ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 48 of 440
Chapter 2 32 ATP 5-0.2-1 07 December 2020 Note. At the brigade and below level, commanders write their own intent and usually provide it to the staff after the mission analysis brief. In some cases, a commander, especially at higher echelons where planners conduct multiple planning efforts simultaneously, needs the staff to develop and present a draft commander's intent for commander approval or edit. If so, the draft intent is included in the mission analysis brief. Step 2.15. Develop and Issue Planning Guidance 2-99. Commanders provide planning guidance along with their initial commander's intent. Planning guidance conveys the essence of the commander's visualization. Commander’s visualization is the mental process of developing situational understanding, determining desired end state, and envisioning an operational approach by which the force will achieve that end state (ADP 5-0). This guidance may be broad or detailed, depending on the situation. The initial planning guidance outlines specific COAs the commander desires the staff to review as well as voids any COAs the commander will not accept. This clear guidance allows the staff to develop several COAs without wasting effort on things the commander will not consider and reflects how the commander sees the operation unfolding. It broadly describes when, where, and how the commander intends to employ combat power to accomplish the mission within the higher commander's intent. 2-100. Commanders use their experience and judgement to add depth and clarity to their planning guidance. They ensure staffs understand the broad outline of their visualization while allowing the latitude necessary to explore different options. This guidance provides the basis for a detailed concept of operations without dictating specifics of the final plan. As with their intent, commanders may modify planning guidance based on staffs' and subordinates' input and changing conditions. Commanders typically issue planning guidance at the end of a mission analysis brief. 2-101. Table 2-4 shows commander's planning guidance by warfighting function. This list is not all inclusive and does not meet the needs of all situations; also, other methods exist for organizing guidance in addition to warfighting functions. Commanders tailor planning guidance to meet specific needs based on the situation rather than addressing each item. Each item does not always fit neatly into a particular warfighting function, as it may be shared by more than one warfighting function. For example, although rules of engagement fall under the protection warfighting function, each warfighting function chief has a vested interest in gaining guidance on rules of engagement. Note. If a unit employs Soldiers in a reconnaissance or security role, the commander issues specific guidance to aid in their planning and execution. While this guidance is slightly different for reconnaissance and security operations, the overall topics to cover are the same. This guidance, at a minimum, covers: focus, tempo, and engagement and disengagement criteria (if needed), both lethal and nonlethal (see paragraph C-2 for additional information on reconnaissance and security guidance). Technique. Use a commander’s guidance worksheet (see figures I-3 and I-4 on page 316) to facilitate the planning process. This worksheet accomplishes several things. It helps commanders organize their thoughts and ensures they do not forget any key guidance. It allows the staff to anticipate what to expect from the commander before beginning the MDMP. Finally, a worksheet helps a commander issue guidance, which they can easily forget in a time-constrained environment.