ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Planning 07 December 2020 ATP 5-0.2-1 29 Contingencies for inclement weather to ensure coverage of key NAI or target areas of interest (TAIs). The communications plan for transmission of reports from assets to command posts (CPs). Inclusion of collection asset locations and movements into the fire support plan. Reconnaissance handover to higher or subordinate echelons. Sustainment support. Legal support requirements. Step 2.10. Update Plan for the Use of Available Time 2-85. As more information becomes available, the commander and staff refine their initial planning timeline or plan to plan. They compare the time needed to complete tasks to the higher headquarters' timeline to ensure the mission can be accomplished in the allotted time. 2-86. The commander and COS, XO, or planning lead refine the staff's planning timeline. The refined timeline includes the— Subject, time, and location of briefings the commander requires. Times of collaborative planning sessions and the medium over which they will take place. Times, locations, and forms of rehearsals. Step 2.11. Develop a Proposed Problem Statement 2-87. A problem statement is the description of the primary issue or issues that may impede commanders from achieving their desired end states. How the problem is formulated leads to particular solutions. Commanders must take the time to identify the right problem and describe it clearly in a problem statement. Ideally, the commander and staff meet to share their analysis of the situation. They talk with each other, synthesize the results of the current mission analysis, and determine the problem. If the commander is unavailable, staff members talk among themselves and develop a draft problem statement for the commander to approve later. Note. If the staff conducted ADM, they already may have developed a problem statement. In that case, they can conduct a quick review to determine if the statement needs revising based on the increased understanding of the situation. If ADM activities did not precede mission analysis, then the commander and staff need to develop a problem statement prior to moving to Step 3, COA development. 2-88. As part of the discussion to help identify and understand the problem, the staff compares the current situation to the desired end state. They then brainstorm and list issues that impede the commander from achieving the desired end state. Based on their analysis, the staff prepare a proposed problem statement for the commander's approval. Step 2.12. Develop a Proposed Mission Statement 2-89. A mission statement is a short sentence or paragraph that describes the organization's essential task(s), purpose, and action containing the elements of who, what, when, where, and why (JP 5-0). The COS, XO, operations officer, or planning lead prepares a proposed mission statement for the unit based on mission analysis. The commander receives and approves the unit's mission statement normally during the mission analysis brief or commanders sometimes provide their own statement. The five elements of a mission statement answer these questions: Who will execute the operation (unit or organization)? What is the unit's essential task? When will the operation begin? Where will the operation occur? Why will the force conduct the operations (for what purpose)?