VISOKA ŠKOLA PRIMENJENIH STRUKOVNIH STUDIJA VRANJE

Studijski program: Drumski saobraćaj

Predmet: Engleski jezik 1

SEMINARSKI RAD

ТЕМА: OPERATIONAL PLANNING PROCESS OF TRANSFER

Profesor: Student:

Dr Maja Stanojević Gocić Marijan Stošić 248/DS

Vranje, 2015.
 CONTENT

1. Introduction...........................................................................................................................3

2. Joint operational planning…………………........................................................................4

2.1. Deliberate planning……………………………………………………………………4

2.2.Crysis action planning…….............................................................................................5

2.3.Contingency planning…………………………………………………………………6

2.4. Contingency plans……….……………………………………………...……………..7

3. OPLAN rewiews……………………………………………………………………………8

3.1. Contract Support Integration Plan (CSIP)......................................8

4. Conclusion.........................................................................................................9

LITERATURE...........................................................................................................................10

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 1. INTRODUCTION

Lack of planning and sound contract integration at the strategic level can lead to loss of
efficiencies, lack of effectiveness, lack of oversight, and in some cases, outright fraud of the
executing participants. Our strategy focuses on our ability to rapidly mobilize, deploy, and
sustain forces anywhere in the world. As such logistics becomes the focal point of any scenario,
and contingency contracting becomes a critical logistics function. Your analysis of plans is
critical to your performance in time of a contingency, and your expertise is needed to provide
input to the process so that disconnects may be solved before they fester into major problems.
This chapter of the handbook presents a comprehensive overview of the deliberate planning
process. While most of the information in this chapter occurs well above the operational level, it
is always important to understand where you fit into the process to be a force multiplier for the
joint force.

There are many considerations in selecting the transfer Regardless the audience, the evidence
suggests that active engagement results in the best uptake. Our practical experience has also
taught us that ‘packaging the message’ in a manner that makes it easy to apply in day-to-day
practice is favoured by audiences (e.g. workbooks, decision aids, patient education materials,
pocket cards, self-audit tools etc.). As stated previously, when there is an ongoing relationship
with the audience, planning the actual transfer project can be a natural joint endeavour. The table
below is intended to assist with a review of a variety of transfer mechanisms – providing a brief
definition and/or example. The methods are grouped according to the strength of evidence from
Grimshaw’s systematic review, “Changing Provider Behaviour1” but a significant caution is that
these results have poor generalizability.

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 2. JOINT OPERATIONAL PLANING

The Joint Operational Planning Process (JOPP) is the basis for all planning. In order for the
services to work together they must use the same planning system for compatibility. The JOPP
is a coordinated joint staff procedure used by a commander to determine the best method of
accomplishing assigned tasks and to direct the action necessary to accomplish the mission. Joint
operation planning consists of planning activities associated with Joint military operations by
Combatant Commanders (CCDRs) and their subordinate Joint Force Commanders (JFC) in
response to contingencies and crises. It transforms national strategic objectives into activities by
development of operational products that include planning for the mobilization, deployment,
employment, sustainment, redeployment, and demobilization of Joint forces.

. It serves as the link between strategic guidance provided in the Guidance for Employment
of the Force (GEF) and the joint operation planning activities and products that accomplish that
guidance. The GEF provides two-year direction to CCMDs for operational planning, force
management, security cooperation, and posture planning. The GEF is the method through which
OSD translates strategic priorities into implementable direction for operational activities.

2.1. Deliberate planing

Deliberate Planning encompasses the preparation of plans that occur in non-crisis situations.
It is used to develop campaign and contingency plans for a broad range of activities based on
requirements identified in planning directives. Theater and global campaign plans are the
centerpiece of DOD’s planning construct. They provide the means to translate Combatant
Command theater or functional strategies into executable plans. The Deliberate Planning
process is connected to the budget, strategic planning, as well as the acquisition processes at the
most senior levels of government. It is the Deliberate Planning process that allows us to identify
what resources are required and how they are to be used to support our national security
objectives. This same system is used to program the amount of money it will take to accomplish
those objectives. Deliberate Planning is defined as the APEX system involving the development
of Operations Plans (OPLANs) for contingencies identified in joint strategic planning
documents. The Deliberate Planning process is used when time permits the total participation of
the commanders and staffs of the JPEC. Development of the plan, coordination among
supporting commanders and agencies, reviews by the Joint Staff, and conferences of JPEC
members can take many months, possibly the entire 12-month planning cycle, to develop a large
plan (some OPLANs can be as long as 1,400 pages). When time does not permit us to use the
entire process, we use Crisis Action Procedures (CAP) which basically compresses the entire
planning cycle time frame. Figure 2 below illustrates how this process works.

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 Picture 1. Prewiew of schematic planning system

2.2. Crysis Action Planing

CAP provides the CJCS and CCDRs a process for getting vital decision making information
up the chain of command to the President and SecDef. CAP facilitates information sharing
among the members of the JPEC and the integration of military advice from the CJCS in the
analysis of military options. Additionally, CAP allows the President and SecDef to communicate
their decisions rapidly and accurately through the CJCS to the CCDRs, subordinate and
supporting commanders, Services, and CSAs to initiate detailed military planning, change
deployment posture of the identified force, and execute military options. It also outlines the
mechanisms for monitoring the execution of the operation. While deliberate planning normally
is conducted in anticipation of future events, CAP is based on circumstances that exist at the time
planning occurs. CAP can use plans developed in deliberate planning for a similar contingency.
If unanticipated circumstances occur, and no plan proves adequate for the operational
circumstances, then CAP and execution would begin mission analysis under JOPP in a “no plan”
situation.

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 Picture 2. Schematic prewiew of planing process

2.3. Contingency Planning

Although the four planning functions of strategic guidance, concept development, plan
development, and plan assessment are generally sequential, they often run simultaneously in the
effort to accelerate the overall planning process. Figure 3 above illustrates this point. Strategic
Guidance. This function is used to formulate politico-military assessments at the strategic level,
develop and evaluate military strategy and objectives, apportion and allocate forces and other
resources, formulate concepts and strategic military options, and develop planning guidance
leading to the preparation of Concept of Operations (COAs).

The President, SECDEF, and CJCS—with appropriate consultation with additional NSC
members, other USG agencies, and multinational partners—formulate strategic end states with
suitable and feasible national strategic objectives that reflect US national interests. The primary
end products of the strategic guidance function are assumptions, conclusions about the strategic
and operational environment (nature of the problem), strategic and military end states, and the
supported commander’s approved mission statement.

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 Concept Development. During deliberate planning, the supported commander develops
several COAs, each containing an initial CONOPS that identifies, at a minimum, major
capabilities required and task organization, major operational tasks to be accomplished by
components, a concept of employment, and assessment of risk for each COA. The main product
from the concept development function is a COA approved for further development. Detailed
planning begins upon COA approval in the concept development function.

Plan Development. This function is used to fully develop campaign plans, contingency
plans, or orders, with applicable supporting annexes, and to refine preliminary feasibility
analysis. This function fully integrates mobilization, deployment, employment, sustainment,
conflict termination, redeployment, and demobilization activities. The primary product is an
approved plan or order.

Plan Assessment (Refine, Adapt, Terminate, Execute—RATE). The supported

commander continually reviews and assesses the complete plan, resulting in four possible
outcomes: refine (R), adapt (A), terminate (T), or execute (E). The supported commander and the
JPEC continue to evaluate the situation for any changes that would trigger RATE.

2.4. Contingency Plans

Contingency plans are developed in anticipation of a potential crisis. A contingency is a
situation that likely would involve military forces in response to natural and man-made disasters,
terrorists, subversives, military operations by foreign powers, or other situations as directed by
the President or SecDef.

There are four levels of planning detail for contingency plans:

Level 1 Planning Detail—This level of planning focuses on producing multiple COAs to address
a contingency. The product for this level can be a COA briefing, command directive,
commander’s estimate, or a memorandum.

Level 2 Planning Detail—A BPLAN describes the CONOPS, major forces, concepts of support,
and anticipated timelines for completing the mission. It normally does not include annexes or
time-phased force and deployment data (TPFDD).

Level 3 Planning Detail—Concept Plan (CONPLAN). A CONPLAN is an OPLAN in an

abbreviated format that may require considerable expansion or alteration to convert it into an
OPLAN or OPORD. It may also produce a TPFDD if applicable.

Level 4 Planning Detail—Operation Plan (OPLAN). An OPLAN is a complete and detailed joint
plan containing a full description of the CONOPS, all annexes applicable to the plan, and a
TPFDD. It identifies the specific forces, functional support, and resources required to execute the

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plan and provide closure estimates for their flow into the theater. The document includes
annexes that describe the concept and explore the theater-wide support required in the
subordinate commander’s supporting plan.

3. OPLAN REWIEWS
Now that you have the big picture of the planning process and how it works, it’s time to
discuss the process you’ll be most involved with, OPLAN reviews. The first step in the process
is to find the OPLAN that your unit may be tasked under. The basic plan describes the situation,
mission, plan of execution, and administration and logistics concepts and identifies the CINC’s
plan for command and control. The annexes within the OPLAN give an exhaustive treatment of
the basic subjects: Commands supporting the plan (task organization), intelligence, operations,
logistics, personnel, and a multitude of other vital subjects. The annexes are further expanded by
a long list of appendixes that contain an even more detailed statement of the CINC’s concept for
specific elements of the plan.

3.1. Contract Support Integration Plan (CSIP)

Contract Support Integration Plan (CSIP) Planning encompasses all activities necessary to
properly execute contract support integration requirements in an operational area. The product of
this task is a CSIP, which defines key contract support integration capabilities to include
command and control (C2) relationships, boards and centers requirements, theater business
clearance policies, etc., necessary to execute subordinate JFC contract support integration
requirements. It is crucial that supported units from the combatant command down to the
tactical-level have a basic understanding of the key considerations and processes associated with
integrating contractor personnel and equipment into the joint force. Successful contractor
management results from efforts and interactions of a myriad of players including requiring
activities, contracting activities, various staff officers from the Geographic Combatant Command
(GCC), subordinate JFC, and Service components.

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 4. CONCLUSION

As you can see, strategic planning can be very complex and cumbersome. Understanding
your role and where you fit into the overall planning process will make you a force multiplier for
the joint force. Contracted support can have a direct strategic impact on civil aspects of the
operation. While the most important factor of contracted support is effectiveness of support to
the military force, in certain operations the JFC may choose to utilize theater support and some
external support contracts to also provide a positive economic and social impact on the local
populace. Tying the contracting effort directly to the civil-military aspects of the JFC’s plan
requires very close coordination between the lead contracting activity and the JFC plans and
operations staff. Contracted support and its associated contractor management challenges must
be closely integrated early in the operation planning process. Proper planning will better
integrate the contractor force into military operations and mitigate unplanned burdens on the
joint force. The importance of such integrated planning cannot be overemphasized.

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 LITERATURE

1. http:/planning&transfering.co.uk
2. http:/www.wikipedia.com
3. http:/www.centerforeconomicdevelopment.com

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