Prepare The Personnel Service Support Appendix

Prepare The Personnel Service Support Appendix
Human Resource Technician WOAC Prepare The Personnel Service Support Appendix NOTE: Communicate Theater HR Operations is a 9 hour block of facilitation, providing an overview of theater HR operations. A D J U T A N T G E N E R A L S C H O O L

Group Activity Divide the Class into groups using any method (years in service, number of pets, etc.) Assign each group to a location where they can write on a board for all members to see They will have 10 minutes to discuss the question and annotate at least 3 answers They will designate a member of the group to present the group’s answers They cannot use notes or the internet, this is a brainstorming activity. All group members must participate. Annotate three reasons the Personnel Services Support Appendix is important to an organization This exercise is designated to: *encourage critical thinking/brainstorming *support collaboration *Assess the knowledge of your students on Theater HR Operations As you go through the lesson, students can identify if they were accurate in their assessment IAW FM 1-0 Engmates.com

Terminal Learning Objective
C O N D I T I O N A C T I O N S T A N D A R D Prepare the Personnel Service Support Appendix

C O N D I T I O N A C T I O N S T A N D A R D Given classroom instruction, FM 1-0 (HR Support), FM 3-0 (Operations), FM 4-0 (Sustainment Operations), ADP 3-0 (Operations), and ADP 5-0 (The Operations Process), FM 6-0 (Commander and Staff Organization and Operations) and awareness of Operational environment (OE), variables and actors. NOTE:

Standards: Students will meet the standard when they: Score 80% or higher on a knowledge based exam that includes the following learning activities: Define the Operational Environment and Full Spectrum Operations Identify the types and components of the Operation Order Communicate the characteristics of an effective military orders running estimates Develop a Personnel Service Support Appendix C O N D I T I O N A C T I O N S T A N D A R D TERMINAL LEARNING OBJECTIVES Method of Instruction: Conference / Discussion INTRODUCTION: Learning Step / Activity Introduction Media: Large Group Instruction Time of Instruction: 15 mins Instructor to Student Ratio: 1:32 NOTE: FOR THE TO INSTRUCTOR TO COVER THE FOLLOWING: SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 Deliberate Risk Assessment Worksheet during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation Everyone is responsible for safety. No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment. Exercise care in personal movement in and through such areas. Avoid all electrical cords and associated wiring. In event of electrical storm, you will be instructed to power down equipment. RISK ASSESSMENT LEVEL: Low ENVIRONMENTAL CONSIDERATIONS: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT. Instructional Guidance: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference materials. Throughout this lesson, solicit from students the challenges they experienced in the operational environment (OE) and what they did to resolve them. Encourage students to apply at least one of the critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment and Time (PMESII-PT). Conditions: With an awareness of the Operational Environment (OE) variables and actors. EVALUATION. You will be given a graded end of module examination which will include Coordinate Personnel Accountability Functions. A passing score on this end of module examination is 70% for AC students and 60% International Students. Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes. The GLOs are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs. ALA: Mission Command encompasses how Army commanders and leaders apply the foundational MC philosophy with the MC WfF. Together, the MC philosophy and MC WfF guide, integrate, and synchronize Army operations throughout the conduct of ULO. There are four GLOs for the Mission Command ALA. GLO 6: Soldiers and Army Civilians demonstrate proficiency in the mission command system. This includes Common Operating Picture and Mission Command Information Systems. GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes; includes Understanding and contributing to Army Systems that manage, develop, and transform the Army. ALA: Professional Competence is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP There are three GLOs for the Professional Competence ALA. GLO 14: Soldiers and Army Civilians are technically and tactically competent; includes Branch and Career Management Field proficiency, Career Programs, Series Technical Certifications, and Warfighting Skills.

FM 3-0: LSCO Shape 1 Deter 2 Seize Initiative 3 Dominate 4 Stabilize 5
U.S. Army strategic roles in support of the joint force Win Shape 1 Deter 2 Seize Initiative 3 Dominate 4 Stabilize 5 Enable Civil Authority Joint Phases Army’s Strategic Roles Shape Operation Environment Prevent Conflicts Conduct Large Scale Combat Consolidate Gains Joint Phases Shape Deter Seize Initiative Dominate Stabilize Enable Civil Authority SHOW SLIDE: LARGE SCALE COMBAT OPERATIONS Note: LSCO Introduction, The below is not in the regulation but is included to generate critical thinking points. Under LSCO, a personnel service support appendix (PSSA) will become vital as units are scattered over the battlefield. The PSSA will notify the units of specific requirements for all HR services provided by your organization. The PSSA will also provide guidance to the unit during disconnected operations. Note: Refer Students to paragraph 2-10, Army support to other Services 2-10. The Army provides certain support to other Services across all phases of a joint operation through several types of authorities. Collectively known as Army support to other Services (ASOS), these responsibilities include all executive agent responsibilities assigned to Department of the Army by the Secretary or Deputy Secretary of Defense. 2-11. An executive agent is the head of a Department of Defense (DOD) component that has been assigned specific responsibilities, functions, and authorities to provide defined levels of support for operational missions or administrative or other designated activities that involve two or more of the DOD components. Whether the term executive agent is used or not, the theater army, on behalf of the Army, is responsible for support functions in all theaters as designated by the GCC or higher. The supporting requirements the theater army provides as part of ASOS can include—  Missile defense.  Fire support.  Base defense.  Transportation.  Fuel distribution.  General engineering.  Intra-theater medical evacuation.  Logistics management.  Communications.  Chemical, biological, radiological, and nuclear (CBRN) defense.  Explosive ordnance disposal. Not included in the regulation but for consideration by HR professionals proving joint support: Review the OPORD to identify specified and implied duties and responsibilities to being the planning process (continue to monitor FRAGOs for changes). Contact the higher command you will be reporting to obtain templates, SOPS and any other directives pertaining to your duties and responsibilities (strength reports, awards, etc.). Ensure you train your staff on the requirements. Provide templates, SOPs, guidance and training to subordinate units to ensure shared understanding of higher command directives.

Historical Perspective Hans Von Kiesling, German General Staff
“The success of military operations depends largely upon orders issued. The best plans and the most skillful combinations may fail if the commander or his staff cannot express them clearly.” Hans Von Kiesling, German General Staff “An order that can be misunderstood will be misunderstood.” Field Marshal Helmuth Von Moltke, Chief of the Prussian General Staff Battle of Sedan September 1870 SHOW SLIDE: INTRODUCTION Plans and orders express the commander's battlefield visualization, intent, and decisions focusing on the results the commander expects to achieve. They are the primary tool the Commander uses to synchronize military operations. They provide the who, what, when, where, and why of an operation, but leave the how for subordinates to decide. Good orders allow subordinates operational and tactical freedom by providing only as much restriction and detail as is necessary for synchronization and coordination. NOTE: Allow students to read Von Kiesling’s quote on orders. Facilitate discussion on the students’ experience with the relevance, complexity, and significance of plans and orders.

Operational Environment
The Operational Environment is Complex and Ever-Changing, and full of Uncertainty SHOW SLIDE: (ADP 3-0, Chapter 1) 1-2. An operational environment is a composite of the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the commander (JP 3-0). Commanders at all levels have their own operational environments for their particular operations. 1-3. Important trends such as globalization, urbanization, and failed or failing states can affect land operations. These trends can drive instability in an operational environment as well as a continuing state of persistent conflict 1-4. All actors—enemy, friendly, or neutral—remain potentially vulnerable to attack by physical means, cyberspace means, electronic means, or a combination thereof. Actions in and through cyberspace and the electromagnetic spectrum can affect the others. 1-5. An operational environment consists of many interrelated variables and subvariables, as well as the relationships and interactions among those variables and subvariables. 1-6. In addition, an operational environment is not static but continually evolves. This evolution results from people interacting within an operational environment as well as from their ability to learn and adapt. As they take action within an operational environment, the operational environment changes. Some of these changes are anticipated while others are not. Some changes are immediate and apparent, while other changes are delayed or hidden. The complex and ever-changing nature of an operational environment makes determining the relationship between cause and effect difficult and contributes to the uncertainty of military operations. 1-7. An operational environment is both complex and continuously changing. Complexity describes things or situations with many parts and subparts (structural complexity), as well as the behaviors and resulting relationships among those parts and subparts (interactive complexity). How the many entities behave and interact with each other within an operational environment is difficult to discern and always results in differing circumstances. No two operational environments are the same. While aspects of an operational environment may be less complex than other aspects, an operational environment as a whole is both structurally and interactively complex. Uncertainty is what is not known about a given situation or a lack of understanding of how a situation may evolve. Effective leaders accept that they conduct military operations in operational environments that are inherently uncertain. They realize that concrete answers or perfect solutions usually do not exist. For example, friendly forces may be uncertain about existing conditions, such as the exact location and strength of enemy forces. Even if the staff feels confident about the location and strength of an enemy force, the commander still questions what to infer from those facts—the enemy’s intentions, for example. And even if the commander makes a reasonable inference, the many options available to the enemy make predicting the enemy’s exact behavior quite difficult. 8

Unified Land Operations Underlying Logic Version 9.6
Anticipated Operational Environment US must project power into region, opposed US must seize at least one base of operations (maybe more) Threat of WMD will require dispersal of US forces and decentralized operations Size of theater (space and population) will exceed US ability to control To cope with these, we must… 1. Develop operations characterized by flexibility, lethality, adaptability, depth, and synchronization 2. Cognitively link tactical actions to strategic objectives 3. Organize effort within a commonly understood construct Operational Art The pursuit of strategic objectives, in whole or in part, through the arrangement of tactical actions in time, space, and purpose Tenets of Unified Land Operations Flexibility Integration Lethality Adaptability Depth Synchronization Operations Structure Provide a broad process for planning and executing operations Provide basic options for visualizing and describing operations Provide intellectual organization for common critical tasks Operations Process Operational Framework War Fighting Functions Terms Campaign a series of related major operations aimed at achieving strategic and operational objectives within a given time and space (JP 1-02). Operation - a military action, consisting of two or more related tactical actions, designed to achieve a strategic objective, in whole or in part Army Design Methodology MDMP TLP Prep/Execute/Assess Decisive-Shaping-Sustaining Deep-Close-Security Main-Supporting Efforts Mission Command Movement and Maneuver Intelligence Fires Sustainment Protection FM 3-0 Operations Tactical action - a battle or engagement, employing lethal and/or non-lethal actions, designed for a specific purpose relative to the enemy, the terrain, friendly forces, or other entity. Tactical actions include such widely varied activities as an attack to seize a piece of terrain or destroy an enemy unit, the defense of a population, and the training of other militaries to assist security forces as part of building partner capacity. Unified Action Central idea: synchronization, coordination, and/or integration of the activities of governmental and non-governmental entities with military operations to achieve unity of effort (JP 1) Unified Land Operations Seize, retain, and exploit the initiative to gain and maintain a position of relative advantage in sustained land operations in order to create the conditions for favorable conflict resolution To do this, we must… Army Core Competencies Combined Arms Maneuver Wide Area Security Decisive Action Offense Defense Stability/DSCA Executed through… By means of… Guided by… SHOW SLIDE: UNIFIED LAND OPERATIONS ADP 3-0, Unified Land Operations, updates the operating concepts from earlier doctrine to reflect the conditions of the operational environment. Unified land operations is not a new operating concept. It represents the current expression of the proven formula for success: seize, retain, and exploit the initiative to gain and maintain a position of relative advantage in sustained land operations through simultaneous offensive, defensive, and stability or defense support of civil authorities operations in order to prevent or deter conflict, prevail in war, and create the conditions for favorable conflict resolution. Army forces conduct decisive and sustainable land operations through the simultaneous combination of offensive, defensive, and stability operations (or defense support of civil authorities) appropriate to the mission and environment. Conduct regular and irregular warfare against both conventional and hybrid threats. Offensive operations are conducted to defeat and destroy enemy forces and seize terrain, resources, and population centers – including movement to contact, attack exploitation and pursuit. Defensive operations are conducted to defeat an enemy attack, gain time, economize forces, and develop conditions favorable for offensive and stability tasks - includes mobile defense, area defense, and retrograde. Stability operations are military missions, tasks, and activities conducted outside the U.S. to maintain or reestablish a safe and secure environment and to provide essential governmental services, emergency infrastructure reconstruction, and humanitarian relief. They include five tasks: establish civil security, establish civil control, restore essential services, support to governance, and support to economic and infrastructure development.

Range of Military Operations
Arms control and disarmament (JP 3-0) Large-scale combat (FM 3-90) Civil support (JP 3-29 and FM 3-28) Noncombatant evacuation (JP 3-68) Civil-military operations (JP 3-57) Peace operations (JP ) Combating terrorism (JP ) Raid (FM 3-90) Combating weapons of mass destruction (JP 3-40) Recovery operations (JP 3-50 and FM Counterinsurgency (JP 3-24 and FM 3-24) Security force assistance (AR 12-1 and FM ) Enforcement of sanctions (JP 3-0) Show of force (JP 3-0) Foreign humanitarian assistance (JP 3-29) Stability tasks (FM 3-07) Foreign internal defense (JP 3-22 and FM ) Strike (JP 3-0) Homeland defense (JP 3-27 and FM 3-28) Unconventional warfare (JP 3-05 and FM 3-05) SHOW SLIDE: Range of Military Operations

Operational Environment OPERATIONAL VARIABLES
MISSION VARIABLES An operational environment is a composite of the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the commander (JP 3-0). An operational environment includes physical areas (air, land, maritime, and space domains) and cyberspace. It also includes the information that shapes conditions in those areas as well as enemy, adversary, friendly, and neutral aspects relevant to operations. An operational environment is not isolated or independent but interconnected by various influences (for example, information and economics) from around the globe. SHOW SLIDE: OPERATIONAL ENVIRONMENT Reference: ADP 3-0, Chapter 1; ADP 5-0, Chapter 1 Operational Variables 1-14. Army planners describe conditions of an operational environment in terms of operational variables. Operational variables are those aspects of an operational environment, both military and nonmilitary, that may differ from one operational area to another and affect operations. Operational variables describe not only the military aspects of an operational environment, but also the population’s influence on it. Using Army design methodology, planners analyze an operational environment in terms of eight interrelated operational variables: political, military, economic, social, information, infrastructure, physical environment, and time (known as PMESII-PT). As soon as a commander and staff have an indication of where their unit will conduct operations, they begin analyzing the operational variables associated with that location. They continue to refine and update that analysis throughout the course of operations. Mission Variables 1-15. Upon receipt of an order, Army leaders filter information from operational variables into mission variables during mission analysis. They use the mission variables to refine their understanding of the situation. The mission variables consist of mission, enemy, terrain and weather, troops and support available, time available, and civil considerations (METT-TC). Incorporating the analysis of the operational variables with METT-TC ensures that Army leaders consider the best available information about the mission. ADP 3-0, Chapter 1-14/1-15

Window-paning: Used to Recall Information
Check on Learning Window paning offers a means of visual representation that codes, or organizes information to anchor concepts so relationships are established with prior knowledge and synthesis (a higher order thinking skill) is more likely to take place. In the technique of window paning, the graphic plus a cue word works as a priming mechanism for the brain to recall the stored (target) information. If the student understands (or directly makes) the relationship between the graphic, cue word, and information, then retrieval is more likely and easier for the student. During this exercise have students break into groups and draw a pictorial representation of the operational and mission variables that affect the operational environment. Students are free to work independently if they choose to do so. Allow for minutes for this exercise. Window-paning: Used to Recall Information

Images of 1TSC redeploying troops and equipment from Iraq
Plans and Orders Commanders direct operations and communicate their visualization, commander’s intent, and decisions through plans and orders. SHOW SLIDE: PLANS AND ORDERS NOTE: Transition slide to Plans and the Operation Order Effective plans and orders clearly describe how the commander intends to combine offensive, defensive, and stability or civil support operations throughout the conduct of operations. They synchronize subordinate activities in time, space, and purpose to achieve objectives and accomplish missions. Plans and orders not only direct subordinate units but provide information to facilitate coordination among organizations outside the command. Effective plans and orders account for those joint, interagency, intergovernmental, multinational, and host-nation organizations involved in the operation. The slide above shows the planning process of the Responsible Drawdown of Forces (RDoF) in Iraq. Article titled “Moving People and Equipment out of Iraq”. Images of 1TSC redeploying troops and equipment from Iraq 13

Plans and Orders Types of Orders Types of Plans Sources of Information
Operation order (OPORD) Fragmentary order (FRAGO) Warning order (WARNO) Types of Plans Campaign Plan Operations Plan Supporting Plan Concept Plan Branch Sequel Sources of Information Higher headquarters’ OPLAN/OPORD Maps of the AO SOPs Field Manuals Staff Estimates Commander’s Guidance SHOW SLIDE: PLANS AND ORDERS FM 6-0, Appendix C TYPES OF PLANS C-12 Plans come in many forms and vary in scope, complexity, and length of planning horizons. Strategic plans establish national and multinational military objectives and include ways to achieve those objectives. Operational-level or campaign plans cover a series of related military operations aimed at accomplishing a strategic or operational objective within a given time and space. Tactical plans cover the employment of units in operations, including the ordered arrangement and maneuver of units in relation to each other and to the enemy within the framework of an operational-level or campaign plan. There are several types of plans: Campaign plan. Operation plan. Supporting plan. Concept plan. Branch. Sequel. TYPES OF ORDERS C-19. An order is a communication—verbal, written, or signaled—which conveys instructions from a superior to a subordinate. Commanders issue orders verbally or in writing. The five-paragraph format (situation, mission, execution, sustainment, and command and signal) remains the standard for issuing orders. The technique used to issue orders (verbal or written) is at the discretion of the commander; each technique depends on time and the situation. Army organizations use three types of orders: Operation order (OPORD). Fragmentary order (FRAGORD). Warning order (WARNORD). C-20. An operation order is a directive issued by a commander to subordinate commanders for the purpose of effecting the coordinated execution of an operation C-21. A fragmentary order is an abbreviated form of an operation order issued as needed after an operation order to change or modify that order or to execute a branch or sequel to that order. C-22. A warning order is a preliminary notice of an order or action that is to follow. WARNOs help subordinate units and staffs prepare for new missions by describing the situation, providing initial planning guidance, and directing preparation activities. 14

Functional and Integrating Cells
SHOW SLIDE: FUNCTIONAL AND INTEGRATING CELLS COMMAND POST CELLS, STAFF SECTIONS, AND ELEMENTS 1-28. Within CPs, commanders cross-functionally organize their staffs into CP cells and staff sections to assist them in the exercise of mission command. A command post cell is a grouping of personnel and equipment organized by warfighting function or by planning horizon to facilitate the exercise of mission command. Staff sections are groupings of staff members by areas of expertise under a coordinating, special, or personal staff officer. Elements are groupings of staff members subordinate to specific staff sections. Staff sections and elements of staff sections are the building blocks for CP cells. (See chapter 2 for a detailed discussion on the duties and responsibilities of staffs.) 1-29. Commanders organize their CPs by functional and integrating cells. Functional cells group personnel and equipment by warfighting function (minus mission command). Integrating cells group personnel and equipment by planning horizon. Not all staff sections permanently reside in one of the functional or integrating cells. The G-6 (S-6) signal and G-9 (S-9) civil affairs sections are examples. These staff sections do, however, provide representation to different CP cells as required, and they coordinate their activities in the various meetings established in the unit’s battle rhythm. 1-36.The sustainment cell coordinates activities and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance. It includes those tasks associated with logistics, personnel services, and health service support. The following staff sections form this cell: personnel, sustainment, financial management, and surgeon. The chief of sustainment (or logistics officer at brigade and below) leads this cell. ATTP 5-0.1, Figure 3-1

Planning Horizons SHOW SLIDE: PLANNING HORIZONS (FM 6-0, Figure 1-2) ADP A planning horizon is a point in time commanders use to focus the organization’s planning efforts to shape future events. The three planning horizons are long, mid, and short. Generally, they are associated with the plans cell, future operations cell, and current operations integration cell respectively. Planning horizons are situation dependent; they can range from hours and days to weeks and months. As a rule, the higher the echelon, the more distant the planning horizon with which it is concerned. “….Planning is the art and science of understanding a situation, envisioning a desired future, and laying out an operational approach to achieve that future.” ADP 5-0,

Operation Order - Characteristics
OPORD Brevity Positive Expression Qualified Directives Incorporate Flexibility Exercise Timeliness Clarity Simplicity Authoritative Expression SHOW SLIDE: OPERATION ORDER – CHARACTERISTICS (FM 6-0, Appendix C) CHARACTERISTICS OF EFFECTIVE PLANS AND ORDERS C-27. The amount of detail provided in a plan or order depends on several factors, including the cohesion and experience of subordinate units and complexity of the operation. Effective plans and orders encourage subordinates’ initiative by providing the “what” and “why” of tasks to subordinate units; they leave how to perform the tasks to subordinates. To maintain clarity and simplicity, planners keep the base plan or order as short and concise as possible. They address detailed information and instructions in attachments as required. C-28. Effective plans and orders are simple and direct to reduce misunderstanding and confusion. The situation determines the degree of simplicity required. Simple plans executed on time are better than detailed plans executed late. Commanders at all echelons weigh potential benefits of a complex concept of operations against the risk that subordinates will fail to understand it. Multinational operations mandate simplicity due to the differences in language, doctrine, and culture. The same applies to operations involving interagency and nongovernmental organizations. C-29. Effective plans and orders reflect authoritative and positive expression through the commander’s intent. As such, the language is direct and affirmative. An example of this is, “The combat trains will remain in the assembly area” instead of “The combat trains will not accompany the unit.” Effective plans and orders directly and positively state what the commander wants the unit and its subordinate units to do and why. C-30. Effective plans and orders avoid meaningless expressions, such as “as soon as possible.” Indecisive, vague, and ambiguous language leads to uncertainty and lack of confidence. C-31. Effective plans and orders possess brevity and clarity. These plans use short words, sentences, and paragraphs. Plans use acronyms unless clarity is hindered. They do not include material covered in SOPs, but refer to those SOPs instead. Brief and clear orders use doctrinally correct terms and symbols, avoid jargon, and eliminate every opportunity for misunderstanding the commander’s exact, intended meaning. C-32. Effective plans and orders contain assumptions. This helps subordinates and others better understand the logic behind a plan or order and facilitates the preparation of branches and sequels. C-33. Effective plans and orders incorporate flexibility. There is room built into the plan to adapt and make adjustments to counter unexpected challenges and seize opportunities. Effective plans and orders identify decision points and proposed options at those decision points to build flexibility. C-34. Effective plans and orders exercise timeliness. Plans and orders sent to subordinates promptly allow 17

Operation Order (6) Force protection. (7) As required. 4. SUSTAINMENT a. Logistics. b. Personnel. c. Health System Support. 5. COMMAND AND CONTROL a. Command b. Signal ACKNOWLEDGE: [Commander’s last name] [Commander’s rank] OFFICIAL: [Authenticator’s Name/Position] ANNEXES DISTRIBUTION: [Classification] OPERATION PLAN/ORDER [number] [code name] References Time Zone Used Throughout the OPLAN/OPORD: Task Organization 1. SITUATION. a. Enemy forces. b. Friendly forces. c. Environment (1). Terrain. (2). Weather. (3). Civil Considerations. d. Attachments and detachments. e. Assumptions. 2. MISSION. 3. EXECUTION. Intent: a. Concept of operations. Situation Mission Execution Sustainment Command and Control An operation order is a directive issued by a commander to subordinate commanders for the purpose of effecting the coordinated execution of an operation. Traditionally called the five paragraph field order, an OPORD contains, as a minimum, descriptions of the following: SHOW SLIDE: OPERATION ORDER Operation orders and plans have a standardized format that includes a heading, a body, and an ending. Traditionally called the five paragraph field order, the Army Operation Order (OPORD) is composed of five paragraphs: Situation Mission Execution Sustainment Command and Control The first item you enter in the heading is the security classification. Center the security classification at the top and bottom of each page of the order or plan. You classify OPORDs and OPLANs in accordance with AR You normally use "derivative" classification authority to classify OPORDs/OPLANs at the tactical level. In other words, use the same classification that is on the OPORD from the next higher headquarters unless you "derive" information for your OPORD from sources with a higher classification. Paragraph 4, SUSTAINMENT, details the operation’s sustainment and human resources support plan. The SUSTAINMENT paragraph contains the support concept and information on logistics, personnel and health system support. ADP 5-0 ATTP (The Operations Process), contains additional information and guidance on the orders process. 18

Operation Order OPORD ANNEX F SHOW SLIDE: OPERATION ORDER
(6) Force protection. (7) As required. 4. SUSTAINMENT a. Logistics. b. Personnel. c. Health System Support 5. COMMAND AND CONTROL a. Command b. Signal ACKNOWLEDGE: [Commander’s last name] [Commander’s rank] OFFICIAL: [Authenticator’s Name/Position] ANNEXES DISTRIBUTION: [Classification] OPORD [Classification] ANNEX F (SUSTAINMENT) TO OPORD XX 1. SITUATION. 2. MISSION 3. EXECUTION 4. SUSTAINMENT a. Logistics b. Personnel c. Health System Support 5. COMMAND AND CONTROL ACKNOWLEDGE: [Authenticator’s last name] [Authenticator’s rank] APPENDIXES: 1. Logistics 2. Personnel Services Support 3. Health System Support DISTRIBUTION: ANNEX F b. Personnel (1) Man the Force (2) HR Services (3) Personnel Spt (4) HR P&O SHOW SLIDE: OPERATION ORDER Attachments to OPORD (annexes and appendixes) are information management tools. They simplify orders by providing a structure for organizing information. The S-1 or a member of the S-1 staff is normally responsible for developing Tab A (HR Support) to Appendix 2 (Personnel Services Support) to Annex F (Sustainment). Additional information and guidance on SUSTAINMENT, paragraph 4, is located in ANNEX F (SUSTAINMENT) of the OPORD. While the information in ANNEX F is always specific to the mission and commander’s intent, Tab A (HR SUPPORT) to Appendix 2 (PERSONNEL SERVICES SUPPORT) TO ANNEX F (SUSTAINMENT) contains detailed information on HR core competencies. For every HR leader, it is critical that you are knowledgeable and understand APPENDIX 2 (PERSONNEL SERVICES SUPPORT) to ANNEX F (SUSTAINMENT) and how it supports the commander’s concept of operation. Additionally, you must maintain situational awareness and be prepared to brief subordinate S-1s and unit leaders on the HR support plan derived from the appendix. Remember that not only does the appendix describe the concept of HR support, it also communicates directives to subordinate commanders and staffs. 19

Fragmentary and Warning Orders
FRAGO Used to brief changes to existing order Follows OPORD format Addresses only those elements that have changed May contain changes to: Situation Mission Execution Sustainment Command and Control WARNO Provides preliminary notice of actions or orders that are to follow Gives subordinates maximum time to prepare for an operation Minimum information includes: Type of operation General location Initial timeline Movement or Recon to initiate Orders/Plans Methods of Issue Orally Face-to-face Radio Telephone Written Order Expect many FRAGOS in both tactical and garrison operations Don’t get frustrated at each FRAGO Learn to anticipate changes Remember the overall Mission and Intent SHOW SLIDE 19: Fragmentary and Warning Orders C-21. A fragmentary order is an abbreviated form of an operation order issued as needed after an operation order to change or modify that order or to execute a branch or sequel to that order (JP 5-0). FRAGORDs include all five OPORD paragraph headings and differ from OPORDs only in the degree of detail provided. An example of the proper naming convention for a FRAGORD to an OPORD is “FRAGORD 11 to OPORD 3411 (OPERATION DESERT DRAGON) (UNCLASSIFIED).” If a FRAGORD contains an entire annex, then the proper naming convention for the annex would be “Annex A (Task Organization) to FRAGORD 12 to OPORD 3411 (OPERATION DESERT DRAGON) (UNCLASSIFIED).” C-22. A warning order is a preliminary notice of an order or action that is to follow (JP 5-0). WARNORDs follow the five-paragraph format and help subordinate units and staffs prepare for new missions by describing the situation, providing initial planning guidance, and directing preparation activities. For example, the proper naming convention for WARNORD number 8 is “WARNORD #8.”

Personnel Appendix APPENDIX 2 (PERSONNEL SERVICE SUPPORT) TO ANNEX F (SUSTAINMENT) TAB A – Human Resources Support TAB B – Financial Management TAB C – Legal Support TAB D – Religious Support TAB E – Band Operations Reference Figure D-6 Appendix D FM 6-0 SHOW SLIDE: APPENDIX 2 (PERSONNEL SERVICES SUPPORT) TO ANNEX F (SUSTAINMENT) REFERENCE: Figure D-6 Appendix D FM 6-0 We use annexes, appendixes, tabs, and enclosures to expand on an OPORD/OPLAN and increase the clarity and usefulness of the basic order: Annexes amplify and supplement instructions in the basic order. Appendixes expand annexes. Number the appendixes sequentially with Arabic numbers. Tabs expand appendixes. Letter them consecutively with capital letters. Enclosures expand tabs. Number them consecutively with Arabic numbers. Note that Battalions seldom use appendixes, tabs, or enclosures in their orders and brigades use them sparingly in their orders. Battalion and brigade orders usually do not contain enough information to warrant the use of these expanders. NOTE: Transition Slide to composition of the Personnel Appendix

Enemy activities and capabilities Conclusions and recommendations
Running Estimates Continuous assessment of the current situation Used to determine If the current operation is meeting commander’s intent If planned future operations are supportable Addresses all aspects of operations and contains both: Facts Assumptions Each staff section modifies running estimate for their specific functional area Continuously Update Facts Assumptions Friendly force status Enemy activities and capabilities Civil considerations Conclusions and recommendations SHOW SLIDE: RUNNING ESTIMATES TYPES OF RUNNING ESTIMATES. 8-1.A running estimate is the continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander’s intent and if planned future operations are supportable (ADP 5-0). The commander and each staff element maintain a running estimate. In their running estimates, the commander and each staff element continuously consider the effects of new information and update the following: Facts. Assumptions. Friendly force status. Enemy activities and capabilities. Civil considerations. Conclusions and recommendations. 8-2. Commanders maintain their running estimates to consolidate their understanding and visualization of an operation. The commander’s running estimate summarizes the problem and integrates information and knowledge of the staff’s and subordinate commanders’ running estimates. 8-3.Each staff element builds and maintains running estimates. The running estimate helps the staff to track and record pertinent information and provide recommendations to commanders. Running estimates represent the analysis and expert opinion of each staff element by functional area. Staffs maintain running estimates throughout the operations process to assist commanders in the exercise of mission command. 8-4.Each staff element and command post functional cell maintains a running estimate focused on how its specific areas of expertise are postured to support future operations. Because an estimate may be needed at any time, running estimates must be developed, revised, updated, and maintained continuously while in garrison and during operations. While in garrison, staffs must maintain a running estimate on friendly capabilities. Running estimates can be presented verbally or in writing. FM 6-0, Chapter 8

TAB A TO APPENDIX 2 TO ANNEX F HR INPUT
Reference: Time Zone Used Throughout the OPLAN/OPORD: (Local) SITUATION. a. Area of Interest b. Area of Operations c. Enemy Forces d. Friendly Forces e. Interagency, Intergovernmental, and Nongovernmental Organizations and Contractors who Deploy with the Force f. Civil Considerations g. Attachments and Detachments h. Assumptions Mission. Include information affecting HR operations not covered in paragraph 1 of the OPORD/OPLAN or information that needs to be expanded. RUNNING ESTIMATES IN THE OPERATIONS PROCESS 8-7. Commanders and staff elements immediately begin updating their running estimates upon receipt of a mission. They continue to build and maintain their running estimates throughout the operations process in planning, preparation, execution, and assessment. RUNNING ESTIMATES IN PLANNING 8-8.During planning, running estimates are key sources of information during mission analysis. Following mission analysis, commanders and staff elements update their running estimates throughout the rest of the military decision-making process. Based on the mission and the initial commander’s intent, the staff develops one or more proposed courses of action (COAs) and continually refines its running estimates to account for the mission variables. The updated running estimates then support COA analysis (war-gaming) in which the staff identifies the strengths and weaknesses of each COA. The staff relies on its updated running estimate to provide input to the war game. Following COA analysis, the staff compares the proposed COAs against each other and recommends one of them to the commander for approval. During all these activities, each staff element continues to update and refine its running estimate to give commanders the best possible information available at the time to support their decisions. The selected COA provides each staff element an additional focus for its estimates and the key information it will need during orders production. Key information recorded in the running estimate may be included in orders, particularly in the functional annexes. RUNNING ESTIMATES IN PREPARATION 8-9.The commander and staff transition from planning to execution. As they transition, they use running estimates to identify the current readiness of the unit in relationship to its mission. The commander and staff also use running estimates to develop, then track, mission readiness goals and additional requirements. RUNNING ESTIMATES IN EXECUTION 8-10.During execution, the commander and staff incorporate information included in running estimates into the common operational picture. This enables the commander and staff to depict key information from each functional area or warfighting function as it impacts current and future operations. This information directly supports the commander’s visualization and rapid decision-making during operations. RUNNING ESTIMATES IN ASSESSMENT 8-11.Each staff element continuously analyzes new information during operations to create knowledge and to understand if operations are progressing according to plan. During planning, staffs develop measures of effectiveness and measures of performance to support assessment, including analysis of anticipated decisions during preparation and execution. The assessment of current operations also supports validation or rejection of additional information that will help update the estimates and support further planning. At a minimum, a staff element’s running estimate assesses the following: Friendly force capabilities with respect to ongoing and planned operations. Enemy capabilities as they affect the staff element’s area of expertise for current operations and plans for future operations. Civil considerations as they affect the staff element’s area of expertise for current operations and plans for future operations. NOTE: Facilitate student-led classroom discussion on the sections, format, and content. State the mission of the HR functional area in support of the base plan or order Running Estimates begin upon receipt of mission and continue through all phases of the Operations Process to include: Planning  Preparation  Execution  Assessment

TAB A TO APPENDIX 2 TO ANNEX F HR INPUTS
By-name management of location and duty status Tracking personnel movement as they arrive at, depart from, home station, APOE/APOD Location of supporting PAT How does HR operations support the Commander’s intent and concept of operations? Establish priorities of support for each phase of the operation. Execution. a. Scheme of Support List any new personnel requirements (language, ASI, etc) Replacements Key leader or crew replacement Other manning guidance Manning Levels Critical MOS shortage Reporting requirements Timelines Other info impacting operations (1) Manning the Force (a) Personnel Accountability PRM issues impacting: Current capabilities Future requirements Retention Current Readiness Status All actions relating to Casualty Reporting Submission of reports Notification of NOK Assistance to NOK LOD Determination AR 15-6 investigation Disposition of remains and PE Military burial honors Casualty mail Location of CLTs Casualty Estimates Timelines (b) Strength Reporting All info to support postal operations Logistics and planning for issues such as air/ground transportation Specialized equipment, facilities, etc. Hours of operations Postal finance operations (stamps, money orders, etc) Accountable mail Claims and inquires (c) Personnel Readiness Management List each function that supports individual career advancement and development, proper identification documents, benefits entitlements, recognition of achievement or service. Awards and Decorations Promotions and Reductions Evaluations MILPAY Leave and Pass Separation/LODs (d) Personnel Information Management (2) Provide HR Services HR Services that have a direct impact on a Soldier’s: Status Assignment Qualifications Financial Status Career Progression Quality of Life Information available to assist commander in decision making process for HR functions and actions ID systems, priorities, NIPR/SIPR requirements, system access and availability (a) Casualty Operations Management SHOW SLIDE: TAB A TO APPENDIX 2 TO ANNEX F NOTE: This is a build slide that will walk you through each HR input area. Facilitate student-centered discussion on each area, as appropriate. (b) Essential Personnel Services (c) Postal Operations 24

TAB A TO APPENDIX 2 TO ANNEX F HR INPUTS
Functions that affect MWR Include info on: MWR augmentation Unit recreation Books Sports programs Rest areas for brigade-size and larger units Community support programs such as ARC, AAFES, and family support program. (3) Personnel Support (a) Morale, Welfare, and Recreation Describe how CIPs impact operations Information should include: Voting EO ASAP Family Readiness (b) Command Interest Programs List only instructions applicable to two or more subordinate units not covered in the base order. ID and highlight any functional area-specific timings, information themes and messages, risk reduction control measures, and environmental considerations (4) HR Planning and Operations List functional area tasks to specific subordinate units not contained in the base order b. Tasks to Subordinate Units Describe how HR Planning and Staff Operations support the operational mission and effective ways of achieving success. Include expected requirements and outcomes identified in the MDMP process and in establishing and operating HR nodes Command. State the location of HR functional leaders and command relationships Liaison Requirements. State the HR liaison requirements not covered in the base order Signal. Address any HR-specific communications requirements such as connectivity (SIPR/NIPR), bandwidth, port accessibility, hardware setup and systems vulnerabilities. c. Coordinating Instructions ID priorities of sustainment for functional area key tasks and specify additional instructions as required. Refer to Annex F (Sustainment) as required NOTE: This is a build slide that will walk you through each HR input area. Facilitate student-centered discussion on each area, as appropriate. 4. Sustainment 5. Command and Control 25

Check on Learning Political Military Mission Economic Enemy Social
What is the difference between “Operational” and “Mission” variables? Operational variables are those broad aspects of the environment, both military and nonmilitary, that may differ from one operational area to another and affect campaigns and major operations. Operational variables describe not only the military aspects of an operational environment but also the population’s influence on it. Mission variables are those aspects of the operational environment that directly affect a mission. They outline the situation as it applies a specific Army unit. What are the “Operational” (PMESII-PT) and “Mission” (METT-TC) variables? Political Military Economic Social Information Infrastructure Physical Environment Time Mission Enemy Terrain and Weather Troops and support available Time available Civil considerations SHOW SLIDE: CHECK ON LEARNING NOTE: Conduct Check on Learning

Additional Considerations
Sustainment Operations Planning Factors Prepare for Mission Rehearsals Command and Support Relationships SHOW SLIDE: ADDITIONAL CONSIDERATIONS NOTE: Transition slide 27

Sustainment Operations
The sustainment WFF is related tasks and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance (FM 3-0) (Logistics, Personnel Services, Health Services) Sustainment WFF Functions Principles Levels of Support Command and Support Relationships Sustainment Operations Theater Sustainment Command (TSC) Expeditionary Sustainment Command (ESC) Sustainment Brigade (SB) Combat Sustainment Support Battalion (CSSB) HR / Sustainment Relationship SHOW SLIDE: Review Sustainment Operations (previously discussed during MDMP) When preparing the Support Annex always keep in mind the key elements of Sustainment Operations. Sustainment Warfighting Function Sustainment Operations Functions Principles Levels of Support Command and Support Relationships Sustainment Organizations Theater Sustainment Command (TSC) Expeditionary Sustainment Command (ESC) Sustainment Brigade (SB) Combat Sustainment Support Battalion (CSSB) 28

Prepare for Mission Revise and refine the plan
“Higher headquarters may develop the best of plans; however, plans serve little purpose if subordinates do not receive them in time.” FM 5-0, para 4-16 To help ensure the force is protected and prepared for execution, commanders, units, and Soldiers conduct the following activities: Conduct ISR Conduct security operations Conduct protection Manage terrain Coordinate and conduct liaison Continue to build partnerships and teams Conduct confirmation briefs Conduct rehearsals Conduct plans-to-operations transitions Revise and refine the plan Complete task organization Integrate new Soldiers and units Train Initiate troop movements Prepare terrain Conduct sustainment preparation Initiate deception operations Conduct pre-operations checks and inspections SHOW SLIDE: PREPARE FOR MISSION ADP 5-0, Chapter 3 Mission success depends as much on preparation as on planning. Subordinates need enough time to understand plans well enough to execute them. Subordinates develop their own plans and prepare for the operation. After they fully comprehend the plan, subordinate leaders rehearse key portions of it and ensure Soldiers and equipment are positioned and ready to execute the operation. NOTE: Briefly discuss activities on the slide. Have students: Identify which tasks would include S-1/HR Operations 2. Explain how they could support the commander and other staff sections complete these activities from an HR perspective and what the role of the SRC-12 element would be

Rehearsals Rehearsing key actions before execution allows Soldiers to become familiar with the operation and translate the abstract ideas of the written plan into concrete actions. Each rehearsal type achieves a different result and has a specific place in the preparation timeline. The four types of rehearsals are— Backbrief Combined arms rehearsal Support rehearsal Battle drill or SOP rehearsal SHOW SLIDE: REHEARSALS (FM 6-0 Chapter 12) REHEARSAL BASICS 12-1. Rehearsals allow leaders and their Soldiers to practice key aspects of the concept of operations. These actions help Soldiers orient themselves to their environment and other units before executing the operation. Rehearsals help Soldiers build a lasting mental picture of the sequence of key actions within the operation. 12-2. Rehearsals are the commander’s tool to ensure staffs and subordinates understand the commander’s intent and the concept of operations. They allow commanders and staffs to identify shortcomings in the plan not previously recognized. Rehearsals also contribute to external and internal coordination, as the staff identifies additional coordinating requirements. 12-3. Effective and efficient units habitually rehearse during training. Commanders at every level routinely train and practice various rehearsal types. Local standard operating procedures (SOPs) identify appropriate rehearsal types and standards for their execution. All leaders conduct periodic after action reviews to ensure their units conduct rehearsals to standard and correct substandard performances. After action reviews also enable leaders to incorporate lessons learned into existing plans and orders, or into subsequent rehearsals. 12-4.Adequate time is essential when conducting rehearsals. The time required varies with the complexity of the mission, the type and technique of rehearsal, and the level of participation. Units conduct rehearsals at the lowest possible level, using the most thorough technique possible, given the time available. Under time-constrained conditions, leaders conduct abbreviated rehearsals, focusing on critical events determined by reverse planning. Each unit will have different critical events based on the mission, unit readiness, and the commander’s assessment. 12-5.The rehearsal is a coordination event, not an analysis. It does not replace war-gaming. Commanders war-game during the military decision-making process (MDMP) to analyze different courses of action to determine the optimal one. Rehearsals practice that selected course of action. Commanders avoid making major changes to operation orders (OPORDs) during rehearsals. They make only those changes essential to mission success and risk mitigation SUPPORT REHEARSAL 12-10.The support rehearsal helps synchronize each warfighting function with the overall operation. This rehearsal supports the operation so units can accomplish their missions. Throughout preparation, units conduct support rehearsals within the framework of a single or limited number of warfighting functions. These rehearsals typically involve coordination and procedure drills for aviation, fires, engineer support, or casualty evacuation. Support rehearsals and combined arms rehearsals complement preparations for the operation. Units may conduct rehearsals separately and then combine them into full-dress rehearsals. Although these rehearsals differ slightly by warfighting function, they achieve the same result.

Why Rehearse? "The best benefit of the ROC Drill was the fact that we had key planners, leaders and commanders of the units who will be supported and supporting this Responsible Drawdown." BG Mark J. MacCarley, 1TSC, Deputy CG on the drawdown of troops in Iraq Properly executed, Rehearsals — Help commanders visualize conditions associated with decision making before, during, and after the operation. Help prepare commanders and staffs to synchronize the operation at key points. Rehearsals do this by identifying actions, times, and locations that require coordination. Reveal unidentified external coordination requirements. Support internal coordination by identifying tasks needed to accomplish external coordination. Help staff sections update internal coordination tools, such as the synch matrix and decision support template. FM 6-0, Chapter 12 SHOW SLIDE: WHY REHEARSE? NOTE: There hyperlink imbedded in both pictures and the The rehearsal of concept drill—commonly referred to as a ROC drill—is an important tool in the commander’s arsenal for planning and executing complex events. Two opportunities exist to execute a ROC drill during the mission planning process: early in the process as a “proof of concept” and a tool for fleshing out the commander’s intent and guidance, and later in the plan’s development as a means to walk through the plan to ensure that everyone understood it and identify any “holes.”

Rehearsal Techniques Considerations
Time – the amount of time required to conduct (plan, prepare, execute, and assess) the rehearsal Echelons involved – the number of echelons that can participate in the rehearsal Operations security risk – the ease by which adversary can exploit friendly actions from the rehearsal Terrain – the amount of space needed for the rehearsal SHOW SLIDE: REHEARSAL TECHNIQUES Methods for conducting rehearsals are limited only by the commander’s imagination and available resources. Several methods are illustrated in figure Resources required for each method range from broad to narrow. As listed from left to right, each successive method takes more time and more resources. Each rehearsal method also imparts a different level of understanding to participants. Paragraphs through address these implications for each method: Time—the amount of time required to conduct (plan, prepare, execute, and assess) the rehearsal. Echelons involved—the number of echelons that can participate in the rehearsal. Operations security (OPSEC) risks—the ease by which an enemy can exploit friendly actions from the rehearsal. Terrain—the amount of space needed for the rehearsal. NOTE: Briefly address the various techniques and resource implications Discuss the most often used technique - the Terrain Model or ROC Drill. 8-27. The terrain-model rehearsal is the most popular rehearsal technique. It takes less time and fewer resources than a full-dress or reduced-force rehearsal. (A terrain-model rehearsal takes a proficient brigade between 1 to 2 hours to execute to standard.) An accurately constructed terrain model helps subordinate leaders visualize the commander’s intent and concept of operations. When possible, commanders place the terrain model where it overlooks the actual terrain of the AO. However, if the situation requires more security, they place the terrain model on a reverse slope within walking distance of a point overlooking the AO. The model’s orientation coincides with that of the terrain. The size of the terrain model can vary from small (using markers to represent units) to large (on which the participants can walk). A large model helps reinforce the participants’ perception of unit positions on the terrain.

Support VS Command Relationships
A key element for Sustainment Operations lies in the type of relationship established between commands for support SHOW SLIDE: RELATIONSHIPS A key element for Sustainment Operations lies in the type of relationship established between commands for support. Command relationships define superior and subordinate relationships between unit commanders. By specifying a chain of command, command relationships unify effort and enable commanders to use subordinate forces with maximum flexibility. Army command relationships identify the degree of control of the gaining Army commander. The type of command relationship often relates to the expected longevity of the relationship between the headquarters involved and quickly identifies the degree of support that the gaining and losing Army commanders provide. (See FM 3-0 for additional discussion on command relationships.) Army support relationships are not a command authority and are more specific than the joint support relationships. Commanders establish support relationship when — The support is more effective if a commander with the requisite technical and tactical expertise controls the supporting unit rather than the supported commander. The echelon of the supporting unit is the same as or higher than that of the supported unit. For example, the supporting unit may be a brigade, and the supported unit may be a battalion. It would be inappropriate for the brigade to be subordinated to the battalion; hence, the echelon uses an Army support relationship. The supporting unit supports several units simultaneously. The requirement to set support priorities to allocate resources to supported units exists. Assigning support relationships is one aspect of mission command.

Command Relationship FM 6-0, Table B-1
Command and support relationships provide the basis for unity of command and unity of effort in operations. Command relationships affect Army force generation, force tailoring, and task organization. Commanders use Army support relationships when task-organizing Army forces. All command and support relationships fall within the framework of joint doctrine. SHOW SLIDE: COMMAND RELATIONSHIPS Table B-1, lists the Army command relationships. Command relationships define superior and subordinate relationships between unit commanders. By specifying a chain of command, command relationships unify effort and give commanders the ability to employ subordinate forces with maximum flexibility. Army command relationships identify the degree of control of the gaining Army commander. The type of command relationship often relates to the expected longevity of the relationship between the headquarters involved and quickly identifies the degree of support that the gaining and losing Army commanders provide. FM 6-0, Table B-1

Support Relationship Army support relationships are not a command authority and are more specific than the joint support relationships. Commanders establish support relationships when subordination of one unit to another is inappropriate. SHOW SLIDE: SUPPORT RELATIONSHIPS Table B-2 lists Army support relationships. Army support relationships are not a command authority and are more specific than the joint support relationships. FM 6-0, Table B-2

Check on Learning What are the three different types of orders? 1) Operation (OPORD); 2) Fragmentary (FRAGO); 3) Warning (WARNO) What are the four Rehearsal types? 1) Backbrief; 2) Combined Arms Rehearsal; 3) Support; 4) Battle Drill or SOP Name four considerations HR Planners must consider when determining which rehearsal technique would be appropriate? Time – the amount of time required to conduct (plan, prepare, execute, and assess) the rehearsal Echelons involved – the number of echelons that can participate in the rehearsal Operations security risk – the ease by which adversary can exploit friendly actions from the rehearsal Terrain – the amount of space needed for the rehearsal SHOW SLIDE: CHECK ON LEARNING NOTE: Conduct a check on learning and summarize the learning activity.

Summary Operational Environment Decisive Action Plans and Orders
Personnel Appendix Rehearsals Command and Support Relationships SHOW SLIDE: SUMMARY This lesson discussed plans, orders, annexes and the Personnel Appendix (Appendix 2) to Annex F (Sustainment). Plans, orders, and annexes are the means that the commander uses to convey his intent to his subordinates in a rapid, clear, brief, simple, but complete manner. Remember that clarity is the ultimate goal of any order. Plans differ from orders in that you base plans on assumptions. Plans have an additional paragraph, (paragraph 1d), to list the assumptions. Orders have a specific time of execution while plans have an unspecified time of execution, such as D-day and H-hour. Plans may become orders if the commander issues a FRAGO and changes H-hour and D-day to a specific execution time and date. You must always strive to have the plan or order in the hands of your subordinates in sufficient time to allow them to conduct their planning sequence. Follow the "One-Third/Two-Thirds" rule to issue orders. A NATO Agreement (STANAG 2014) governs the preparation of plans, orders and annexes. It is imperative that you follow this format when operating with allied forces to ensure the swift transmission of information. 37

Personnel Service Support Appendix
PRACTICAL EXERCISE Prepare Personnel Service Support Appendix SHOW SLIDE: PE – PREPARE PERSONNEL APPENDIX NOTE: Administer PE

C O N D I T I O N A C T I O N S T A N D A R D Prepare the Personnel Service Support Appendix

C O N D I T I O N A C T I O N S T A N D A R D Given classroom instruction, FM 1-0 (HR Support), FM 3-0 (Operations), FM 4-0 (Sustainment Operations), ADP 3-0 (Operations), and ADP 5-0 (The Operations Process), FM 6-0 (Commander and Staff Organization and Operations) and awareness of Operational environment (OE), variables and actors. NOTE:

Standards: Students will meet the standard when they: Score 80% or higher on a knowledge based exam that includes the following learning activities: Define the Operational Environment and Full Spectrum Operations Identify the types and components of the Operation Order Communicate the characteristics of an effective military orders running estimates Develop a Personnel Service Support Appendix C O N D I T I O N A C T I O N S T A N D A R D TERMINAL LEARNING OBJECTIVES Method of Instruction: Conference / Discussion INTRODUCTION: Learning Step / Activity Introduction Media: Large Group Instruction Time of Instruction: 15 mins Instructor to Student Ratio: 1:32 NOTE: FOR THE TO INSTRUCTOR TO COVER THE FOLLOWING: SAFETY REQUIREMENTS: In a training environment, leaders must perform a risk assessment in accordance with DA PAM , Risk Management. Leaders will complete a DD Form 2977 Deliberate Risk Assessment Worksheet during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the work/rest cycles and water replacement guidelines IAW TRADOC Regulation Everyone is responsible for safety. No food or drink is allowed near or around electrical equipment (CPU, file servers, printers, projectors, etc.) due to possible electrical shock or damage to equipment. Exercise care in personal movement in and through such areas. Avoid all electrical cords and associated wiring. In event of electrical storm, you will be instructed to power down equipment. RISK ASSESSMENT LEVEL: Low ENVIRONMENTAL CONSIDERATIONS: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT. Instructional Guidance: Before presenting this lesson, instructors must thoroughly prepare by studying this lesson and identified reference materials. Throughout this lesson, solicit from students the challenges they experienced in the operational environment (OE) and what they did to resolve them. Encourage students to apply at least one of the critical variables: Political, Military, Economic, Social, Information, Infrastructure, Physical Environment and Time (PMESII-PT). Conditions: With an awareness of the Operational Environment (OE) variables and actors. EVALUATION. You will be given a graded end of module examination which will include Coordinate Personnel Accountability Functions. A passing score on this end of module examination is 70% for AC students and 60% International Students. Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes. The GLOs are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs. ALA: Mission Command encompasses how Army commanders and leaders apply the foundational MC philosophy with the MC WfF. Together, the MC philosophy and MC WfF guide, integrate, and synchronize Army operations throughout the conduct of ULO. There are four GLOs for the Mission Command ALA. GLO 6: Soldiers and Army Civilians demonstrate proficiency in the mission command system. This includes Common Operating Picture and Mission Command Information Systems. GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes; includes Understanding and contributing to Army Systems that manage, develop, and transform the Army. ALA: Professional Competence is the demonstrated technical and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP There are three GLOs for the Professional Competence ALA. GLO 14: Soldiers and Army Civilians are technically and tactically competent; includes Branch and Career Management Field proficiency, Career Programs, Series Technical Certifications, and Warfighting Skills.

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