ALLIED JOINT PUBLICATION FOR OPERATIONS PLANNING ... …

1 99 ALLIED JOINT PUBLICATION FOR OPERATIONS PLANNING (AJP 5) AS NEW CHALLENGES FOR MILITARY PLANNERS J n Spi k Abstract: The successful PLANNING of military OPERATIONS requires clearly understood and widely accepted doctrine. It is particularly important for JOINT OPERATIONS that are be conducted by multinational forces. With these ideas in mind the alliance doctrine s writers brought the new ALLIED JOINT PUBLICATION (AJP) - 5 ratification draft ALLIED JOINT Doctrine For Operational-Level PLANNING to be adopted, implemented and widely used by commanders and staff for PLANNING of future military OPERATIONS . The article deals with AJP-5 contribution to the theory of Operational art in terms of broader content of OPERATIONS PLANNING processes compared to the last version of AJP - 5 dated from 2006. Information mentioned in the article may serve as a source of knowledge and may be helpful for military professionals in the Armed Forces of the Czech Republic.

2 Keywords: Doctrine, OPERATIONS PLANNING , operational art, operational design concepts, 1. Introduction ALLIED JOINT Doctrine for Operational-Level PLANNING is intended primarily for use by North Atlantic Treaty Organization (NATO) military forces, and for NATO-led OPERATIONS it may be used for OPERATIONS conducted by a coalition of NATO members and/or partner nations. AJP - 5 is aimed mainly at commanders and staff members engaged in operational-level PLANNING , employed in JOINT Force Command Headquarters (JFC HQ) and Component Command Headquarters (CC HQ), yet is a valuable source of military thoughts and ideas exploitable for military professionals working at lower levels of command. At its core it describes the fundamental aspects of PLANNING JOINT OPERATIONS at the operational level.

3 Doctrine AJP - 5 is going to be a part of NATO s OPERATIONS PLANNING architecture. It stipulates an overarching framework of the key PLANNING principles, considerations and process steps that are followed in operational-level PLANNING . Identically to its predecessor, ALLIED JOINT Doctrine For Operational PLANNING AJP - 5 (2006), this doctrinal PUBLICATION reflects a linkage to the capstone ALLIED JOINT Doctrine PUBLICATION ALLIED JOINT Doctrine (AJP - 01) and the NATO keystone doctrinal publications ALLIED JOINT Doctrine for the Conduct of OPERATIONS (AJP-3), the ALLIED JOINT Doctrine for Logistics (AJP - 4), and a few others on this hierarchy level. [1] 2. Doctrinal contribution Doctrine is much more comprehensive in terms of explaining key functions of the Operational-Level Framework at the operational level, which assist the JOINT Force Commander (JFC) in PLANNING and execution of military OPERATIONS .

4 These functions Shape, Engage, Exploit, Protect and Sustain help the commander visualise how major OPERATIONS , battles and engagements relate to one another within the overall campaign. There are added PLANNING principles which this AJP - 5 introduced as an aspect of solid operational thinking of military planners that they must adopt. There is also 100 deeper and more logical explanation of particular PLANNING Phases the planners apply to develop key operational documents such Operational design [2], Concept of Operation (CONOPS) [3] and Operation Plan (OPLAN) [4]. Enough space has been dedicated to analytical approaches within operational art in terms of traditional, systemic or design approach, expanding foundations for PLANNING , command involvement, campaign process assessment and finally the nature of mission analysis at the operational level.

5 All the operational design concepts ( Centre of Gravity, End State, Decisive Conditions, Lines of OPERATIONS , Objective etc.) [5], that play decisive roles during Operational design development process are expanded in their theory and practical application for OPERATIONS PLANNING . The noticeable change is implied in the whole PLANNING process at the JFC level in terms of its depiction. While the PLANNING phases are still used at the strategic level, the PLANNING steps of Operational-Level PLANNING Process are established for this level. This seems to be a verbal challenge the military planners on specific levels of command will have to accustom themselves. The purpose of the article is not to describe all the changes and contribution of the new AJP - 5, rather to draw reader s attention to the principles that may be utilized at all military levels, basic definitions that are to be incorporated in NATO terminology publications, and the steps of the PLANNING process in its logical flow.

6 3. Doctrinal Principles in Military OPERATIONS When PLANNING for ALLIED combined JOINT OPERATIONS , planners must consider two groups of key principles. The first group relates to conduct of military OPERATIONS as such and the second group are PLANNING principles . Both of them may require different emphasis according to the operational situation they are applied to. Principles (of the first group) of ALLIED JOINT and multinational OPERATIONS Definition of Objectives, Unity of Purpose, Concentration of force, Economy of effort, Initiative, Security and others, are quoted in almost all publications of doctrinal hierarchy. Most of them are fundamental to PLANNING ; others comprise or describe principal conditions or constraints which the PLANNING is subject to.

7 PLANNING at all levels has to be conducted following these principles in order to successfully support the conduct of military OPERATIONS . The second group of principles must be considered from the early beginning of OPERATIONS PLANNING effort. Key factors such operational environment, problem, end state, strategic and operational objectives are assessed. All of them affect Operational Design development and generate particular challenges for both military planners and civilian actors. PLANNING of OPERATIONS should take into account the different aims and conditions of both Article 5 OPERATIONS and non-Article 5 crisis response OPERATIONS (NA5 CRO). NATO s OPERATIONS PLANNING should conform to the PLANNING principles as following: a) Coherence. Every operational plan must positively contribute towards the accomplishment of an approved higher level set objectives for addressing the crisis.

8 The PLANNING process is also coherent internally, as well as externally with other actors. b) Comprehensive Understanding of the Operational Environment. Achieving the desired strategic and operational outcomes must be understood at all levels during the PLANNING and conduct of OPERATIONS . The commanders must build and foster a shared comprehensive understanding of the operational environment. c) Mutual Respect, Trust, Transparency and Understanding. PLANNING of OPERATIONS in support of NATO s contribution to comprehensive approach is underpinned by a culture of 101 mutual respect, trust, transparency and understanding. Trust is built through information sharing and practical cooperation and must be encouraged to allow collaboration and cooperation across NATO bodies and with relevant non-NATO actors and local authorities.

9 D) Consultation and Compatible PLANNING . Mutually supportive, compatible, and wherever possible, concerted and harmonised PLANNING is fundamental for the success of a comprehensive approach. OPLANs must meet the politically agreed level of interaction with external civil and military actors. Planners should establish mechanisms and procedures to support early shared situational awareness which will contribute to compatible PLANNING . e) Efficient Use of Resources. Planners should achieve a balance between tasks and resources. Decision makers should be aware of the risk if an operation is not adequately resourced prior to approval of a strategic OPLAN. Planners must allow both military and non-military contributions to focus on and leverage their fundamental competencies within the international response to the crisis.

10 F) Flexibility and Adaptability. The OPERATIONS PLANNING process should be flexible enough to adjust to evolving political guidance, civil and military advice needed to facilitate collaborative PLANNING and adapt to political requirements, and also agile enough to allow the plan to evolve. The PLANNING process should, on a regular basis, allow reviewing and assessing the mission and to modify or tailor plans when necessary to reach the desired end state. [6] 4. Definitions are established Contrary to US Armed forces doctrinal publications that widely use this new term for years, AJP - 5 is the first ALLIED doctrine that has stipulated and defined the term OPERATIONS PLANNING as follows: The PLANNING of military OPERATIONS at the strategic, operational and/or tactical levels.