V. CIMIC contribution to the planning processes

Executive Summary

The purpose of planning is to synchronize the actions of forces in time, space and purpose while assessing the vast amount of information provided to achieve objectives. Effective planning incorporates the philosophy of mission command and the manoeuvrist approach^[1].

To plan effectively, CIMIC Staff must be aware of the limited time available and use it judiciously. Therefore, they must ensure that all processed information related to the civil factors of the operating environment is available at all times at their respective levels.

As the capabilities for CIMIC analysis and assessment are limited at both the brigade and division level, it is essential to ensure close coordination with CIMIC subordinates and higher-level CIMIC counterparts (e.g., via VTC or BMS). Therefore, functional area coordination with the CIMIC Staff of different levels will be ensured. This will help to coordinate, synchronize and deconflict CIMIC efforts while facilitating parallel planning at the respective levels.

Although the main role in integrating civil factors into the planning process lies with the CIMIC Staff, civil-military interaction is not limited to CIMIC personnel alone. Therefore, it is crucial for the CIMIC Staff to establish proper cooperation with other staff elements (in particular, but not limited to, staff branches 2 and 3) and staff advisers such as InfoOps/ PsyOps, PAO, LEGAD, POLAD, GENAD, MEDAD, PM, Targeting, and StratCom, at their respective levels. A collaborative contribution to a comprehensive approach with non-military actors also has to be considered at all times in order to have access to the assessment of non-military actors and their priorities.

Planning Principles

There are some principles for planning to be highlighted. For experienced planners and practitioners, they might be trivial, but for others, they are important to consider in the process of planning:

1)    CIMIC planning does not happen in isolation. The CIMIC Staff is always part of a broader planning team of the respective HQ. At the operational level, planning groups are usually called joint operations planning groups (JOPG). At the land tactical level, they are called land operations planning groups (LOPG). Each HQ does have its standard operating procedures/ instructions (SOP/ SOI) for operations planning groups (OPG) which detail the respective steps, activities and products to be delivered.

2)    Planning does not start with “planners” only. A frequent misperception is that upon receipt of a planning task, the plans section starts working (e.g. searching and collecting information) and other sections of the division “wait” for the execution. Upon receiving a planning task, the whole X9 division is activated for the tasks. Like the X5 (Plans) does not do all the planning on its own, the X9 “planner” is supported by the X9 analysts (usually in the operations or knowledge development branches) and liaison elements to provide information, analysis, and assessment and to use their network to respond to information requirements.

3)    Planning does not stop with the execution phase. In fact, an operations plan (OPLAN) is finalised at the end of the OPLAN development. This plan will be executed in phase execution. During execution, planners develop branch plans or sequels for the OPLAN which serve as contingency plans for risks or follow-on-plans for subsequent phases (e.g. a restore phase for liberating occupied territory or a transition phase). Also, a subsequent campaign/ change in the campaign theme might trigger follow-up planning.

4)    For effective planning, the planner needs to understand operations. A planner mentally conducts an operation in the future. This is why a planner not only needs to master  the steps and phases of the planning process, but fully understand CIMIC in operations, see also Chapter 3.

5)   Tactical level planning starts with a (warning) order and a clear mission for the tactical commander: The main difference between political, strategic, operational and tactical planning is that ends, ways and means to attain the end state have already been identified. The tactical commander provides the domain-specific military means to contribute to military strategic and operational objectives. He does so by accomplishing an identified mission with assigned capabilities and assets. Tactical planning identifies how to employ these capabilities to accomplish the commander’s mission. Consequently, CIMIC tactical planning (and execution) focuses on how to support the commander’s mission accomplishment.

Role of the CIMIC Estimate

The CIMIC Estimate^[2] is often misunderstood as a document that covers all aspects of the civil situation. However, due to the complexity of the operating environment and the opaque nature of some of its features, it is impossible to provide a comprehensive description of every aspect. Therefore, the CIMIC estimate is a continuous process executed by CIMIC Staff. It creates the basis for contribution to staff processes and products and serves as a repository of data, information and products concerning the civil factors of the operating environment.

The CIMIC estimate serves as the foundation for the entire CIMIC Staff work. It gives the required context to provide an accurate and detailed CIMIC assessment and advice at all times.

Depending on the scenario, planning may begin well before a potential deployment, and thus the CIMIC estimate must be prepared immediately and requires constant updates.