Commander's Role in MCPP

1. Commander's Role in MCPP

2. References

3. Purpose • Describe the Commander’s role in planning • Discuss the Commander’s Orientation • Commander’s Battlespace Area Evaluation (CBAE) • Commander’s Intent • Commander’s Critical Information Requirements • Battlespace • Centers of Gravity • Commander’s Initial Guidance

4. Who / What is Involved Visualization Mission Intent COG/CVs Main Effort Achieving a Decision Tempo Adapting Intuition Boldness Exploitation Advantage

5. Commander’s Role: Visualize, Describe, Direct Collectors METT-T Situational Understanding End State Situational Awareness (Visualize) Commander’s Visualization is Continuous Preparation / Execution Planning O P O R D Gaining Advantage C B A E Seeking Advantage Shaping Actions Decisive Action Sustaining Actions Commander’s Intent Battlespace CCIRs & COG Mission Accomplishment CCIR Relevant Information (Describe) (Direct) Info Sys Assessment is continuous Environment

6. Commander’s Orientation and MCPP Mission Analysis Initial Guidance COA Development Transition Commander’s Intent Orders Development COA War Game CCIRs COA Comparison & Decision CBAE Battlespace Centers of Gravity

7. CBAE Defined • The commander’s personal visualization of what needs to be done, and his initial impressions of how he will go about doing it. It is described in terms of: • Commander’s Intent • Commander’s Critical Information Requirements • Battlespace • Centers of Gravity • The Commander uses CBAE to assess, develop, and communicate knowledge to his staff • METT-T is one filter used to assist CBAE development, but other filters will assist in more complete analysis MCWP 5-1

8. CBAE: Visualize See the environment • DIME (T) • Diplomacy • Information • Military • Economics • Technology • PMESII • Political • Military • Economic • Social • Infrastructure • Information • Identify Deal Makers vs. Deal Breakers

9. DIME-T Diplomacy: Who are the US and Coalition stakeholders in the AO? Information: What are the US government themes and objectives? Military: Who are the key military decision makers in our AO? Economic: Does the central government have a master reconstruction plan? Who are our USAID stakeholders? Technology: What are our technology reachback organizations? CBAE: Visualize Example

10. PMESII Political: What is the political situation in the AO? Military: Who are the key military decision makers in the AO? Economic: Is there an economic reconstruction plan? Social: Is therea cultural IPB of the various tribes? Infrastructure: What are the key SWET infrastructure nodes? Information: What are the central government themes and objectives? CBAE: Visualize Example

11. CBAE: Visualize See the enemy • Detailed IPB • Geography • Infrastructure • Culture • METT-T (METT-TSL, METT-TC) • Mission • Enemy • Terrain and Weather • Troops and Support Available • Time Available • Space • Logistics • Civil Support

12. CBAE: Visualize See yourself (organization) across the battlespace • DOTMLPF to “assess requirements” • Six Warfighting Functions to “assess capabilities” • HHQ guidance • Battlespace Framework (Shaping, Decisive, Sustaining) • Adjacent HQTRs coordination • Coalition partnerships • OGA/SOF interaction / coordination • Interagency coordination • Other stakeholders

13. CBAE: Describe • Initial CBAE may be based on preliminary analysis of limited information, or may be very detailed in nature • The Commander will continue to refine and validate his CBAE, supported by his staff and subordinate commanders • CBAE should provide initial thoughts on each element • Commander’s Intent • CCIRs • Battlespace • Centers of Gravity

14. Commander’s Intent Defined Commander's personal expression of why an operation is being conducted and what he hopes to achieve. JP 3-0 A concise expression of the purpose of the operation, not a summary of the concept of operations. JP 3-0

15. Commander’s Intent – Why? • Helps subordinates understand the larger context of their actions • Allows subordinates to exercise judgment and initiative in a way consistent with the higher commander’s aim when the unforeseen occurs MCDP 1

16. Key Characteristics of Intent • Describes the purpose of the operation in a common language … words are important • A personal expression of the Commander • Easily understood, clear, and concise • Nested with HHQ’s Intent MCDP 1-0

17. Purpose: Why? Method: How the Commander envisions achieving a decision Endstate: Picture of the future in relation to The Enemy Friendly Forces The Environment (not just weather and terrain) Commander’s Intent Model MCDP 1-0

18. Commander’s Intent “I had a very simple commander’s intent. It was two lines. It said prevent anti-coalition militants and former regime militants from getting weapons or explosives into this facility. Second line—always use active force protection measures to deter an attack, i.e., be a hard target. In a situation like this, you can make your commander’s intent as complicated as you want. You can address every issue, or you can just give them a broad stroke of philosophy you want them to work under.” Company Commander during OIF

19. CCIRs Defined • (DOD) CCIRs…information requirements critical in facilitating timely information management and the decisionmaking process that affect successful mission accomplishment • Key subcomponents are: • Friendly Force Information Requirements (FFIR) • Priority Intelligence Requirements (PIR)

20. CCIR Guidelines • Limit the number of CCIRs to those that support the commander’s critical decisions • The staff recommends CCIRs, but the Commander approves the CCIRs • CCIRs are addressed in each step of the MCPP • CCIRs must be continually reviewed and revised • Tracking CCIRs is an integrated staff effort among collections, assessment, and IM

21. CCIRs and Collection Plans CCIRs support Decision Points Planning CCIRs and Decision Points drive the Intelligence Collection and Information Plans Collection and IM plans are structured to support CCIR’s and DPs Collect on what you need, not on what you can; know your information gaps, risk, & impact Understand timing: when is information required to effectively act at a Decision Point Execution • PIR: Supported by Intelligence Collection Plan: • Focuses on threat and environmental indicators to identify critical information about the Enemy & Environment (Enemy COA) • FFIR: Supported by Information Management Plan: • Focuses on friendly indicators to identify critical information about ourselves

22. CCIRs and the Planning Process The staff’s role is to review, answer, and recommend CCIR changes to facilitate the Commander’s decision making CBAE- Initial CCIRs Execution • Update CCIRs • Planning Guidance Mission Analysis Update CCIRs COA Development Transition Concurrent • OPORD • With CCIRs • NAIs • Anticipated DPs Scalable Orders Development COA War Game • Selected COA • Decision Points • Approved CCIRs • DSM / DST COA Comparison & Decision • Refined COAs • DSM / DST • Decision Points • Recommended CCIRs

23. Information Requirement Categories

24. Doctrine Says . . . • Priority Intelligence Requirements (PIR):An intelligence requirement, concerning the enemy and/or the environment, associated with a (critical?) decision that will critically affect the overall success of the command’s mission. • Subset of CCIRs! • Friendly Force Information Requirement (FFIR):Information the commander needs about friendly forces to develop plans and make effective decisions. Depending on the circumstances, information on unit location, composition, readiness, personnel status, and logistics status could become FFIR. • Subset of CCIRs!

25. CCIR Management Dynamic & time-sensitive … as a result, they must be integrated into the information management plan… Continuously updated & republished • CCIRs are dynamic and time sensitive: • Recommend deleting CCIR when answered or no longer relevant. • Recommend adding or modifying CCIR when new or changing requirements for decisions arise. • Publish/disseminate updated CCIR once approved. • CCIRs have resource implications; plan for them. • Link CCIRs to anticipated critical decisions .

26. The Challenge To Focusing CCIRs... generate overwhelming operational tempo single-battle concept TECHNOLOGY information superiority top-down, integrated planning

27. The Solution to Focused CCIRS generate overwhelming operational tempo single-battle concept Information Management top-down, integrated planning information superiority

28. The critical thing is not the amount of information, but key useful elements of information, available when needed and in a useful form, which improve the commander’s awareness of the situation and ability to act. MCDP 6, Command and Control

29. Battlespace Defined The environment, factors, and conditions that must be understood to successfully apply combat power, protect the force, or complete the mission. This includes the air, land, sea, space, and the included enemy and friendly forces; facilities; weather; terrain; the electromagnetic spectrum; and the information environment within the operational areas and areas of interest.JP 1-02

30. Commander’s Battlespace The Commander’s Battlespace consists of his Area of Operations, the Area of Influence, and the Area of Interest MCWP 5-1 Area of Interest Area of Influence Area of Interest Area of Operations Area of Interest

31. Center of Gravity Defined • Those characteristics, capabilities, or localities from which a military force derives its freedom of action, physical strength, or will to fight. JP 1-02 • Sources of mental, moral, or physical strength, power, and/or will … COGs may exist at each level of war. MCWP 5-1

32. Why Conduct COG Analysis? Determining the adversary’s strategic COG & critical vulnerabilities is absolutely essential to establish clarity of purpose, to focus efforts and, ultimately, to generate synergistic results in the employment of one’s forces. JP 5-00.1

33. COG and CV Analysis • Planners must understand the complementary relationship of the COGs to other critical factors (CG-CC-CR-CV Model): • Center of Gravity (CG) – Primary sources of moral or physical strength, power, and resistance • Critical Capabilities (CC) – Adversary capabilities considered crucial enablers for the adversary’s COG to function & essential to the accomplishment of the adversary’s objective(s) • Critical Requirements (CR) – Essential conditions, resources, and means for a critical capability to be fully operational • Critical Vulnerabilities (CV) – Critical requirements or components thereof which are deficient, or vulnerable to neutralization, interdiction or attack (moral / physical harm) in a manner achieving decisive results Dr. Joe Strange model (CG-CC-CR-CV)

34. COIN COG Analysis (Notional) Enemy Friendly COG - Insurgent network Infrastructure COG - Coalition / Security Forces CC - Ability to influence local populace - Freedom of movement - Conduct insurgency ops CC - Ability to influence local populace - Ability to provide secure environment - Ability to neutralize insurgent cap CR - Positive publicity - Public support / acceptance - Information / Intelligence - Inability to be held accountable CR • - Legitimacy and capability of military / • security forces • Improved security • Information / Intelligence • - Acceptance by population • - Freedom of movement CV - Public support / acceptance - Fractured nature of insurgency ops CV - Credibility of security forces - Leadership and training - Actions counter to our message

35. Commander’s Orientation and MCPP Initial Guidance Mission Analysis COA Development Transition Orders Development COA War Game Commander’s Intent CCIRs CBAE COA Comparison & Decision Battlespace Centers of Gravity

36. Initial Guidance • The Commander provides staff and subordinate commanders with additional insights on how the commander views the mission • Depending on “time available” the Commander may provide general guidance and specific points for consideration • The Commander may provide his Initial Guidance in verbal or written form and he may use a personal technique • For example, he may use the Six Warfighting Functions to provide his Initial Guidance

37. Initial Guidance • C2 • Plan single battle integrated MAGTF actions • Establish streamlined Info Management protocols • Intel • Establish fluid Intel collection and distribution nodes • Leverage all available ISR capabilities to support Mission Sets • Maneuver • Leverage aviation and ground transport assets • Leverage coalition transportation assets • Fires • Establish practical TTPs for planning lethal and non-lethal fires • Establish practical TTPs for Collateral Damage planning • Every operation will have a complementary non-lethal and IO plan • Logistics • Establish streamlined logistics processes • Provide quick logistics delivery capabilities • Force Protection • Draft an ORM tactical level guide • Publish Face to Face Engagement Guide (F2F) for all hands

38. Commander’s Role – Direct OPORD • CBAE and Initial Guidance • Single Battle Planning • Concept of Operations • Concepts of Support across the Warfighting Functions • Decision Support Template • Other supporting plans (Branches and Sequels) • Assessment Process • Rehearsals • Confirmation briefs • Plans and Orders • Fragmentary Orders

39. Summary • Described the Commander’s role in planning • Discussed the Commander’s Orientation • Commander’s Battlespace Area Evaluation (CBAE) • Intent • CCIRs • Battlespace • Centers of Gravity • Commander’s Initial Guidance

40. Questions?