs them. Written plan / order is published Plan / order briefed (by higher to subordinate units) Confirmation brief after receiving order brief (by subordinate units to higher) Backbrief after subordinate develops order (by subordinate units to higher) Implement Risk Controls The staff prepares the order or plan by turning the selected COA into a clear, concise concept of operations and required supporting information. The concept of operations for the approved COA becomes the concept of operations for the plan. The COA sketch becomes the basis for the operation overlay. Orders and plans provide all information subordinates need for execution. Mission orders avoid unnecessary constraints that inhibit subordinate initiative. The staff assists subordinate staffs with their planning and coordination. During orders production, the staff implements risk controls by coordinating and integrating them into the appropriate paragraphs and graphics of the order. The order communicates how to put controls into effect, which implements them, and how they fit into the overall operation. Commanders review and approve orders before the staff reproduces and disseminates them unless they have delegated that authority. Traditionally, the chief of staff/executive officer or operations officer receives it. If possible, the order is briefed to subordinate commanders face to face by the higher commander and staff. The commander and staff conduct confirmation briefings with subordinates immediately afterwards. Confirmation briefings can be done collaboratively with several commanders at the same time, or with single commanders. They may be performed face to face or by VTC. Finally, the commander reviews and approves orders before the staff reproduces and briefs them. The commander and staff should conduct confirmation briefings with subordinates immediately following order issue to ensure subordinates understand the commander’s intent and concept. The confirmation brief format consists of: 1. Understanding the Commander’s Intent, 2. Tasks. 3. Purpose, and 4. NESTING( Decisive, Shaping, Sustaining).

Orders Production Tab D (Religious Support) to Appendix 2 (Personnel Services Support) to Annex F (Sustainment) or subsequent fragmentary orders (FRAGO).

Rehearsal Actions and times: Changes by phase Unit actions by phase
Casualty evacuation Ambulance exchange points Logistic release points Civilians/population centers Detainee operations Displacement times and locations Unit Support TOC/Medical etc.

Operations Process

Preparation Phase The preparation phase consists of activities performed by chaplain sections or UMTs to improve their ability to execute an operation. It can include, but is not limited to: Refining the religious support plan (new information or change in mission). Conducting or participating in key rehearsals (back brief, combined arms, sustainment, battle drill, SOP, or convoy). Coordinating for support (sustainment, personnel requests, support for specific holy days, request for information (RFI) or transportation). Conducting inspections and preparations (PCC/PCI, packing for deployment or redeployment, closing out offices). Updating information on the operational environment (running estimates, higher HQs required reports). Executing movement.

Execute The end result of planning and preparing is mission execution. Execution puts the plan into action in order to accomplish the mission. It focuses on actions necessary for mission success. For the chaplain section or UMT, this means that effective religious support does not simply happen–it occurs because the team has planned, prepared, and then executed its mission.

Assess As part of the operations process, chaplains and chaplain assistants learn from the execution of their plan and modify or develop a new course of action as required to attain mission success. Assessment is continuously monitoring and evaluating the current situation and progress of an operation. (ADP 3-0)

Final EXERCISE: Write the TAB D using 5 paragraph format
Brief 2 BCT concept of religious support Situation: Planning for operational mission. (2 tasks) Use 2 BCT OPORD to develop a BCT level TAB D and produce a concept of RS for 2 BCT mission. Brief instructor(s) from map or sand table on concept of RS by phase of the operation. Include any additional planning, preparation and execution activities.

EXERCISE: FRAGOS Situation: Execution Phase
NOTE: Respond to Division FRAGOS and analyze RS implications. Remember linkage between elements for integration, supervision and training

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Religious Support Planning and the Military Planning Process

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