ATP-3-94-2 HIMARS Deep Operations Download
Page 33 of 72
Staff Responsibilities and Planning 1 September 2016 ATP 3-94.2 3-7 subordinate commanders, staff, and unified action partners. Meetings and identified staff leads that address deep operations include the following: Shift change briefings (current operations integration cell). Battle update briefings (current operations integration cell). Commander’s update briefings (current operations integration cell). Operations synchronization meeting (current operations integration cell). Initial and final coordination checks (current operations integration cell). Working Groups and Boards 3-29. The commander establishes boards and working groups to bring together cross-functional expertise to coordinate actions, solve problems, and make decisions. The primary difference between boards and working groups is the level of authority granted to boards by the commander. Commanders chair boards or grant decision making authority to boards within a specific functional area. Working groups coordinate actions and develop recommendations for approval by the commander or a board. Boards and working groups conduct meetings that are scheduled on the unit’s battle rhythm. Working Groups 3-30. Working groups address various subjects depending on the situation. Working groups may convene daily, weekly, monthly, or intermittently depending on the subject, situation, and echelon. Working groups and identified staff leads that address deep operations include the following: Assessment working group (plans cell). Airspace control working group (plans cell). Civil affairs operations working group (G-9 civil affairs). Cyber electromagnetic activities working group (CEMA staff section). Operations and intelligence working group (intelligence cell). Information operations working group (movement and maneuver cell). Protection working group (protection cell). Sustainment working group (sustainment cell). Targeting working group (fires cell). Knowledge management working group (chief of staff or executive officer) Boards 3-31. Commanders establish boards and assign responsibilities and decision making authority for each board. The commander or a senior leader chairs boards with members of the board consisting of staff elements, subordinate commands, and other organizations representatives as required. There are two types of boards: command and functional. The commander chairs a command board and its purpose is to gain guidance or decision from the commander. A senior leader with delegated authority from the commander chairs functional broads. Boards and identified staff leads that address deep operations include the following: Operations assessment board (plans cell). Plans synchronization board (plans cell). Sustainment board (sustainment cell). Targeting board (fires cell). PLANNING DEEP OPERATIONS 3-32. Commanders and staff use the military decisionmaking process to plan deep operations. Initial planning for operations in the deep area occurs in the plans cells. The base plan or order includes planned deep operations and decision points for potential deep operations as part of the commander’s concept of operations. During operations, planning for operations in the deep area is continuous. Once an objective or target is identified for a deep operation, the headquarters must deliberately plan the operations.