LESSON OBJECTIVES:

Know phases and actions

503.1 Comprehend the considerations of employing joint and multinational forces at the operational level of war.

503.11 Using the UJTL as a framework, summarize a CinC's considerations for employing joint and multinational forces.

Joint operation planning employs an integrated process entailing similar policies and procedures during war and military operations other than war, providing for orderly and coordinated problem solving and decision making. In its peacetime application, the process is highly structured to support the thorough and fully coordinated development of deliberate plans. In crisis, the process is shortened, as necessary to support the dynamic requirements of changing events. In wartime, the process adapts to accommodate greater decentralization of joint operation planning activities. Interoperable planning and execution systems are essential to effective planning for joint operations. The activities of the entire planning community must be integrated through an interoperable joint system that provides for uniform policies, procedures, and reporting structures supported by modern communications and computer systems. The systems designed to provide interoperability is the Joint Operation Planning and Execution System (JOPES). JOPES is first and foremost policies and procedures that guide joint operation planning efforts.

503.12 Summarize the planning considerations for employing joint and multinational forces at the operational level of war.

US military operations are often conducted with the armed forces of other nations in pursuit of common objectives. Multinational operations, both those that include combat and those that do not, are conducted within the structure of an alliance or coalition. An alliance is a result of formal agreements between two or more nations for broad, long-term objectives, (NATO). A coalition is an ad hoc arrangement between two or more nations for common action (Gulf War). Joint operations as part of an alliance or coalition requires close cooperation among all forces and can serve to mass strengths, reduce vulnerabilities, and provide legitimacy. Each multinational operation is unique and key considerations involved in planning and conducting operations vary with the international situation and perspectives, motives, and values of the organizations members.

Considerations for multinational operations:

1. National Goals: No two nations share exactly the same reasons for entering a coalition or alliance. Reach agreement on common goals and objectives to bind multinational forces.
2. Unity of Effort: Motivations of nations may differ but multinational objectives should be attainable, clearly defined by the commander and supported by each member nation.
3. Doctrine, Training, Equipment: Doctrines, operational competence as a result of training and experience, and types and quality of equipment can vary substantially among the forces of military nations. Bottomline: Improve other national forces through training, assistance, and sharing of resources.
4. Cultural Differences: Each partner possesses a unique cultural identity-the result of language, values, religious systems, and economic and social outlooks. Employ linguistics and area experts to assist with cultural and language challenges.
5. Management of Resources: Resources contributions will vary between members. Forces of member nations must be supported either by national assets or through the coalition.
6. National Communications: JFCs should anticipate that some forces from alliance or coalition member nations will have direct and near immediate communications capability from the operational area to their respective national political leadership. This capability can facilitate coordination of issues, but can also be as source of frustration.

Planning for multinational operation is accomplished in national and international channels. Collective security goals, strategies, and combined operation plans are developed in accordance with individual treaty or alliance procedures. Deliberate joint operation planning for multinational operations is performed through national channels but in accordance with US doctrine and procedures. Coordination of these separate planning channels is accomplished at the national level by commanders of combatant commands or other subordinate joint US commands who are responsible within both channels for operation planning matters.

503.2 Comprehend the attributes needed to plan for employment of joint forces at the operational level of war.

503.21 Describe how CinCs plan for employment of joint forces.

The Joint Strategic Capabilities Plan (JSCP) provides the strategic direction required to coordinate the planning efforts of the combatant commanders in pursuit of national strategic objectives and to integrate their efforts with those of the remainder of the JPEC. The JSCP is the link between strategic planning and joint operation planning. It is the primary vehicle through which the Chairman of the Joint Chiefs of Staff exercises his responsibility to provide for the preparation of joint operation plans. The JSCP initiates deliberate joint operation planning by assigning planning tasks to the combatant commanders, apportioning major combat forces and resources, and issuing planning guidance to integrate the joint operation planning activities of the entire JPEC within a coherent, focused framework.

Planning for employment of joint teams begins with articulating and understanding the objective, purpose of the operations, and commander's intent (the commander's vision of the end state to be achieved). CINCs and JFCs reporting directly to the NCA receive guidance and direction from the NCA through the CJCS. CINCs refine the guidance and direction for subordinate JFCs. Subordinate JFCs then translate this guidance and theatre strategy into clearly defined and attainable objectives.

503.22 Summarize the five phases in the deliberate planning process and the products produced in each phase.

1. Initiation: Planning tasks are assigned to supported commanders, forces and resources are apportioned, and planning guidance is issued during this phase. The JSCP links the JSPS to joint operation planning, identifies broad scenarios for plan development, specifies the type of plan required (OPLANS, CONPLANS--with or w/out TPFDDs--or functional plans) and provides additional planning guidance as necessary.
2. Concept Development: The concept development phase of deliberate planning is accomplished by the supported commander responsible for developing the plan.
   • *PRODUCT PRODUCED: CINC Strategic Concept Concept development follows six steps:
   • Mission Analysis purpose is to analyze assigned tasks to determine mission and to prepare guidance for subordinates.
   • Planning Guidance Development purpose is to issue CINC's Guidance, inform all planners and participants, and develop courses of action.
   • Staff Estimates purpose is to determine supportability of cources of action by appropriate staff directors.
   • Commander's Estimate purpose is to formally compare courses of action for CINC to develop the strategic concept.
   • CINC's Strategic Concept purpose is to formally develop and distribute CINC's decision and guidance to all participants.
   • CJCS Concept Review purpose is to determine if scope and CONOPS are sufficient to accomplish tasks, assess validity of assumptions, and evaluate compliance with CJCS taskings and guidance.
3. Plan Development: A CJCS-approved concept of operations is expanded into a complete OPLAN during the plan development phase. Plan development is accomplished by a designated supported commander, normally a combatant commander, with the assistance of supporting and subordinate commanders. The supported commander guides the plan development process by publishing a Letter of Instruction (LOI) to coordinate the activities of the commands and agencies involved. Eight steps can be identified in the plan development phase. These eight steps provide a logical planning structure within which the forces and resources required to execute the concept of operations are progressively identified, sequenced, and coupled with transportation capabilities to produce a feasible OPLAN. This phase of deliberate planning is heavily dependent on JOPES ADP to produce the TPFDD.
   • *PRODUCT PRODUCED: Completed Plan
4. Plan Review: In the plan review phase of deliberate planning, the Chairman of the JCS conducts a final review of OPLANs submitted by the supported commander. The Chairman , in conjunction with the other members of the Joint Chiefs, Services, and Defense agencies, assesses and validates joint OPLANs prepared by supported commanders using the criteria of adequacy, feasibility, acceptability, and compliance with joint doctrine. It is a formal process that evaluates the entire plan, including TPFDD and other computer-supported data files, to determine whether taskings have been met and whether resources have been used effectively within the constraints of JSCP apportionment guidance. The review also identifies unresolved shortfalls in force and resource capabilities. Upon completion of the review, the supported commander is informed that the plan is approved or disapproved for reasons stated. Approved plans remain so until superseded or canceled. Upon notification that a plan has been approved, the supported commander incorporates CJCS-directed changes and directs the completion of supporting plans by supporting and subordinate commanders.
   • *PRODUCT PRODUCED: An Approved Plan
5. Supporting Plans: During this final phase, the supported commander directs the completion and submission of supporting plans to the CJCS-approved OPLAN. These plans focus on the mobilization, deployment, employment, sustainment, and redeployment of forces and resources in support of the concept described in the supported commander's approval plan. Supporting plans are developed concurrently with operation plans and are required to be submitted to the supported commander within 60 days of the Chairman of the Joint Chiefs of Staff's plan approval. The plans are developed by competent commanders, subordinate joint force commanders, supporting commanders, and other agencies as directed by the supported commander. The review and approval of supporting plans is the responsibility of the commander they support.

*PRODUCT PRODUCED: A Family of Plans

503.23. Explain the relationship between force refinement, logistic refinement and transportation refinement.

A TPFDD normally contains assigned, augmentation, and supporting forces with accompanying supplies. As TPFDD refinement progresses, an estimate of resupply and personnel requirements to sustain the force based on consumption factors, computer modeling, and past experience is added. In addition, a fully refined TPFDD must be made transportation feasible. Therefore, USTRANSCOM plays a key role in the refinement process by hosting and coordinating refinement conferences and assessing transportation feasibility.

- Forces Refinement is conducted in coordination with supported and supporting commanders, Services, the Joint Staff and other supporting agencies to confirm that forces are sourced and tailored within JSCP guidance and to assess the adequacy of the combat support and combat service support sourced by the Services. USTRANSCOM provides sealift and airlift capability estimates based on lift apportionment throughout the process to ensure transportation feasibility.

- Logistic Refinement is conducted primarily by the Services, the Defense Logistics Agency (DLA), and Service component commanders under the overall direction of the supported commanders. Logistic refinement confirms the sourcing of logistic requirements in accordance with JSCP guidance and assesses the adequacy of resources provided through support planning. USTRANSCOM coordinates logistic planning matters and hosts conferences dedicated to logistic planning and refinement.

- Transportation Refinement simulates the planned movement resources to ensure that the plan is transportation feasible. USTRANSCOM uses computer simulation to determine transportation feasibility. In turn, the supported commander adjusts TPFDD requirements as necessary to remain within lift capability.

503.24 Describe the key processes for reviewing and approving deliberate plans.

Key processes discussed within SOB 503.22.

503.25 Discuss key concepts regarding the types of assumptions that are or are not appropriately made in joint operation planning processes.

**ACSC folks put this on the web!

Planning is based on assumptions. These assumptions start at the JSCP level, flow through the campaign planning process, deliberate planning process and even to crises action planning process. Assumptions naturally are replaced by facts as the events unfold in time. According to the word search, assumptions should be consistent with strategic direction, reasonable, and valid. This leads to the working interpretation of these words.

Your bosses (CINC) assumptions are your facts. Don't assume away enemy capabilities. Don't assume away the fog of war. Don't assume away environmental conditions. Assume the most probable enemy COA. Assume the enemy's most dangerous COA. Plan for both. Use the opposite of these statements for "not appropriate assumptions." For example, don't follow strategic direction because you think tactical nukes are a good response to a chemical weapon attack. Another example is planning for the enemy's least likely COA because it is the easiest to counter.

**Not sure what they were asking so I added this information too!

To facilitate coordination of strategic priorities, deliberate and crisis action plans should contain key planning concepts that enhance understanding of the combatant commander's strategic vision and the sequence of operations needed to attain the commander's theater objectives. Because of the ambiguous nature of the threat in some plans, all of these concepts may not be applicable. When possible, they should at least be considered and identified in the plan.

Key Concepts

• Combatant commander's strategic intent and operational focus.
• Orientation on the strategic and operational centers of gravity of the threat.
• Protection of friendly strategic and operational centers of gravity.
• Phasing of operations (such as prehostilities, lodgment, decisive combat and stabilization, follow through, and post hostilities), to include the commander's intent for each phase.
  

503.26 Describe the purpose of each phase of the CAP process.

503.27 Summarize the outcomes of each phase of the CAP process.

Crisis action planning and execution are accomplished within a flexible framework of six phases. These phases integrate the workings of the NCA and the JPEC int a single unified process that sequentially provides for the identification of a potential requirement for military response; the assessment of the requirement and formulation of strategy; the development of feasible COAs by the supported commander, the selection of a COA by the NCA; and, when directed by the NCA, implementation of the approved COA by the supported commander.

a. Situation Development. During the initial phase of crisis action planning, events that have potential national security implications are detected, reported, and assessed to determine whether a military response may be required. The focus of this phase of crisis action planning is on the combatant commander in whose area the event occurs and who will be responsible for the execution of any response. The supported commander prepares and submits an assessment of the event to the NCA and the Chairman of the Joint Chiefs of Staff. The assessment normally includes amplifying information regarding the situation, actions being taken, forces available, expected time for earliest commitment of forces, and major constraints on the employment of forces.

b. Crisis Assessment. During the crisis assessment phase of crisis action planning, the NCA, the Chairman, and the other members of the Joint Chiefs of Staff analyze the situation through available intelligence and determine whether a military option should be prepared. This phase is characterized by increased information and intelligence gathering, NCA review of options, and preparatory action by the JPEC. The flexibility of the CAP provides the latitude for the NCA to remain in this phase pending additional information, return to the pre-crisis situation, or progress to the next phase of CAP.

c. COA Development. The COA development phase of crisis action planning implements an NCA decision of CJCS planning directive to develop military options. In response to that decision, the Chairman of the Joint Chiefs of Staff issues a planning guidance directive to the supported commander directing the preparation of COAs. Normally, the directive will be a CJCS WARNING ORDER, but other CAP-prescribed orders may be used if the nature and timing of the crisis mandate acceleration of the planning. The directive establishes command relationships and identifies the mission and any planning constraints. It either identifies forces and strategic mobility resources and establishes tentative timing for execution, or it requires the supported commander develop these factors. In response to the directive, the supported commander, with the support of subordinate and supporting commanders, develops and analyzes COAs, Joint operation plans are reviewed for applicability and used when needed. Time permitting, a TPFDD is generated for each COA. USTRANSCOM reviews the proposed COAs and begin planning for support forces, sustainment, and mobilization.

d. COA Selection. The focus of COA selection phase is on the selection of a COA by the NCA and the initiation of execution planning. The Chairman of the Joint Chiefs of Staff, in coordination with the other members of the Joint Chiefs of Staff, reviews and evaluates the COAs provided in the supported commander's estimates and prepares recommendations and advice for consideration by the NCA. The NCA select a COA and direct that execution planning be accomplished. Upon receipt of the NCA decision, the Chairman of the Joint Chiefs of Staff issues a CJCS ALERT ORDER implementing the NCA decision. A CJCS ALERT ORDER is a formal, CAP-prescribed order approved by the Secretary of Defense and transmitted to the supported commander and other members of the JPEC to announce the COA selected by the NCA and to initiate execution planning. The ALERT ORDER will contain guidance to amplify of change earlier guidance provided in the CJCS WARNING ORDER. In some cases, a PLANNING ORDER is used to initiate execution planning activities before a course of action is formally selected by the NCA. The PLANNING ORDER will not normally be used to direct the deployment if forces or to increase force readiness. If force deployment is directed, the PLANNING ORDER will require the approval of the Secretary of Defense.

e. Execution Planning. An NCA approved COA is transformed into an OPORD during the execution planning phase of crisis action planning. In this phase, the JPEC performs the detailed planning necessary to execute the approved COA when directed by the NCA. If required by the situation, the supported commander will initiate campaign planning or refine a campaign plan already in development. This should guide the development of the OPORD. Following CAP procedures and using capabilities provided through JOPES and WWMCCS, the supported commander develops the OPORD and supporting TPFDD by modifying an existing OPLAN, expanding an existing CONPLAN (with or without TPFDD), or developing a new plan.

f. Execution. The execution phase begins when the NCA decide to execute a military option in response to the crisis. During this phase, a military response implemented and operations are conducted by the supported commander until the crisis is resolved. When the Secretary of Defense authorizes the Chairman of the Joint Chiefs of Staff to direct the supported commander to implement the OPORD, the Chairman issues a CJCS EXECUTE ORDER. The CJCS EXECUTE ORDER directs the deployment and employment of forces, defines the timing for the initiation of operations, and conveys guidance not provide in earlier CAP orders and instructions. The supported commander, in turn, issues an EXECUTE ORDER to subordinate and supporting commanders that directs the execution of their OPORDs.

503.28 Summarize the events of the CAP process that lead to phase changes.

The situation development phase ends when the supported commander's assessment is submitted to the NCA and the Chairman of the Joint Chiefs of Staff.

The crisis assessment phase ends with a strategic decision by the NCA to return to the pre-crisis situation, or to have military options developed for consideration and possible use. The NCA decision provides strategic guidance for joint operation planning and may include specific guidance on the COAs to be developed.

The supported commander's estimate describes the selected COAs, summarizes the supported commander's evaluation of the COAs, and presents recommendations. The COA development phase of crisis action planning ends with the submission of the supported commander's estimate.

During the COA Selection phase: The PLANNING ORDER will not normally be used to direct the deployment of forces or to increase force readiness. If force deployment is directed, the PLANNING ORDER will require the approval of the Secretary of Defense. Issuance of either the PLANNING ORDER or the ALERT ORDER marks the beginning of execution planning.

The execution planning phase terminates with an NCA decision to implement the OPORD. In those instances where the crisis does not progress to implementation, the Chairman of the Joint Chiefs of Staff provides guidance regarding continued planning under either crisis action or deliberate planning procedures. If the NCA decide to execute the OPORD, planning enters its final phase: execution.

The execution phase of crisis action planning continues until the crisis is terminated or the mission is terminated and force redeployment has been completed. If the crisis is prolonged, the process may be repeated continuously as circumstances change and missions are revised. If the crisis expands to major conflict or war, crisis action planning will evolve into, and be absorbed within, the larger context of implementation planning for the conduct of the war.

503.29 Summarize the actions required of the major actors in the CAP process.

- National Command Authorities: Consist of President and Sect. of Defense. They alone are vested with the lawful authority to direct the armed forces in execution of military action, including the movement of forces or the initiation of operations. The Sect. of Defense plays a pivitol role in crisis action planning and execution.

- Chairman of the Joint Chiefs of Staff: Orchestrates the development of strategic options and COAs, resolves conflicts in resources, provides recommendations and risk assessments to the NCA, conveys NCA decisions to the combatant commanders, and monitors deployment and employment of forces.

- Combatant Commanders: Expand and refine existing plans or develop new plans, and recommend courses of action. When military operations are required in time of conflict, combatant commanders conduct joint operations.

503.210 Compare and contrast deliberate planning and CAP procedures.

CAP procedures provide for the transition from planning of military operations to their execution. Deliberate planning supports crisis action planning by anticipating potential crises and developing joint operation plans that facilitate the rapid development and selection of a COA and execution planning during crisis. Deliberate planning prepares for hypothetical crises based on the best available information and using forces and resources available for the planning period. It relies heavily on assumptions regarding the political and military circumstances that will exist when the plan is implemented. These ambiguities make it unlikely that any joint operation plan will be usable without modifications as a given crisis unfolds because every crisis situation cannot be anticipated. However, the detailed analysis and coordination accomplished in the time available for deliberate planning can expedite effective decision-making and execution planning during a crisis. As the crisis unfolds, assumptions and projections are replaced with facts and actual conditions. Therefore, CAP includes the consideration and exploitation of deliberate joint operation planning whenever possible.

503.211 Describe how JOPES is used to develop CONPLANs.

JOPES is used to conduct joint planning. JOPES facilitates the building and maintenance of OPLANS and CONPLANS (with or without TPFDDs). It aides in the development of effective options and OPORDs through adaption of OPLANs or plan creation in a no-plan scenario. JOPES provides policies and procedures to ensure effective management of planning operations across the spectrum of mobilization, deployment, employment, sustainment, and redeployment.

CONPLANS without TPFDD is an operation plan in an abbreviated format that would require considerable expansion of alteration to convert it into an OPLAN, campaign plan, or OPORD. CONPLANs are generally developed to meet common type missions that may develop rapidly and require implementation of like action but under markedly different circumstances.

CONPLANs with TPFDD is a CONPLAN that requires more detailed planning for phased deployment of forces. Detailed planning may be required to support a contingency of compelling interest and critical to national security but is not likely to occur in the near term. A CONPLAN with TPFDD may also be required where the primary purpose is force movement planning in support of alliances.

503.212 Describe how JOPES is used to develop Functional Plans.

Functional Plans involve the conduct of military operations in a peacetime or permissive environment. These plans are traditionally developed for specific functions or discrete tasks but may be developed to address functional peacetime operations such as disaster relief, humanitarian assistance, peacekeeping, or counterdrug operations. Functional plans will be written using the JOPES procedures and formats specified for a CONPLAN (without a TPFDD).

503.3 Comprehend how defense planning systems affect joint operational planning.

503.31 Describe the JOPES planning process.

JOPES is the principal system within the Department of Defense for translating policy decisions into operation plans and OPORDS in support of national security objectives. To accomplish this task, JOPES consists of a deliberate and a crisis planning process

The process for joint operation planning begins when a requirement is identified and continues until the requirement no longer exists.

503.4 Comprehend how national intelligence organizations support Joint Force Commanders.

503.41 Explain how national intelligence organizations support Joint Force Commanders (JFCs).

JFCs use a broad range of supporting capabilities to develop a current intelligence picture. These supporting capabilities include national intelligence and combat support agencies (National Security Agency, Central Intelligence Agency, Central Imagery Office, Defense Intelligence Agency, and Defense Mapping Agency), which are coordinated in support of the JFC by the National Military Joint Intelligence Center. Liaison personnel from the various agencies provide access to the entire range of capabilities resident in their agencies and can focus those capabilities on the JFC's intelligence requirements. Intelligence operations serve to reduce uncertainty.

503.42 Describe how intelligence is used by Joint Force Commanders to assess the situation and create plans during the CAP process.

Situational awareness is a prerequisite for commanders and planners to be able to anticipate opportunitites and challenges. Knowledge of frienfly capabilitites and anemy capabilities, intentions, and likely COAs enables commanders to focus joint efforts where they best and most directly contribute to achieving objectives.

Intelligence preparation of the battlespace (IPB) can assist JFCs in defining likely or potential enemy COAs, as well as the indicators that suggest the enemy has embarked on a specific COA. As such, IPB can significantly contribute to a JFC's ability to anticipate and exploit opportunities.

To be effective, C2W needs to be fully integrated into the commander's concept of the operation and synchronized with other operations. The synchronization of these actions will require rapid and reliable intelligence support and communications.

503.51 Summarize the fundamentals of campaign planning

• Provide broad strategic concepts of sustainment to achieve multinational/theater strategic objectives
• Provide an orderly schedule of decisions
• Achieve unity of effort with land, air, space, sea, and special ops forces with interagency, multi-national, NGO, or UN forces
• Incorporate CINC's strategic intent and operational focus
• ID special forces or capabilities the enemy has in the area
• ID enemy strategic and operational centers of gravity & provide guidance to defeat them
• ID friendly strategic and operational centers of gravity & provide guidance to protect them
• Sequence a series of related major joint operations conducted simultaneously in depth
• Establish organization of subordinate forces and designate command relationships
• Serve as the basis for subordinate forces and subordinate planning
• Clearly define what constitutes success, including conflict termination objectives, and potential post hostilities activities
• Provide strategic direction; operational focus; major tasks & objectives & concepts to subordinates
• Provide direction for employment of nuclear weapons as required and authorized by NCA
  

503.52 Explain the concept of campaign planning as it applies to the deliberate planning process

. Campaign plans guide the development of supporting OPLANs or OPORDs and facilitate national-level coordination of strategic priorities and resource allocations. The use of campaign planning is refocused as the scale of contemplated operations and the imminence of hostilities decreases. During peacetime deliberate planning, combatant commanders prepare joint OPLANs, including campaign plans, in direct response to taskings in the JSCP. Tasking for strategic requirements or major contingencies may require the preparation of several alternative plans for the same requirement using different sets of forces and resources to preserve flexibility. For these reasons, campaign plans are based on reasonable assumptions and are not normally completed until after the NCA selects the course of action during CAP. Deliberate plans may include elements of campaign planning, however these elements will have to be updated as in any deliberate plan used at execution. Execution planning conducted is for the actual commitment of forces when conflict is imminent. It is based on the current situation and includes deployment and initial employment of forces.

503.53 Summarize the third phase of deliberate planning which incorporates campaign planning principles

A CJCS approved concept of operations is expanded into a complete OPLAN during the PLAN DEVELOPMENT (3rd phase) of deliberate planning. Plan development is accomplished by a designated supported commander, normally a CINC. The following actions are completed during this critical phase:

• Forces selected and time-phased
• Support requirements computed
• Strategic deployments simulated/analyzed
• Shortfalls identified and resolved
• Operation plan completed and documented

This phase of deliberate planning is heavily dependent on JOPES automated data processing (ADP) Although this phase generally follows a prescribed sequence, shortfall identification is performed throughout the process. CJCS will resolve shortfalls that can't be reconciled. However, the completion of assigned plans is not delayed pending the resolution of shortfalls.

503.54 Describe proposed enhancements to JOPES

JOPES ADP hardware will be modernized by full implementation of the Global Command and Control System (GCCS). GCCS will replace the aging the Worldwide Military Command and Control System (WMMCCS). GCCS will be the embodiment of C4I and provide necessary information for CINCs to fight and win on the battlefield.

GCCS will integrate with other C2 systems to provide the CINC with a complete picture of the battlefield and the ability to order, respond, and coordinate C2 information. GCCS will be a common operating environment so new users can simply plug into the system. GCCS will:

• integrate deliberate planning and CAP,
• force deployment/employment,
• fire support,
• air operations planning,
• intelligence
• force status
  

503.55 Identify 3 campaign principles that are normally integrated into deliberate and crisis action planning process. Discuss why such integration is beneficial to those associated with the planning process

Theater campaign plans are:

Time sensitive (plans are only good if they reflect the most current info)

Iterative (plans can be inserted easily into a sequence of events)

Adaptive (flexibility is key, nothing goes as planned as we all know)

503.56 Describe how campaign planning is the linkage amongst joint operation and planning processes

Campaign planning is interrelated to both deliberate planning and CAP. Though it is not a structured process like deliberate planning or CAP, campaign planning principles apply to both. Campaign planning helps facilitate a transition from deliberate planning to CAP and in a sense unifies both processes.

503.57 Summarize why campaign planning can be referred to as a tool used by joint force commander to choreograph actions in a theater

Campaign planning provides the JTF its greatest application in the conduct of combat operations. Campaign plans describe how a series of joint major operations are arranged in time, space, and purpose to achieve a strategic objective. It orients on enemy centers of gravity; achieves simultaneous and synchronized employment of all combat assets; clearly defines an end state that constitutes success, failure, mission termination or exit strategy. It is the primary means by which CINCs arrange for strategic unity of effort. Campaign plans guide the development of supporting OPLANS or OPORDS and facilitate national level coordination of strategic priorities and resource allocation. Campaign planning provides the framework for a JTF to choreograph his actions.

503.6 Comprehend how command and control, communications, computers, intelligence, surveillance and reconnaissance (C4ISR) systems apply at all levels of war

503.61 Describe the JOPES ADP systems

JOPES ADP software is made up of hundreds of individual computer programs. During CAP, ADP is used to refine existing TPFDDs or develop new ones. Developing a TPFDD involves 4 main processes.

Each process must be completed before proceeding to the next one

1. Force Planning: ID apportioned forces to support CINCs concept of operation
2. Support Planning: Estimate time-phased lift requirements for supplies, equipment, and replacement personnel needed to sustain the forces specified under force planning
3. Transportation Planning: Compares apportioned transportation assets to the forces to be moved. Time phases forces and supplies into AOR to determine feasibility for CINC's needs
4. Deployment/Redeployment Execution: Today emphasis has shifted to an execution-based CAP procedure. This requires immediate data access, and a response time of hours, not days. Once a TPFFD is validated, it becomes the basis for actual transportation scheduling, force deployment and subsequent redeployment. JOPES ADP support at execution is currently only marginally effective
   

503.62 Describe the computer support given to commanders by JOPES ADP

JOPES ADP integrates with other C2 systems to provide the CINC with a complete picture of the battlefield and the ability to order, respond, and coordinate C2 information. JOPES will integrate deliberate planning and CAP, provide current information on force deployment/employment, fire support,

air operations planning, intelligence, and force status.

503.63 Describe how intelligence systems help combatant commanders assess the situation during the CAP process

Intelligence is the product resulting from the collection, processing, integration, analysis, evaluation, and interpretation of available information. Real time intelligence is invaluable to a CINC during the CAP process. It may require a different course of action (COA) selection, TPFDD refinement, or require development, expansion, or modification of an existing OPLAN or OPORD.

503.64 Describe how C2 computers are used to plan and disseminate information

C2 computers are linked via hundreds of software programs that comprise the JOPES system. TPFFD data is extremely complex and involve factors that use complex mathematical models to simulate deployment schedules. C2 computers provide a vehicle for manipulating tremendous amounts of data quickly and reduce throughput time for effective planning.

503.7 Comprehend the relationship between national objectives and means availability within the framework provided by the joint planning processes

503.71 Explain how the CAP process is used by strategic and operational commanders to achieve national objectives

In crisis situations, the JPEC follows formally established CAP procedures to adjust and implement previously prepared joint OPLANS or to develop OPORDS where no useful joint OPLAN exists for the evolving crisis. These OPLANS have already taken into account the NMS, CG, JPD which contain our national objectives. CAP procedures provide for rapid and effective exchange of information and timely preparation of military COAs for consideration by the NCA, and the prompt transmission of NCA decisions to supported commanders.

CAP and execution are accomplished within a flexible framework of 6 phases. Each phase integrates the workings of the NCA and JPEC into a single unified process. The six phases of CAP are:

1. Situation Development
   • ACTION: Events having potential national security implications are detected, reported, and assessed.
   • OUTCOME: Affected CINC submits an assessment to NCA & CJCS
2. Crisis Assessment
   • ACTION: NCA-CJCS evaluation. Increase awareness, reporting, CJCS advises on possible military action
   • OUTCOME: NCA-CJCS decides to develop military COA
3. COA Development
   • ACTION: CJCS sends warning order. Supported CINC develops COAs. CINC assigns tasks, reviews evaluation request message, create/modify TPFFD. USTRANSCOM prepares deployment estimates. Evaluates COAs
   • OUTCOME: CINC sends Commander's Estimate with recommended COA
4. COA Selection
   • ACTION: CJCS presents refined and prioritized COAs to NCA. CJCS advises NCA. CJCS may send planning order to begin execution planning before selection of COA by NCA
   • OUTCOME: NCA selects COA, CJCS releases NCA COA selection in an alert order
5. Execution Planning
   • ACTION: CINC receives alert order. CINC develops OPORD, refines TPFFD, force prep
   • OUTCOME: CINC sends OPORD
6. Execution
   • ACTION: NCA decides to execute OPORD. CJCS sends execute order by authority of SECDEF. CINC executes OPORD. JPEC report on execution status. Begin redeployment planning
   • OUTCOME: Crisis resolved, redeployment of forces
     

503.72 Explain the relationship between CONPLANS and MOOTW

A CONPLAN is an operations plan in abbreviated format that would require considerable expansion or alteration to convert it into an OPLAN, campaign plan, or OPORD. A CONPLAN contains a CINC's Strategic Concept and are generally developed to meet common type of missions that may develop rapidly and require implementation of like action but under markedly different circumstances (MOOTW) CONPLANS provide the framework to quickly develop an OPLAN or OPORD for MOOTW. Instead of starting at ground zero when a MOOTW kicks off, CONPLANS provide the necessary skeleton to develop an effective OPLAN

503.73 Explain how CINCs use Functional Plans to achieve national objectives

Functional plans involve the conduct of military operations in a peacetime or permissive environment. They are usually developed by CINCs to address requirements such as disaster relief, nation assistance, humanitarian assistance, peace operations, logistics, communications, surveillance, protection of US citizens, nuclear weapons recovery and evacuation, and continuity of operations, or similar discrete tasks. They may be developed in response to JSCP requirements, or as tasked by the JS, Service, or Defense Agency. CJCS review is normally not necessary. Functional plans are structured as CONPLANS without a TPFFD following published JOPES formats.

503.8 Comprehend the effect of time and policy changes on the planning process

503.81 Explain how the CAP process is used by CINCs to plan for time-sensitive missions

Where deliberate planning relies heavily on assumptions and is a very structured process, CAP by nature is time-sensitive. CAP produces campaign plans and OPORDS for execution. The time-sensitive planning for deployment, employment, and sustainment of assigned and allocated forces stands a good chance of being executed. CAP planners base their plan on circumstances that exist at the time planning occurs.

503.82 Explain how the CAP process causes CINCs to interact with the NCA during a crisis

The flexibility of CAP provides the latitude for the NCA , CINCs, and JS to analyze the situation, gain more information, return to a pre-crisis situation or progress to the next phase of CAP. The NCA is heavily involved in CAP from the Crisis Assessment phase through Execution. The NCA is advised by the CJCS, NCA selects the best COA, NCA approves and executes the OPORD. The NCA is instrumental in transitioning from one phase of CAP to the next. See SOB 503.71 for the entire CAP process delineated with CINCs & NCA.
503.9 Comprehend how US military is organized to plan, execute, sustain, and train for joint and multinational operations

503.91Explain how the US military is organized for joint and multinational ops

US military is organized for joint operations by tasking a CINC/JTF to conduct war and MOOTW by not sacrificing the time-tested principles of unity of effort, and unity of command. The military trains for joint operations, organizes its combatant chain of command along joint lines, and will execute all military operations in a joint manner. Joint regulations are authoritative in nature and supersede individual Service doctrine when it conflicts. Joint doctrine guides US decisions at the highest level. Most of our multi-national doctrine is written with our joint doctrine in mind. Multi-national operations are therefore inherently joint by nature.

503.92 Summarize the considerations for interagency ops (JP 3-08 III-13-15)

The effectiveness of military operations is only possible through the close coordination with forces and agencies outside the chain of command. Operations with multinational and interagency organizations must be synchronized in time, space, and purpose, making them complex and difficult tasks for the CINC and his staff. Take the following factors into consideration:

• a. Identify all agencies, departments, and organizations that are or should be involved in the operation
• b. Establish an authoritative interagency hierarchy, considering the lead agency identified at the national level, and determine the agency of primary responsibility.
• c. Define the objectives of the response effort.
• d. Define courses of action for both theater military operations and agency activities while striving for operational compatibility.
• e. Solicit from each agency, department or organization a clear definition of the role that each plays in the overall operation.
• f. Identify potential obstacles to the collective effort arising from conflicting departmental or agency priorities. Once identified, if the obstacles cannot be resolved at the JFC's level they must immediately be forwarded up the chain of command for immediate resolution.
• g. Identify the resources required for the mission and determine which agencies, departments, or organizations are committed to provide these resources, reducing duplication and increasing coherence in the collective effort.
• h. Define the desired end state and exit criteria (e.g., transition from military to civilian control, war to military operations other than war).
• i. Maximize the mission's assets to support the longer-term goals of the enterprise.
• j. Establish interagency assessment teams.
• k. Implement crisis action planning.
  

503.10 Comprehend the considerations of employing joint and multinational forces at the operational level of war

503.10 Summarize the planning considerations for employing multinational forces at the operational level of war (JP 3-07) p48

The 6 considerations for employing multinational forces are:

1. Political Considerations
2. Cultural Backgrounds
3. Language Barriers
4. Military Capabilities & Training
5. Equipment Interoperability
6. Logistic Support System Coordination

The 4 considerations during the planning and execution of multinational operations are:

1. Rules of Engagement
2. The Media
3. Local Law Enforcement
4. Command &Control

These are actions the JTF Commander needs to take to help overcome some of the considerations

National Goals: Reach agreement on common goals and objectives to bind multi-national forces.
Unity of Effort: Multi-national objectives must be supported by each member nation
Cultural Differences: Employ linguistics and area experts to assist with cultural and language challenges
Doctrine, Training & Equipment: Improve national force by training assistance, and sharing of resources
Management of Resources: support forces of member nations with national assets or through the coalition
National Communications: direct and immediate communication capability to respective leaderships

Lesson Plan
Main Point I: Planning to employ: The different types of planning processes and plans.
Joint Planning and Execution Community.
The military planning process: a combination of force planning and joint operation planning.
Joint operation planning: a combination of deliberate, crisis action, and campaign planning.
Types of joint operations plans.

Main Point II: The Deliberate Planning Process:
Phase I (Initiation) tasks are assigned primarily via the JSCP, but the CJCS can direct planning tasks to CinCs for functional plans.

• Planning task assigned and resources apportioned (JSCP).
• Guidance furnished (JSCP, UNAAF, UCP, and CJCS directives).

Phase II (Concept Development) development of the CinCs concept of how the assigned task will be accomplished. Most difficult of the phases because of the many subjective determinations that must be made. Concept of Operations is produced.

• Mission analysis: determines mission and prepares guidance to subordinates.
• Planning guidance: issue CinC's guidance, inform all planning participants, develop COAs.
• Staff estimates: determine supportability of COAs by staff directorates.
• Commander's estimate: formally compare COAs for CinC to make his concept decision.
• CinC's strategic concept: develop and distribute CinC's decision/guidance.
• CJCS concept review: determine if scope and CONOPS are sufficient to accomplish tasks, assess validity of assumptions, and evaluate compliance with CJCS task assignments and guidance.
  

Phase III (Plan Development) selects forces, computes support requirements, simulates strategic deployments, and identifies and resolves shortfalls. The objective of this phase is a completed, transportation feasible plan.

• Relationship between force, logistic and transportation refinement processes.
• Process commander's use to identity and resolve limiting factors and capability shortfalls.
  

Phase IV (Plan Review) sends the plans for review and approval to the JCS, if required. Once JCS comments are integrated into the CinCs plan, an approved plan is the product of this phase.

• Four criteria used by the JPEC to assess and validate a supported commander's OPLAN.
• Approval authority is determined for the different types of deliberate plans.
  

During Phase V (Supporting Plans), the supported commander directs the preparation and submission of supporting plans by the supporting commanders, joint task force commanders, component commanders, and other support agencies.

• How tasks and support requirements link supporting plans to operation plans.
  

Main Point III: Adaptive planning is the framework for the deliberate planning process.

• Apportioned, allocated, and assigned forces.
• Range of options.
• Regional focus.
  

Main Point IV: The Crisis Action Planning (CAP) Process

CAP Phase I, Situation Development, is initiated when an event occurs (or is about to occur) which has possible national security implications (see Joint Pub 5-0, pp III-11, figure III-8) Definition of "crisis" OPREP-3

CAP Phase II, Crisis Assessment, begins once the CINC reports the event to the NCA, and the NCA determines if the event is of a nature to warrant military response.

• Component planning input
• CJCS Warning Order

CAP Phase III, Course of Action (COA) Development; Upon receipt of the Warning Order initiating CAP Phase III, the supported CINC develops military courses of action to achieve the objectives identified by the NCA.

• possible JTF startup: help conduct operational mission analysis and develop JTF mission statement.
• determine operational end state
• initial planning guidance
• initial CJTF Warning Order and subsequent CJTF Warning Orders
• prepare staff estimates
• COA analysis
• prepare and issue Commander's Estimate

CAP Phase IV, COA Selection: In Phase IV, the NCA with the advice of CJCS selects a COA and directs execution planning to begin.

CAP Phase V, Execution Planning: During Phase V, the COA selected by the NCA is developed by the supported CINC into an Operations Order (OPORD).

• conduct detailed planning
• transforming the selected COA into a concept of operations
• prepare a subordinate campaign plan or an Operations Order (OPORD)
• issue the OPORD

CAP Phase VI, Execution Phase

• NCA decision to execute the campaign plan or OPORD
• CJCS issues the Execute Order
  

Main Point V: Crisis Action Planning Procedures were created to provide planning guidance to handle short notice (crisis) situations.
Variables affecting the crisis action planning process
Simultaneous, multiple crises present slightly different planning problems
Relationship of crisis action planning to deliberate planning

Main Point VI: The Deliberate Planning Process compared to the Crisis Action Planning process in ten ways.

Main Point VII: Campaign planning helps facilitate a transition from deliberate planning to crisis action planning.

• Three campaign principles to be addressed.
• Viewed as a linkage (horizontal and vertical).
• Viewed as a choreography tool.
  

Main Point VIII: Comprehend the purpose of JOPES.

• JOPES history.
• JOPES principles.
• JOPES publication hierarchy.
  

Main Point IX: Comprehend the key concepts and participants in the JOPES planning process.

The Joint Planning and Execution Community (JPEC). Seven JOPES functions.

Main Point X: Comprehend how JOPES is used during the deliberate planning process. Comprehend current JOPES ADP and proposed enhancements to JOPES ADP.

• Applies to all except SIOP.
• JOPES and the deliberate planning cycle.
• JOPES and deliberate planning procedures.
  

Main Point XI: C4ISR systems are essential to CAP. ISR systems are necessary for threat identification and assessment throughout the process. JOPES is used during the crisis action planning process, and C2 systems are essential for information dissemination.

Main Point XII: While every multinational and/or interagency operation is unique, certain difficulties can be anticipated:

Commanders should understand the command structure and be prepared to address the major coordination issues between multinational forces.

Military leaders must understand the interagency environment and their role in effective interagency coordination.

Main Point XIII: CONPLAN and Functional Plan development is fundamentally the same as OPLAN development within the JOPES structure. CONPLANs/Functional Plans are typically concerned with MOOTW. OPLANs and CONPLANs with TPFDDs are generally concerned with MRC's. There are significant differences in the two types of plans when it comes to planning considerations.