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FM 6-0 COMMANDER AND STAFF ORGANIZATION AND OPERATIONS (MAY 2014) - page 6

 

 

Chapter 16
16-39. Facilitators provide a comfortable setting for participants by encouraging Soldiers to remove
helmets, providing shelter, and serving refreshments. These actions create an environment where
participants can focus on the after action review without distractions. Participants should not face into the
sun. Key leaders should have seats up front. Vehicle parking and equipment security areas should be far
enough away from the after action review site to prevent distractions.
Rehearsing
16-40. After thorough preparation, the facilitator reviews the agenda and prepares to conduct the after
action review. Facilitators may opt to conduct a walkthrough of the after action review site as well as
review the sequence of events planned for the after action review.
EXECUTING AFTER ACTION REVIEWS
16-41. Facilitators start an after action review by reviewing its purpose and sequence: the ground rules,
the objectives, and a summary of the operation that emphasizes the functions or events to be covered. This
ensures that everyone present understands what the commander expects the after action review to
accomplish.
Introduction and Rules
16-42. The following rules apply to all after action reviews. Facilitators emphasize them in their
introduction.
z
An after action review is a dynamic, candid, professional discussion that focuses on unit
performance. Everyone with an insight, observation, or question participates. Total participation
is necessary to maintain unit strengths and to identify and correct deficiencies.
z
An after action review is not a critique. No one—regardless of rank, position, or strength of
personality—has all the information or answers. After action reviews maximize learning benefits
by allowing Soldiers to learn from each other.
z
An after action review assesses weaknesses to improve and strengths to sustain.
16-43. Soldier participation is directly related to the atmosphere created during the introduction. Effective
facilitators draw in Soldiers who seem reluctant to participate. The following ideas can help create an
atmosphere conducive to maximum participation:
z
Reinforce the idea that it is permissible to disagree.
z
Focus on learning and encourage Soldiers to give honest opinions.
z
Use open-ended and leading questions to guide the discussion.
z
Facilitators enter the discussion only when necessary.
Review of Objectives and Intent
16-44. After the introduction, facilitators review the after action review’s objectives. This review includes
the following:
z
A restatement of the events, themes, or issues being reviewed.
z
The mission and commander’s intent (what was supposed to happen).
z
The enemy’s mission and intent (how the enemy tried to defeat the force).
16-45. The commander or a facilitator restates the mission and commander’s intent. Facilitators may
guide the discussion to ensure that everyone present understands the plan and intent. Another method is to
have subordinate leaders restate the mission and discuss the commander’s intent. Automated information
systems, maps, operational graphics, terrain boards, and other aids can help portray this information.
16-46. Intelligence personnel then explain as much of the enemy plan and actions as they know. The same
aids the friendly force commander used can help participants understand how the plans related to each
other.
16-6
FM 6-0
5 May 2014
After Action Reviews and Reports
Summary of Events (What Happened)
16-47. The facilitator guides the review, using one of the methods to describe and discuss what actually
happened. Facilitators avoid asking yes-or-no questions. They encourage participation and guide the
discussion by using open-ended and leading questions. Open-ended questions allow those answering to
reply based on what they think is significant. These questions are less likely to put Soldiers on the
defensive. Open-ended questions work more effectively in finding out what happened.
16-48. As the discussion expands and more Soldiers add their perspectives, what really happened
becomes clearer. Facilitators do not tell Soldiers and leaders what was good or bad. Instead, they ensure
that the discussion reveals the important issues, both positive and negative. Facilitators may want to expand
this discussion and ask, “What could have been done differently?” Skillful guiding of the discussion
ensures that participants do not gloss over mistakes or weaknesses.
Closing Comments (Summary)
16-49. During the summary, facilitators review and summarize key points identified during the
discussion. The after action review should end on a positive note, linking conclusions to learning and
possible training. Facilitators then depart to allow unit leaders and Soldiers time to discuss the learning in
private.
THE AFTER ACTION REPORT
16-50. One of the most important collection techniques used in the Army and many other organizations is
the after action report. The concept of the after action report can be easily adapted to fit any unit’s lessons
learned program.
16-51. The after action report provides observations and insights from the lessons learned that allow the
unit to reflect on the successes and shortcomings of the operation, and share these lessons with the Army.
16-52. The reporting unit organizes the after action report in a logical order, usually by operational phase
or warfighting function. It should be arranged chronologically when doing so facilitates the understanding
and flow of the information reported. Documenting what worked well should receive as much attention as
what did not.
16-53. Table 16-1 on pages 16-8 and 16-9 is an example of what a commander and staff may elect to
cover in their unit’s written after action report. This approved brigade after action report template can apply
across all echelons.
5 May 2014
FM 6-0
16-7
Chapter 16
Table 16-1. Brigade after action report format
1. Report cover page:
a. Classification.
b. Preparing headquarters or organization.
c. Location of report preparation.
d. Date of preparation.
e. After action report title.
f. Period covered: (date to date).
2. Preface or foreword signed by the commander.
3. Table of contents. Keep information arranged in a logical order (by warfighting function, chronologically,
or phases of operation.)
4. Executive summary and chronology of significant events:
a. Briefly summarize operations for all phases; include key dates for each phase starting with
pre-deployment, transitioning through deployment, and ending with redeployment.
b. Summarize task organization.
c. Summarize key lessons learned (include level where lessons learned occurred).
d. Summarize recommendations with timeline for correction to occur (makes it a historical document as
leaders change units or missions).
5. Detailed task organization. Include any significant changes and dates as appropriate:
a. Include organizational diagrams, including attached units, elements, and named task forces, including
enablers and clearance authorities.
b. Highlight any significant task organizational challenges (command and support relationships) and how
they were mitigated.
c. Effective dates of task organization to include all attached, operationally controlled units and
individuals, including contractors.
6. Pre-deployment phase with dates:
a. Unit’s training focus:
ƒ Describe the training plan.
ƒ Did the unit have all of the elements that it would deploy with during training?
ƒ Was the unit able to train as a combined arms team with all deploying assets participating?
ƒ What assets outside the unit were used to support training?
ƒ What were the key and essential areas trained?
ƒ Describe what simulation systems (such as live, virtual, constructive, and gaming) were
instrumental in training success.
b. Discuss lessons learned during pre-deployment operations. What was planned but not executed?
c. Discuss logistics and personnel shortages, if appropriate.
d. Discuss planning for rear detachment operations.
e. Describe any major shifts in personnel or manning.
ƒ Coordination with non-military support agencies (unit associations, veterans groups,
financial institutions, local government, law enforcement).
ƒ Family readiness groups.
f. What were the significant pre-deployment training lessons learned? (Use the
“observation-discussion-recommendation” format).
g. What were the significant gaps identified in leader development or proficiency?
7. Deployment and reception, staging, onward movement, and integration (RSOI) with dates:
a. Summarize deployment and RSOI operations.
b. Discuss what portions of the RSOI process went as planned and what worked.
c. What were the shortcomings and delays in the RSOI? Why did these occur?
8. Relief in place or transfer of authority with dates ( if applicable):
a. Discuss planning and overlap.
b. List or discuss key discussion topics between outgoing and incoming organizations.
c. Include (either here or as an appendix) any standard operating procedures, tactics, techniques and
procedures (TTP), or checklists.
16-8
FM 6-0
5 May 2014
After Action Reviews and Reports
Table 16-1. Brigade after action report format (continued)
d. Discuss relief in place or transfer of authority lessons learned in the
“observation-discussion-
recommendation” format.
9. Operations phase with dates:
a. Summarize tactical and non-tactical operations (sometimes beneficial to do this by staff element or
warfighting function).
b. Include unit participation in named operations.
c. List of key operation orders (OPORDs) and fragmentary orders (FRAGORDs).
d. Discuss operations phases (sometimes beneficial to address by warfighting function).
e. Discuss any mission command challenges.
10. Redeployment activities with dates:
a. Summarize redeployment activities and highlight planning guidance either developed or received from
higher headquarters.
b. Redeployment timeline.
c. List of critical losses, personnel, equipment, and information.
d. Include (either here or as an appendix) any list of instructions, TTP, or checklists developed.
11. Post-deployment activities:
a. Discuss combat stress planning and reintegration activities.
b. Discuss plans and priorities used in reconstituting and resetting the unit.
c. Discuss family support group operations.
12. Provide an index or listing of all mid-tour and final unit after action report products, significant
command briefings, or reports published separately:
a. Include classification, titles, and distribution or disposition of reports.
b. Include a staff or section point of contact for follow-up coordination.
c. Include dates for scheduled umbrella week and warfighting function symposiums.
13. Distribution (of this report).
14. Appendixes (as appropriate):
a. List of each named operation or major event with dates.
b. Applicable maps.
c. Photographs.
d. Copies of key OPORDs and FRAGORDs.
e. Particularly useful TTP or unit products developed.
f. Pre-deployment site survey information.
g. Rear detachment operations.
h. Unit daily journals.
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16-9
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Appendix A
Operational and Mission Variables
The operational and mission variables are tools for commanders and staffs to use for
analyzing an operation and organizing information. This appendix provides a
description of the variables to assist commanders and staffs in applying these tools.
OPERATIONAL AND MISSION VARIABLES AND SITUATIONAL
UNDERSTANDING
A-1. Commanders and staffs use the operational and mission variables to help build their situational
understanding. They analyze and describe an operational environment in terms of eight interrelated
operational variables: political, military, economic, social, information, infrastructure, physical
environment, and time (PMESII-PT). Upon receipt of a mission, commanders filter information categorized
by the operational variables into relevant information with respect to the mission. They use the mission
variables, in combination with the operational variables, to refine their understanding of the situation and to
visualize, describe, and direct operations. The mission variables are mission, enemy, terrain and weather,
troops and support available, time available, and civil considerations (METT-TC). (See ADRP 5-0 for more
information on situational understanding.)
OPERATIONAL VARIABLES
A-2. The operational variables are fundamental to developing a comprehensive understanding of the
operational environment. The following is a brief description of each variable, along with examples (in
parentheses) of questions a small-unit commander might need to have answered about each variable.
z
Political. This variable describes the distribution of responsibility and power at all levels of
governance—formally constituted authorities, as well as informal or covert political powers.
(Who is the tribal leader in the village?)
z
Military. This variable includes the military and paramilitary capabilities of all relevant actors
(enemy, friendly, and neutral) in a given operational environment. (Does the enemy in this
particular neighborhood have antitank missiles?)
z
Economic. This variable encompasses individual and group behaviors related to producing,
distributing, and consuming resources. (Does the village have a high unemployment rate?)
z
Social. This variable includes the cultural, religious, and ethnic makeup within an operational
environment and the beliefs, values, customs, and behaviors of society members. (Who are the
influential people in the village—for example, religious leaders, tribal leaders, warlords,
criminal bosses, or prominent families?)
z
Information. This variable describes the nature, scope, characteristics, and effects of individuals,
organizations, and systems that collect, process, disseminate, or act on information. (How much
access does the local population have to news media or the Internet?)
z
Infrastructure. This variable comprises the basic facilities, services, and installations needed for
the functioning of a community or society. (Is the electrical generator in the village working?)
z
Physical Environment. This variable includes the geography and man-made structures, as well
as the climate and weather in the area of operations. (What types of terrain or weather conditions
in this area of operations favor enemy operations?)
z
Time. This variable describes the timing and duration of activities, events, or conditions within
an operational environment, as well as how the timing and duration are perceived by various
actors in the operational environment. (For example, at what times are people likely to congest
roads or conduct activities that provide a cover for hostile operations?)
5 May 2014
FM 6-0
A-1
Appendix A
A-3. Each of the eight operational variables also has associated subvariables. Table A-1 gives examples of
subvariables that might require consideration within each operational variable. The specific questions for
each variable will differ, depending on the general nature of a specific operational environment.
Table A-1. Operational variables
Operational Variables
Political Variable
Social Variable
Physical Environment
Attitude toward the United States
Demographic mix
Variable
Centers of political power
Social volatility
Terrain
Type of government
Education level
• Observation and fields of fire
Government effectiveness and
Ethnic diversity
• Avenues of approach
legitimacy
Religious diversity
• Key terrain
Influential political groups
Population movement
• Obstacles
International relationships
Common languages
• Cover and concealment
Criminal activity
• Landforms
Military Variable
Human rights
• Vegetation
Military forces
Centers of social power
• Terrain complexity
Government paramilitary forces
Basic cultural norms and values
• Mobility classification
Nonstate paramilitary forces
Natural Hazards
Unarmed combatants
Information Variable
Climate
Nonmilitary armed combatants
Public communications media
Weather
Military functions
Information warfare
• Precipitation
• Command and control
• Electronic warfare
• High temperature-heat index
• Maneuver
• Computer warfare
• Low temperature-wind chill
• Information warfare
index
• Information attack
• Reconnaissance,
• Wind
• Deception
intelligence, surveillance, and
• Visibility
• Physical destruction
target acquisition
• Cloud cover
• Protection and security
• Fire support
• Relative humidity
measures
• Protection
• Perception management
• Logistics
Intelligence
Time Variable
Information management
Knowledge of the area of
Economic Variable
operations
Economic diversity
Cultural perception of time
Infrastructure Variable
Employment status
Information offset
Construction pattern
Economic activity
Tactical exploitation of time
Urban zones
Illegal economic activity
Key dates, time periods, or
Urbanized building density
events
Banking and finance
Utilities present
Utility level
Transportation architecture
MISSION VARIABLES
A-4. Mission variables are fundamental in developing a course of action (COA) for a given operation.
Mission variables describe characteristics of the area of operations, focusing on how they might affect a
mission. Incorporating the analysis of the operational variables into METT-TC ensures Army leaders
consider the best available relevant information about conditions that pertain to the mission. Using the
operational variables as a source of relevant information for the mission variables allows commanders to
refine their situational understanding of their operational environment and to visualize, describe, direct,
lead and assess operations. (See ADRP 5-0 for more information on mission variables.)
Mission
A-5. Leaders analyze the higher headquarters’ warning order (WARNORD) or operation order (OPORD)
to determine how their unit contributes to the higher headquarters’ mission. They examine the following
information that affects their mission:
A-2
FM 6-0
5 May 2014
Operational and Mission Variables
z
Higher headquarters’ mission and commander’s intent.
z
Higher headquarters’ concept of operations.
z
Specified, implied, and essential tasks.
z
Constraints.
A-6. Leaders determine the mission and commander’s intent of their higher echelon and the next higher
echelon headquarters. When these are unavailable, leaders infer them based on available information.
When they receive the actual mission and commander’s intent, leaders revise their plan, if necessary.
A-7. Leaders examine their higher echelon’s headquarters’ concept of operations to determine how their
unit’s mission and tasks contribute to the higher mission’s success. They determine details that will affect
their operations, such as control measures and execution times.
A-8. Leaders extract the specified and implied tasks assigned to their unit from WARNORDs and the
OPORD. They determine why each task was assigned to their unit to understand how it fits within the
commander’s intent and concept of operations. From the specified and implied tasks, leaders identify
essential tasks. Leaders complete these tasks to accomplish the mission. Failure to complete an essential
task results in mission failure.
A-9. Leaders also identify any constraints placed on their unit. Constraints can take the form of a
requirement (for example, maintain a reserve of one platoon) or a prohibition on action (for example, no
reconnaissance forward of Phase Line Bravo before H-hour).
A-10. The product of this part of the mission analysis is the restated mission. The restated mission is a
simple, concise expression of the essential tasks the unit must accomplish and the purpose to be achieved.
The mission statement states who (the unit), what (the task), when (either the critical time or on order),
where (location), and why (the purpose of the operation).
Enemy
A-11. With the restated mission as the focus, leaders continue the analysis on the enemy. For small-unit
operations, leaders need to know about the enemy’s composition, disposition, strengths, recent activities,
ability to reinforce, and possible COAs. Much of this information comes from higher echelon headquarters
and must be refined to the level of detail required by the unit to continue with plan development. Additional
information comes from adjacent units and other leaders. Some information comes from the leader’s
experience. Leaders determine how the available information applies to their operation. They also
determine what they do not know, but should know, about the enemy. To obtain the necessary information,
they identify these intelligence gaps to their higher headquarters or take action (such as sending out
reconnaissance patrols).
Terrain and Weather
A-12. Leaders analyze the five military aspects of terrain expressed in the memory aid of OAKOC:
observation and fields of fire, avenue of approach, key terrain, obstacles, and cover and concealment.
A-13. Observation is the condition of weather and terrain that permits a force to see the friendly, enemy,
and neutral personnel and systems, and the key aspects of the environment (ADRP 1-02). Observation is
the ability to see (or be seen by) the adversary either visually or through the use of surveillance devices. A
field of fire is the area that a weapon or group of weapons may cover effectively from a given position
(FM 3-90-1). Observation and fields of fire apply to both enemy and friendly weapons. Leaders consider
direct-fire weapons and the ability of observers to mass and adjust indirect fire.
A-14. An avenue of approach is an air or ground route of an attacking force of a given size leading to its
objective or to key terrain in its path
(JP 2-01.3). Avenues of approach include overland, air, and
underground routes. Underground avenues are particularly important in urban operations.
A-15. Key terrain is any locality, or area, the seizure or retention of which affords a marked advantage to
either combatant (JP 2-01.3). Decisive terrain is key terrain whose seizure and retention is mandatory for
successful mission accomplishment (FM 3-90-1).Terrain adjacent to the area of operations may be key if its
control is necessary to accomplish the mission.
5 May 2014
FM 6-0
A-3
Appendix A
A-16. An obstacle is any natural or man-made obstruction designed or employed to disrupt, fix, turn, or
block the movement of an opposing force, and to impose additional losses in personnel, time, and
equipment on the opposing force (JP 3-15). Obstacles can exist naturally or can be man-made, or can be a
combination of both. Obstacles include military reinforcing obstacles, such as minefields. (See JP 3-15 for
more information on obstacles.)
A-17. Cover is protection from the effects of fires
(ADRP 1-02). Concealment is protection from
observation or surveillance (ADRP 1-02). Terrain that offers cover and concealment limits fields of fire.
Leaders consider friendly and enemy perspectives. Although remembered as separate elements, leaders
consider the military aspects of terrain together.
A-18. There are five military aspects of weather: visibility, winds, precipitation, cloud cover, and
temperature and humidity. (See FM 2-01.3.) The consideration of their effects is an important part of the
mission analysis. Leaders review the forecasts and considerations available from Army and Air Force
weather forecast models and develop COAs based on the effects of weather on the mission. The mission
analysis considers the effects on Soldiers, equipment, and supporting forces, such as air and artillery
support. Leaders identify the aspects of weather that can affect the mission. They focus on factors whose
effects they can mitigate. For example, leaders may modify the standard operating procedures for uniforms
and carrying loads based on the temperature. Small-unit leaders include instructions on mitigating weather
effects in their tentative plan. They check for compliance during preparation, especially during rehearsals.
Troops and Support Available
A-19. Perhaps the most important aspect of mission analysis is determining the combat potential of one’s
own force. Leaders know the status of their Soldiers’ morale, their experience and training, and the
strengths and weaknesses of subordinate leaders. They realistically determine all available resources. This
includes troops attached to, or in direct support of, the unit. The assessment includes knowing the strength
and status of their equipment. It also includes understanding the full array of assets in support of the unit.
Leaders know, for example, how much indirect fire will become available, and, when it is available, they
will know the type. They consider any new limitations based on the level of training or recent fighting.
Time Available
A-20. Leaders not only appreciate how much time is available, they understand the time-space aspects of
preparing, moving, fighting, and sustaining. They view their own tasks and enemy actions in relation to
time. They know how long it takes under such conditions to prepare for certain tasks (such as orders
production, rehearsals, and subordinate element preparations). Most importantly, leaders monitor the time
available. As events occur, they assess their impact on the unit timeline and update previous timelines for
their subordinates. Timelines list all events that affect the unit and its subordinate elements.
Civil Considerations
A-21. Civil considerations are the influence of manmade infrastructure, civilian institutions, and activities
of the civilian leaders, populations, and organizations within an area of operations on the conduct of
military operations (ADRP 5-0). Military operations are rarely conducted in uninhabited areas. Most of the
time, units are surrounded by noncombatants. These noncombatants include residents within the area of
operations, local officials, and governmental and nongovernmental organizations. Based on information
from higher headquarters and their own knowledge and judgment, leaders identify civil considerations that
affect their mission. Commanders may analyze civil considerations using the six factors known by the
memory aid ASCOPE: areas, structures, capabilities, organizations, people, and events.
Areas
A-22. Key civilian areas are localities or aspects of the terrain within an area of operations (AO) that are
not normally militarily significant. This characteristic approaches terrain analysis (OAKOC) from a civilian
perspective. Commanders analyze key civilian areas in terms of how they affect the missions of their
individual forces and how military operations affect these areas. Failure to consider key civilian areas can
seriously affect the success of an operation. Examples of key civilian areas are—
A-4
FM 6-0
5 May 2014
Operational and Mission Variables
z
Areas defined by political boundaries, such as districts within a city.
z
Municipalities within a region.
z
Locations of government centers.
z
Social, political, religious, or criminal enclaves.
z
Agricultural and mining regions.
z
Trade routes.
z
Possible sites for the temporary settlement of dislocated civilians or other civil functions.
Structures
A-23. Existing structures can play many significant roles. Some structures, such as bridges,
communications towers, power plants, and dams are traditional high-payoff targets. Others, such as
churches, mosques, national libraries, and hospitals are cultural sites that international law or other
agreements generally protect. Still others are facilities with practical applications such as jails, warehouses,
television and radio stations, and print plants that may be useful for military purposes. Some aspects of the
civilian infrastructure, such as the location of toxic industrial materials, may influence operations.
A-24. Analyzing a structure involves determining how its location, functions, and capabilities can support
the operation. Commanders also consider the consequences of using it. Using a structure for military
purposes often competes with the civilian requirements for it. Commanders carefully weigh the expected
military benefits against costs to the community that will have to be addressed in the future.
Capabilities
A-25. Commanders and staffs analyze capabilities from different levels. They view capabilities in terms of
those required to save, sustain, or enhance life, in that priority. Capabilities can refer to the ability of local
authorities— those of the host nation, aggressor nation, or some other body—to provide the population
with key functions or services, such as public administration, public safety, emergency services, and food.
Primary capabilities include those areas that the population may need help with after combat operations,
such as public works and utilities, public health, economics, and commerce. Capabilities also refer to
resources and services that can be contracted to support the military mission, such as interpreters, laundry
services, construction materials, and equipment. The host nation or other nations might provide these
resources and services.
Organizations
A-26. Organizations are nonmilitary groups or institutions in the AO. They influence and interact with the
population, the force, and each other. They generally have a hierarchical structure, defined goals,
established operations, fixed facilities or meeting places, and a means of financial or logistic support. Some
organizations may be indigenous to the area. These may include church groups, fraternal organizations,
patriotic or service organizations, labor unions, criminal organizations, and community watch groups.
Other organizations may come from outside the AO. Examples of these include multinational corporations,
United Nations agencies, U.S. governmental agencies, and nongovernmental organizations, such as the
International Red Cross.
A-27. Operations also often require commanders to coordinate with international organizations and
nongovernmental organizations. Commanders remain familiar with organizations operating in their AOs.
Relevant information includes information about their activities, capabilities, and limitations. Situational
understanding includes understanding how the activities of different organizations may affect military
operations and how military operations may affect these organizations’ activities. From this, commanders
can determine how organizations and military forces can work together toward common goals when
necessary.
A-28. At certain times, every echelon of command will interact with other U.S. agencies, host-nation
governmental agencies, and nongovernmental organizations. However, these groups may not share the
commander’s objectives and point of view.
5 May 2014
FM 6-0
A-5
Appendix A
A-29. In almost every case, military forces have more resources than civilian organizations. However,
civilian organizations may possess specialized capabilities that they may be willing to share with military
forces. Commanders do not command civilian organizations in their AOs. However, some operations
require achieving unity of effort with them and the force. These situations require commanders to influence
the leaders of these organizations through persuasion.
People
A-30. People is a general term used to describe nonmilitary personnel encountered by military forces. The
term includes all civilians within an AO as well as those outside the AO whose actions, opinions, or
political influence can affect the mission. Individually or collectively, people can affect a military operation
positively, negatively, or neutrally. In stability tasks, Army forces work closely with civilians of all types.
A-31. There can be many different kinds of people living and operating in and around an AO. As with
organizations, people may be indigenous or introduced from outside the AO. An analysis of people should
identify them by their various capabilities, needs, and intentions. It is useful to separate people into distinct
categories. When analyzing people, commanders consider historical, cultural, ethnic, political, economic,
and humanitarian factors. They also identify the key communicators and the formal and informal processes
used to influence people.
Events
A-32. Events are routine, cyclical, planned, or spontaneous activities that significantly affect organizations,
people, and military operations. Examples include national and religious holidays; agricultural crops,
livestock, and market cycles; elections; civil disturbances; and celebrations. Other events are disasters from
natural, man-made, or technological sources. These create civil hardship and require emergency responses.
Examples of events precipitated by military forces include combat operations, deployments,
redeployments, and paydays. Once significant events are determined, it is important to template the events
and analyze them for their political, economic, psychological, environmental, and legal implications.
A-33. Technological innovation, external social influences, and natural and man-made disasters (such as
hurricanes, environmental damage, and war) affect the attitudes and activities of governments and civilian
populations. These changes cause stress in civilian populations and their leaders. A civilian population may
or may not successfully incorporate these changes within its existing cultural value system. Addressing the
problems posed by change requires considerable time and resources. The impatience of key leaders and
groups, legal restrictions, and limits on resources can make resolutions difficult. However, when their
resolution is necessary to accomplish the mission, commanders become concerned with them.
A-34. The existence of an independent press guarantees that U.S. military activities that do not meet
America’s military standards for dealing with noncombatants will be reported in U.S., host-nation, and
international public forums. Commanders consider the effects of their decisions and their forces’ actions on
public opinion. The activities of a force, or individual members of a force, can have far-reaching effects on
the legitimacy of all military operations: offense, defense, stability, or support. Commanders ensure their
Soldiers understand that a tactically successful operation can also be operationally or strategically
counterproductive because of the way in which they execute it or how the people perceive its execution.
A-35. Commanders have legal responsibilities to refugees and noncombatants in their AOs. These
responsibilities may include providing humanitarian assistance. A commander’s responsibility to protect
noncombatants influences planning and preparing for operations. Commanders assess the chance that their
actions may result in dislocated civilians and consider their legal obligation to respect and protect them
when choosing a COA and executing an operation.
A-6
FM 6-0
5 May 2014
Appendix B
+Command and Support Relationships
This appendix discusses command and support relationships. Command and support
relationships provide the basis for unity of command and unity of effort in operations.
(See JP 3-0 for a discussion of joint command and support relationships.)
FUNDAMENTAL CONSIDERATIONS
B-1. Establishing clear command and support relationships is a key task in task organizing for any
operation. (See ADRP 5-0.) These relationships establish clear responsibilities and authorities between
subordinate and supporting units. Some command and support relationships limit the commander’s
authority to prescribe additional relationships. Knowing the inherent responsibilities of each command and
support relationship allows commanders to effectively organize their forces and helps supporting
commanders understand their unit’s role in the organizational structure.
B-2.
+Army commanders build combined arms organizations using Army command and support
relationships. Command relationships define command responsibility and authority. Support relationships
define the desired purpose, scope, and effect when one capability supports another.
JOINT COMMAND RELATIONSHIPS
B-3. In addition to working within Army organizations, Army commanders are often part of joint
commands, or they support them. +JP 1 specifies and details four types of joint command relationships:
z
Combatant command (COCOM).
z
Operational control (OPCON).
z
Tactical control (TACON).
z
Support.
B-4.
+It is important that Army leaders understand joint command relationships and how these
relationships impact military operations. Paragraphs B-5 through B-14 summarize important provisions of
these relationships. The glossary contains complete definitions.
COMBATANT COMMAND
B-5.
+COCOM is the command authority over assigned forces vested only in commanders of combatant
commands or as directed by the President or the Secretary of Defense in the Unified Command Plan and
cannot be delegated or transferred. Title 10, U.S. Code, section 164 specifies this authority in law.
Normally, the combatant commander exercises this authority through subordinate joint force commanders,
Service component commanders, and functional component commanders. COCOM includes the directive
authority for logistic matters (or the authority to delegate it to a subordinate joint force commander for
common support capabilities required to accomplish the subordinate’s mission).
OPERATIONAL CONTROL
B-6.
+OPCON is the authority to perform those functions of command over subordinate forces
involving—
z
Organizing and employing commands and forces.
z
Assigning tasks.
z
Designating objectives.
z
Giving authoritative direction necessary to accomplish missions.
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B-1
Appendix B
B-7.
+OPCON normally includes authority over all aspects of operations and joint training necessary to
accomplish missions. It does not include directive authority for logistics or matters of administration,
discipline, internal organization, or unit training. The combatant commander must specifically delegate
these elements of COCOM. OPCON does include the authority to delineate functional responsibilities and
operational areas of subordinate joint force commanders. In two instances, the Secretary of Defense may
specify adjustments to accommodate authorities beyond OPCON in an establishing directive: when
transferring forces between combatant commanders or when transferring members or organizations from
the military departments to a combatant command. Adjustments will be coordinated with the participating
combatant commanders. (JP 1 discusses operational control in detail.)
TACTICAL CONTROL
B-8.
+TACON is inherent in OPCON. It may be delegated to and exercised by commanders at any
echelon at or below the level of combatant command. TACON provides sufficient authority for controlling
and directing the application of force or tactical use of combat support assets within the assigned mission or
task. TACON does not provide organizational authority or authoritative direction for administrative and
logistic support; the commander of the parent unit continues to exercise these authorities unless otherwise
specified in the establishing directive. (JP 1 discusses tactical control in detail.)
SUPPORT
B-9.
+Support is a command authority in joint doctrine. A supported and supporting relationship is
established by a superior commander between subordinate commanders when one organization should aid,
protect, complement, or sustain another force. Designating supporting relationships is important. It conveys
priorities to commanders and staffs planning or executing joint operations. Designating a support
relationship does not provide authority to organize and employ commands and forces, nor does it include
authoritative direction for administrative and logistic support. Joint doctrine divides support into the
categories listed in table B-1.
Table B-1. Joint support categories
Category
Definition
That support which is given to the supported force as a whole and not to any
General support
particular subdivision thereof (JP 3-09.3).
That support which units render each other against an enemy, because of their
Mutual support
assigned tasks, their position relative to each other and to the enemy, and their
inherent capabilities (JP 3-31).
A mission requiring a force to support another specific force and authorizing it
Direct support
to answer directly to the supported force’s request for assistance (JP 3-09.3).
That action of the supporting force against targets or objectives that are
Close support
sufficiently near the supported force as to require detailed integration or
coordination of the supporting action (JP 3-31).
B-10. +Support is, by design, somewhat vague but very flexible. Establishing authorities ensure both
supported and supporting commanders understand the authority of supported commanders. Joint force
commanders often establish supported and supporting relationships among components. For example, the
maritime component commander is normally the supported commander for sea control operations; the air
component commander is normally the supported commander for counterair operations. An Army
headquarters designated as the land component may be the supporting force during some campaign phases
and the supported force in other phases.
B-11. +The joint force commander may establish a support relationship between functional and Service
component commanders. Conducting operations across a large operational area often involves both the land
and air component commanders. The joint task force commander places the land component in general
support of the air component until the latter achieves air superiority. Conversely, within the land area of
operations, the land component commander becomes the supported commander and the air component
commander provides close support. A joint support relationship is not used when an Army commander
B-2
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+Command and Support Relationships
task-organizes Army forces in a supporting role. When task-organized to support another Army force,
Army forces use one of four Army support relationships. (See paragraphs B-35 through B-36.)
OTHER AUTHORITIES
B-12. +Although discussed in joint doctrine, coordinating authority and direct liaison authorized are
directly applicable to Army forces. These relationships can assist commanders in facilitating collaboration
both within and outside their respective organizations, and they can promote information sharing
concerning details of military operations.
COORDINATING AUTHORITY
B-13. +Coordinating authority is the authority delegated to a commander or individual for coordinating
specific functions or activities involving forces of two or more military departments, two or more joint
force components, or two or more forces of the same Service. The commander or individual granted
coordinating authority can require consultation between the agencies involved but does not have the
authority to compel agreement. In the event that essential agreement cannot be obtained, the matter shall be
referred to the appointing authority. Coordinating authority is a consultation relationship, not an authority
through which command may be exercised. Coordinating authority is more applicable to planning and
similar activities than to operations.
(See JP 1.) For example, a joint security commander exercises
coordinating authority over area security operations within the joint security area. Commanders or leaders
at any echelon at or below combatant command may be delegated coordinating authority. These individuals
may be assigned responsibilities established through a memorandum of agreement between military and
nonmilitary organizations.
DIRECT LIAISON AUTHORIZED
B-14. +Direct liaison authorized is that authority granted by a commander (any level) to a subordinate to
directly consult or coordinate an action with a command or agency within or outside of the granting
command (JP 1). Direct liaison authorized is more applicable to planning than operations and always
carries with it the requirement of keeping the commander granting direct liaison authorized informed.
Direct liaison authorized is a coordination relationship, not an authority through which command may be
exercised.
ARMY COMMAND AND SUPPORT RELATIONSHIPS
B-15. +Army command and support relationships are similar but not identical to joint command authorities
and relationships. Differences stem from the way Army forces task-organize internally and the need for a
system of support relationships between Army forces. Another important difference is the requirement for
Army commanders to handle the administrative support requirements that meet the needs of Soldiers.
These differences allow for flexible allocation of Army capabilities within various Army echelons. Army
command and support relationships are the basis for building Army task organizations. Certain
responsibilities are inherent in the Army's command and support relationships.
ARMY COMMAND RELATIONSHIPS
B-16. +Army command relationships define superior and subordinate relationships between unit
commanders. By specifying a chain of command, command relationships unify effort and enable
commanders to use subordinate forces with maximum flexibility. Army command relationships identify the
degree of control of the gaining Army commander. The type of command relationship often relates to the
expected longevity of the relationship between the headquarters involved and quickly identifies the degree
of support that the gaining and losing Army commanders provide. Army command relationships include—
z
Organic.
z
Assigned.
z
Attached.
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FM 6-0, C1
B-3
Appendix B
z
Operational control.
z
Tactical control.
(See table B-2 on page B-5 for Army command relationships.)
Organic
B-17. Organic forces are those assigned to and forming an essential part of a military organization as listed
in its table of organization for the Army, Air Force, and Marine Corps, and are assigned to the operating
forces for the Navy (JP 1). Joint command relationships do not include organic because a joint force
commander is not responsible for the organizational structure of units. That is a Service responsibility.
B-18. The Army establishes organic command relationships through organizational documents such as
tables of organization and equipment and tables of distribution and allowances. If temporarily
task-organized with another headquarters, organic units return to the control of their organic headquarters
after completing the mission. To illustrate, within a brigade combat team, the entire brigade is organic. In
contrast, within most modular support brigades, there is a “base” of organic battalions and companies and a
variable mix of assigned and attached battalions and companies.
Assigned
B-19. Assign is to place units or personnel in an organization where such placement is relatively permanent,
and/or where such organization controls and administers the units or personnel for the primary function, or
greater portion of the functions, of the unit or personnel
(JP
3-0). Unless specifically stated, this
relationship includes administrative control.
Attached
B-20. Attach is the placement of units or personnel in an organization where such placement is relatively
temporary (JP 3-0). A unit that is temporarily placed into an organization is attached.
Operational Control
B-21. Operational control is the authority to perform those functions of command over subordinate forces
involving organizing and employing commands and forces, assigning tasks, designating objectives, and
giving authoritative direction necessary to accomplish the mission (JP 1). +OPCON may be exercised by
commanders at any echelon at or below the level of combatant command and may be delegated within the
command.
Tactical Control
B-22. Tactical control is the authority over forces that is limited to the detailed direction and control of
movements or maneuvers within the operational area necessary to accomplish missions or tasks assigned
(JP 1). Tactical control allows commanders below combatant command level to apply force and direct
tactical use of logistic assets but does not provide authority to change organizational structure or direct
administrative and logistical support.
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+Command and Support Relationships
Table B-2. +Army command relationships
Then inherent responsibilities:
Can
Unless
impose on
If
Establish/
Have
modified,
Are
Have
gained unit
relation-
May be task-
Provide
maintain
command
ADCON
assigned
priorities
further
organized
liaison
communi-
ship is:
relation-
responsi-
position
establish-
command
by:1
to:
cations
ship with:
bility goes
or AO by:
ed by:
or support
with:
through:
relation-
ship of:
All organic
Attached;
Army HQ
forces
OPCON;
specified in
Organic
Organic
Organic
organized
Organic HQ
N/A
N/A
TACON;
organizing
HQ
HQ
with the
GS; GSR;
document
HQ
R; DS
As
ASCC or
OPCON
As required
Gaining
Gaining
required
As required
Service-
Assigned
Gaining HQ
chain of
by OPCON
unit
Army HQ
by
by OPCON
assigned
command
HQ
OPCON
HQ
Attached;
As
Unit to
OPCON;
Gaining
Gaining
Gaining
required
Gaining
Attached
Gaining unit
which
TACON;
unit
Army HQ
unit
by gaining
unit
attached
GS; GSR;
unit
R; DS
Parent unit
and gaining
As
As required
OPCON;
unit; gaining
Gaining
Gaining
required
by gaining
Gaining
TACON;
OPCON
unit may
Parent unit
unit
unit
by gaining
unit and
unit
GS; GSR;
pass
unit
parent unit
R; DS
OPCON to
lower HQ1
As
As required
Gaining
Gaining
required
by gaining
Gaining
TACON;GS
TACON
Parent unit
Parent unit
unit
unit
by gaining
unit and
unit
GSR; R; DS
unit
parent unit
Note: 1 In NATO, the gaining unit may not task-organize a multinational force. (See TACON.)
ADCON administrative control
HQ
headquarters
AO
area of operations
N/A
not applicable
ASCC
Army Service component command
NATO
North Atlantic Treaty Organization
DS
direct support
OPCON operational control
GS
general support
R
reinforcing
GSR
general support-reinforcing
TACON
tactical control
ARMY SUPPORT RELATIONSHIPS
B-23. Table B-3 on page B-6 lists Army support relationships. Army support relationships are not a
command authority and are more specific than joint support relationships. Commanders establish support
relationships when subordination of one unit to another is inappropriate. Army support relationships are—
z
Direct support.
z
General support.
z
Reinforcing.
z
General support-reinforcing.
B-24. Commanders assign a support relationship when—
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FM 6-0, C1
B-5
Appendix B
z
The support is more effective if a commander with the requisite technical and tactical expertise
controls the supporting unit rather than the supported commander.
z
The echelon of the supporting unit is the same as or higher than that of the supported unit. For
example, the supporting unit may be a brigade, and the supported unit may be a battalion. It
would be inappropriate for the brigade to be subordinated to the battalion; hence, the echelon
uses an Army support relationship.
z
The supporting unit supports several units simultaneously. The requirement to set support
priorities to allocate resources to supported units exists. Assigning support relationships is one
aspect of mission command.
Table B-3. +Army support relationships
Then inherent responsibilities:
Can
Are
impose on
If
Establish/
Have
May be
Receive
assigned
Have
gained
relation-
maintain
command
task-
sustain-
position or
Provide
priorities
unit
communi-
ship is:
relation-
organized
ment
an area of
liaison to:
established
further
cations
ship with:
by:
from:
operations
by:
support
with:
by:
relation-
ship of:
Parent
Direct
Parent
Parent
Parent
Supported
Supported
unit;
Supported
See note1
support1
unit
unit
unit
unit
unit
supported
unit
unit
Parent
Reinforced
Reinforc-
Parent
Parent
Parent
Reinforced
Reinforced
unit;
Not
unit; then
ing
unit
unit
unit
unit
unit
reinforced
applicable
parent unit
unit
General
Reinforced
Reinforced
Parent unit;
support-
Parent
Parent
Parent
unit and as
unit and as
then
Not
Parent unit
reinforc-
unit
unit
unit
required by
required by
reinforced
applicable
ing
parent unit
parent unit
unit
As
As
General
Parent
Parent
Parent
Not
Parent unit
required by
required by
Parent unit
support
unit
unit
unit
applicable
parent unit
parent unit
Note: 1 Commanders of units in direct support may further assign support relationships between their subordinate units
and elements of the supported unit after coordination with the supported commander.
B-25. Army support relationships allow supporting commanders to employ their units’ capabilities to
achieve results required by supported commanders. Support relationships are graduated from an exclusive
supported and supporting relationship between two units—as in direct support—to a broad level of support
extended to all units under the control of the higher headquarters—as in general support (GS). Support
relationships do not alter administrative control. Commanders specify and change support relationships
through task organization.
B-26. +Direct support is a support relationship requiring a force to support another specific force and
authorizing it to answer directly to the supported force’s request for assistance (ADRP 5-0). A unit assigned
a direct support relationship retains its command relationship with its parent unit, but is positioned by and
has priorities of support established by the supported unit. (Joint doctrine considers direct support a mission
rather than a support relationship.) A field artillery unit in DS of a maneuver unit is concerned primarily
with the fire support needs of only that unit. The fires cell of the supported maneuver unit plans and
coordinates fires to support the maneuver commander’s intent. The commander of a unit in DS
recommends position areas and coordinates for movement clearances where his unit can best support the
maneuver commander’s concept of the operation.
B-27. +General support is that support which is given to the supported force as a whole and not to any
particular subdivision thereof
(JP 3-09.3). Units assigned a GS relationship are positioned and have
priorities established by their parent unit. A field artillery unit assigned in GS of a force has all of its fires
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+Command and Support Relationships
under the immediate control of the supported commander or his designated force field artillery
headquarters.
B-28. +Reinforcing is a support relationship requiring a force to support another supporting unit
(ADRP 5-0). Only like units (for example, artillery to artillery) can be given a reinforcing mission. A unit
assigned a reinforcing support relationship retains its command relationship with its parent unit, but is
positioned by the reinforced unit. A unit that is reinforcing has priorities of support established by the
reinforced unit, then the parent unit. For example, when a DS field artillery battalion requires more fires to
meet maneuver force requirements, another field artillery battalion may be directed to reinforce the DS
battalion.
B-29. General support-reinforcing is a support relationship assigned to a unit to support the force as a
whole and to reinforce another similar-type unit (ADRP 5-0). A unit assigned a general support-reinforcing
(GSR) support relationship is positioned and has priorities established by its parent unit and secondly by
the reinforced unit. For example, an artillery unit that has a GSR mission supports the force as a whole and
provides reinforcing fires for other artillery units.
ADMINISTRATIVE CONTROL
B-30. Administrative control is direction or exercise of authority over subordinate or other organizations in
respect to administration and support
(JP
1). Administrative control is not a command or support
relationship; it is a Service authority. It is exercised under the authority of and is delegated by the Secretary
of the Army. Administrative control (ADCON) is synonymous with the Army’s Title 10 authorities and
responsibilities.
B-31. ADCON responsibilities of Army forces involve the entire Army, and they are distributed between
the Army generating force and operating forces. The generating force consists of those Army organizations
whose primary mission is to generate and sustain the operational Army’s capabilities for employment by
joint force commanders. Operating forces consist of those forces whose primary missions are to participate
in combat and the integral supporting elements thereof. Often, commanders in the operating force and
commanders in the generating force subdivide specific responsibilities. Army generating force capabilities
and organizations are linked to operating forces through co-location and reachback.
B-32. +The Army Service component commander (ASCC) is always the senior Army headquarters
assigned to a combatant command. Its commander exercises command authorities as assigned by the
combatant commander and ADCON as delegated by the Secretary of the Army. ADCON is the Army’s
authority to administer and support Army forces even while in a combatant command area of
responsibility. Combatant command (command authority) is the basic authority for command and control
of the same Army forces. The Army is obligated to meet the combatant commander’s requirements for the
operational forces. Essentially, ADCON directs the Army’s support of operational force requirements.
Unless modified by the Secretary of the Army, administrative responsibilities normally flow from
Department of the Army through the ASCC to those Army forces assigned or attached to that combatant
command. ASCCs usually “share” ADCON for at least some administrative or support functions. “Shared
ADCON” refers to the internal allocation of Title 10, U.S. Code, section 3013(b) responsibilities and
functions. This is especially true for Reserve Component forces. Certain administrative functions, such as
pay, stay with the Reserve Component headquarters, even after unit mobilization. Shared ADCON also
applies to direct reporting units of the Army that typically perform single or unique functions. The direct
reporting unit, rather than the ASCC, typically manages individual and unit training for these units. The
Secretary of the Army directs shared ADCON.
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Appendix C
Plans and Orders Formats
This appendix provides guidance for building simple, flexible plans through mission
orders. It lists the different types of plans and orders, including those joint plans and
orders that Army forces may receive from a joint force headquarters. Next, this
appendix lists characteristics of good plans and orders and provides guidelines to
ensure plans and orders are internally consistent and nested with the higher plan or
order. This appendix concludes with administrative instructions for writing plans and
orders. (See JP 5-0 for detailed guidance on joint operation plans and orders.)
GUIDANCE FOR PLANS
C-1. Planning is the art and science of understanding a situation, envisioning a desired future, and laying
out effective ways of bringing that future about (ADP 5-0.) Based on this understanding and operational
approach, planning continues with the development of a fully synchronized operation plan or order that
arranges potential actions in time, space, and purpose to guide the force during execution.
C-2. A product of planning is a plan or order—a directive for future action. Commanders issue plans and
orders to subordinates to communicate their understanding of the situation and their visualization of an
operation. Plans and orders direct, coordinate, and synchronize subordinate actions and inform those
outside the unit how to cooperate and provide support. To properly understand and execute the joint
commander’s plan, Army commanders and staffs must be familiar with joint planning processes,
procedures, and orders formats. (See JP 3-33 and JP 5-0 for more information on joint planning.)
Note: An Army headquarters (battalion through Army Service component command) uses the
military decisionmaking process (MDMP) and publishes plans and orders in accordance with the
Army plans and orders format.
An Army headquarters that forms the base of a joint task force uses the joint operation planning
process and publishes plans and orders in accordance with the joint format (see JP 5-0 and
CJCSM 3122.05).
An Army headquarters (such as an Army corps) that provides the base of a joint force or
coalition forces land component command headquarters will participate in joint planning and
receive a joint formatted plan or order. This headquarters then has the option to use the MDMP
or joint operations planning process to develop its own supporting plan or order. This
headquarters may write the order in either the proper Army or joint format to distribute to
subordinate commands.
BUILDING SIMPLE, FLEXIBLE PLANS
C-3. Simplicity is a principle of joint operations and is vital to effective planning. Effective plans and
orders are simple and direct. Staffs prepare clear, concise, and complete plans and orders to ensure
thorough understanding. They use doctrinally correct operational terms and graphics. Doing this minimizes
chances of misunderstanding. Writing shorter, rather than longer, plans aids in simplicity. Shorter plans are
easier to disseminate, read, and remember.
C-4. Complex plans have a greater potential to fail in execution, since they often rely on intricate
coordination. Operations are always subject to friction. The more detailed the plan, the greater the chances
it will no longer be applicable as friendly, enemy, and civilian actions change the situation throughout an
operation.
5 May 2014
FM 6-0
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Appendix C
C-5. Simple plans require an easily understood concept of operations. Planners also promote simplicity by
minimizing details where possible and by limiting the actions or tasks to what the situation requires.
Subordinates can then develop specifics within the commander’s intent. For example, instead of assigning a
direction of attack, planners can designate an axis of advance.
C-6. Simple plans are not simplistic plans. Simplistic refers to something made overly simple by ignoring
the situation’s complexity. Good plans simplify complicated situations. However, some situations require
more complex plans. Commanders at all levels weigh the apparent benefits of a complex concept of
operations against the risk that subordinates will be unable to understand or follow it adequately.
Commanders prefer simple plans that are easy to understand and execute.
C-7. Flexible plans help units adapt quickly to changing circumstances. Commanders and planners build
opportunities for initiative into plans by anticipating events that allow them to operate inside of the
enemy’s decision cycle or react promptly to deteriorating situations. Identifying decision points and
designing branches ahead of time—combined with a clear commander’s intent—help create flexible plans.
Incorporating control measures to reduce risk also makes plans more flexible. For example, a commander
may hold a large, mobile reserve to compensate for the lack of information concerning an anticipated
enemy attack.
MISSION ORDERS
C-8. Commanders stress the importance of mission orders as a way of building simple, flexible plans.
Mission orders are directives that emphasize to subordinates the results to be attained, not how they are to
achieve them (ADP 6-0). Mission orders focus on what to do and the purpose of doing it without
prescribing exactly how to do it. Commanders establish control measures to aid cooperation among forces
without imposing needless restrictions on freedom of action. Mission orders contribute to flexibility by
allowing subordinates the freedom to seize opportunities or react effectively to unforeseen enemy actions
and capabilities.
C-9. Mission orders follow the five-paragraph format (situation, mission, execution, sustainment, and
command and signal) and are as brief and simple as possible. Mission orders clearly convey the unit’s
mission and commander’s intent. Mission orders summarize the situation (current or anticipated starting
conditions), provide the key tasks, describe the operation’s objectives and end state (desired conditions),
and provide a simple concept of operations to accomplish the unit’s mission. When assigning tasks to
subordinate units, mission orders include all components of a task statement: who, what, when, where, and
why. However, commanders particularly emphasize the purpose (why) of the tasks to guide (along with the
commander’s intent) disciplined initiative. Effective plans and orders foster mission command by—
z
Describing the situation to create a shared understanding.
z
Conveying the commander’s intent and concept of operations.
z
Assigning tasks to subordinate units and stating the purposes for conducting these tasks.
z
Providing the control measures necessary to synchronize the operation while retaining the
maximum freedom of action for subordinates.
z
Task-organizing forces and allocating resources.
z
Directing preparation activities and establishing times or conditions for execution.
C-10. Mission orders contain the proper level of detail; they are neither so detailed that they stifle initiative
nor so general that they provide insufficient direction. The proper level depends on each situation and is not
easy to determine. Some phases of operations require tighter control over subordinate elements than others
require. An air assault’s air movement and landing phases, for example, require precise synchronization. Its
ground maneuver plan may require less detail. As a rule, the base plan or order contains only the specific
information required to provide the guidance to synchronize combat power at the decisive time and place
while allowing subordinates as much freedom of action as possible. Commanders rely on disciplined
initiative and coordination to act within the commander’s intent and concept of operations. The attachments
to the plan or order contain details regarding the situation and instructions necessary for synchronization.
C-2
FM 6-0
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Plans and Orders Formats
TYPES OF PLANS AND ORDERS
C-11. Generally, a plan is developed well in advance of execution and is not executed until directed. A plan
becomes an order when directed for execution based on a specific time or an event. Some planning results
in written orders complete with attachments. Other planning results in brief fragmentary orders
(FRAGORDs) issued verbally and followed in writing. Operation plans (OPLANs) and orders follow the
five-paragraph format.
TYPES OF PLANS
C-12. Plans come in many forms and vary in scope, complexity, and length of planning horizons. Strategic
plans establish national and multinational military objectives and include ways to achieve those objectives.
Operational-level or campaign plans cover a series of related military operations aimed at accomplishing a
strategic or operational objective within a given time and space. Tactical plans cover the employment of
units in operations, including the ordered arrangement and maneuver of units in relation to each other and
to the enemy within the framework of an operational-level or campaign plan. There are several types of
plans:
z
Campaign plan.
z
Operation plan.
z
Supporting plan.
z
Concept plan.
z
Branch.
z
Sequel.
C-13. A campaign plan is a joint operation plan for a series of related major operations aimed at achieving
strategic or operational objectives within a given time and space (JP 5-0). Developing and issuing a
campaign plan is appropriate when the contemplated simultaneous or sequential military operations exceed
the scope of a single major operation. Only joint force commanders develop campaign plans.
C-14. An operation plan is 1. Any plan for the conduct of military operations prepared in response to actual
and potential contingencies. 2. A complete and detailed joint plan containing a full description of the
concept of operations, all annexes applicable to the plan, and a time-phased force and deployment data.
(JP 5-0). An OPLAN may address an extended period connecting a series of objectives and operations, or it
may be developed for a single part or phase of a long-term operation. An OPLAN becomes an operation
order when the commander sets an execution time or designates an event that triggers the operation.
C-15. A supporting plan is an operation plan prepared by a supporting commander, a subordinate
commander, or an agency to satisfy the requests or requirements of the supported commander’s plan
(JP 5-0). For example, the Army commander develops a supporting plan for how Army forces will support
the joint force commander’s campaign plan or OPLAN.
C-16. In the context of joint operation planning level 3 planning detail, a concept plan is an operation plan
in an abbreviated format that may require considerable expansion or alteration to convert it into a complete
operation plan or operation order (JP 5-0). Often branches and sequels are written as concept plans. As time
and the potential allow for executing a particular branch or sequel, these concept plans are developed in
detail into OPLANs.
C-17. A branch is the contingency options built into the base plan used for changing the mission,
orientation, or direction of movement of a force to aid success of the operation based on anticipated events,
opportunities, or disruption caused by enemy actions and reactions (JP 5-0). Branches add flexibility to
plans by anticipating situations that could alter the basic plan (See paragraph C-35 for a discussion on the
basic plan). Such situations could be a result of adversary action, availability of friendly capabilities or
resources, or even a change in the weather or season within the area of operations.
C-18. A sequel is the subsequent major operation or phase based on the possible outcomes (success,
stalemate, or defeat) of the current major operation or phase (JP 5-0). For every action or major operation
that does not accomplish a strategic or operational objective, there should be a sequel for each possible
outcome, such as win, lose, draw, or decisive win.
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Appendix C
TYPES OF ORDERS
C-19. An order is a communication—verbal, written, or signaled—which conveys instructions from a
superior to a subordinate. Commanders issue orders verbally or in writing. The five-paragraph format
(situation, mission, execution, sustainment, and command and signal) remains the standard for issuing
orders. The technique used to issue orders (verbal or written) is at the discretion of the commander; each
technique depends on time and the situation. Army organizations use three types of orders:
z
Operation order (OPORD).
z
Fragmentary order (FRAGORD).
z
Warning order (WARNORD).
C-20. An operation order is a directive issued by a commander to subordinate commanders for the purpose
of effecting the coordinated execution of an operation (JP 5-0). Commanders issue OPORDs to direct the
execution of long-term operations as well as the execution of discrete short term operations within the
framework of a long-range OPORD. An example of the proper naming convention for an OPORD is
“OPORD 3411 (OPERATION DESERT DRAGON) (UNCLASSIFIED).”
C-21. A fragmentary order is an abbreviated form of an operation order issued as needed after an operation
order to change or modify that order or to execute a branch or sequel to that order (JP 5-0). FRAGORDs
include all five OPORD paragraph headings and differ from OPORDs only in the degree of detail provided.
An example of the proper naming convention for a FRAGORD to an OPORD is “FRAGORD 11 to
OPORD 3411 (OPERATION DESERT DRAGON) (UNCLASSIFIED).” If a FRAGORD contains an
entire annex, then the proper naming convention for the annex would be “Annex A (Task Organization) to
FRAGORD 12 to OPORD 3411 (OPERATION DESERT DRAGON) (UNCLASSIFIED).”
C-22. A warning order is a preliminary notice of an order or action that is to follow (JP 5-0). WARNORDs
follow the five-paragraph format and help subordinate units and staffs prepare for new missions by
describing the situation, providing initial planning guidance, and directing preparation activities. For
example, the proper naming convention for WARNORD number 8 is “WARNORD #8.”
C-23. In addition to the types of orders in paragraphs C-19 through C-22, Army forces may receive the
following types of orders from a joint headquarters:
z
Planning order.
z
Alert order.
z
Execute order.
z
Prepare-to-deploy order.
(See JP 5-0 for clarification and guidance on these orders.)
VERBAL ORDERS
C-24. Commanders use verbal orders when operating in an extremely time-constrained environment. These
orders offer the advantage of rapid distribution, but they risk important information being overlooked or
misunderstood. Verbal orders are usually followed by written FRAGORDs.
WRITTEN ORDERS
C-25. Commanders issue written plans and orders that contain both text and graphics. Graphics convey
information and instructions through military symbols. They complement the written portion of a plan or an
order and promote clarity, accuracy, and brevity. Staffs often develop and disseminate written orders
electronically to shorten the time needed to gather and brief the orders group. Staffs can easily edit and
modify electronically produced orders. They can send the same order to multiple recipients simultaneously.
Using computer programs to develop and disseminate precise, corresponding graphics adds to the
efficiency and clarity of the orders process. (See ADRP 1-02 for a list of approved symbols.)
C-26. Electronic editing makes importing text and graphics into orders easy. Unfortunately, such ease can
result in orders becoming unnecessarily large without added operational value. Commanders need to ensure
that orders contain only that information needed to facilitate effective execution. Orders should not
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Plans and Orders Formats
regurgitate unit standard operating procedures (SOPs). They should be clear, concise, and relevant to the
mission.
CHARACTERISTICS OF EFFECTIVE PLANS AND ORDERS
C-27. The amount of detail provided in a plan or order depends on several factors, including the cohesion
and experience of subordinate units and complexity of the operation. Effective plans and orders encourage
subordinates’ initiative by providing the “what” and “why” of tasks to subordinate units; they leave how to
perform the tasks to subordinates. To maintain clarity and simplicity, planners keep the base plan or order
as short and concise as possible. They address detailed information and instructions in attachments as
required.
C-28. Effective plans and orders are simple and direct to reduce misunderstanding and confusion. The
situation determines the degree of simplicity required. Simple plans executed on time are better than
detailed plans executed late. Commanders at all echelons weigh potential benefits of a complex concept of
operations against the risk that subordinates will fail to understand it. Multinational operations mandate
simplicity due to the differences in language, doctrine, and culture. The same applies to operations
involving interagency and nongovernmental organizations.
C-29. Effective plans and orders reflect authoritative and positive expression through the commander’s
intent. As such, the language is direct and affirmative. An example of this is, “The combat trains will
remain in the assembly area” instead of “The combat trains will not accompany the unit.” Effective plans
and orders directly and positively state what the commander wants the unit and its subordinate units to do
and why.
C-30. Effective plans and orders avoid meaningless expressions, such as “as soon as possible.” Indecisive,
vague, and ambiguous language leads to uncertainty and lack of confidence.
C-31. Effective plans and orders possess brevity and clarity. These plans use short words, sentences, and
paragraphs. Plans use acronyms unless clarity is hindered. They do not include material covered in SOPs,
but refer to those SOPs instead. Brief and clear orders use doctrinally correct terms and symbols, avoid
jargon, and eliminate every opportunity for misunderstanding the commander’s exact, intended meaning.
C-32. Effective plans and orders contain assumptions. This helps subordinates and others better understand
the logic behind a plan or order and facilitates the preparation of branches and sequels.
C-33. Effective plans and orders incorporate flexibility. There is room built into the plan to adapt and make
adjustments to counter unexpected challenges and seize opportunities. Effective plans and orders identify
decision points and proposed options at those decision points to build flexibility.
C-34. Effective plans and orders exercise timeliness. Plans and orders sent to subordinates promptly allow
subordinates to collaborate, plan, and prepare their own actions.
ADMINISTRATIVE INSTRUCTIONS
C-35. The following information pertains to administrative instructions for preparing all plans and orders.
Unless otherwise stated, the term order refers to both plans and orders. The term base order refers to the
main body of a plan or order without attachments.
C-36. Regardless of echelon, all orders adhere to the same guidance. Order writers show all paragraph
headings on written orders. A paragraph heading with no text will state “None” or “See [attachment type]
[attachment letter or number].” In this context, attachment is a collective term for annex, appendix, tab, and
exhibit.
C-37. The base order and all attachments follow a specific template for the paragraph layout. Every order
follows the five-paragraph format. Order writers underline and bold the titles of these five paragraphs:
Situation, Mission, Execution, Sustainment, and Command and Signal. For example,
“situation” is
Situation. All subparagraphs and subtitles begin with capital letters and are underlined. For example,
“concept of operations” is Concept of Operations.
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Appendix C
C-38. When a paragraph is subdivided, it must have at least two subdivisions. The tabs are set at 0.25
inches and the space is doubled between paragraphs. Subsequent lines of text for each paragraph may be
flush left or equally indented at the option of the chief of staff or executive officer, as long as they are
consistent throughout the order. (See figure C-1.)
1. Title. Text.
a. Title. Text.
b. Title. Text.
(1) Title. Text.
(2) Title. Text.
(a) Title. Text.
(b) Title. Text
1. Title. Text.
2. Title Text.
2. Title. Text. (Follow the same subparagraph format as above.)
Figure C-1. Paragraph layout for plans and orders
ACRONYMS AND ABBREVIATIONS
C-39. Order writers use acronyms and abbreviations to save time and space, if these acronyms and
abbreviations do not cause confusion. However, order writers do not sacrifice clarity for brevity. Order
writers keep acronyms and abbreviations consistent throughout the order and its attachments. They do not
use acronyms and abbreviations not found in ADRP 1-02 or JP 1-02. Before using an entire acronym or
abbreviation, at its first use in the document order writers use the full form of the term and then place the
acronym or abbreviation between parentheses immediately after the term. After this first use, they use the
acronym or abbreviation throughout the document.
DIGITAL DISPLAY AND COMMON ACCESS TO INFORMATION
C-40. To ensure standardization and the ability to understand the common operational picture (COP),
commanders must designate the standardized system to display, access, and share information.
Commanders also designate which COP the command will use to gain shared understanding.
PLACE AND DIRECTION DESIGNATIONS
C-41. Order writers describe locations or points on the ground by—
z
Providing the map datum used throughout the order.
z
Referring to military grid reference system coordinates.
z
Referring to longitude and latitude, if available maps do not have the military grid reference
system.
C-42. Order writers designate directions in one of two ways:
z
As a point of the compass (for example, north or northeast).
z
As a magnetic, grid, or true bearing, stating the unit of measure (for example, 85 degrees
[magnetic]).
C-43. When first mentioning a place or feature on a map, order writers print the name in capital letters
exactly as spelled on the map and show its complete grid coordinates (grid zone designator, 100-kilometer
grid square, and four-, six-, eight-, or ten-digit grid coordinates) in parentheses after it. When first using a
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Plans and Orders Formats
control measure (such as a contact point), order writers print the name or designation of the point followed
by its complete grid coordinates in parentheses. Thereafter, they repeat the coordinates only for clarity.
C-44. Order writers describe areas by naming the northernmost (12 o’clock) point first and the remaining
points in clockwise order. They describe positions from left to right and from front to rear, facing the
enemy. To avoid confusion, order writers identify flanks by compass directions, rather than right or left of
the friendly force.
C-45. If the possibility of confusion exists when describing a route, order writers add a compass direction
for clarity (for example, “The route is northwest along the road LAPRAIRIE-DELSON.”). If a particular
route already has a planning name, such as main supply route SPARTAN, order writers refer to the route
using only that designator.
C-46. Order writers designate trails, roads, and railroads by the names of places along them or with grid
coordinates. They precede place names with a trail, road, or railroad (for example, “road GRANT-
CODY”). Order writers designate the route for a movement by listing a sequence of grids from the start
point to the release point. Otherwise, they list the sequence of points from left to right or front to rear,
facing the enemy.
C-47. Order writers identify riverbanks as north, south, east, or west. In wet gap-crossing operations, they
identify riverbanks as either near or far.
NAMING CONVENTIONS
C-48. Unit SOPs normally designate naming conventions for graphics. Otherwise, planners select them.
For clarity, order writers avoid multiword names, such as “Junction City.” Simple names are better than
complex ones. To ensure operations security, order writers avoid assigning names that could reveal unit
identities, such as the commander’s name or the unit’s home station. They do not name sequential phase
lines and objectives in alphabetical order. For memory aids, order writers use sets of names designated by
the type of control measure or subordinate unit. For example, the division might use colors for objective
names and minerals for phase line names.
CLASSIFICATION MARKINGS
C-49. AR 380-5 contains detailed information on marking documents, transmitting procedures, and other
classification instructions. Each page and portions of the text on that page will be marked with the
appropriate abbreviation (“TS” for TOP SECRET, “S” for SECRET, “C” for CONFIDENTIAL, or “U” for
UNCLASSIFIED). Order writers place classification markings at the top and bottom of each page. All
paragraphs must have the appropriate classification marking immediately following the alphanumeric
designation of the paragraph (preceding the first word if the paragraph is not numbered).
C-50. The “For Official Use Only” acronym, FOUO, will be used in place of “U” when a portion is
UNCLASSIFIED but contains FOUO information. FOUO is a designation that is applied to unclassified
information which is exempt from mandatory release to the public under the Freedom of Information Act.
AR 25-55 contains the definition and policy application of FOUO markings. (See chapter 3 in this manual
for more details on information protection.)
C-51. Leaders may have to handle Department of State information. Sensitive But Unclassified (SBU)
information is information originating from within the Department of State. This information requires
protection and administrative control. It meets the criteria for exemption from mandatory public disclosure
under the Freedom of Information Act. The Department of State does not require that SBU information be
specifically marked, but does require that holders of this information are aware of the need for control
measures and protection. When including SBU information in Department of Defense documents, these
documents will be marked as if the information were FOUO. (See AR 380-5 for more information.)
C-52. The Army continues its involvement in numerous multinational commitments and operations. This
involves an understanding of how commanders may release to or withhold information from select unified
action partners. Intelligence information previously marked
“Not Releasable To Foreign Nationals”
(NOFORN) continues to be non-releasable to foreigners and must be referred to the originator. NOFORN
is not authorized for new classification decisions. A limited amount of information will contain the marking
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Appendix C
“U.S. ONLY”. This information cannot be shared with any foreign government. (See AR 380-5 for more
details. See local SOPs for classification and dissemination guidance.)
EXPRESSING UNNAMED DATES AND HOURS
C-53. Order writers use specific letters to designate unnamed dates and times in plans and orders. (See
table C-1.)
Table C-1. Designated letters for dates and times
Term
Designates
C-Day
The unnamed day on which a deployment operation commences or is to
commence (JP 5-0).
D-day
The unnamed day on which a particular operation commences or is to
commence (JP 3-02).
F-hour
The effective time of announcement by the Secretary of Defense to the
Military Departments of a decision to mobilize reserve units (JP 3-02).
H-hour
The specific hour on D-Day at which a particular operation commences
(JP 5-0).
L-hour
The specific hour on C-day at which a deployment operation commences
or is to commence (JP 5-0).
M-day
The term used to designate the unnamed day on which full mobilization
commences or is due to commence (JP 3-02).
N-day
The unnamed day an active duty unit is notified for deployment or
redeployment (JP 3-02).
P-hour
The specific hour on D-day at which a parachute assault commences
with the exit of the first Soldier from an aircraft over a designated
drop zone. P-hour may or may not coincide with H-hour.
R-day
Redeployment day. The day on which redeployment of major combat,
combat support, and combat service support forces begins in an operation
(JP 3-02).
S-day
The day the President authorizes Selective reserve callup (not more than
200,000) (JP 3-02).
T-day
The effective day coincident with Presidential declaration of national
emergency and authorization of partial mobilization (not more than
1,000,000 personnel exclusive of the 200,000 callup) (JP 3-02).
W-day
Declared by the President, W-day is associated with an adversary decision
to prepare for war (unambiguous strategic warning) (JP 3-02).
EXPRESSING TIME
C-54. The effective time for implementing the plan or order is the same as the date-time group of the order.
Order writers express the date and time as a six-digit date-time group. The first two digits indicate the day
of the month; the next four digits indicate the time. The letter at the end of the time indicates the time zone.
Staffs add the month and year to the date-time group to avoid confusion. For example, a complete date-time
group for 6 August 20XX at 1145 appears as 061145Z August 20XX.
C-55. If the effective time of any portion of the order differs from that of the order, staffs identify those
portions at the beginning of the coordinating instructions (in paragraph 3). For example, order writers may
use “Effective only for planning on receipt” or “Task organization effective 261300Z May 20XX.”
C-56. Order writers express all times in a plan or order in terms of one time zone, for example ZULU (Z)
or LOCAL. (Order writers do not abbreviate local time as [L]. The abbreviation for the LIMA time is L.)
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Plans and Orders Formats
Staffs include the appropriate time zone indicator in the heading data and mission statement. For example,
the time zone indicator for Central Standard Time in the continental United States is SIERRA. When
daylight savings time is in effect, the time zone indicator for Central Standard Time is ROMEO. The
relationship of local time to ZULU time, not the geographic location, determines the time zone indicator to
use.
C-57. When using inclusive dates, staffs express them by writing both dates separated by a dash (6-9
August 20XX or 6 August-6 September 20XX). They express times in the 24-hour clock system by means
of four-digit Arabic numbers, including the time zone indicator.
IDENTIFYING PAGES
C-58. Staffs identify pages following the first page of plans and orders with a short title identification
heading located two spaces under the classification marking. They include the number
(or letter)
designation of the plan, and the issuing headquarters. For example, OPLAN 09-15-23d AD (U) or Annex B
(Intelligence) to OPLAN 09-15-23rd AD (U).
NUMBERING PAGES
C-59. Order writers use the following convention to indicate page numbers:
z
Order writers number the pages of the base order and each attachment separately beginning on
the first page of each attachment. They use a combination of alphanumeric designations to
identify each attachment.
z
Order writers use Arabic numbers only to indicate page numbers. They place page numbers after
the alphanumeric designation that identifies the attachment. (Use Arabic numbers without any
proceeding alphanumeric designation for base order page numbers.) For example, the
designation of the third page to Annex C is C-3. Order writers assign each attachment either a
letter or Arabic number that corresponds to the letter or number in the attachment’s short title.
They assign letters to annexes, Arabic numbers to appendixes, letters to tabs, and Arabic
numbers to exhibits. For example, the designation of the third page to Appendix 5 to Annex C is
C-5-3.
z
Order writers separate elements of the alphanumeric designation with hyphens. For example, the
designation of the third page of exhibit 2 to Tab B to Appendix 5 to Annex C is C-5-B-2-3.
ATTACHMENTS (ANNEXES, APPENDIXES, TABS, AND EXHIBITS)
C-60. Attachments (annexes, appendixes, tabs, and exhibits) are information management tools. They
simplify orders by providing a structure for organizing information. However, even when attachments are
used, an effective base order contains enough information to be executed without them. The organizational
structure for attachments to Army OPLANs and OPORDs is in table C-2 on page C-17 through C-21.
C-61. Attachments are part of an order. Using them increases the base order’s clarity and usefulness by
keeping the base order or plan short. Attachments include information (such as sustainment), administrative
support details, and instructions that expand upon the base order.
C-62. Commanders and staffs are not required to develop all attachments listed in table C-2on pages C-17
through C-21. The number and type of attachments depend on the commander, level of command, and
complexity or needs of a particular operation. Minimizing the number of attachments keeps the order
consistent with completeness and clarity. If the information relating to an attachment’s subject is brief, the
order writer places the information in the base order and “omits” the attachment. (See paragraph C-64 for
information on omitting attachments.)
C-63. Staffs list attachments under an appropriate heading at the end of the document they expand. For
example, they list annexes at the end of the base order, appendixes at the end of annexes, and so forth.
Paragraph C-68 and table C-2 (on pages C-17 through C-21) provide the required sequence of attachments
at the end of the base plan or order.
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C-9
Appendix C
C-64. Army OPLANs or OPORDs do not use Annexes I and O as attachments. Army orders label these
annexes “Not Used.” Annexes T, X, and Y are available for use and are labeled as “Spare.” If the
commander needs to use any of these three spare annexes (T, X, Y), orders writers use the same attachment
format as described as figure C-3 on page C-22 and C-23. When an attachment required by doctrine or an
SOP is unnecessary, staffs indicate this by stating, “Type of attachment and its alphanumeric identifier
omitted.” For example, the order writer would state, “Annex R (Reports) omitted.” If the situation requires
an additional attachment not provided in table C-2 leaders can add to this structure. For example, if there is
a requirement to add an additional tab to Appendix 1 (Intelligence Estimate) to Annex B (Intelligence), the
order writer would label that additional attachment as Tab E
(Attachment name) to Appendix
1
(Intelligence Estimate) to Annex B (Intelligence).
C-65. Staffs refer to attachments by letter or number and title. They use the following naming conventions:
z
Annexes. Staffs designate annexes with capital letters, for example, Annex D (Fires) to OPORD
09 06—1 ID.
z
Appendixes. Staffs designate appendixes with Arabic numbers, for example, Appendix
1
(Intelligence Estimate) to Annex B (Intelligence) to OPORD 09-06—1 ID.
z
Tabs. Staffs designate tabs with capital letters, for example, Tab B (Target Synchronization
Matrix) to Appendix 3 (Targeting) to Annex D (Fires) to OPORD 09-06—1 ID.
z
Exhibits. Staffs designate exhibits with Arabic numbers, for example, Exhibit
1 (Traffic
Circulation and Control) to Tab C (Transportation) to Appendix 1 (Logistics) to Annex F
(Sustainment) to OPORD 09-06—1 ID.
C-66. If an attachment has wider distribution than the base order or is issued separately, the attachment
requires a complete heading and acknowledgment instructions. When staffs distribute attachments with the
base order, these elements are not required.
EXAMPLES AND PROCEDURES FOR CREATING PLANS, ORDERS,
AND ANNEXES
C-67. All plans and orders follow the five-paragraph order format. Attachments also follow the
five-paragraph format except matrixes, overlays, and lists. The example in figure C-2 provides the format
and instructions for developing the base OPLAN or OPORD.
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Plans and Orders Formats
[CLASSIFICATION]
Place the classification at the top and bottom of every page of the OPLAN or OPORD. Place the
classification marking at the front of each paragraph and subparagraph in parentheses. Refer to
AR 380-5 for classification and release marking instructions.
Copy ## of ## copies
Issuing headquarters
Place of issue
Date-time group of signature
Message reference number
The first line of the heading is the copy number assigned by the issuing headquarters. Maintain a log of
specific copies issued to addressees. The second line is the official designation of the issuing
headquarters (for example, 1st Infantry Division). The third line is the place of issue. It may be a code
name, postal designation, or geographic location. The fourth line is the date or date-time group that the
plan or order was signed or issued and becomes effective unless specified otherwise in the coordinating
instructions. The fifth line is a headquarters internal control number assigned to all plans and orders in
accordance with unit standard operating procedures (SOPs).
OPERATION PLAN/ORDER [number] [(code name)] [(classification of title)]
Example: OPORD 3411 (OPERATION DESERT DRAGON) (UNCLASSIFIED)
Number plans and orders consecutively by calendar year. Include code name, if any.
(U) References: List documents essential to understanding the OPLAN or OPORD. List references
concerning a specific function in the appropriate attachments.
(a) List maps and charts first. Map entries include series number, country, sheet names, or numbers,
edition, and scale.
(b) List other references in subparagraphs.
(U) Time Zone Used Throughout the OPLAN/OPORD: State the time zone used in the area of
operations during execution. When the OPLAN or OPORD applies to units in different time zones, use
Greenwich Mean (ZULU) Time.
(U) Task Organization: Describe the organization of forces available to the issuing headquarters and
their command and support relationships. Refer to Annex A (Task Organization) if long or complicated.
1. (U) Situation. The situation paragraph describes the conditions of the operational environment that
impact operations in the following subparagraphs:
a. (U) Area of Interest. Describe the area of interest. Refer to Annex B (Intelligence) as required.
b. (U) Area of Operations. Describe the area of operations. Refer to the appropriate map by its
subparagraph under references, for example,
“Map, reference
(b).” See Appendix
2 (Operation
Overlay) to Annex C (Operations) as required.
(1) (U) Terrain. Describe the aspects of terrain that impact operations. Refer to Annex B
(Intelligence) as required.
(2) (U) Weather. Describe the aspects of weather that impact operations. Refer to Annex B
(Intelligence) as required.
[page number]
[CLASSIFICATION]
Figure C-2. Operation plan or operation order format
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Appendix C
CLASSIFICATION]
OPLAN/OPORD [number] [(code name)] [issuing headquarters] [(classification of title)]
Place the classification and title of the OPLAN or OPORD and the issuing headquarters at the top of the
second and any subsequent pages of the base plan or order.
c. (U) Enemy Forces. Identify enemy forces and appraise their general capabilities. Describe the
enemy’s composition, disposition, location, strength, and probable courses of action. Identify
adversaries and known or potential terrorist threats within the area of operations. Refer to Annex B
(Intelligence) as required.
d. (U) Friendly Forces. Briefly identify the missions of friendly forces and the objectives, goals, and
missions of civilian organizations that impact the issuing headquarters in the following subparagraphs:
(1)
(U) Higher Headquarters Mission and Intent. Identify and state the mission and
commander’s intent for headquarters two levels up and one level up from the issuing headquarters.
(a)
(U) Higher Headquarters Two Levels Up. Identify the higher headquarters two
echelons above (for example, Joint Task Force-18).
1. (U) Mission.
2. (U) Commander’s Intent.
(b) (U) Higher Headquarters. Identify the higher headquarters one echelon above (for
example, 1st [U.S.] Armored Division).
1. (U) Mission.
2. (U) Commander’s Intent.
(2) (U) Missions of Adjacent Units. Identify and state the missions of adjacent units and other
units whose actions have a significant impact on the issuing headquarters.
e. (U) Interagency, Intergovernmental, and Nongovernmental Organizations. Identify and state the
objective or goals and primary tasks of those non-Department of Defense organizations that have a
significant role within the area of operations. Refer to Annex V (Interagency Coordination) as required.
f.
(U) Civil Considerations. Describe the critical aspects of the civil situation that impact
operations. Refer to Appendix 1 (Intelligence Estimate) to Annex B (Intelligence) as required.
g.
(U) Attachments and Detachments. List units attached to or detached from the issuing
headquarters. State when each attachment or detachment is effective (for example, on order, on
commitment of the reserve) if different from the effective time of the OPLAN or OPORD. Do not repeat
information already listed in Annex A (Task Organization).
h. (U) Assumptions. List assumptions used in the development of the OPLAN or OPORD.
2. (U) Mission. State the unit’s mission—a short description of the who, what (task), when, where, and
why (purpose) that clearly indicates the action to be taken and the reason for doing so.
3. (U) Execution. Describe how the commander intends to accomplish the mission in terms of the
commander’s intent, an overarching concept of operations, schemes of employment for each warfighting
function, assessment, specified tasks to subordinate units, and key coordinating instructions in the
subparagraphs below.
[page number]
[CLASSIFICATION]
Figure C-2. Operation plan or operation order format (continued)
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Plans and Orders Formats
[CLASSIFICATION]
OPLAN/OPORD [number] [(code name)]—[issuing headquarters] [(classification of title)]
a.
(U) Commander’s Intent. Commanders develop their intent statement personally. The
commander’s intent is a clear, concise statement of what the force must do and conditions the force must
establish with respect to the enemy, terrain, and civil considerations that represent the desired end state.
It succinctly describes what constitutes the success of an operation and provides the purpose and
conditions that define that desired end state. The commander’s intent must be easy to remember and
clearly understood two echelons down. The commander’s intent includes:
Purpose-an expanded description of the operation’s purpose beyond the
“why” of the mission
statement.
Key tasks-those significant activities the force as a whole must perform to achieve the desired end state.
End state-a description of the desired future conditions that represent success.
b. (U) Concept of Operations. The concept of operations is a statement that directs the manner in
which subordinate units cooperate to accomplish the mission and establishes the sequence of actions the
force will use to achieve the end state. It is normally expressed in terms of the commander’s desired
operational framework as discussed in ADRP 3-0. It states the principal tasks required, the responsible
subordinate units, and how the principal tasks complement one another. Normally, the concept of
operations projects the status of the force at the end of the operation. If the mission dictates a significant
change in tasks during the operation, the commander may phase the operation. The concept of
operations may be a single paragraph, divided into two or more subparagraphs, or if unusually lengthy,
summarize here with details located in Annex C (Operations). If the concept of operations is phased,
describe each phase in a subparagraph. Label these subparagraphs as “Phase” followed by the
appropriate Roman numeral, for example, “Phase I.” If the operation is phased, all paragraphs and
subparagraphs of the base order and all annexes must mirror the phasing established in the concept of
operations. The operation overlay and graphic depictions of lines of effort help portray the concept of
operations and are located in Annex C (Operations).
c.
(U) Scheme of Movement and Maneuver. Describe the employment of maneuver units in
accordance with the concept of operations. Provide the primary tasks of maneuver units conducting the
decisive operation and the purpose of each. Next, state the primary tasks of maneuver units conducting
shaping operations, including security operations, and the purpose of each. For offensive tasks, identify
the form of maneuver. For defensive tasks, identify the type of defense. For stability tasks, describe the
role of maneuver units by primary stability tasks. If the operation is phased, identify the main effort by
phase. Identify and include priorities for the reserve. Refer to Annex C (Operations) as required.
(1)
(U) Scheme of Mobility/Countermobility. State the scheme of mobility/countermobility
including priorities by unit or area. Refer to Annex G (Engineer) as required.
(2)
(U) Scheme of Battlefield Obscuration. State the scheme of battlefield obscuration,
including priorities by unit or area. Refer to Appendix
9 (Battlefield Obscuration) to Annex C
(Operations) as required.
(3)
(U) Scheme of Information Collection. Describe how the commander intends to use
reconnaissance missions and surveillance tasks to support the concept of operations. Include the
primary reconnaissance objectives. Refer to Annex L (Information Collection) as required.
(Note: Army forces do not conduct reconnaissance missions and surveillance within the United States
and its territories. For domestic operations, this paragraph is titled
“Information Awareness and
Assessment” and the contents of this paragraph comply with Executive Order 12333.)
[page number]
[CLASSIFICATION]
Figure C-2. Operation plan or operation order format (continued)
5 May 2014
FM 6-0
C-13
Appendix C
[CLASSIFICATION]
OPLAN/OPORD [number] [(code name)]—[issuing headquarters] [(classification of title)]
d. (U) Scheme of Intelligence. Describe how the commander envisions intelligence supporting the
concept of operations. Include the priority of effort for situation development, targeting, and assessment.
State the priority of intelligence support to units and areas. Refer to Annex B (Intelligence) as required.
e. (U) Scheme of Fires. Describe how the commander intends to use fires to support the concept of
operations with emphasis on the scheme of maneuver. State the fire support tasks and the purpose of
each task. State the priorities for, allocation of, and restrictions on fires. Refer to Annex D (Fires) as
required.
f.
(U) Scheme of Protection. Describe how the commander envisions protection supporting the
concept of operations. Include the priorities of protection by unit and area. Include survivability.
Address the scheme of operational area security, including security for routes, bases, and critical
infrastructure. Identify tactical operating forces and other reaction forces. Use subparagraphs for
protection categories (for example, air and missile defense and explosive ordnance disposal) based on
the situation. Refer to Annex E (Protection) as required.
g. (U) Cyber Electromagnetic Activities. Describe how cyber electromagnetic activities (including
cyberspace operations, electronic warfare and spectrum management operations), supports the concept
of operations. Refer to Appendix 12 (Cyber Electromagnetic Activities) to Annex C (Operations) as
required. Refer to Annex H (Signal) for defensive cyberspace operations, network operations and
spectrum management operations as required.
h. (U) Stability Tasks. Describe how stability tasks support the concept of operations. Describe how
the commander envisions the conduct of stability tasks in coordination with other organizations. (See
ADRP 3-07.) If other organizations or the host nation cannot provide for civil security, restoration of
essential services, and civil control, then commanders with an assigned area of operations must do so
with available resources, request additional resources, or request relief for these requirements from
higher headquarters. Commanders assign specific responsibilities for stability tasks to subordinate units
in paragraph 3j (Tasks to Subordinate Units) and paragraph 3k (Coordinating Instructions). Refer to
Annex C (Operations) and Annex K (Civil Affairs Operations) as required.
i. (U) Assessment. Describe the priorities for assessment and identify the measures of effectiveness
used to assess end state conditions and objectives. Refer to Annex M (Assessment) as required.
j.
(U) Tasks to Subordinate Units. State the task assigned to each unit that reports directly to the
headquarters issuing the order. Each task must include who (the subordinate unit assigned the task),
what (the task itself), when, where, and why (purpose). Use a separate subparagraph for each unit. List
units in task organization sequence. Place tasks that affect two or more units in paragraph
3k
(Coordinating Instructions).
k. (U) Coordinating Instructions. List only instructions and tasks applicable to two or more units not
covered in unit SOPs.
(1) (U) Time or condition when the OPORD becomes effective.
(2)
(U) Commander’s Critical Information Requirements. List commander’s critical
information requirements (CCIRs).
(3)
(U) Essential Elements of Friendly Information. List essential elements of friendly
information (EEFIs).
(4) (U) Fire Support Coordination Measures. List critical fire support coordination or control
measures.
[page number]
[CLASSIFICATION]
Figure C-2. Operation plan or operation order format (continued)
C-14
FM 6-0
5 May 2014
Plans and Orders Formats
[CLASSIFICATION]
OPLAN/OPORD [number] [(code name)]—[issuing headquarters] [(classification of title)]
(5)
(U) Airspace Coordinating Measures. List critical airspace coordinating or control
measures.
(6)
(U) Rules of Engagement. List rules of engagement. Refer to Appendix 11 (Rules of
Engagement) to Annex C (Operations) as required.
(Note: For operations within the United States and its territories, title this paragraph “Rules for the Use
of Force”).
(7)
(U) Risk Reduction Control Measures. State measures specific to this operation not
included in unit SOPs. They may include mission-oriented protective posture, operational exposure
guidance, troop-safety criteria, and fratricide avoidance measures. Refer to Annex E (Protection) as
required.
(8)
(U) Personnel Recovery Coordination Measures. Refer to Appendix
13
(Personnel
Recovery) to Annex E (Protection) as required.
(9) (U) Environmental Considerations. Refer to Appendix 5 (Environmental Considerations) to
Annex G (Engineer) as required.
(10) (U) Soldier and Leader Engagement. State commander’s guidance for target audiences
and reporting requirements.
(11) (U) Other Coordinating Instructions. List in subparagraphs any additional coordinating
instructions and tasks that apply to two or more units, such as the operational timeline and any other
critical timing or events.
4. (U) Sustainment. Describe the concept of sustainment, including priorities of sustainment by unit or
area. Include instructions for administrative movements, deployments, and transportation—or
references to applicable appendixes—if appropriate. Use the following subparagraphs to provide the
broad concept of support for logistics, personnel, and health service support. Provide detailed
instructions for each sustainment subfunction in the appendixes to Annex F (Sustainment).
a. (U) Logistics. Refer to Annex F (Sustainment) as required.
b. (U) Personnel. Refer to Annex F (Sustainment) as required.
c. (U) Health Service Support. Refer to Annex F (Sustainment) as required.
5. (U) Command and Signal.
a. (U) Command.
(1) (U) Location of Commander and Key Leaders. State where the commander and key leaders
intend to be during the operation, by phase if the operation is phased.
(2) (U) Succession of Command. State the succession of command if not covered in the unit’s
SOPs.
(3) (U) Liaison Requirements. State liaison requirements not covered in the unit’s SOPs.
b. (U) Control.
(1) (U) Command Posts. Describe the employment of command posts (CPs), including the
location of each CP and its time of opening and closing, as appropriate. State the primary controlling
CP for specific tasks or phases of the operation (for example, “The division tactical command post will
control the air assault”).
[page number]
[CLASSIFICATION]
Figure C-2. Operation plan or operation order format (continued)
5 May 2014
FM 6-0
C-15
Appendix C
[CLASSIFICATION]
OPLAN/OPORD [number] [(code name)]—[issuing headquarters] [(classification of title)]
(2) (U) Reports. List reports not covered in SOPs. Refer to Annex R (Reports) as required.
c. (U) Signal. Describe the concept of signal support, including location and movement of key signal
nodes and critical electromagnetic spectrum considerations throughout the operation. Refer to Annex H
(Signal) as required.
ACKNOWLEDGE: Provide instructions for how the addressees acknowledge receipt of the OPLAN or
OPORD. The word “acknowledge” may suffice. Refer to the message reference number if necessary.
Acknowledgement of an OPLAN or OPORD means that it has been received and understood.
[Commander’s last name]
[Commander’s rank]
The commander or authorized representative signs the original copy. If the representative signs the
original, add the phrase “For the Commander.” The signed copy is the historical copy and remains in
the headquarters’ files.
OFFICIAL:
[Authenticator’s name]
[Authenticator’s position]
Use only if the commander does not sign the original order. If the commander signs the original, no
further authentication is required. If the commander does not sign, the signature of the preparing staff
officer requires authentication and only the last name and rank of the commander appear in the
signature block.
ANNEXES: List annexes by letter and title. Army and joint OPLANs or OPORDs do not use Annexes I
and O as attachments and in Army orders label these annexes “Not Used.” Annexes T, X, and Y are
available for use in Army OPLANs or OPORDs and are labeled as “Spare.” When an attachment
required by doctrine or an SOP is unnecessary, label it “Omitted.”
Annex A-Task Organization
Annex B–Intelligence
Annex C–Operations
Annex D-Fires
Annex E -Protection
Annex F -Sustainment
Annex G-Engineer
Annex H-Signal
Annex I-Not Used
Annex J-Public Affairs
Annex K-Civil Affairs Operations
Annex L -Information Collection
Annex M-Assessment
Annex N-Space Operations
Annex O-Not Used
Annex P -Host-Nation Support
Annex Q-Knowledge Management
Annex R–Reports
Annex S -Special Technical Operations
[page number]
[CLASSIFICATION]
Figure C-2. Operation plan or operation order format (continued)
C-16
FM 6-0
5 May 2014
Plans and Orders Formats
[CLASSIFICATION]
OPLAN/OPORD [number] [(code name)]—[issuing headquarters] [(classification of title)]
Annex T -Spare
Annex U-Inspector General
Annex V-Interagency Coordination
Annex W-Operational Contract Support
Annex X-Spare
Annex Y-Spare
Annex Z -Distribution
DISTRIBUTION: Furnish distribution copies either for action or for information. List in detail those
who are to receive the plan or order. Refer to Annex Z (Distribution) if lengthy.
[page number]
[CLASSIFICATION
Figure C-2. Operation plan or operation order format (continued)
C-68. Table C-2 (on pages C-17 through C-21) lists the attachments (annexes, appendixes, tabs, and
exhibits) to the base OPLAN or OPORD and identifies the staff officers responsible for developing each
attachment.
Table C-2. List of attachments and responsible staff officers
ANNEX A-TASK ORGANIZATION (G-5 or G-3 [S-3])
ANNEX B-INTELLIGENCE (G-2 [S-2])
Appendix 1-Intelligence Estimate
Tab A-Terrain (Engineer Officer)
Tab B-Weather (Staff Weather Officer)
Tab C-Civil Considerations
Tab D-Intelligence Preparation of the Battlefield Products
Appendix 2-Counterintelligence
Appendix 3-Signals Intelligence
Appendix 4-Human Intelligence
Appendix 5-Geospatial Intelligence
Appendix 6-Measurement and Signature Intelligence
Appendix 7-Open-Source Intelligence
5 May 2014
FM 6-0
C-17
Appendix C
Table C-2. List of attachments and responsible staff officers (continued)
ANNEX C-OPERATIONS (G-5 or G-3 [S-3])
Appendix 1-Army Design Methodology Products
Appendix 2-Operation Overlay
Appendix 3-Decision Support Products
Tab A-Execution Matrix
Tab B-Decision Support Template and Matrix
Appendix 4-Gap Crossing Operations
Tab A-Traffic Control Overlay
Appendix 5-Air Assault Operations
Tab A-Pickup Zone Diagram
Tab B-Air Movement Table
Tab C-Landing Zone Diagram
Appendix 6-Airborne Operations
Tab A-Marshalling Plan
Tab B-Air Movement Plan
Tab C-Drop Zone/Extraction Zone Diagram
Appendix 7-Amphibious Operations
Tab A-Advance Force Operations
Tab B-Embarkation Plan
Tab C-Landing Plan
Tab D-Rehearsal Plan
Appendix 8-Special Operations (G-3 [S-3])
Appendix 9-Battlefield Obscuration (CBRN Officer)
Appendix 10-Airspace Control (G-3 [S-3] or Airspace Control Officer)
Tab A-Air Traffic Services
Appendix 11-Rules of Engagement (Staff Judge Advocate)
Tab A-No Strike List
Tab B-Restricted Target List (G-3 [S-3] with Staff Judge Advocate)
Appendix 12-Cyber Electromagnetic Activities (Electronic Warfare Officer)
Tab A-Offensive Cyberspace Operations
Tab B-Defensive Cyberspace Operations-Response Actions
Tab C-Electronic Attack
Tab D-Electronic Protection
Tab E-Electronic Warfare Support
Appendix 13-Military Information Support Operations (Military Information Support Officer)
Appendix 14-Military Deception (Military Deception Officer)
Appendix 15-Information Operations (Information Operations Officer)
C-18
FM 6-0
5 May 2014
Plans and Orders Formats
Table C-2. List of attachments and responsible staff officers (continued)
ANNEX D-FIRES (Chief of Fires/Fire Support Officer)
Appendix 1-Fire Support Overlay
Appendix 2-Fire Support Execution Matrix
Appendix 3-Targeting
Tab A-Target Selection Standards
Tab B-Target Synchronization Matrix
Tab C-Attack Guidance Matrix
Tab D-Target List Work Sheets
Tab E-Battle Damage Assessment (G-2 [S-2])
Appendix 4-Field Artillery Support
Appendix 5-Air Support
Appendix 6-Naval Fire Support
Appendix 7-Air and Missile Defense (Air and Missile Defense Officer)
Tab A-Enemy Air Avenues of Approach
Tab B-Enemy Air Order of Battle
Tab C-Enemy Theater Ballistic Missile Overlay
Tab D-Air and Missile Defense Protection Overlay
ANNEX E-PROTECTION (Chief of Protection/Protection Officer as designated by the
commander)
Appendix 1-Operational Area Security
Appendix 2-Safety (Safety Officer)
Appendix 3-Operations Security
Appendix 4-Intelligence Support to Protection
Appendix 5-Physical Security
Appendix 6-Antiterrorism
Appendix 7-Police Operations (Provost Marshal)
Appendix 8-Survivability Operations
Appendix 9-Force Health Protection (Surgeon)
Appendix 10-Chemical, Biological, Radiological, and Nuclear Defense (CBRN Officer)
Appendix 11-Explosive Ordnance Disposal (EOD Officer)
Appendix 12-Coordinate Air and Missile Defense (Air Defense Officer)
Appendix 13-Personnel Recovery (Personnel Recovery Officer)
Appendix 14-Detainee and Resettlement
5 May 2014
FM 6-0
C-19
Appendix C
Table C-2. List of attachments and responsible staff officers (continued)
ANNEX F-SUSTAINMENT (Chief of Sustainment [S-4])
Appendix 1-Logistics (G-4 [S-4])
Tab A-Sustainment Overlay
Tab B-Maintenance
Tab C-Transportation
Exhibit 1-Traffic Circulation and Control (Provost Marshal)
Exhibit 2-Traffic Circulation Overlay
Exhibit 3-Road Movement Table
Exhibit 4-Highway Regulation (Provost Marshal)
Tab D-Supply
Tab E-Field Services
Tab F-Distribution
Tab G-Contract Support Integration
Tab H-Mortuary Affairs
Appendix 2-Personnel Services Support (G-1 [S-1])
Tab A-Human Resources Support (G-1 [S-1])
Tab B-Financial Management (G-8)
Tab C-Legal Support (Staff Judge Advocate)
Tab D-Religious Support (Chaplain)
Tab E-Band Operations (G-1 [S-1])
Appendix 3-Health Service Support (Surgeon)
ANNEX G-ENGINEER (Engineer Officer)
Appendix 1-Mobility/Countermobility
Tab A-Obstacle Overlay
Appendix 2-Survivability
Appendix 3-General Engineering
Appendix 4-Geospatial Engineering
Appendix 5-Environmental Considerations
Tab A-Environmental Assessments
Tab B-Environmental Assessment Exemptions
Tab C-Environmental Baseline Survey
ANNEX H-SIGNAL (G-6 [S-6])
Appendix 1-Defensive Cyberspace Operations
Appendix 2-Information Network Operations
Appendix 3-Voice, Video, and Data Network Diagrams
Appendix 4-Satellite Communications
Appendix 5-Foreign Data Exchanges
Appendix 6-Spectrum Management Operations
Appendix 7-Information Services
ANNEX I-Not Used
C-20
FM 6-0
5 May 2014
Plans and Orders Formats
Table C-2. List of attachments and responsible staff officers (continued)
ANNEX J-PUBLIC AFFAIRS
Appendix 1-Public Affairs Running Estimate
Appendix 2-Public Affairs Guidance
ANNEX K-CIVIL AFFAIRS OPERATIONS (G-9 [S-9])
Appendix 1-Execution Matrix
Appendix 2-Populace and Resources Control Plan
Appendix 3-Civil Information Management Plan
ANNEX L-INFORMATION COLLECTION (G-3 [S-3])
Appendix 1-Information Collection Plan
Appendix 2-Information Collection Overlay
ANNEX M-ASSESSMENT (G-5 [S-5] or G-3 [S-3])
Appendix 1-Nesting of Assessment Efforts
Appendix 2-Assessment Framework
Appendix 3-Assessment Working Group
ANNEX N-SPACE OPERATIONS (Space Operations Officer)
ANNEX O-Not Used
ANNEX P-HOST-NATION SUPPORT (G-4 [S-4])
ANNEX Q-KNOWLEDGE MANAGEMENT (Knowledge Management Officer)
Appendix 1-Knowledge Management Decision Support Matrix
Appendix 2-Common Operational Picture Configuration Matrix
Appendix 3-Mission Command Information Systems Integration Matrix
Appendix 4-Content Management
Appendix 5-Battle Rhythm
ANNEX R-REPORTS (G-3 [S-3], G-5 [S-5], and Knowledge Management Officer)
ANNEX S-SPECIAL TECHNICAL OPERATIONS (Special Technical Operations Officer)
Appendix 1-Special Technical Operations Capabilities Integration Matrix
Appendix 2-Functional Area I Program and Objectives
Appendix 3-Functional Area II Program and Objectives
ANNEX T-Spare
ANNEX U-INSPECTOR GENERAL (Inspector General)
ANNEX V-INTERAGENCY COORDINATION (G-3 [S-3] and G-9 [S-9])
ANNEX W-OPERATIONAL CONTRACT SUPPORT (G-4 [S-4])
ANNEX X-Spare
ANNEX Y-Spare
ANNEX Z-DISTRIBUTION (G-3 [S-3] and Knowledge Management Officer)
C-69. The example in figure C-3 (on pages C-22 through C-23) provides the format and instructions for
developing an attachment to an OPORD or OPLAN: an annex, appendix, tab, or exhibit. The reference to
functional area in this attachment format refers to the subject of this attachment. If this attachment is
Appendix 6 (Airborne Operations) to Annex C (Operations) the orders writer will substitute airborne
operations for functional area. For example, paragraph 1.b (2) would read, “Describe aspects of weather
that impact airborne operations.”
5 May 2014
FM 6-0
C-21

 

 

 

 

 

 

 

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