Crisis Action Planning

Crisis Action Planning
CTF Training Crisis Action Planning CTF Operation Order 01 January 2006 UNCLASSIFIED

Purpose Discuss the process of preparing and issuing a coalition/combined task force (CTF) operation plan (OPLAN) and operation order (OPORD). THE PURPOSE OF THIS BRIEF IS TO DISCUSS A PROCESS THAT FACILITATES THE TRANISITION FROM DELIBERATE TO CRISIS ACTION PLANNING. YOU HAVE A PLAN ON THE SHELF THAT IS THE RESULT OF THE DELIBERATE PLANNING PROCESS. THE FIRST THING YOU WILL DO AS A JTF, ONCE THE CRISIS ERUPTS AND YOU HAVE COMPLETED JTF FORMING, IS DRAFT YOUR JOINT OPORD FOR EXECUTION. AS A NEWLY STOOD UP JTF YOU CONDUCT QUICK CRISIS ACTION PLANNING (CAP) TO SEE WHAT ASSUMPTIONS, FACTS, FORCES, ETC. HAVE CHANGED FROM THE PLAN ON THE SHELF, MODIFY THE COA AS APPROPRIATE, THEN CONVERT THE PLAN INTO A JOINT OPORD FOR EXECUTION. TODAY WE WILL TALK ABOUT A PROCESS FOR DOING THAT. THIS PROCESS IS TRIED AND PROVEN; IT WORKED WELL LAST YEAR FOR III MEF DURING COBRA GOLD TO PRODUCE THE NEO OPORD IN THE FUTURE PLANS CELL AND AND FOR COMSEVENTHFLT DURING TEMPEST EXPRESS TO PRODUCE THE OPORD THAT WILL BE EXECUTED THIS SPRING DURING TANDEM THRUST.

STANDING OPERATING PROCEDURES
References MULTINATIONAL FORCE STANDING OPERATING PROCEDURES (MNF SOP) Version 1.6 February 2006 MNF SOP JP 3-0 Doctrine for Joint Operations JP JTF Planning Guidance & Procedures

Definitions OPLAN- AN OPERATION PLAN FOR THE CONDUCT OF COALITION OPERATIONS THAT CAN BE USED AS THE BASIS FOR DEVELOPMENT OF AN OPERATION ORDER (OPORD). INCLUDES ALL ANNEXES AND MOVEMENT PLAN (TPFDD). OPORD- A DIRECTIVE ISSUED BY A COMMANDER TO SUBORDINATE COMMANDERS FOR THE PURPOSE OF EFFECTING THE COORDINATED EXECUTION OF AN OPERATION CONPLAN- A COALITION OPERATION PLAN IN AN ABBREVIATED CONCEPT FORMAT FOR THE CONDUCT OF COALTION OPERATIONS. IT CAN BE CONVERTED TO AN OPLAN, CAMPAIGN, OR OPORD. IT MAY OR MAY NOT INCLUDE A FULL SET OF ANNEXES AND MOVEMENT PLAN (TPFDD). HERE ARE THE PRIMARY TERMS FOR THE VARIOUS TYPES OF PLANS WE PREPARE. LET’S GO OVER THE VERBAGE. OPLAN AND CONPLANS ARE PRODUCTS OF THE DELIBERATE PLANNING PROCESS. THE CAMPAIGN PLAN IS AS SHOWN, THE DEFINITION OF CAMPAIGN PLAN IS THE ONE THAT GETS DEBATED MOST OFTEN. A CAMPAIGN IS A SERIES OF RELATED MILITARY OPERATIONS AIMED AT SATISFYING NATIONAL STRATEGY AND OBJECTIVES. DELIBERATE PLANS, ESPECIALLY OPLANs AND CONPLAN WITH OR WITHOUT TPFDD, PROVIDE FOR A RAPID TRANSITION TO CRISIS RESPONSE. THE FOCUS FOR TODAY’S BRIEF IS THE OPORD, WHICH IS THE PRODUCT OF CRISIS ACTION PLANNING. DEFINED IN THE BOTTOM RIGHT BOX, AN OPORD IS THE DIRECTIVE EFFECTING EXECUTION.

Crisis Action Planning Process
Situation Development II Crisis Assessment III COA Development IV COA Selection V Execution Planning VI Execution National Authorities & Supported Strategic CDR Strat CDR Planning Strat CDR Deployment Strat CDR Warning Order Strat CDR’s Assessment Strat CDR’s Estimate Or Alert Order Or Execute Order Keep in mind that the process from Planning Order/Alert Order to OPORD may take place in a matter of hours. For that matter, the entire CAP process may only be a few hours if the situation dictates. Supported Strategic CDR Strat CDR Planning Strat CDR Deployment Strat CDR’s Warning Order CCTF’s Estimate Or Alert Order Or Execute Order CCTF OPORD

Task: Prepare Campaign or Major Operations and Related Orders
Make a Plan or Order That Reflects the Concept And Intent of The Supported Strategic Commander Publish the Order in The Specified Format FROM THE JOINT PUB DEFINITIONS, LET’S GO TO WHERE WE FIND THIS TASK. THE USCINCPAC JMETL IS WHERE WE FIND OUR JTF TASKS SPELLED OUT SHOWN HERE IS THE TASK AND A COUPLE OF THE PROCESS MEASURES. NEXT LET’S BREAK DOWN THE TASK STEPS DOCTRINE REFERS TO THE 1/3 (operational level--2/3 (tactical level) RULE, HOWEVER THAT PROCESS DOESN’T TAKE INTO ACCOUNT REALITY. THIS CAN ONLY BE FOLLOWED IF TIME PERMITS; YOU MUST USE CONCURRENT AND COLLABORATIVE PLANNING TECHNIQUES IF YOU HOPE TO STAY AHEAD OF THE GAME. Allow the Component At Least 67% of the Total Planning Time From The Receipt of the Warning Order to Execution

Responsibilities CTF commander C3 / C5 as chief architect CTF staff
OPORD “owner” Assigns responsibilities C3 / C5 as chief architect OPORD “builder” CTF staff OPORD “subcontractors” LNOs OPORD “consultants” The JTF Commander is the OPORD owner. He must decide who he wants to design and build his “home” or OPORD. Normally, that individual or group is the J3 or J5 section. The J3 / J5 himself will normally act as the Chief Architect or primary contractor. He designs and builds the OPORD. He must coordinate among his “sub-contractors” (the JTF staff) and “consultants” (LNOs) to make sure the house fits the owner’s wishes (the Commander’s Intent and all that goes with it.) In other words, he is in charge of synchronizing the OPORD. The JTF staff directors are the building “sub-contractors.” They are responsible for the annexes and appendices that make up the sub-plans for the building intelligence, logistics, C2W, Search and Rescue. They must understand what the Commander wants and write accordingly. The LNOs are “consultants”. They maintain contact with their parent company (component commands) to make sure they receive the owner’s latest changes and desires. They are also valuable as experts in their area of “house” construction. The LNO’s should not be involved in actually writing the components’ plans instead they serve as a communication conduit between the JTF Commander and his component commanders. LNOs may also liaise w/ joint commands and inter-agencies, such as NGOs, PVOs and U.N. reps.

Process Staff estimate Living document / detailed plans
CTF staff’s blueprint Feeds into the annexes The staff estimate process should have begun once the JTF received its mission tasking from higher headquarters and been fleshed out through the COA development, analysis and comparison stage. Remember these are dynamic documents, constantly being updated and ready for review by the Commander at any time. This staff estimate is the sub-contractors’ (JTF Staff) blueprint for their part of the OPORD. If the staff has done their job correctly, then % of their work is completed with respect to putting their portion of the OPORD and the assigned annexes and appendices together.

Principles of a good OPORD
Process - Continued - Principles of a good OPORD Clarity Completeness Brevity Initiative Synchronization Timeliness These six points are critical to successful OPORD writing. They must be kept in the forefront during the writing process. These points may seem like common sense, and in truth they are, but they are worth repeating because in operations/exercises we have observed or studied, these points are routinely by-passed. Clarity: The reader should not have to interpret words or phrases. The neutralize vs destroyed idea. Use joint terminology, where possible and carefully define service terms. Completeness: All the information (or at least as much as you know at the time) should be included. Brevity: If you want someone to read it, keep it short ! Initiative: Orders should be mission type, telling what should be done, not how to do it. Synchronized: Common sense again, but the real question is who does this. Who is the one person or group that reads the entire order and makes sure everything happens in the proper sequence. How much time is given to accomplish this task? Timeliness: A 70 % solution on time or in time for the components to review and ask questions about is better than a 90 % solution that arrives too late to be understood by anyone except the drafters. Remember the 1/3- -2/3 rule!

? Process - Continued - Synchronization Who: (C3/C5)
What: (annexes with each other and basic plan) Why: (clear, complete, and integrated order) How: (CPG and exchange of orders) ? Synchronization is critical and is the responsibility of the Chief Architect (J3 / J5). Without proper synchronization, the OPORD will likely fall apart when executed. The annexes and appendices must be coordinated with each other and the basic order. The J6 must know what the J3 has in mind in order to have the proper communications gear on hand to support the operation and the J3 must have contact w/ the J2 IOT have a clear background / situation picture. The LNOs come into play here again as well, as they must pass information on to their components so that the component plans support the JTF plan. The primary method for synchronization can be the Joint Planning Group. The J3 / J5 should hold periodic update meetings with the CPG. The CPG members should read each other’s sections or receive briefs on them. The J3 / J5 will more than likely read the entire document as it crosses his desk and will ask questions to clarify meaning and intent. However, someone less familiar with the entire plan should read it, for if he has questions, or doesn’t understand how something fits, others will as well. If you can get a relatively junior member of the staff (or a dumb-ass) to understand the order, then you probably have a relatively good product on your hands.

CCTF OPORD Product The basic plan Situation [C2,C3/C5]
Mission [CPG/C3/C5] Execution [CPG/C3/C5] Administration and logistics [C4] Command and control [CPG/C3/C5] CCTF OPORD These are the parts of the Basic OPORD. The reference, JOPES Volume I, shows the format for each section and what should be included. More to come in future slides. Follow MNF SOP format

OPORD Format References CTF task organization Situation
Listed in annex A Situation General Area of concern Deterrent options Enemy forces The reference identifies these main headings and sub-headings as important elements to be included in the Basic Plan.

OPORD Format - Continued -
Situation Friendly forces Assumptions Legal considerations CTF mission statement More format info. Note that if it’s in an annex you don’t have to go into any great detail here in the main body of the OPORD. Just reference the annex and be done with it. The JTF Mission Statement is the one that was decided on during the mission analysis phase of the planning process. Include it here just as written earlier. Cut and paste is very handy here.

OPORD Format - Continued -
Command and control Command relationships Command posts Succession to command Command, control, and communications system Refer to annexes And here is the last of the Basic Order structure.

Tasks ASSEMBLE THE PLAN/ORDER APPROVE THE PLAN/ORDER
BRIEF THE PLAN/ORDER THESE ARE THE STEPS NECESSARY TO ACCOMPLISH THIS TASK. WE’LL BREAK EACH ONE OF THESE DOWN AS WE DISCUSS THIS SUBJECT AND THROW IN SOME TECHNIQUES WHICH MAY EASE THE PROCESS. THE OP NUMBERS BEHIND THE TASK ARE FROM THE JMETL. THE PREPARATION OF THE PLAN MUST START WHEN THE CTF/JTF IS FORMED. THE BUILDING OF AN ORDER IS A CONTINUOUS PROCESS AND MUST BE ADDRESSED THROUGHOUT THE PLANNING PROCESS TRANSMIT THE PLAN/ORDER ENSURE UNDERSTANDING

Who’s Responsible? Assemble the Plan 1. ESTABLISH A TIMELINE
2. DISSEMINATE “SHELLS” 3. RECEIVE STAFF INPUT 4. ASSEMBLE AND INTEGRATE MAJOR PARAGRAPHS 5. ASSEMBLE AND INTEGRATE STAFF ANNEXES THIS IS A BREAKDOWN OF THE PLAN ASSEMBLY PROCESS. THIS PROCESS DOESN’T START AT THE END OF CAP PHASE II. IT STARTS THE MINUTE A JTF IS FORMED. WE IMMEDIATELY GATHER INFORMATION, DO A TIMELINE ANALYSIS, START BUILDING SHELLS, REHEARSE DISSEMINATION METHODS, ETC. OF UTMOST IMPORTANCE IS THE FIRST STEP, ESTABLISHING A TIMELINE. THIS IS THE TOOL THAT ALLOWS THE STAFF TO COORDINATE AND SHARE INFORMATION. KEY TO THIS STEP IS TO DEVELOP A TIMELINE WHICH IS UNDERSTOOD BY ALL STAFF MEMBERS. THE TIMELINE MUST INCLUDE WHEN THE COMMON PIECES OF THE ORDER WILL BE COMPLETED (E.G. THE SITUATION SUMMARIES, FRIENDLY AND ENEMY; THE COA DESCRIPTION; GRAPHICS; ETC.) . THE TIMELINE AND GUIDANCE MUST INCLUDE WHICH ANNEXES MUST BE COMPLETED, WHO WILL COMPLETE THEM, AND WHEN AND HOW THEY ARE TO BE SUBMITTED. 6. REVIEW PLAN FOR CONSISTENCY Who’s Responsible?

Plan Prep Team Options OR.... OR.... Coalition / Combined Planning
Group (CPG) OR.... FUTURE OPS (FOPS) CURRENT OPS (COPS) Commander’s Estimate OR.... LET’S TALK ABOUT WHO DOES THIS PART..... THIS WHOLE PROCESS IS WORTHLESS UNLESS WE’RE ABLE TO PUT SOME TEETH INTO IT. THE HARDEST PART OF PUTTING TOGETHER A PLAN IS ENSURING THE TIMELINE IS MAINTAINED, SUSPENSES MET, INPUT RECEIVED ON TIME, ETC. THE KEY IS TO HAVE ONE CHIEF, TIED INTO THE PLANNING PROCESS BUT NOT TIED DOWN BY IT. THIS PERSON NEEDS TO HAVE THE TEETH TO MAKE ALL STAFF ELEMENTS TOE THE TIMELINE AND PRODUCE A COHERENT PRODUCT THREE POSSIBLE WAYS TO ORGANIZE A TEAM TO PRODUCE THE ORDER, AND WHO THE CHIEF WILL BE, THAT WE HAVE SEEN IN OTHER CTF/JTF’S 1. CPG - Led by Future Ops Cell Ops Officer 2. TRANSITION BETWEEN FUTURE OPS AND CURRENT OPS AFTER THE COMMANDERS ESTIMATE 3. HAVE THE PLANS CELL C5/J5 BE RESPONSIBLE FOR THE PRODUCTION OF THE ORDER. BOTTOMLINE- CHOSE AN AGENCY TO BE RESPONSIBLE, EMPOWER THEM, THEN HOLD THEIR FEET TO THE FIRE C5 PLANS CELL

Assemble The Plan 1. ESTABLISH A TIMELINE 2. DISSEMINATE “SHELLS”
3. RECEIVE STAFF INPUT 4. ASSEMBLE AND INTEGRATE MAJOR PARAGRAPHS THE NEXT TWO STEPS ARE LINKED. IF WE WANT TO RETYPE EVERYTHING, REFORMAT ALL STAFF INPUT, START FROM SCRATCH RIGHT BEFORE WE TRY TO TRANSMIT, THEN DON’T ISSUE SHELLS TO THE FOLKS WE WANT TO PROVIDE US WITH INFORMATION. HOWEVER, IF WE WANT TO STREAMLINE THE PROCESS AND EASE THE STAFF WORKLOAD, THEN WE WANT TO GET OUT AHEAD OF THE HARD CHARGING STAFF AND PROVIDE THEM WITH THE FRAMEWORK THEY CAN WORK WITHIN. WE DON’T WANT TO LIMIT THEIR IMAGINATIONS. WHAT WE WANT TO DO IS DEVELOP COMMON FORMATS WHICH ALLOW US TO EASILY TRANSFER DATA BETWEEN BRIEFINGS AND HARD COPY MESSAGES. TECHNIQUES THAT HAVE WORKED WELL ARE PLACING ALL THE SHELLS, THOSE FORMATTED BLANK INPUT DOCUMENTS WE NEED, ON THE SHARED DRIVE. THAT WAY STAFF FOLKS KNOW NOT ONLY WHAT WE WANT, BUT HOW WE WANT IT PRESENTED. BY DOING THIS WE AVOID THE CONFLICTS BETWEEN SOFTWARE, FORMATTING, AND ALL THOSE OTHER MADDENING LITTLE COMPUTER DETAILS THAT MAKE LIFE HARDER. 5. ASSEMBLE AND INTEGRATE STAFF ANNEXES 6. REVIEW PLAN FOR CONSISTENCY

Annexes PLAN ADD IT TO THE PLAN! DO YOU NEED IT?
DO COMPONENTS NEED IT? DOES IT ADD CLARITY? B C A Q D P E PLAN N DETERMINATION OF WHICH ANNEXES AND TABS WILL BE PRODUCED SHOULD BE MADE TO MATCH THE NEEDS OF THE OPERATION THIS IS AN IMPORTANT ASPECT OF GETTING THE PLAN READY. EACH PART OF THE PLAN MUST BE EVALUATED TO SEE IF IT IS NECESSARY TO INCLUDE IN THE FINAL PRODUCT. THIS IS NOT A PLACE TO ROLL OVER AND GIVE GUIDANCE TO DO IT ALL. A DECISION BASED ON A GOOD EVALUATION SAVES TIME AND ENERGY ON THE STAFF. DO THIS PIECE UPFRONT SO NO EXTRA WORK IS DONE. IF SO... G M H ADD IT TO THE PLAN! K J

Assemble the Plan 1. ESTABLISH A TIMELINE 2. DISSEMINATE “SHELLS”
3. RECEIVE STAFF INPUT 4. ASSEMBLE AND INTEGRATE MAJOR PARAGRAPHS THESE STEPS ARE PART OF OUR NORMAL STAFF ROUTINE. HOWEVER, WE’RE WORKING ON A CTF/JTF STAFF. THIS MAKES COORDINATION HARDER. IT’S VERY IMPORTANT THAT WE ENSURE THE STAFF COORDINATES LATERALLY AND VERTICALLY. WE NEED TO CONSTANTLY THINK OUTSIDE OF THE NORMAL “TACTICAL BOX” A TECHNIQUE WE’VE SEEN FOR ASSEMBLY IS TO ASSEMBLE THE ORDER ON ONE COMPUTER, LINKED TO A PROXIMA DEVICE. AS INPUT IS RECEIVED, ALL THE SMART FOLKS IN THE CPG ROOM WHO ARE FAMILIAR WITH THE PLAN CONDUCT A “MURDER BOARD” TO ENSURE ACCURACY AND CONSISTENCY 5. ASSEMBLE AND INTEGRATE STAFF ANNEXES 6. REVIEW PLAN FOR CONSISTENCY

Assemble the Plan O-6 review Select a format Load it on common drive
Assign responsibility Select appropriate annexes Brief CPG on requirements Issue ‘draft’ base O-6 review Staff the Draft THIS SLIDE OUTLINES THE PROCESS WE JUST DISCUSSED TO ASSEMBLE THE PLAN. Accept input CPG review/staff Draft final plan O-6 review

Approve the Plan / Order
- Ensure plan/order adheres to guidance from and intent of the CTF establishing authority - Ensure plan/order adheres to guidance and intent of CCTF - May be accomplished by an OPORD briefing May be accomplished by a thorough review and crosswalk by CCTF/COS/C3 Signifies approval THE NEXT STEP IS TO APPROVE THE PLAN/ORDER. AGAIN, A PLAN IS NECESSARY TO ENSURE THAT THE STAFF DOES NOT “SCREW ITSELF INTO THE FLOOR” OVER SOME SMALL ISSUE IN THE ORDER APPROVAL PROCESS. THE KEY IS IN WHO HAS APPROVAL AUTHORITY AND HOW MANY TIMES THE ORDER IS SENT BACK DOWN FOR REVISION. THE BOTTOMLINE TO THIS PHASE IS THAT THE JTF COMMANDER HAS THE OPPORTUNITY TO REVIEW THE STAFF WORK AND APPROVE THE ORDER ONCE THE COMMANDER SIGNIFIES APPROVAL, IMMEDIATELY TRANSMIT AS MUCH INFORMATION AS POSSIBLE TO THE COMPONENT HQS. GET THE INFORMATION OUT OF THE HQS BEFORE THE PROCESS GETS BOGGED DOWN.

Brief the Plan / Order CTF
May be accomplished in formal or informal settings CCTF, with C3/5, briefs component commanders and key personnel Staff reviews pertinent parts of plan/order with staff counterparts Brief liaison officers/teams To the CTF HQ From the CTF HQ Use VTC THE THIRD STEP IS TO BRIEF THE PLAN / ORDER. STAFF TO STAFF COORDINATION IS KEY. IT ASSISTS IN PARALLEL PLANNING AND KEEPS THE SUBORDINATE COMMANDS INFORMED. NO GOOD COMES FROM HOLDING INFORMATION CLOSE TO HOME UNTIL IT IS APPROVED. GET IT OUT TO THE SUBORDINATE COMMANDS, MAYBE THEY HAVE INFORMATION WHICH WILL ASSIST YOU. LNO’S ARE CRITICAL. IF THEY ARE SHUNTED AWAY TO A SIDE AREA AND NOT DECISIVELY ENGAGED IN THE PROCESS THEY WILL NOT “ADD VALUE” TO THE PROCESS. IF, HOWEVER, THEY ARE “READ IN” ON ALL ASPECTS OF THE PLAN THEY CAN ADD CLARITY TO THE DEVELOPMENT OF THE PLAN. AGAIN, HAVE A PLAN IN PLACE PRIOR TO BEGINNING THIS STEP. COORDINATION OF CALENDARS, VTCs, LIAISON VISITS, ETC ALL HAVE LONG LEAD TIMES. THIS IS A PLACE WHERE PARALLEL PLANNING BY THE COS IS KEY. THESE TIMES HAVE TO BE ON THE MASTER TIMELINE FOR THE STAFF. CTF CNAVFOR CAFFOR CARFOR CMARFOR CSOTF CPOTF

Transmit the Plan / Order
Use Redundant Means Global Command and Control System (GCCS) SIPRNET and General Service (GENSER) message Hard copy via courier Standard distribution NEXT, WE TRANSMIT THE PLAN. THE PROCESS IS NOT COMPLETE UNTIL IT THE PLAN IS RECEIVED BY THE TARGET AUDIENCE. AGAIN, A PLAN TO ACCOMPLISH THIS IS NECESSARY. IT’S POSSIBLE TO REHEARSE THIS PROCESS DURING THE PLANNING PROCESS. TEST MESSAGES, CONVERSION OF INFORMATION FROM ONE SOFTWARE PROGRAM TO ANOTHER, SYNCHRONIZATION OF TIMELINES, ETC ALL CAN BE REHEARSED PRIOR TO ACTUALLY GETTING THE MESSAGE ONTO THE STREET. DON’T JUST DROP THE MESSAGE OFF AT THE MESSAGE CENTER AND CALL IT A DONE DEAL. THIS IS WHERE IT IS ESSENTIAL TO ENSURE THAT THE INFORMATION HAS GOTTEN TO THE RIGHT PEOPLE. ENSURE RECEIPT BY CONFIRMATION AND ACKNOWLEDGMENT FROM ADDRESSEES Ensure receipt by confirmation/ acknowledgment from addressees

Ensure Understanding Does not necessarily signify agreement
Provides feedback mechanism Works in conjunction with plan/order preparation (concurrent planning efforts) THERE MUST BE A FEEDBACK LOOP. WE HAVE TO ENSURE THAT WE ARE IN COMMUNICATION WITH THE TARGET AUDIENCE. DON’T HAVE TO HAVE TOTAL CONCURRENCE FROM THE SUBORDINATE HEADQUARTERS. KEY IS UNDERSTANDING. TECHNIQUES: -CROSSWALKS: THE STAFFS CONDUCT A COMPARISON OF THE JTF PLAN WITH THAT OF THE COMPONENTS TO ENSURE CONSISTENCY. -INITIAL BACKBRIEF: USED IMMEDIATELY AFTER THE ISSUANCE OF A PLAN TO ENSURE SUBORDINATE PLANNERS UNDERSTAND THE PLAN (TELL ME WHAT I TOLD YOU). -PLAN BACKBRIEF: USED TO ALLOW SUBORDINATE COMMANDS TO BRIEF HOW THEY WILL ACCOMPLISH THE MISSION ASSIGNED TO THEM.

Task: Prepare Campaign or Major Operations and Related Orders
Make a plan or order that reflects the concept and intent of the theater commander. Publish the order in the specified format Allow the component at least 67% of the total planning time from the receipt of the warning order to execution References: MNF SOP JP 3-0 JP KEY ASPECTS OF THIS TASK: THERE MUST BE A PERSON IN CHARGE WHO HAS “TEETH” TO KEEP STAFF ON TRACK THERE MUST BE A TIMELINE DEVELOPED FOR THE STAFF TO USE. THERE MUST BE A SYSTEM IN PLACE TO EXPEDITE THE APPROVAL PROCESS THERE MUST BE A WELL REHEARSED PROCESS FOR GETTING THE PLAN TO SUBORDINATE HEADQUARTERS

OPORD Process Task Steps ASSEMBLE THE PLAN/ORDER
APPROVE THE PLAN/ORDER BRIEF THE PLAN/ORDER TRANSMIT THE PLAN/ORDER ENSURE UNDERSTANDING

Enhancing Multinational Operations
CTF Training Questions? Enhancing Multinational Operations UNCLASSIFIED

Enhancing Multinational Operations
CTF Training Back Up Slides Enhancing Multinational Operations UNCLASSIFIED

OPORD Required Annexes
A – Task organization (w/ app 1-5) [C3] B – Intelligence (w/ app 1-10) [C2] C – Operations (w/ app 1-15) [C3/C5] D – Logistics (w/ app 1-6) [C4] J – Command relationships (w/ app 1) [C3] K – C4I systems (w/ app 1-5) [C6] Here is a list of Annexes and Appendices that must be included in the OPORD. Remember, not everything has to be included in the order. The instruction states that each section must be addressed, but if it is not applicable, then just the title is put in the order and “not applicable” is written. The operations Annex Appendices are listed assigning responsibility for writing them as might be determined by the CPG.

Annex C – Operations Appendix 1 – Nuclear Operations (C3)
Appendix 2 – NBC Defense / RCAS (C3) Appendix 3 – IO / IW (C3) Appendix 4 – Special Operations (C3 / C5) Appendix 5 – E&R Operations (C3 / C5 w/ CSRC) Appendix 6 – Rules of Engagement (C3 / SJA) Appendix 7 – Reconnaissance (C3 / C5) Appendix 8 – Air Base Operability (C3 / C5) Here’s a breakdown of the various remaining appendices within the Operations Annex.

Annex C – Operations - Continued -
Appendix 9 - Combat Camera (COMCAM) Appendix 10 – NEO (C3) Appendix 11 – Escape & Evasion (C3 / C5 w/ JSRC) Appendix 12 – Counterattack (C3) Appendix 13 – EOD (C3 / C5 w/ EOD) Appendix 14 – Amphibious Operations (C3 / C5) Appendix 15 – Force Protection (C3 / C5) The remainder of the Operations Annex appendices. Its obvious this annex makes up the bulk of the OPORD.

OPORD Additional Annexes
E – Personnel (w/ app 1-6) [C1] F – Public Affairs (w/ app 1-4) [PAO] G – Civil Aaffairs [C3/CA] H – Meteorological and Oceanographic svcs [METOC/C3] L – Environmental factors [C4 ENG] And here are the remaining annexes.

OPORD Additional Annexes - Continued -
M – Mapping, charting, geodesy (w/ app 1-3) [C3/C2] N – Space Operations [C3] P – Wartime Host Nation Support (w/ app 1-3) [C4] Q – Medical services (w/ app 1-13) [surgeon] S – Special Technical Operations [C3] V – Interagency coordination (w/ app 1-3) [C5] X – Execution checklist [C3/C5] Z – Distribution [C3/C5] And finally the end of the list of annexes.

OPORD Approval Brief Format
Introduction / mission Current friendly situation ops Current enemy situation Assumptions Proposed commander’s intent Concept of operations Task organization Here is a recommended briefing format to brief the OPORD to the Commander.

OPORD Approval Brief Format
Tasks to subordinate units Coordinating instructions Supporting annexes Command and control Unresolved issues Command guidance And the remainder of that recommended brief.

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