ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Chapter 2 30 ATP 5-0.2-1 07 December 2020 Example 1. Not later than 22 0400 Aug 09 (when), 1st Brigade (who) secures (what or task) ROUTE SOUTH DAKOTA (where) to enable the movement of humanitarian assistance materials (why/purpose). Example 2. 1-505th Parachute Infantry Regiment (who) seizes (what or task) JACKSON INTERNATIONAL AIRPORT (where) not later than D-day, H+3 (when) to allow follow-on forces to air-land into AO SPARTAN (why or purpose). 2-90. The who, where, and when of a mission statement are straightforward. The what and why are more challenging to write and can confuse subordinates if not stated clearly. The why provides the mission's purpose-the reason the unit is to perform the task-and thereby puts the task into context (see table I-6 on page 311 for a list of common purposes). 2-91. The what is a task and is expressed in terms of action verbs. Commanders should use tactical mission tasks, tactical enabling tasks, or other doctrinally approved tasks contained in doctrinal publications in the mission statements. These tasks have specific military definitions that differ from standard dictionary definitions (see table I-5 on page 307 for a list of tactical tasks). Step 2.13. Present the Mission Analysis Briefing 2-92. A mission analysis briefing informs the commander of the results of the staff's situational analysis. It helps the commander understand, visualize, and describe the operation. Throughout the mission analysis briefing, the commander, staff, and other partners discuss the various facts and assumptions about the situation. Staff officers present a summary of their running estimates from their specific functional area and how their findings impact or are impacted by other areas. This helps the commander and staff as a whole focus on the relationships among mission variables and develop a deeper understanding of the situation. The commander issues guidance to the staff for continued planning based on situational understanding gained from the mission analysis briefing. 2-93. Ideally, the commander holds several informal meetings with key staff members before the mission analysis briefing, including meetings to assist the commander in developing CCIRs and the mission statement. These meetings enable commanders to issue guidance for activities (such as information collection, targeting, and protection) and develop their initial commander's intent and planning guidance. 2-94. A comprehensive mission analysis briefing helps the commander, staff, subordinates, and other partners develop a shared understanding of the requirements for the upcoming operation. Time permitting, the staff briefs the commander on their mission analysis using the following outline: Introduction. Agenda. Higher headquarter's two levels up mission and commander's intent. Higher headquarter's mission, commander's intent, and concept of operations. Commander's initial guidance review. Initial IPB products, including civil considerations that impact the conduct of operations. Specified, implied, and essential tasks. Pertinent facts and assumptions. Constraints. Forces available and resource shortfalls. Proposed problem statement for approval. Proposed mission statement for approval. Proposed commander's intent for approval or commander's intent issuance. Proposed CCIRs and EEFIs for planning and approval. Initial IC plan for approval. Initial risk to mission assessment.