V. CIMIC contribution to the planning processesselected for printing

5.2. Tactical Planning Processselected for printing

Different planning processes are utilized at the tactical level. It is important to distinguish between the higher and lower tactical levels, even though there are national planning processes. While the Multi Corps Land Component Command (MCLCC) and above typically use the COPD for planning, units up to corps level use the APP-28.

This chapter aims to offer a standardized approach to planning of operations for units up to the corps level despite the varying sizes and capabilities of different CIMIC Staff due to national planning. As a result, the roles, positions, inputs, activities, and outputs of the CIMIC Staff may also differ.

Planning

The purpose of planning is to synchronize the actions of forces in time and space while assessing the vast amount of information provided to achieve objectives. Effective planning incorporates the philosophy of mission command and the manoeuvrist approach^[1].

To plan effectively, CIMIC Staff must be aware of the limited time available and use it judiciously. Therefore, they must ensure that all processed information related to the civil factors of the operating environment (CIMIC estimate) is available at all times at their respective levels.

As the capabilities for CIMIC analysis and assessment are limited at the brigade and division level are limited, it is essential to ensure close coordination with CIMIC subordinates and higher-level CIMIC counterparts (e.g., via VTC or BMS). Therefore, functional area coordination with the CIMIC Staff of different levels will be ensured. This will help to coordinate, synchronize, and deconflict CIMIC efforts while facilitating parallel planning at the respective levels.

Although the main role in integrating civil factors into the planning process lies with the CIMIC Staff, civil-military interaction is not limited to CIMIC personnel alone. Therefore, it is crucial for the CIMIC Staff to establish proper cooperation with other staff elements (in particular, but not limited to, staff branches 2 and 3) and staff advisers such as InfoOps/ PsyOps  PAO, LEGAD, POLAD, GENAD, MEDAD, PM, Targeting, and StratCom, at their respective levels. A collaborative contribution to a comprehensive approach with non-military actors must also has to be considered at all times in order to have access to the assessment of non-military actors and their priorities.

Tactical Planning

Planning tactical operations for land forces involves an iterative approach that comprises of 3 phases and 7 steps, as shown in Figure 5.2. Typically, commanders and staff perform these steps sequentially, but they may need to revisit them as they learn more about the situation before producing a final plan and/ or order. The CIMIC Staff plays a crucial role in this process by updating the CIMIC estimate as a repository throughout the tactical planning phase. This contributes to the CUOE and to the Intelligence Preparation of the Operating Environment (IPOE) with facts, assumptions, conclusions, and recommendations to the commander.

Figure 5.2 - Tactical Planning for Land Forces – Overview

Tactical planning is a dynamic process that involves interrelated activities such as IPOE, targeting, risk management, and more. It integrates the 8 joint functions into a synchronized plan that includes time, space, forces, and information, in order to develop orders for execution. CIMIC plays a crucial role in most of these functions and has to be incorporated into the planning efforts, working groups, and boards to provide appropriate input.

To achieve effective tactical planning, commanders and their staff need to hold regular formal meetings and briefings to discuss, assess, and approve or alter planning efforts as they progress. However, informal interactions between the commander and staff at frequent intervals can also improve understanding of the situation and ensure that the staff's planning efforts adequately reflect the commander's visualization of the operation. CIMIC Staff should participate in such meetings with the commander to develop a CIMIC mindset and positively influence the commander's intent and the visualization of the operation in line with a CUOE.

Role of CIMIC Staff

During tactical planning, the CIMIC Staff’s focus is on supporting the commander to understand the civil factors of the operating environment, make decisions, and synchronise those decisions with plans and orders. Plans and orders will occur in many forms and vary in the scope, complexity, and length of time they address. The Operation Order (OPORD) is the means by which planning is directed for execution. At the same time, information releasable to non-military actors should be prepared by CIMIC Staff to inform about the decision taken, if NMA need to know or if they reported the topic discussed.

CIMIC Staff initially focuses its activities on mission analysis. Their contribution to products developed during mission analysis helps commanders to understand the civil factors of the operating environment and develop their visualisation for the conduct of the operation. During COA development, CIMIC Staff employ creative thinking to support the development of different options to accomplish the mission. Furthermore, CIMIC Staff assist the commander in deciding on the optimum COA.

Role of the CIMIC Estimate

The CIMIC Estimate^[2] is often misunderstood as a document that covers all aspects of the civil situation. However, due to the complexity and clutter of the operating environment, it is impossible to provide a comprehensive description of every aspect. Therefore, the CIMIC estimate is a continuous process executed by CIMIC Staff. It creates the basis for contribution to staff processes and products and serves as a repository of data, information and products concerning the civil factors of the operating environment.

The CIMIC estimate serves as the foundation for the entire CIMIC Staff work. It gives the required context to provide an accurate and detailed CIMIC assessment and advice at all times.

Depending on the scenario, planning may begin well before a potential deployment, and thus the CIMIC estimate must be continually updated.

Phases and steps in the tactical planning process

The following section will be divided into the phases and steps. To assure readability the sections will follow the scheme below:

-brief description of the phases and steps
-CIMIC key inputs
-CIMIC key activities
-CIMIC key outputs

Phase 1 – Understanding the Situation and Problem

Step 1 – Receipt of Mission

Description

The primary objective of step 1 is to inform the staff and subordinate formations/units to begin preparing for the planning process, determine which information is already available, and what additional information still needs to be obtained. It also involves preparing for mission analysis.

CIMIC key Inputs

• CIMIC relevant aspects in higher HQ’s plan or (warning) order, new mission or new tasks anticipated by the commander. (e.g. assigned tasks and implied tasks [input to other staff functions])
• CIMIC input, which has an impact on the mission/task in updated IPOE products' own unit and higher HQ. (sources for own estimate)
• (start) CIMIC estimate IOT update, de-conflict and synchronise with other staff products and estimates (possible sources for own estimate)
• Appropriate NATO(CIMIC) Doctrine Publications, field manuals, SOP’s/SOI’s, TTPs, Handbooks, (up to date)
• Previous Lessons Learned, including Best Practices, from (non-military) partners that have recent experience in the area of operations

CIMIC key activities

• Alert CIMIC Staff and key (civil) participants
• CIMIC Staff to prepare for planning (being part of HQ staff planning group)
• CIMIC Staff (planners) contribute to IPOE (providing CIMIC Contribution to the Common understanding of the Operational Environment)^[3]
• Open source information gathering, using also Reach Back (RB) institutions (will continue during whole planning process)
• CIMIC Staff update CIMIC estimate (repository of all available data, information, etc., concerning the civil environment) and prepare conclusions based on the Information requirements (CCIRs, assigned/ implied tasks)
• CIMIC Staff to initiate and/or contribute to tasks (own CIMIC elements) and RFIs when/ where applicable (is part of the whole planning process) (does another branch or a civil entity can provide information/ can CIMIC support requests of other staff branches)
• CIMIC Staff (when/ where applicable) contribute to:
  -start on mission timelines and estimate staff planning timelines
  -preparation and execution of receipt of mission briefing
  -preparation of the commander’s initial planning guidance
  -initial WNGO
• CMI to respective contributors to the planning, taking into account the responsibility and laws of NMAs
  -Stability ops: direct liaison of the force with NMA
  -On Allied territory CIMIC liaison via HN CIMIC/governmental and public administration to relevant
   non-military actors (international, national, HN) (Extended Liaison Matrix), DIRLAUTH
• Coordination with higher HQ IOT be able to conduct parallel planning efforts
• in case OLRT/ ICE^[4] will be deployed, CIMIC personnel  to be included under the principle: “first in – last out”

CIMIC key Outputs

• CIMIC contribution (when/ where applicable) to planning group outputs (CIMIC assessment/ CIMIC advice^[5]):
  -commander’s initial planning guidance, including approved mission timelines and planning timelines
  -receipt of mission briefing
  -updated actors diagram (social network analysis)
  -tasks and RFI’s (if required)
  -Issue a warning order
• CIMIC estimate (to be continued)

Step 2 – Mission Analysis

Description

There are two sub-steps to mission analysis: order analysis and factor analysis.

CIMIC key Inputs

Sub-step 2A: Order Analysis. Order analysis helps commanders identify what the command must accomplish, when and where the (CIMIC) tasks must be performed, and most importantly why (the purpose of the operation). In parallel, the CIMIC Staff will start with sub-step 2B – Factor Analysis to assess the influence of these factors on accomplishment of the mission.

• CIMIC Staff retrieve any CIMIC relevant detail from higher HQ’s plan, (warning) order, or changed situation that has not been received so far. (e.g. assigned tasks and implied tasks [input to other staff functions])
• CIMIC Staff identify/ explore CIMIC-related knowledge products from other organisations or any new information from other relevant non-military actors (e.g. civil conditions to be identified).
• Finally, the CIMIC Staff to synchronise and de-conflict with other updated running staff estimates IOT update their own CIMIC estimate. (Meeting Boards^[6])

Sub-step 2B: Factor Analysis. In sub-step 2B, the (CIMIC) staff analyses the situation in relation to the formation’s/unit’s mission.

• CIMIC Staff to collect higher HQ’s intelligence and knowledge products to retrieve CIMIC relevant details.
• CIMIC Staff to gather all aspects (factors) with importance for the specific military operation^[7] in part 2a, Order Analysis.

CIMIC (key) Activities

Sub-step 2A: Order Analysis. Order analysis determines the focus for the next sub-step (2B) – Factor Analysis. All conclusions or review questions drawn from the order analysis must be addressed during the factor analysis.

CIMIC Staff (when/where applicable) contribute to:

• Analysis of higher commander’s plan or order/annexes on CIMIC-specific parts. A key aspect of Mission Analysis is identifying what the (CIMIC) formation/unit must do to meet the higher commander’s intent. CIMIC staff analyse the following to help determine how to accomplish the mission: 
  -Superior commander’s intent (2 echelons up [OpOrder/ OPlan]) and own commanders’ (CIMIC) formation’s/unit’s role in the overall plan
  -Role/Mission of the adjacent (CIMIC) formations/units (if any) and their relationship to the higher headquarters’ plan (assigned tasks)
  -Determine specified and implied CIMIC tasks (implied tasks [input to other staff functions])
  -Determine any constraints and restraints from a CIMIC perspective (What needs to be avoided/proclaimed)
  -Identify critical facts and develop assumptions from a CIMIC perspective (based on the CIMIC Estimate)
  -Identify risks, opportunities and critical points from a CIMIC perspective (Risk analysis/ SWOT analysis)
  -Support/contribute to establishing the Commander’s Critical Information Requirements (CCIRs), Essential Elements of Friendly Information (EEFIs), tasks (own CIMIC elements), etc. and other requests for information (RFIs) and clarifications. (CIMIC Assessment and Advice based on the evolving CIMIC Estimate)
• Contribute to the development of a (restated) mission statement^[8]. This becomes the formation’s/unit’s mission statement which is a short sentence describing the organisation ’s essential task and purpose. This will be a guiding statement for CIMIC elements in support to their tasks.
• Contribute to the formulation of the commander’s initial intent. Commander’s initial intent captures the objective and purpose to forces, space, time and other non-military actors.
  (based on the CIMIC Staff activities until this point)
• Develop additional Commander’s Planning Guidance (CPG). This mainly includes support to the development of selection criteria. Selection criteria are ‘standards’ the commander and staff will later use to measure one COA's relative effectiveness and efficiency compared to others. CIMIC Staff has to include selection criteria which influence the civil environment. These selection criteria can change from mission to mission and must be clearly defined and understood by all staff members before starting the analysis method of the COAs. CIMIC Staff members, focusing on specific functional areas (e.g. fires and force protection), score each COA by using those criteria
• Prepare the Order Analysis briefing. The Orders Analysis briefing should consist of the following for CIMIC Staff to contribute where/when applicable from a CIMIC perspective:
  -The superior commander’s intent (2 echelons up) (OpOrder/ OPlan)
  -The higher commander’s mission, intent and concept of operations (1 echelon up) (assigned tasks)
  -The formation’s/unit’s role/mission in the overall plan (assigned tasks)
  -Tasks of other formations (implied tasks [input to other staff functions])
  -Constraints and restraints (What needs to be avoided/proclaimed)
  -Facts and assumptions (based on the CIMIC Estimate)
  -Risks, opportunities and critical points (Risk analysis/ SWOT analysis)
  -Initial CCIRs (CIMIC Assessment and Advice based on the evolving CIMIC Estimate)
  -How the changing situation might affect the commanders’ mission
  -CIMIC input to the restated Mission statement
  -CIMIC input to the commander’s initial intent (based on the CIMIC Staff activities until this point)
  -CIMIC input to the additional commander’s guidance

Sub-step 2B. Factor Analysis. In this step, the staff analyses the situation about the formation’s/unit’s mission.

CIMIC staff (when/ where applicable) contribute to:

• Staff analysis on specific parts of the order and annexes (when it has CIMIC relevance). The CIMIC Staff conducts an order analysis from a CIMIC perspective on the main text and relevant annexes (e.g. Annex W) of the higher HQ order, mainly regarding:
  -Assigned and implied CIMIC tasks
  -Constraints and restraints
  -Facts and assumptions
  -Risks, opportunities, and critical points
  -CCIRs
• Review of other non-military actors’ capacities and capabilities. Review civil environment (based on the Seven Baseline Requirements [7BLR] or economic, social, information, and infrastructure from PMESII). Review civil considerations such as areas, structures, capabilities, organisations , people, and events (ASCOPE) to identify critical vulnerabilities to protect. This has a direct link to Cross-Cutting Topics.
• Review troops and support available to identify capability shortfalls and vulnerabilities to protect. This analysis should include capabilities of civilian and military organisations  (joint, special operations, and multinational) that operate within the formation’s/unit’s AOO/AOI^[9]. CIMIC Staff focus on the non-military actors. CIMIC Staff may also contribute to a Centre of Gravity (COG) analysis of own troops to identify critical friendly vulnerabilities when time and personnel are available. In COA development, measures should be developed to protect any vulnerabilities identified.
• Identify risks and begin risk assessment. CIMIC Staff to develop specific measures to mitigate risks from a CIMIC perspective, occurring in COA development, but may be optional depending on time and personnel available. (Risk analysis)
• Develop/assist CCIRs. CCIRs cover all aspects of the commander’s concern, including EEFI^[10]. (CIMIC Assessment and Advice based on the evolving CIMIC Estimate)
• Support the development of the initial Intelligence Collection Plan (ICP) IOT deconflict with S/G/J2 which topics will be described by CIMIC. The ICP details collection priorities and resources to be tasked and sets in motion in addition to CIMIC reconnaissance, surveillance, and intelligence operations. It may be issued as part of a WNGO, FRAGO, or an OPORD. (information gaps/ needs of the civil environment)
• Prepare the Mission Analysis Brief (MAB). CIMIC Staff Officer presents a summary of the running CIMIC estimates for their specific functional area (including civil environment considerations) and how their findings impact, or are impacted, by other functional areas. (comprised CIMIC Assessment and Advice on the most relevant points) 
• Develop additional CPG. As more information becomes available, the commander and staff refine their initial plan for using available time. From this, they determine windows of opportunity for exploitation, times when the formation/unit will be especially at risk of enemy activity, or “when action to arrest deterioration in the local civilian environment may be required”.
• Develop a WNGO, depending on the situation, the WNGO may contain:
  -The approved restated mission statement. (check for CIMIC implications)
  -The commander’s initial intent. (check for implications from a CIMIC perspective)
  -Changes to the task organisation . (check for implications for  CIMIC elements )
  -The formation/ unit AOO (sketch, overlay, or some other description). (check for implications on CIMIC elements and CIMIC tasks)
  -IPOE planning products and overlays, including CCIRs. (check for CIMIC input/contribution when delivered)
  -Risk mitigation guidance. (check implications for CIMIC risk assessment)
  -Initial information collection plan. (check implications for CIMIC elements)
  -Movements/actions to initiate. (check implications for  CIMIC elements)
• Commander’s initial Back-Brief^[11]. Phase 1 concludes with the lower commander (subordinate) providing a back brief to his higher commander to ensure they have a shared understanding of both the mission and intent. The CIMIC subordinated units/elements can utilize this tool to, e.g., forward respective requests, seek clarification, and express major concerns.

Valid for whole step 2.

• CIMIC Staff will provide additional input to the Liaison and Coordination Matrix.
• CIMIC Staff should initiate their own tasks (CIMIC Elements) and RFIs when/where applicable and contribute, if needed, to other RFIs.
• CIMIC Staff should conduct functional area coordination (CICOM format via VTC) IOT coordinate, synchronise and de-conflict CIMIC contributions with the MAB, the CIMIC estimate and other CIMIC parallel planning efforts.
• CIMIC Staff has to facilitate consultation with relevant NMA in order to advise the planning group and incorporate relevant civil input into the planning process where needed (to be coordinated with higher HQ).

CIMIC (key) Outputs

• CIMIC estimate (to be continued) (Main Effort)
• Other efforts are the CIMIC contribution (when/where applicable) to planning group outputs:
  -issue commander’s initial intent
  -deliver order analysis briefing
  -deliver MAB, including conclusions from order analysis, evaluation of factors – including key CIMIC-related factor analysis (civil environment considerations) that is part of CIMIC estimate
  -issue revised CPG: can include selection criteria for COA development and guidance on COA development
  -deliver commander’s initial back brief to higher commander
  -issue tasks and RFI’s (if required)

Phase 2 – Consider and develop Courses of Action (COA)

Step 3 – COA Development

Description

In the process of developing a CIMIC plan, the planners use several inputs, including the mission statement, commander’s intent, planning guidance, conclusions of the IPOE and the evaluation of CIMIC factors analysis.^[12] These inputs are used to create various options for the commander to choose from. The purpose of this step is to provide the commander with options for accomplishing the mission.

CIMIC Key Inputs

• CIMIC relevance of:
  -steps 1 and 2 outputs: Mission Statement and Commander’s Initial Intent
  -other staff running estimates (IOT update CIMIC estimate)
  -updated facts assumptions and CCIRs
  -any new information from the higher HQ, adjacent units, own and attached units
  -any new information from any other relevant non-military actors
  -revised CPG: Selection criteria for COA development and Commander’s COA development guidance
  -assigned and implied tasks and essential tasks
  -updated IPOE
  -COG analysis (optional)

CIMIC (key) Activities

• CIMIC Staff (when applicable) contribute to choosing a COA development method that can include:
  -assess relative combat power
  -generate options: brainstorming, movie-method or war-gaming
  -establish a CIMIC CONOPS (optional depending on time and personnel available)
  -array Forces
  -assign tasks (and, as required, headquarters), e.g. linked to required CIMIC task organisation (assets, units)
  -develop COA Statements and Sketches (will lead to development of adversary COA’s including most likely
   and most dangerous)
  -create mitigation factors, e.g. collective efforts to minimize collateral damage and enhance Protection of Civilians (PoC) and look into other CCTs
  -prepare COA briefing
  -COA validation
• CIMIC staff continue contribution to the Liaison and Coordination Matrix
• CIMIC staff to initiate tasks and RFIs when/ where applicable
• CIMIC Staff to direct/ guide CIMIC elements
• CIMIC Staff to support planning group in identifying and analyse effects of relevant complementary non-military actors’ actions, including NATO, on the operating environment
• CIMIC Staff to conduct and participate in functional area coordination IOT coordinate the CIMIC input for each COA and further synchronise CIMIC parallel planning efforts.

CIMIC (key) Outputs

• CIMIC contribution (when/ where applicable) to planning group outputs:
  -COA briefing
  -friendly COAs including sketches
  -adversary (enemy) COAs including sketches
  -COA comparison products
  -updated assumptions and CCIRs
  -revised CPG
  -tasks and RFI’s (if required)
  -Force Generation Process
  -CIMIC estimate 

Step 4 – COA Analysis

Description

The purpose of COA analysis is to enable commanders and staffs to identify difficulties, coordination issues, or probable consequences of planned actions for each COA being considered.^[13]

CIMIC key Inputs

• CIMIC relevance from:
  -steps 1, 2 and 3 outputs: Revised planning guidance, accepted COA’s for further analysis, COA statements
   and sketches
  -refined ACOA’s
  -updated assumptions
  -updated other staff running estimates (IOT update own CIMIC estimate)
  -any new information from higher HQ, adjacent units, own, and attached units
  -any new information from any other relevant non-military actors

CIMIC (key) Activities

• CIMIC Staff (when/ where applicable) contribute to:
  -select analysis technique
  -select ACOA to compare
  -select critical events and decision points to analyse
  -select analysis method
  -list assumptions and CCIRs
  -conduct COA analysis – define if CIMIC can support and what the CIMIC preferred option is (including
   mitigation factors, see step 3)
  -summarize what is recorded and assess the results
  -refine selected COAs – is this the CIMIC preferred COA as the best option, and are mitigation factors included
   to minimize collateral damage and maximize PoC?
• CIMIC Staff to initiate RFIs when/where needed
• CIMIC Staff to direct/ guide CIMIC elements

CIMIC (key) Outputs

• CIMIC contribution (when/where applicable) to planning group outputs:
  -refined COAs
  -updated potential DPs
  -COA analysis results
  -updated assumptions and CCIRs
  -revised CPG
  -deliver COA analysis briefing (optional)
  -tasks and RFIs (if required)
• CIMIC estimate (to be continued)

Step 5 – COA Comparison

Description

The purpose of conducting a COA comparison is to compare friendly COAs against adversary COAs in an objective manner, using criteria approved by the commander. The aim is to evaluate all COAs independently and identify their strengths and weaknesses. The CIMIC Staff must ensure that they can support all possible COAs and respond to possible ACOAs.

CIMIC key Inputs

• CIMIC relevance from:
  -steps 1-4 outputs
  -updated other staff running estimates (IOT update own CIMIC estimate)
  -refined COAs
  -evaluation criteria
  -COA’s analysis results
  -updated assumptions and CCIRs
  -any new information from higher HQ, adjacent units, own, and attached units
  -any new information from any other relevant non-military actors
  -revised CPG

CIMIC (key) Activities

• CIMIC Staff (when/ where applicable) contribute to:
  -determine COA advantages and disadvantages analysis
  -compare and rate friendly COA’s in different contexts
  -compare COA’s performance/risk against ACOA’s
  -compare COA’s against the commander’s COA selection criteria
  -identify the staff's preferred COA (e.g. including providing the most secure and stable environment for
   civilians in the area of operations)
  -prepare a COA decision brief
• CIMIC Staff to provide CIMIC relevant information to be known to the whole staff reflected in CONOPS (continue drafting Annex W and certain Appendices)
• CIMIC Staff to direct/ guide CIMIC elements
• CIMIC Staff to initiate RFIs when/where applicable
• CIMIC Staff to facilitate consultation with relevant civil organisations in preparation for the development of the appendices to Annex W – to include, but not limited to App 3 and 4 (need to be coordinated with higher HQ). Be prepared to structure according to the 7BLR.

CIMIC (key) Outputs

• CIMIC estimate (to be continued)
• CIMIC contribution (when/where applicable) to planning group outputs:
  -->COA decision brief
  General:
  -intent 2-up
  -mission, intent and CONOPS 1-up
  -conclusions and results updated IPOE
  -a (restated) Mission Statement Who, What, Where, When, Why
  -constraints and restraints
  -facts and assumptions
  -risks, opportunities and critical points
  -list of CCIRs
  For each COA:
  -commander’s intent
  -CONOPS (including CIMIC part)
  -TASKORG (including CIMIC Task organisation)
  -summary of COA analysis
  -residual risks which are associated with the COA - If existing or tasked
   by higher command and contribute to the Assessment Measuring (G10)
  Recommended COA by the staff:
  -tasks and RFIs (if required)

Phase 3 – Communication

Step 6 – Commander’s Decision

Description

In Step 6, the commander selects a COA for the staff to develop into a plan. After the COA Decision Briefing (see previous step), the commander selects the COA that (in his judgment and experience) will best accomplish the mission.^[14]

CIMIC key Inputs

• CIMIC relevance from:
  -steps 1-5 outputs:
      ->evaluated COAs
      ->recommended COA
      ->updated IPOE
  -updated other staff running estimates (IOT update own CIMIC estimate)
  -assumptions and CCIRs
  -any new information from higher HQ, adjacent units, own, and attached units
  -any new information from any other relevant non-military actors
  -revised CPG

CIMIC (key) Activities

• CIMIC Staff (when/ where applicable) contribute to:
  -commander’s decision on COA
  -commander’s preparation of his final planning guidance (including which contingencies still needs to be
   planned and developed – branches and sequels and how the OPLAN/OPORD
   needs to be processed and issued
  -develop WNGO
• CIMIC Staff to initiate tasks and RFIs when/where applicable
• CIMIC Staff to direct/guide CIMIC elements
• CIMIC Staff, as the HQ coordinator for CCT, to assure that for the CONOPS all CCT relevant information is covered on the same way as described for CIMIC and to produce (if needed) an appropriate Annex)
• CIMIC Staff to conduct/participate in functional area coordination  IOT coordinate the CIMIC input in the approved COA/ CONOPS and final CPG

CIMIC (key) Outputs

• CIMIC contribution (when/where applicable) to planning group outputs:
  -commander-approved COA and any modifications
  -refined commander’s final intent and CCIR’s
  -issue final CPG
  -back brief decision to higher commander (if time or ordered)
  -RFI’s (if required) 
• Issue a Warning Order

Step 7 – Transition

Description

The purpose of Step 7 is to produce and transition the plan from the planning cell to the current operations cell, issue the order, and ensure subordinates’ understanding of the upcoming operation. The staff prepares plans and orders by turning the selected COA into a clear, concise CONOPS with the required supporting information. The selected COA sketch becomes the basis for the operation overlay.

CIMIC key Inputs

• CMI/CIMIC relevance from:
  -steps 1-6 outputs, including updated IPOE, commander-approved COA and any modifications,
   refinedcommander’s final intent and CCIRs
  -updated other staff running estimates (IOT update own CIMIC Estimate)
  -updated assumptions and CCIRs
  -any new information from higher HQ, adjacent units, own, and attached units
  -any new information from any other relevant (civil) actors
  -final CPG

CIMIC (key) Activities

• CIMIC Staff (when/ where applicable) contribute to:
  -plans and orders reconciliation
  -approving the plan and/or orders
  -transition the operations plan or OPORD from the planning cell to the operations cell
  -prepare and issue the order
  -prepare back briefs and conduct rehearsals (optional)
  -prepare FRAGOs as required^[15]
• CIMIC Staff to transfer direction & guidance from HQ G9 (from plans to ops) to CIMIC elements
• CIMIC Staff to conduct functional area coordination IOT finalizing the contribution to the Main Body of the OPLAN, the CIMIC relevant Annexes of the OPLAN and the final draft of Annex W.

CIMIC (key) Outputs

• CIMIC contribution (when/ where applicable) to planning group outputs:
  -approved operations plan or OPORD
  -FRAGO’s (as required)
  -deliver back briefs (optional)

Fieldworker contribution to the tactical planning process

During Tactical Planning for Land Forces (TPLF), the fieldworker does not make a specific contribution; however, on request, the fieldworker can support the staff worker.

Fieldworker-provided products, such as CIMIC reports or After Action Reports (AAR), play a crucial role in supporting the planning process. Upon receiving a warning order, the fieldworker initiates their own planning process at a lower tactical level.

Troop-leading procedures (for lower tactical level)   Decision making

Conceptualization phase

1)    Orientation

       a.Mission orientation
                  i.Warning order from a higher level or changed circumstances
                  ii.Develop own warning order
                             1.Start to develop time and activity schedule (assigned and implied timings)
                             2.Short threat representation
                             3.The warning order focuses on the preparation
                             4.Issue a warning order at own level

      b.Operations order higher level

      c.(Re-)Orientation (zoom out)
                 i.Understand mission and intent of the higher commanders (two levels up)
                 ii.    Consider own role and mission within the larger context
                 iii.    Identify relevant (f)actors/ threats within the larger context
                 iv.    Prepare questions for clarification

      d.Confirmation Brief (CB)
                 i.Free conversation form
                 ii.Possible aspects
                            1.What is the problem and/ or threat?
                            2.What is the role and effect in the higher commander’s plan
                            (formulate in own words)?
                            3.What is the essence of the commander’s intent?
                            4.What are the coordination requirements (with whom and about what)?
                            5.What are question?

2)    Mission analysis

If required, apply the three-column model (Factor, Deduction, Conclusion): analysis leads to conclusions, which have consequences, which resulting in (possible) actions.

      a.Mission analysis
                 i.Assigned and implied tasks in time and space; matched to capability and units
                 (combat-, combat support-, combat service support-, command support units)
                 ii.Update time and activity schedule
                 iii.Restraints/ constraints
                 iv.Facts/ assumptions
                 v.Threats/ opportunities
                 vi.Critical aspects
                 vii.Risks
                 viii.Formulate Intelligence requirements
                 ix.Coordination requirements (with whom and about what)
                 x.Questions
                 xi.Visualize own mission within the larger context by means of a sketch
                 xii.Formulate mission and provisional own intent

      b.Initial Commanders Back Brief (ICBB)
                 i.Free conversational form
                 ii.Supported by a (operation)sketch
                 iii.Possible aspects
                            1.Role/ task in the higher commander’s plan
                            2.Intended objective(s)
                            3.Implied task in time and space
                            4.Conditions/ information requirements
                            5.Threats, risk and opportunities
                            6.Critical aspects
                            7.Coordination requirement (with whom and about what)
                            8.Questions

      c.Additional warning order own level; additional information in relation to previous warning order,
         further details on preparation (training, logistics, Command and Control, etc.)

3)    Terrain and weather, threat, other (f)actors, (own) means (TTOM) analysis (if applicable use the three-column model)

 
      a.Weather and terrain

 
      b.Threat
                 Identify the 6Ws (who, what, where, with what, when, why).
                 As a minimum, develop the most likely and the most dangerous threat scenario,
                 based on the most likely threat scenario of higher level.

      c.Other (f)actors
                  Check whether special rules apply to:

                 i.Rights, obligations and/ or restrictions and/ or Rules of Engagement (ROE)
                 ii.Relevant actors (i.e. IOs, GOs, and/ or NGOs)
                 iii.Religion and/ or local culture
                 iv.Local legislation and regulations
                 v.Media
                 vi.Chemical, Biological, Radiological and Nuclear (CBRN)/ Toxic Industrial Materials (TIM)

      d.(Own) Means
                 i.Who (unit)
                 ii.What (available assets, operational readiness, capacities, training and experience)
                 iii.When (are assets available)
                 iv.What can be done with the assets (command or support relationship)

Sub-conclusion threat, other factors and own means (TOM) to be used in next step.

Development phase

The conclusions based on the sub-conclusion from the previous steps, lead to

1)    (Possible) Courses of Action
        Develop a number of possible Courses of Action, which should comply with the following
                a.Combat functions (command, information and intelligence,
                    firepower, maneuver and fire, protection and sustainment)
                b.Feasible, acceptable, complete, exclusive and suitable
                c.Time and activity schedule
                d.Intent of the higher commander
                e.Mission and (provisional) own intent

        Compare the developed Courses of Action
                -What risks and opportunities are related to the possible Courses of Action
                -Which Course of Action offers the biggest chance of success
                -Evaluate the Course of Action with own selected criteria

Decision-making phase

1)    Refine the chosen Course of Action in detail, the draft plan

      a.Assign mission/ tasks to units
      b.Determine own intent (final)
      c.Develop
                 i.Draft plan (concept of operation, main effort, reserve)
                 ii.Draft operations overlay supported by (operations) sketch or scale model
                 iii.Necessary conditions/ requirements to be provided by the higher level

2)    If possible, execute reconnaissance based on a reconnaissance plan.
Incorporate the outcome of the reconnaissance into the draft plan and/or approve the draft plan.

3)    Final Commanders Backbrief (FCBB)

      a.Free conversational form
      b.Supported by a (draft) operations overlay/(operation)sketch
      c.Possible aspects
                 i.Threat assessment
                 ii.Own intent and effect
                 iii.Outline concept of operations
                 iv.Identified opportunities, risks and threats
                 v.Conditions to be provided by the higher level and (additional) requirements
                 vi.Coordination requirements (with whom and about what)vii.Questions

4)    Take decision and produce operations order.

[1] see APP-28 page 1-1 to 1-3

[2] See Annex 8.5 CIMIC Estimate repository

[3] For more information see AM-86-1-1, p.17-p.19

[4] Operational liaison and reconnaissance team/ Initial command element

[5] For definition see Lexicon

[6] See SOP Battle Rhythm respective unit

[7] For more information see AM-86-1-1, p.17-p.19

[8] When restated it needs to be approved by the higher echelon.

[9] See NATO Term for AOO and AOI. Thus, AOI covers the area of potential upcoming AOO.

[10] Essential elements of friendly information

[11] See SOP for briefing of the respective unit (e.g. Battle Management Systems,
like SitaWare HQ or ELIAS and others)

[12] The branches in charge of for this are X2 (Intelligence), X3 (Operations) and X5 ( Plans)

[13] The branches in charge for this step are G/J2 (Intelligence), G/J3 (Operations) and G/J5 (Plans).

[14] The branches in charge for this step are X/J2 (Intelligence), X3 (Operations) and X5 (Plans).

[15] If applicable CIMIC staff can initiate a CIMIC related FRAGO, staffed and authorized
        by respective staff authority (G3 or COS).