Rapid Planning for the Maritime Component Commander
When a crisis action team is in the planning stage, developing the rapid-response planning process (R2P2) for the maritime component commander gives the executing forces the maximum time allowable to prepare for the assigned mission. The most persuasive observation of the planning efforts during the 2010 Operation Unified Response to the Haitian earthquake was the 22d Marine Expeditionary Unit’s ability to develop, approve, and execute plans in a notably fast and efficient manner compared with those of other task force elements. Even with the short time allowed the 22d MEU (SOC), it was able to provide planning and execution products that were both complete and professional.
To give some context to the time restriction imposed upon the Marines, the 22d MEU (SOC) arrived in the operating area a few days after the earthquake. While the planning behind the humanitarian-assistance effort had enough lead time to be a deliberate planning event, it was also one of the standard tasks covered under the R2P2. This standardized mission had had been practiced and honed to the proverbial 80 percent solution, with associated battle books, smart packs, and other supporting products available. The MEU tailored the off-the-shelf plan for the specific mission requirements of Operation Unified Response.
To create the effects that the R2P2 process produces, it is necessary to understand four main concepts: the standard operating procedures (SOP) for R2P2, the development of a standard crisis action team (CAT) concept, development of predetermined mission type tailorable off-the-shelf planning products, and a dynamic information management/knowledge management program.
Standard Operating Timeline Procedures
The SOP to be followed ensures a methodology to step through the plan to execution. Within the planning staff, the CAT and supporting planning boards, bureaus, centers, cells, and working groups (B2C2WGs) all know their role and where they are involved in the timeline. This understanding facilitates the process and, in particular, when and which products are delivered, and to whom (e.g., the CAT or operators).
The R2P2 methodology allows for focus on the mission to the exclusion of the distractions that affect planning and execution. Because the procedures are practiced routinely, it makes the steps second nature. Figure 1 shows the comparison between the R2P2 method and the standard Marine Corps Planning Process (MCPP) or similar process, along with the time frame allotted for each step of R2P2. Followed consistently, the R2P2 process timeline allows for mission execution in a mere six hours. Each step of it has a role to fill as a corollary to the MCPP.
During the first step of the R2P2 process, the CAT will meet to accomplish an abbreviated mission analysis. The primary output of CAT I will be developing the commander’s initial planning guidance. The commander’s personal involvement will prevent major surprises in course of action (COA) development, yet still allow for application of operational art by the planners. As the products developed for a baseline mission are general, there must be substantial effort into validation of planning assumptions and limitations. This effort permits the tailorable plans to be modified for the unique requirement of a given mission.
The second step is course of action development. During this phase, a COA will be designed to generate options for follow-on comparison that satisfy the mission, intent, and guidance of the commander. This step does not produce a significant written description, but relies on a visual depiction. Therefore, identification of personnel, who can quickly and efficiently use tools such as PowerPoint or Command and Control Personal Computer, will be critical to show the planner’s vision in the time allotted.
The third step is the second convening of the CAT (CAT II). Now wargaming and the comparison and decision steps are combined into one. CAT II relies heavily on the commander, the CAT, and other subject-matter experts, to ensure that the course of action is supportable and able to accomplish the mission. Refinement of limitations and assumptions will assist in the risk management for a given mission and its subsequent mitigation. Standing plans are made with a built-in list of planning factors that will only serve to decrease risk for the commander’s decision. At the end of CAT II the commander will select or modify a course of action. Once it is chosen, additional specific guidance will be provided as the staff moves to the detailed planning.
The fourth step, and the longest, is that planning. Significant effort and input from the staff is required to create the final product of this phase with the output being the confirmation brief. It also allows the commander to have a long period of time to fulfill other responsibilities.
The final step is delivering the confirmation brief. This has a standardized procedure requiring all players to understand their individual role during it. The brief gathers both the planners and key personnel who execute the mission in one room, although this may require leveraging technology solutions (e.g., the use of Defense Connect Online, or video teleconferencing) because of dispersal of the forces involved. The purpose is to ensure that the entire plan has been coordinated and synchronized, including the completion of all the staff’s concurrent and parallel planning. This allows the commander to understand unique mission differences, as opposed to the approved baseline. The brief also obviates having to read an operations order, as the brief doubles as this task. Because all of the key stakeholders are participating in the confirmation brief, the order is a formality.
Crisis Action Team
The R2P2 CAT relies heavily on the senior leadership of the staff, as well as the senior leaders of subordinate elements. This is a forcing function for senior involvement but, because of the R2P2 timeline, this appears to be an efficient use of their time. Naval staffs certainly have crisis-action teams. However, the R2P2 CAT is more formalized as it is process-driven rather than ad hoc. Within the R2P2 process there is a methodology to the supporting B2C2WGs’ help in the planning effort. Following the process by the maritime component commander’s CAT can become more than simply focusing on quick decisions, but be a value-added part of the planning process.
The a priori involvement of the crisis action team in creating the products to be used in a contingency is where the team can have an early impact. The R2P2 process works in a time-compressed environment in contingencies because time and effort have been spent in creating planning products. Products vetted through the CAT ensure completeness, and it acts as a situational awareness builder, enhancing the team’s practical application. The list of what missions are to be planned for the process is outlined in Marine Corps Order (MCO) 3120.9C. The packages that are created include everything that a planner and an operator would need, and many of these baseline products could be developed by subordinate task forces.
The information-management and knowledge-management (IM/KM) hurdles for the process are steep. Although this cannot be examined here, IM/KM is truly owned by the entire command, not just the Deputy Chief of Naval Operations Communication Network (N6). Identification of the management rules during R2P2 must meet the rigors of this environment, because the speed of the process relies upon the successful resolution of these issues.
R2P2 at the Maritime Component Commander
As with the harmony between the Marine Corps Planning Process and R2P2, the creation of a maritime component commander (MCC) R2P2 process will not circumvent the Naval Planning Process, but rather complement it. This will allow movement from an informal system of rapid planning to a well-ordered and disciplined approach.
Each subordinate task force has core competencies, which could be matched with a given Naval Mission Essential Task that could be identified as an MCC R2P2 mission. A short list that may serve as a point of departure includes short-fuse maritime interception operations, immediate piracy response, salvage operations in a hostile environment, humanitarian assistance, noncombatant evacuation operations, embassy reinforcement, search and rescue, mine strike, immediate reconnaissance, and environmental-disaster mitigation.
The adoption of R2P2 ensures that the commander has been exposed to the basic mission products, and the subordinate forces have trained to the missions. The process will also serve to flex the staff processes. It allows for standardization of not only how the CAT approaches a problem that the commander must decide upon, but also how the greater staff supports the commander. At the operational level of war, R2P2 can increase the MCC’s ability to deal with the eventuality of a major contingency.