102 NAVAL PLANNING PROCESS Flashcards
102.1 Explain the roles of the Joint Force Maritime Component Commander (JFMCC)
JP 3-32 II.3.c Roles of the Joint Force Maritime Component Commander (JFMCC). The JFMCC reports to the Joint Force Commander (JFC) and leads the maritime forces assigned. The JFMCC executes the following operational functions, and can functionally organize to accomplish missions:
Command and Control. The JFMCC commands assigned and attached forces, prepares supporting plans to the JFC plans, and executes operations. The JFMCC assigns tasks and operating areas, prioritizes and allocates resources, manages risk, and publishes operational and daily tasking orders. The JFMCC also maintains liaison with other components and the joint force headquarters.
Intelligence. JFMCC provides input concerning the maritime perspective of the operating environment. The JFMCC provides a unique complement of sensors and sensor fusion capability to support joint requirements and advocates for the use of other component and national assets to provide optimum support to maritime operations. Sonar capabilities and the ability to relocate surveillance and reconnaissance assets provide additional options to the JFC. The complexity of operating in the maritime domain require a baseline of organic ISR in addition to any joint forces and capabilities allocated to maintain Maritime Domain Awareness.
Movement and Maneuver. The JFMCC is responsible for the movement and maneuver of assigned and attached forces. The JFMCC makes recommendations to the JFC regarding sealift and seabasing, the movement of supporting forces, and coordination of the movement or maneuver of other component forces through the maritime Area of Operations (AO).
Fires. The JFMCC is responsible for the planning and employment of operational fires within the assigned AO, both in terms of developing and integrating multidimensional attacks on the adversary’s centers of gravity (COGs) and in terms of shaping the AO.
Protection. The protection function focuses on preserving the maritime forces’ fighting potential in four primary ways: active defensive measures, passive defensive measures, the application of technology and procedures, and emergency management and response. The JFMCC is responsible for all aspects of protection.
Sustainment. Sustainment is the provision of logistics and personnel services necessary to maintain and prolong operations. The JFMCC makes recommendations concerning the distribution of material and services commensurate with priorities developed for JFMCC operations. The JFMCC will usually coordinate sustainment delivery for all forces operating from a sea base.
102.2 Explain the roles of your command and how it relates to the Combatant Commander (CCDR) and JFMCC, and Navy Regions
JP 3-32 II.3 The number fleets and USFF/PACFLT can act as the Joint Force Maritime Component Commander (JFMCC) to the Joint Force Commander (JFC) or as the Navy Component Commander (NCC). The JFC can be a Joint Task Force (JTF) Commander. The JTF/JFC is established by SECDEF and/or the Combatant Commander. The most complex command structure includes a JTF, a theater JFMCC, and two area JFMCC. For example there are operational plans that have PACFLT as the Theater JFMCC, reporting to the JFC (in this case PACOM), with C3F and C7F as area JFMCCs for various operations areas.
OPNAVINST 5450.339, 21 Apr 2011 Relationship between Commander, Navy Installations Command (CNIC) Regional Commanders and the JFMCC. Navy component commanders are the reporting senior for cognizant region commanders. Region commanders report under the administrative control (ADCON) to CNIC. ADCON includes the authority over subordinate shore organizations with respect to administration and support, including control of resources and equipment, personnel management, unit logistics, training, and discipline.
COMPACFLT exercises OPCON, and CNIC exercises ADCON of the following activities: COMNAVREG HAWAII; COMJTREG MARIANAS; COMNAVREG JAPAN; COMNAVREG KOREA; and Commander, Singapore Area Coordinator. OPNAVINST 5450.337B
USFF operationally employs [OPCON] Navy regional commanders within CONUS and all of their subordinate Navy shore installations within the USNORTHCOM AOR. OPNAVINST 5440.77B
NAVAF/NAVEUR has OPCON of COMNAVREG Europe, Africa, Southwest Asia for facilities in the NAVEUR/NAVAF Area of Responsibility (AOR). CINCINST 5450.11
NAVCENT has OPCON of COMNAVREG Europe, Africa, Southwest Asia for facilities in the NAVCENT AOR. Additionally, COMNAVREG EURAFSWA serves as Tactical Commander of Task Force-Shore Battle Space for the Bahrain Joint Security Area. CINCINST 5450.11
NAVSOUTH/C4F: For coordination of NAVSTA GTMO force protection (FP) and execution of operations involving NAVSTA GTMO, COMNAVREG SE is designated as the supporting commander and COMUSNAVSO is the supported commander. OPNAVINST 5450.344
NAVSUP provides shore logistics support services, coordinates material deliveries, contracts for supplies and services, and provides material management and warehousing services. The Fleet Logistics Center commanding officers, or deputy commanders, serve ADDU to the region commander as the region supply officer. A senior installation tenant command FLC officer reports ADDU to the commanding officer of the installation as the installation supply officer. OPNAVINST 5450.339
102.3 Explain the Six Steps of the Navy Planning Process
NWP 5-01 1.5 The six steps of the Navy Planning Process (NPP) are:
Step One: Mission Analysis. Mission Analysis purpose is to produce a mission statement and gain an understanding of the situation. The planning team reviews and analyzes orders, guidance, intelligence, and other information in order to gain knowledge and situational understanding.
Step Two: Course of Action (COA) Development. Planners use the mission statement, commander’s intent, and planning guidance to develop multiple COAs. Then they examine each COA for validity by ensuring suitability, feasibility, acceptability, distinguishability, and completeness.
Step Three: Course of Action Analysis (Wargaming). COA analysis involves a detailed assessment of each COA as it pertains to the adversary. Each friendly COA is war-gamed against selected adversary COAs. This step assists planners in identifying strengths, weaknesses, and associated risks. Wargaming also identifies branches and potential sequels that may require additional planning. Short of execution, COA wargaming provides the most reliable basis for understanding and improving each COA.
Step Four: Course of Action Comparison and Decision. In this step friendly COAs are valuated against established evaluation criteria and against each other, leading to a COA selection decision by the commander.
Step Five: Plan/Order Development. The staff uses the commander’s COA decision, mission statement, commander’s intent, and guidance to develop plans/orders. Plans and orders serve as the principal means by which the commander expresses the decision, intent, and guidance.
Step Six: Transition. Transition is the orderly handover of a plan/order to those tasked with execution. It provides staffs with the situational understanding and rationale for key decisions necessary to ensure that there is a coherent transition from planning to execution.
102.4 Explain Staff Estimates and Estimates of Supportability
NWP 5-01 App K.1. Staff Estimates and Feasibility Assessments. A key responsibility of the staff is to provide the commander with information that supports decision making. This is accomplished through staff estimates. An estimate is a detailed evaluation of how factors in a staff section’s functional area or, subordinate commander’s warfare area affect the mission. Estimates provide a continuous assessment as to the supportability of operations.
During planning, staff estimates support the NPP and form the basis for annexes. During execution, they can provide functional insight and assessment of ongoing operations as well as a visualization of implications for future operations. Staff representative that participate in planning should produce or contribute to a staff estimate. Types of staff estimates generated by maritime staffs include, but are not limited to:
- Operations estimate
- Personnel estimate
- Intelligence estimate
- Logistics estimate
- Communications
- Civil-military operations estimate
- Information operations estimate
- Special staff estimates (e.g., legal, public affairs, medical).
NWP 5-01 App K.2.2. Estimates of Supportability. The JFMCC may require subordinate commanders (e.g., CTFs) to submit estimates of supportability. In this sense, estimates of supportability ensure alignment among senior and subordinate commanders and staffs with regard to proposed COA. The estimate of supportability should indicate the subordinate unit’s ability to support each COA and identify risks associated in supporting them.
102.5 Explain Enemy COA analysis
NWP 5-01 App B.1.2.4 Enemy Course of Action (COA) Analysis. Enemy COA analysis is included in the N-2’s Intelligence Preparation of the Operating Environment (IPOE). The N-2 will provide a most likely and a most dangerous Enemy COA.
Accurate identification of the full set of adversary COAs requires the staff to think as the adversary thinks. From that perspective, it is necessary first to postulate possible adversary objectives and previously identified Centers of Gravity (COGs) and then to visualize specific actions within the capabilities of adversary forces and their impact upon friendly operations.
Each identified adversary COA is examined to determine whether it meets the tests for suitability, feasibility, acceptability, uniqueness, and consistency with doctrine. No adversary COA should be dismissed or overlooked because it is considered as unlikely or uncommon. Once all adversary COAs have been identified, the N-2 should evaluate, prioritize, and rank each COA according to the probability of adoption. The final step is to produce the adversary’s most likely COA and most dangerous COA.
Each adversary COA usually includes a description of expected adversary activities, the associated time and phase lines expected, expected force dispositions, a list of assumptions made about the adversary, a list of refined high-value targets, and a list of named areas of interest (NAIs) that are geographical areas where intelligence collection will be focused.
