MSTP Pamphlet 5-0.5 A Guide to the Marine Air-Ground Task Force (MAGTF) MAGTF Staff Training Program (MSTP) DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited. U.S. Marine Corps December 2012
MSTP Pamphlet 5-0.5 A Guide to the Marine Air-Ground Task Force (MAGTF) This pamphlet supports the academic curricula of the Marine Air-Ground Task Force (MAGTF) Staff Training Program (MSTP). DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited. U.S. Marine Corps December 2012
UNITED STATES MARINE CORPS MSTP Center (C 467) 2042 South Street Quantico, Virginia 22134-5001 FOREWORD 15 December 2012 1. PURPOSE: MSTP Pamphlet 5-0.5, A Guide to the Marine Air-Ground Task Force (MAGTF), is designed to assist non-marine Corps personnel assigned to a MAGTF staff or members of other military, government or non-government organizations working in cooperation with a MAGTF. 2. SCOPE: The pamphlet provides basic doctrinal information for use by joint, combined, or coalition personnel assigned or attached to a MAGTF staff or by representatives of governmental or non-governmental agencies which may be cooperating with a MAGTF. It explains MAGTF operations, processes, and concepts 3. SUPERSESSION: None 4. CHANGES. Recommendations for improvements to this pamphlet are encouraged from commands as well as from individuals. The attached User Suggestion Form can be reproduced and forwarded to: Director, MAGTF Staff Training Program Division 2042 South Street Quantico, Virginia USA 22134-5001 Recommendations may also be submitted electronically to: mstp_opso@nmci.usmc.mil 5. CERTIFICATION. Reviewed and approved this date.
R. P. NEWMAN Colonel, U.S. Marine Corps Director MAGTF Staff Training Program Center Marine Corps Combat Development Command Quantico, Virginia Throughout this pamphlet, masculine nouns and pronouns are used for the sake of simplicity. Except where otherwise noted, these nouns and pronouns apply to either sex. DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
USER SUGGESTION FORM From: To: Director, MSTP Center (C467), 2042 South Street, Quantico, Virginia 22134-5001 1. In accordance with the Foreword, individuals are encouraged to submit suggestions concerning this pamphlet directly to the above addressee Page Line No. Article/Paragraph No. Figure/Table No. Nature of Change: Add Delete Change Correct 2. Proposed Text: (Verbatim), double-spaced; continue on additional pages as necessary. 3. Justification/Source: (Need not be double-spaced.) NOTE: 1. Only one recommendation per page. 2. Locally reproduced forms may be used for e-mail submissions to: mstp_opso@nmci.usmc.mil
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Table of Contents Part I Introduction to the U.S. Marine Corps... 1 1001 Multinational Operations, Alliances, and Coalitions... 1 1002 Role of the Marine Corps... 1 1003 Componency and the Marine Corps... 3 1004 Joint Doctrine and the Marine Corps... 4 Part II The Marine Air Ground Task Force... 5 2001 MAGTF Elements... 5 2002 MAGTF Capabilities... 6 2003 The Role of the MAGTF Staff in Combat Operations... 7 2004 MAGTF Types... 7 2004a Marine Expeditionary Force (MEF)... 7 2004b Marine Expeditionary Force (Forward) (MEF[Fwd])... 9 2004c Marine Expeditionary Brigade (MEB)... 9 2004d Marine Expeditionary Unit (MEU)... 10 3001e Special Purpose MAGTF (SPMAGTF)... 12 Part III The MAGTF Staff and Staff Processes... 13 3001 The Staff... 13 3002 Command and Control... 14 3003 The Warfighting Functions... 16 3004 Organizing for Planning... 16 3004a Future Plans Section... 17 3004b Future Operations Section... 17 3004c Operational Planning Team... 18 3004d Current Operations Section... 18 3004e Crisis Action Team... 19 3005 Battle Rhythm... 19 3006 Boards, Bureaus, Centers, Cells, and Working Groups. 20 3006a Boards... 22 3006b Bureaus... 23 i
3006c Centers... 23 4006d Cells... 23 3006e Working Groups... 24 Part IV - The Marine Corps Planning Process... 25 4001 Planning... 25 4002 Planning Tenets... 25 4003 The Marine Corps Planning Process... 25 4004 Steps in the Marine Corps Planning Process... 26 4004a Problem framing... 26 4004b Course of action development... 28 4004c Course of action war game... 28 4004d Course of action comparison and decision... 28 4004e Orders development... 28 4004f Transition... 29 4005 Comparison of the MCPP with Other Service and Joint Planning Processes... 29 4006 Importance of Centralized Planning and Decentralized Execution... 30 Glossary... 31 References... 43 Figures 2-1 Notional MEF Organization... 8 2-2 Notional MEB Organization... 10 2-3 Notional MEU Organization... 11 3-1 The Staff... 13 3-2 Example B2C2WG Linkages... 21 3-3 B2C2WG Integration in support of the Commander s Battle Rhythm... 22 4-1 Comparison of the Marine Corps Planning Process to Other Planning Processes... 29 ii
Part I Introduction to the Marine Corps 1001. Multinational Operations, Alliances, and Coalitions Title 10 of the US Code regulates the US armed forces. It tasks the Marine Corps with furnishing combined arms forces (including aviation) to support the fleet in the prosecution of a naval campaign. It is also responsible for developing amphibious warfare doctrine and carrying out such other tasks as the President may direct. Given this mission, the ability of the Marine Corps to lead, or easily function within, joint and multinational operations and interagency activities must be a core competency. Marines are well qualified to facilitate the integration of military and interagency efforts. This interoperability mandates the establishment of enduring relationships and the orchestration of diverse capabilities, organizations, and cultural awareness across all aspects of an operation. A representative of a joint, combined or coalition force assigned to Marine Corps as a staff officer will usually carry out liaison and/or advisory duties on a MAGTF staff. Liaison is the contact or intercommunication maintained between different elements of a military force to ensure mutual understanding and unity of purpose and action. It helps reduce the fog of war through direct communications. It ensures that senior commanders remain aware of the tactical situation by providing information; and clarifying operational questions. Liaison is another tool to help commanders overcome friction and accomplish their mission. As such, it is paramount for joint, combined, and coalition personnel, as well as representatives of government and non-government agencies to understand its organization, philosophy and processes. 1002. Role of the Marine Corps The Marine Corps provides self-sustainable, task organized combined arms forces. Their unique capabilities and status as sea service partners 1
with the U.S. Navy allow them use the sea as both a maneuver space and a secure base of operations from which to operate in the littoral areas of the world. The ability to remain at sea for extended periods without requiring a land base in, or overflight rights from, an allied or neutral nation makes the Marine Corps the force of choice for dealing with emerging crises. Navy-Marine expeditionary forces provide strategic agility, forward overseas presence and a power projection capability tailorable to meet a wide range of crises. The Marine Corps has also adopted maneuver warfare as its basic tactical doctrine. Maneuver warfare sees war as a conflict between two opposing wills. Defeating the enemy s will requires forces that can react to situational changes faster than their opponents. This is accomplished through accelerated decentralized decision making, encouragement of low level initiative and training junior commanders, who are actually on the scent to make decisions compatible with the senior commanders overall plan and intent without specific instructions on what to do. (For more information see MCDP 1-0.) This mindset and culture is embodied in the Marine Corps core competencies, which answers the question, What does the Marine Corps do? The Marine Corps Vision and Strategy 2025 describes the six core competencies of the Marine Corps Conducts persistent forward naval engagement and is always prepared to respond as the Nation s force in readiness. Employs integrated combined arms across the range of military operations and can operate as part of a joint or multinational force. Provides forces and specialized detachments for service aboard naval ships, on stations, and for operations ashore. Conducts joint forcible entry operations from the sea and develops amphibious landing force capabilities and doctrine. Conducts complex expeditionary operations in the urban littorals and other challenging environments. Joint and multinational operations and enables interagency activities. 2
1003. Componency and the Marine Corps Marine Corps forces normally conduct operations as part of a joint force. A joint force is one drawn from two or more military services under a single commander. (However, a combined Navy and Marine Corps force is NOT considered a joint force.) The forces each Service contributes to the joint force are that Service s component of the joint force and that component has a Service-designated commander. As noted in JP 1, Doctrine for the Armed Forces of the United States, and JP 3-0, Joint Operations, joint forces exist at three levels unified combatant commands, subordinate unified commands, or joint task forces. Joint force commanders may organize their forces by function or Service or a mixture of both. In a functional organization, for example, a joint force commander may place all his land forces under a single joint force land component commander (JFLCC), his air forces under a joint force air component commander (JFACC) and his naval forces under a joint force maritime component commander (JFMCC). Under such a scenario, the Service component commanders normally retain administrative and logistical authority over their forces. They may also be duel hated. For example, the Air Force component commander may also be JFACC and the Army component commander may also be the JFLCC. If the joint commander groups his forces by Service component then they fall under the tactical as well as the administrative/logistic control of their respective component commanders. Regardless of the size or organization of a joint force, if it includes any Marine Corps forces at all there will be a Marine Corps Service component. This component can exist under either a unified command or under a subordinate unified command or joint task force. In either case the Marine component commander directly deals with and advises the joint commander on all matters pertaining to the Marine Corps. He also retains responsibility for Service-specific functions such as internal administration and discipline, training, logistics, and Marine Corpsspecific intelligence operations. Forward-deployed naval forces, including Marine Corps forces, are usually the first conventional forces to arrive in an austere theater during expeditionary operations. In such cases the Marine Corps component commander may frequently act as a functional component commander. (MCWP 3-40.8 Componency) 3
1004. Joint Doctrine and the Marine Corps Joint doctrine gives a joint commander full authority over the units he commands. However, it also states that he should allow Service tactical and operational assets and groupings to function as designed and organized. This enables them to best meet his needs while maintaining their own tactical integrity. Given the unique nature of the MAGTF, JP 1 provides a specific policy for command and control of Marine Corps tactical air during sustained operations ashore. That policy states: The Marine air-ground task force (MAGTF) commander will retain operational control (OPCON) of organic air assets. The primary mission of the MAGTF aviation combat element is the support of the MAGTF ground combat element. During joint operations, the MAGTF air assets normally will be in support of the MAGTF mission. The MAGTF commander will make sorties available to the joint force commander (JFC), for tasking through the joint force air component commander (JFACC), for air defense, long-range interdiction, and long-range reconnaissance. Sorties in excess of MAGTF direct support requirements will be provided to the JFC for tasking through the JFACC for the support of other components of the joint force or the joint force as a whole. The policy notes that sorties provided for air defense, long-range interdiction, and long-range reconnaissance are not excess sorties, inasmuch as they directly contribute to the overall effort over which the joint force commander must exercise control. Excess sorties are those in addition to these sorties. The policy also provides the following caveat: Nothing herein shall infringe on the authority of the geographic combatant commander (GCC) or subordinate joint force commander (JFC) in the exercise of operational control (OPCON) to assign missions, redirect efforts (e.g., the reapportionment and/or reallocation of any Marine air-ground task force (MAGTF) tactical air (TACAIR) sorties when it has been determined by the JFC that they are required for higher priority missions), and direct coordination among the subordinate commanders to ensure unity of effort in accomplishment of the overall mission, or to maintain integrity of the force. 4
Part II The Marine Air-Ground Task Force To conduct operations Marine Corps commanders normally taskorganize their forces into one or more air-ground task forces (MAGTF). A MAGTF is a balanced, air-ground, combined arms formation under a single commander. Due to the operational flexibility inherent in its construct, the MAGTF is the principal organization for all Marine Corps missions across the range of military operations. Expeditionary by nature, a MAGTF can vary in size and capability according to its assigned or likely mission and is specifically equipped for rapid deployment by air or sea. (MCDP 1-0) A MAGTF provides the naval, joint, or combined commander with a readily available force capable of operating as The landing force of an amphibious task organization A land force in sustained operations ashore The land element of a naval force conducting a naval campaign or other operations such as non-combatant evacuations, humanitarian assistance, disaster relief, or tactical recovery of aircraft or aircrew A forward deployed force providing a strong deterrent in a crisis area A force conducting training with allied forces as part of a theater engagement plan 2001. MAGTF Elements All MAGTF(s) consist of four core elements a command element, a ground combat element (GCE), an aviation combat element (ACE), and a logistics combat element (LCE). Although MAGTF(s) differ in size and capabilities, standard procedures exist for organizing any MAGTF and for planning and executing its operations. As a modular organization, the MAGTF is tailorable to its mission through task organization. This building block approach also makes reorganization a matter of routine. In addition to its Marine Corps units, a 5
MAGTF may have attached forces from other Services and nations, such as naval construction battalions or infantry/armor brigades. A key MAGTF feature is expandability. Crisis response may require a larger force than what can initially be brought to bear. Expansion of the original force rather than its replacement with a larger force promotes continuity of operations. The MAGTF s modular structure facilitates rapid expansion through simply adding forces as needed to each of the MAGTF s core elements. 2002. MAGTF Capabilities MAGTFs provide joint force commanders with the capability to: Move forces into crisis area without revealing their exact destinations or intentions Provide continuous presence in international waters Provide immediate national response in support of humanitarian and natural disaster relief operations Provide credible combat power in a non-provocative posture just over the horizon of a potential adversary, for rapid employment as the initial response to a crisis Support diplomatic processes for peaceful crisis resolution before employing immediately responsive combat forces Project measured degrees of combat power ashore, day or night, and under adverse weather conditions, if required Introduce additional forces sequentially into a theater of operations Operate independent of established airfields, basing agreements, and over-flight rights Conduct operations ashore using organic combat service support brought into the AO Enable the introduction of follow-on forces by securing staging areas ashore Operate in rural and urban environments 6
Operate under nuclear, biological, and chemical warfare conditions Withdraw rapidly at the conclusion of operations Participate fully in the joint planning process and successfully integrate MAGTF operations with those of the joint force 2003. The Role of the MAGTF Staff in Combat Operations In a combat operation, the MAGTF commander and his staff allow subordinate commands (GCE, ACE and LCE) the maximum freedom to accomplish their respective missions. However, the MAGTF staff does ensure that all subordinate commands fight a single battle. In other words, that the actions of all are focused on achieving the overall MAGTF objective. In addition, the MAGTF staff produces the daily Air Tasking Order (ATO), which is a schedule of what missions the ACE will fly and when. The ATO allows the MAGTF staff to use the ACE as a firepower and mobility reserve with which it can influence ground and logistics operations and ensure single battle operations are adhered to. Finally, the MAGTF staff serves as the MAGTF interface with allies, other Services, the Marine Corps component commander and the theater headquarters. In a small theater the MAGTF commander and staff can BE the Marine Corps component and/or theater headquarters. 2004. MAGTF Types There are five standard MAGTF types. These are Marine expeditionary force (MEF), Marine expeditionary force (Forward) (MEF (Fwd)), Marine expeditionary brigades (MEB), Marine expeditionary unit (MEU), and special purpose Marine air ground task force (SPMAGTF). a. Marine Expeditionary Force (MEF) A MEF is the principal warfighting organization of the Marine Corps. It corresponds to an army corps and can conduct/sustain expeditionary operations in any geographic environment. A MEF can also taskorganize its subordinate units into smaller MAGTF(s) or other formations as necessary to support a geographic combatant commander s ongoing engagement and episodic crisis response requirements. A MEF commander will normally be a lieutenant general or a major general. 7
A deployed MEF, in addition to its normally assigned units, may command units from other MEF(s), the Marine Corps Forces Reserve, other Services and nations, and USSOCOM. When augmented from another MEF, the US Army, and/or an Allied army or Marine Corps, a deployed MEF can have multiple GCE(s). I MEF during Operation Desert Storm, for example, had both 1st and 2d Marine Divisions. I MEF in Operation Iraqi Freedom (OIF), included the 1 st Marine Division and the British 1 st Armored Division. Augmenting aviation units from other Marine sources normally operate within a single ACE. Additional Marine Corps, Navy, and Army logistic units may augment an LCE. Such augmentation can expand a MEF from 45-50,000 to more than 90,000 Marines, Sailors, and Soldiers. A MEF typically deploys by echelon with 60 days of sustainment, which can be extended through external support from other Services or a host nation. The MEF commander and his staff can form the nucleus for a joint task force, combined task force, or functional component headquarters. Figure 2-1: Notional MEF Organization 8
b. Marine Expeditionary Force (Forward) A MEF (Fwd) is normally the lead echelon of a MEF or, for some contingencies, can be a standalone MAGTF capable of sustained expeditionary operations. A MEF (Fwd) is normally smaller than a MEF and larger than a MEB. For example, a MEF (Fwd) commanded by a Marine major general deployed on a rotational basis to execute combat operations in Operations IRAQI FREEDOM (OIF) and ENDURING FREEDOM (OEF). The GCE of the MEF (Fwd) normally consists of a division (-) or multiple regiments. c. Marine Expeditionary Brigade (MEB) A MEB conducts major security cooperation operations, responds to larger crises or contingencies, or participates in major operations and campaigns. It provides building blocks for forcible entry and other power projection operations, providing the landing forces for amphibious assault and the fly-in echelons that marry-up with equipment and supplies delivered by maritime prepositioning ships. A MEB commander may be a brigadier general or a major general. A typical MEB has about 16,000 Marines and Sailors. It normally consists of A command element (CE) that may include additional assets, such as command and control, reconnaissance, signals intelligence capabilities from the radio battalion, and engineering capabilities from the naval construction regiments. A ground combat element (GCE) with an infantry regiment reinforced with artillery, reconnaissance, engineer, light armored vehicles, assault amphibians, and other attachments as required. An air combat element (ACE) composed of combat assault transport aircraft, utility and attack helicopters, vertical/short takeoff and landing attack aircraft, fighter/attack aircraft, electronic warfare aircraft, unmanned aircraft systems, air refueler/transport aircraft, and requisite aviation logistic and command and control capabilities. A logistics combat element (LCE) task-organized around a combat logistics regiment. It resembles a scaled down MLG and offers all or most of the same services but in lesser quantity. Like a MEF, a MEB may assimilate units from other Services or nations and grow beyond its notional size. It is also the smallest MAGTF able to 9
perform all six functions of Marine aviation. It can conduct the full range of expeditionary operations and (like a MEF [Fwd]) may serve as the lead echelon of the MEF. Its command element can also serve as the nucleus of a joint or multinational task force headquarters. Figure 2-2: Notional MEB Organization d. Marine Expeditionary Unit (MEU) A MEU embarks aboard a Navy amphibious ready group (ARG) to form an ARG/MEU. An ARG/MEU provides continuous, forward naval presence in key regions to conduct steady-state security cooperation, military engagement, and deterrence, as well as immediate response to episodic crises and contingencies. An ARG/MEU may also be called upon to support major operations and campaigns in a variety of ways, such as enabling the introduction of other forces, acting as the lead echelon for expansion to a larger formation, or providing the geographic combatant commander an inherently mobile and flexible sea-based reserve. A senior Navy captain ranking as commodore commands an ARG. An ARG normally consists of a large decked landing ship (LHA/LHD) and two dock landing ships (LPD/LSD). A Marine colonel commands a MEU. A MEU normally consists of 10
A command element consisting of a headquarters detachment reinforced with command and control, intelligence, and (frequently) special operations assets. A GCE consisting of an infantry battalion landing team (an infantry battalion plus with artillery, reconnaissance, engineer, light armored vehicles, assault amphibians, and other elements). An ACE composed of a combat assault transport helicopter/tilt-rotor squadron, reinforced with utility and attack helicopters, heavy lift helicopters, vertical/short takeoff and landing fixed-wing attack aircraft, unmanned aircraft systems, shore-based air refuelertransport aircraft, and other detachments, as required. An LCE task-organized around a MEU combat logistics battalion, consisting of engineering, supply, services, transportation, landing support, medical, and maintenance capabilities. Command Element HQ INTEL Det Det A H&S Ground Combat Element Aviation Combat Element (-) VMM 12 MV-22 Det HQ Logistics Combat Element CLB RAD Det B HMH 4 CH-53 MP Det C (+) Det HMLA 4 AH-1, 2 UH-1 LS SOF Det (+) Det WPNS VMA 6 AV-8B MACG Det MWSS Det Figure 2-3: Notional MEU Organization 11
The major subordinate elements are normally assigned to rotational MEU command elements several months prior to deployment to undergo, in concert with the ARG, an extensive training and certification process. They usually deploy for six to seven months, carrying enough supplies for the MEU to conduct operations ashore for fifteen days, beyond which they are normally sustained through the integrated naval logistics system. e. Special Purpose MAGTF When situations arise for which a MEU or other unit is either inappropriate or unavailable, a SPMAGTF is formed. A SPMAGTF may be of any size but normally no larger than a MEU with tailored capabilities required for a specific mission. It may be task-organized from non-deployed Marine Corps forces or formed on a contingency basis from elements of an already deployed MAGTF. A regimental-level headquarters will often assume the role as a SPMAGTF command element and may conduct training in anticipated mission skills prior to establishment. A SPMAGTF may deploy using commercial shipping or aircraft, intertheater airlift, amphibious shipping, or organic Marine aviation. An important type of SPMAGTF is an alert contingency MAGTF. Each of the MEFs usually maintain an alert contingency MAGTF as an oncall, rapid crisis response force. A MEF commander may prescribe that an alert contingency MAGTF be ready to initiate deployment to any location worldwide within a certain number of days or hours, depending on the indications and warnings associated with an emerging crisis. Because it may need to deploy so rapidly, readiness is paramount. Equipment and supplies intended for use as part of an alert contingency MAGTF are identified and, where appropriate, staged for immediate embarkation. The alert contingency MAGTF usually airlifts to a secure airfield and carries its initial sustainment. Deployment by air necessitates that the size and weight of an alert contingency MAGTF be kept to an absolute minimum. An alert contingency MAGTF may be employed independently or in conjunction with amphibious, maritime prepositioning, or other expeditionary forces. 12
Part III The MAGTF Staff and Staff Processes 3001. The Staff The role of a staff, be it a MAGTF staff or not, is to assist and focus the commander and reduce his tasking to a manageable level. The staff supports his decisions by gathering and processing information into usable form. Once the commander makes his decisions the staff promulgates them in the form of plans or orders. The staff also handles the commander s routine and/or administrative responsibilities freeing him free to focus on his primary decision-making responsibilities. Figure 3-1: The Staff Marine Corps staffs can vary greatly in size and composition but they still follow the same basic principles taught by the French Army in 1918. Within these guidelines a commander has broad authority to organize his staff to suit his requirements. The composition of a MAGTF staff will depend on the echelon. A MEU staff is very austere (about 70 personnel in all). It consists of the commander and his personal staff (which is really just the sergeant 13
major), the executive officer (also the chief of staff), and an executive staff of five sections. These are the assistant chiefs of staff sections for administration and personnel (S-1), intelligence (S-2), operations (S-3), logistics (S-4) and communications (S-6). Another small section (headquarters commandant) supports the staff itself. Figure 3-1 depicts the basic structure of a Marine Corps staff. Larger MAGTF(s) are considered major commands because they are commanded by general officers. Unless it deploys, a MEB staff is only a skeleton with 40-50 personnel and no assigned forces. It is usually embedded within a MEF headquarters and if the MEB deploys its parent MEF provides forces and fills out the MEB staff to where it resembles a scaled down MEF staff. In theory, one MEF can field up to two MEB(s). When not deployed a MEF staff consists 400-550 personnel (including about 160 officers and 50-140 civilians). If it deploys, it will receive about 300-400 reservists (100-160 officers), increasing its strength to 700-900. A deployed MEB staff would be about half as large. This expansion gives a MEB or MEF headquarters the ability to conduct 24 hour operations. A MEB/MEF commander s personal staff will expand to include aides, a driver and a military secretary. A MEF will have a deputy commander with a slightly smaller personal staff. There will also be a MEB/MEF chief of staff with a staff secretary section and, because a MEB/MEF is a general officer command, a general staff rather than an executive staff. The general staff includes the G-1 (personnel), G-2 (intelligence), G-3 (operations), G-4 (logistics), G-5 (future plans), G-6 (communication), and G-8 (comptroller and/or resource management) sections. G-7 (public affairs) is still treated as part of the special staff and the G-9 (civil military operations or CMO) is usually absorbed by the G-3. Special staff sections include the staff judge advocate, a Red Team, and numerous liaison and action officers. General/executive staff officers work under the chief of staff (executive officer in a MEU) and are each responsible for a broad functional area. They help the commander coordinate and supervise the execution of plans, operations, and activities within that area. 3002. Command and Control Command and control is the commander s exercise of authority and direction over assigned and attached forces in the accomplishment of a mission. Command and control functions are performed through an 14
arrangement of personnel, equipment, communications, facilities, and procedures employed by a commander in planning, directing, coordinating, and controlling forces and operations in the accomplishment of the mission. Control involves arranging personnel, equipment, and facilities to allow the commander to extend his influence over the force during the planning and execution of military operations. Command and control is the overarching warfighting function that enables all of the other warfighting functions. The focus of command and control is on the commander his intent, guidance, and decisions and how he receives feedback on the results of his actions. Commanders command while staffs coordinate and make necessary control adjustments consistent with the commander s intent. Control is inherent in command. Control allows the staff to monitor the status of the command, assess the gap between what was planned and what has been accomplished, and direct action to exploit new opportunities or correct deficiencies. Control serves its purpose if it allows the commander freedom to operate, delegate authority, lead from any critical point on the battlefield, and synchronize actions across his AO. No single command and control option works best for all expeditionary operations. A MAGTF should be flexible in modifying its standing operating procedures to meet the specific requirements of every situation. If the MAGTF is part of a multinational force, the Commander must be prepared to provide additional liaison officers or advisors. Language and/or cultural barriers and differing military capabilities and doctrine may impede effective coordination with multinational partners. Liaison and advisory teams must be adequately prepared to overcome such impediments. Liaison teams must have sufficient communications means to ensure their continued connectivity to the MAGTF. MAGTF planners will consider assigning missions based on each multinational partner s capabilities. Political considerations will influence the degree of involvement for each nation. Some multinational partners may not be traditional allies of the United States. Others may harbor long standing animosities towards other participating nations. These factors create unique interoperability, foreign disclosure, and counterintelligence issues. Early determination and resolution of these issues with partner nations during the planning process are critical for retaining the cooperation of multinational partners and ensuring they have the resources necessary to accomplish their assigned missions. 15
Interoperability of communications systems is critical to the success of the operation. (MAGTF Staff Officer s Guide) 3003. The Warfighting Functions Warfighting functions are conceptual planning and execution tools used by planners and subject matter experts in each of the functional areas to produce comprehensive plans. They should not be viewed independently of one another but as inseparable parts of a whole. The warfighting functions help the commander to achieve unity of effort and build and sustain combat power. Planners consider and integrate the warfighting functions when analyzing how to accomplish the mission. Their effective application, in concert with one another, will facilitate the planning and conduct of expeditionary operations. The six warfighting functions are Command and control Maneuver Fires Intelligence Logistics Force protection The key advantage of using warfighting functions is that they allow the commander and his planners to look at all aspects of the battlespace and not leave anything to chance, if it is within their capability to coordinate, control, influence, and synchronize them. By synchronizing the warfighting functions, the commander can increase the force s combat power, mass effects on the enemy, and aid in the assessment of the success of the operation. (MCDP 1-0) 3004. Organizing for Planning Planning is a disciplined approach \ that is systemic, coordinated, and thorough. It uses a number of lenses or filters including the warfighting functions, lines of operation (LOO), elements of the operational environment, culture, etc. to integrate the planning and supervise execution. Planners use integrated planning to consider all relevant factors, reduce omissions, and share information across the warfighting functions. Integrated planning is essential to eliminate stove pipe planning in which individual planners, staff sections, and functional 16
areas plan in a vacuum, without coordination with others. By conducting integrated planning, staffs will produce more useful operation plans and orders and commanders will realize more synchronized operations across the elements of the MAGTF with increased tempo. a. Future Plans Section The future plans section is normally under the staff cognizance of the G-5. The G-5 forms a liaison element to the HHQ staff and integrates the HHQ plan into his planning process, ensuring that it meets the intent of the higher commander. The future plans section focuses beyond the immediate next battle or next phase that is being planned to provide a link between HHQ and the future operations section. Upon receipt of tasking from HHQ, this section initiates the planning process and develops an outline plan. Depending on the situation, it may focus on a phase of an operation, develop reconstitution requirements, or plan deployment. The G-5 may form an OPT to focus the planning effort and gather relevant planning expertise. This OPT helps the commander frame the problem correctly with regard to the organization s capabilities, command relationship requirements, and the battlespace. This is the effort that generates tempo external to the force. The future plans section may also develop sequels, support relationships for the next phase, and develop plans to ensure that the force does not reach a culminating point. It transitions to the future operations section the outline plan that provides the salient features of a mission that precedes detailed planning. b. Future Operations Section The future operations section is under the staff cognizance of the G-3 and is the focal point of the planning process. The future operations section usually forms the nucleus of the OPT and coordinates with the future plans and current operations sections to integrate planning of the next battle. The OPT fully integrates the other staff sections plans officers, warfighting function representatives, and higher/adjacent/subordinate unit representatives into the planning process. The future operations section takes the outline plan from the future plans section and uses it as the basis for further planning. This section interacts with intelligence collection and the targeting process to 17
shape the next battle. The current operations section may provide a representative to the future operations section to guarantee that the transition process is continuous or future operations may provide a representative to current operations for similar reasons. The future operations section s efforts generate tempo internal to the force. c. Operational Planning Team An operational planning team (OPT) is a task organized planning element that supports the commander and his staff s decision making process. Through its diverse composition, the OPT promotes an integrated planning effort that brings together the commander, his subordinate commanders, staff officers, and those subject matter experts necessary to develop comprehensive plans or orders. Integrating functional expertise ensures planners will consider all relevant factors, reduce omissions, and share information, resulting in a planning effort that is systematic, coordinated and thorough. The OPT conducts problem framing, develops and wargames courses of action (COA), and assists the staff in the preparation and transition of the order. Normally, the OPT is built around a core of planners from either the future plans section or the future operations section and may include the future plans or future operations officer, assistant plans or assistant future operations officer, future plans or future operations chief, and a clerk/plotter. It integrates additional staff representatives (e.g., G-1, G-2, G-3, G-4, G-5, G-6, staff judge advocate, provost marshal, health services, and public affairs) as appropriate to the mission. The OPT may also be augmented by warfighting function or LOO representatives, liaison officers, and subject matter experts needed to support planning. The OPT serves as the linchpin between the future plans, future operations, and current operations sections. (MCWP 5-1) d. Current Operations Section The current operations section is under the staff cognizance of the G-3. During operations, it receives the OPORD or OPLAN from the OPT and staff during transition. Staff responsibilities include the following: Coordinates and executes the OPORD. Prepares and transmits TASKORD(s), EXORD(s), and FRAGORD(s). 18
Monitors operations of the force. Tracks CCIRs and immediately reports relevant information to the commander. Analyzes battlespace information. Branch plans are normally passed to the current operations section during the transition brief. When an unforeseen adversary action begins to develop, the current operations section will refine already existing branch plans or develop a branch plan. To support the commander, the current operations section may develop new COA(s), allocate resources, and prepare fragmentary orders to modify the current OPORD. This section assesses shaping actions and the progress toward the commander s decisive actions, monitors the status of forces and materiel, monitors rear area operations, coordinates terrain management, maintains essential maps and information, and provides the future operations section with situational awareness. e. Crisis Action Team Falling under the staff cognizance of the G-3 Current Operations, the CAT is usually formed in the initial stages of a crisis. It has the requirement to rapidly collect and manage information, and can be taskorganized to reflect the unique nature of each crisis. Often, at the initial stage of a crisis, the commander s primary concern is force readiness status and deployment planning. The CAT may initiate the planning process, develop situational awareness, and access previously prepared and emerging planning products from the JOPES. For common situational awareness, potential members of the CAT are identified in advance and are recalled for initial crisis action planning. CAT members typically include representatives from all warfighting functions (i.e. G-1 through G-6). For extended operations, the CAT s planning and execution functions transition to the normal planning sections (current operations, future operations, and future plans); manning and functions are redefined. The CAT may also maintain situational awareness for follow-on and supporting units. 3005. Battle Rhythm Battle rhythm is the deliberate daily cycle of command, staff, and unit activities intended to integrate and synchronize current and future 19
operations. The C/S manages the battle rhythm with assistance from the IMO. Battle rhythm is described as the sequencing and execution of actions and events within a HQ that are regulated by the flow and sharing of information that support all decision cycles. The operational battle rhythm synchronizes the activities of the staff and should ensure the sequential flow of inputs and outputs between boards, bureaus, centers, cells, and working groups (B2C2WG). As a practical matter, the CE battle rhythm consists of a series of meetings, report requirements, and other activities. These activities may be daily, weekly, monthly, or quarterly requirements. (JP 3-33, Joint Task Force Headquarters) Since battle rhythm is commander-centric, the synchronization of activities intended by the battle rhythm is focused on the commander s decision cycle. The staff battle rhythm will require flexibility, adaptability, and the ability to handle dynamic change from mission requirements and HHQ demands. At the same time, battle rhythm will require structure and foundation for staff and unit level interaction, planning, and prioritization with all inputs and outputs of the battle rhythm events linked together. The battle rhythm provides the structure for managing the time of the commander and staff personnel. The HQ battle rhythm must not only integrate the decision cycle across the three event horizons, but must also account for the battle rhythms of higher and adjacent HQ and stakeholders, all while supporting subordinate HQ with timely direction and guidance. The logical arrangement of B2C2WG(s) in support of each other and decisionmaking is the mark of effective and efficient staff organization. An important element of the battle rhythm management is maintaining awareness of critical staff positions that are in high demand for working groups, boards, and operational planning teams. 3006. Boards, Bureaus, Centers, Cells, and Working Groups Effective operations require close coordination, synchronization, and information sharing across the staff directorates, adjacent and HHQ. The most common technique for promoting this cross-functional collaboration is the formation of B2C2WG(s) and other enduring or temporary organizations that manage specific processes and accomplish tasks in support of mission accomplishment. These B2C2WG(s) facilitate planning by the staff, decisionmaking by the commander, and 20
execution by the HQ. Although cross-functional in their membership, most B2C2WG(s) fall under the principal oversight of the staff directorates. Since the commander is ultimately responsible for staff action, the commander will establish requisite policies and guidelines, and provide guidance to the C/S concerning the establishment of B2C2WG(s). As a practical matter, the CE or JTF HQ establishes and maintains only those B2C2WG(s) that enhance planning and coordination and decisionmaking within the CE or HQ. The CE establishes, modifies, and dissolves these functional entities as the needs of the organization evolve. CAWG campaign assessment working group CCB commander s coordination board CCWG combined collections working group CFEWG combined fires and effects working group CFECB combined fires and effects collections board CMOWG civil-military operations working group CPITL combined prioritized integrated target list IOWG information operations working group KIMWG knowledge and information management working group SDWG sustainment/distribution working group Figure 3-2: Example B2C2WG Linkages Staffs and B2C2WG members should understand that the process is not contained within the group but is part of an overall process utilizing inputs and providing outputs linked to the commander s battle rhythm and other B2C2WG(s). Figure 4-2 and Figure 4-3 are illustrative examples of the B2C2WG linkages and how the B2C2WG integrate to support the commander s battle rhythm. 21
As illustrated in figure 3-5, B2C2WG(s) are integrated, structured, and synchronized in a manner that provides forums for bringing together functional expertise from across the staff, and from external stakeholders, in supporting the elements from the commander s decision cycle. They make staff coordination more routine, facilitate monitoring, assessment, and planning, and allow for the management of current and future operations and future plans. Many CE(s) and HQ(s) leverage virtual collaboration tools to facilitate participation. CAWG campaign assessment working group CCB commander s coordination board CCWG combined collections working group CFECB combined fires and effects collections board CFEWG combined fires and effects working group CJOPS Chief Joint Operations [possible use of GCC update] CMOWG civil-military operations working group CUB commander s update brief F/PUB future plans update brief IOWG information operations working group PCUB PACOM commanders update brief [possibly use HHQ update Brief (HUD)] SDWG sustainment/distribution working group Figure 3-3: B2C2WG Integration in support of the Commander s Battle Rhythm a. Boards A board is an organized group of individuals appointed by the commander (or other authority) that meets with the purpose of gaining guidance or decision. Boards generally have the following characteristics: Responsibilities and authority are governed by the authority which established the board. 22
b. Bureaus Chaired by a senior leader with members representing major staff elements, subordinate commands, LNO(s), and other organizations as required (in most cases the deputy commander will chair designated boards in support of the commander s decision-making processes). Created for the purpose of gaining a decision or guidance. Facilitate the movement of the decision cycle. Play a central role in organizing the staff activities toward an output that furthers the mission and the decision to continue, reprioritize, redirect, and/or reassess. A bureau is a long-standing functional organization, with a supporting staff designed to perform a specific function or activity within a command. A joint visitor s bureau is an example. c. Centers A center is an enduring functional organization, with supporting staff, designed to perform a joint function within a Joint Force Command headquarters.. Often, these organizations have designated locations or facilities and typically contain LNO(s) from subordinate and other external organizations. Examples of centers include the joint operations center (JOC) and the CMOC. Despite classification challenges, centers will generally include coalition and host nation representation in the JOC capable of providing a holistic view of operations. d. Cells A cell is a subordinate organization formed around a specific process, capability, or activity within a designated larger organization. A cell usually is part of both functional and traditional staff structures. An example of a cell within the traditional staff structure could be an IO cell subordinate to the operations division. An example of a cell within a functional staff structure could be a current operations cell within the JOC. 23
e. Working Groups A working group is an enduring or ad hoc organization, specific to the mission, within a command formed around a specific function whose purpose is to provide analysis and synthesis to users. The working group consists of a core functional group and other staff and component representatives that enhance planning through their provision of functional staff estimates. An example of a working group that supports operations would be the communications strategy working group oriented to support its specific task. These groups are excellent venues for collaboration with other whole of government stakeholders. 24
Part IV The Marine Corps Planning Process 4001. Planning Planning is the art and science of envisioning a desired future and laying out effective ways of bringing it about. It is a process that should build upon itself each step should create a new understanding of the situation and a point of departure for new plans. Planning continues through execution and continues to adapt as execution proceeds. Planning is an essential part of the broader field of command and control. We can even argue that planning constitutes half of command and control, which includes influencing the conduct of current evolutions and planning future evolutions. The responsibility to plan is inherent in command, and planning supports practically every command function. In other words, all commanders are planners. In fact, the commander is the single most important factor in effective planning. The commander disciplines the planning process so that it is sensitive to time, planning horizons, simplicity, and level of detail. The commander also disciplines the product to ensure the output is relevant to the moment and suitable to the subordinate. (MCDP 5) 4002. Planning Tenets The tenets of the Marine Corps Planning Process top-down planning, single battle concept, and integrated planning are derived from maneuver warfare doctrine. These tenets ensure unity of effort, while the commander uses the warfighting functions as building blocks of integrated planning. 4003. The Marine Corps Planning Process Since planning is an essential and significant part of command and control, the Marine Corps Planning Process recognizes the commander s central role as the decision maker. It helps organize the thought processes of a commander and his staff throughout the planning and execution of military operations. The Marine Corps Planning Process focuses on the 25