FUTURE OPERATIONS CELL

Future operations conducts operational-level planning for potential midterm operations (branch plans).

Anticipated or desired actions that require any analytical rigor, within the realm of the existing supporting plan, are staffed here. Generally, operational plans are developed by FUPLANS, synchronized and coordinated through FOPS, and then executed by COPS.

Future operations uses the same six-step operation planning process described in NWP 5-01, (refer to chapter 5 for planning details). FOPS handles branch planning based on an operation not progressing as planned or unanticipated adversary action. In conjunction with the MPG and COPS, FOPS works to conduct rapid planning in support of the branch plan and has the responsibility to recommend changing force apportionment and resourcing in response to a branch plan.

FOPS operates continuously and is composed of experts in various warfare areas (who are assembled as the FOPS director deems necessary) to plan, develop commander’s guidance, prepare orders, and liaison with subordinates, other components and higher headquarters. In order to identify and resolve coordination gaps and conflicts or opportunities, FOPS personnel must communicate frequently with COPS, with subordinate commands and their LNOs, and with all supporting components. FOPS must resolve competing resource requirements prior to the commander’s plan approval.

As mentioned above, the MOC director determines the division of labor between COPS and FOPS and establishes procedures for the handoff of tasks between the two. Using time horizons for future activities as guideposts for which part of the organization is assigned to initially plan or replan an operation has been common in the past, but other considerations may outweigh an arbitrary dividing line. These considerations might include the type of operation or campaign the command is involved in, the complexity or difficulty involved in the task, the general intensity of ongoing operations, etc. This NTTP does not prescribe strict time horizons but instead leaves it to the commander to choose based on his assessment of the situation. To ensure the primary focus of COPS remains on monitoring and directing current operations, planning and replanning efforts should be handed off to FOPS or the MPG whenever possible to take advantage of planning expertise and resource knowledge residing there.

Logically, the MPG is responsible for the development of each phase for a plan and the publishing of the OPLANs. The OPORDs, EXORDs, and FRAGORDs should be produced by COPS or FOPS. The order should

be written by the group that conducted the planning, as the order must accurately communicate the thought process that went into plan development.

3.5.1 Functions

The focus of FOPS is the development of plans and orders for operations that are inside the threshold of the long-term efforts of the MPG. FOPS is focused on the “what if?” of operations in that time horizon beyond COPS focus but within the current phase of the operation. Planning processes and products generally require significant coordination with elements internal to the staff; they will also require coordination with entities external to the staff. FOPS and COPS may need to leverage functional expertise. Specific functions of FOPS include:

1. Develop phased and synchronized near-term branch plans.

2. Recommend changes to the commander’s CCIRs based on revisions to existing plans and branch plans.

3. Provide a daily briefing focusing on plan development and coordination issues that may impact mission success.

4. Propose changes to prioritization of operational objectives (OOs) to guide targeting objectives and priorities. Coordinate with SJA to ensure targeting is in accordance with the law of armed conflict and the MIOC to ensure the intelligence supports the fulfillment of the CCIRs.

3.5.2 Composition

FOPS may be organized into one or more OPTs. Participation of the staff’s special assistants and other resident expertise may be necessary on an ad hoc basis, depending on the level of organization and the type of operation being planned. See section 5.3 for an expanded description of what an OPT does.

1. Director

2. Planning team leader(s)

3. Warfare area planners (strike, air, surface, submarine, antisubmarine, mine warfare, amphibious (Navy), amphibious (USMC), special warfare, EOD)

4. Logistics planner

5. Facilities/engineer planner

6. Meteorological and oceanographic planner 7. Information operations planner

8. Targeting planner

9. Communications and information system planner

10. Liaison officers (components, coalition, superiors, and subordinates) 11. Medical planner

12. Staff judge advocate 13. Public affairs (PA) planner 14. JOPES planner

15. Information manager 16. AT/FP planner.

3.5.3 Points of Coordination 1. Internal:

a. Intelligence director b. Current operations

c. Maritime planning group d. Liaison officers

e. Fires element

f. Maritime air operations cell g. AMD cell

h. Maritime intelligence operations center i. Logistics readiness center

j. CISC/NCCC

k. Communications officer (COMMO) and JICO (for LOS and SATCOM circuit restoral/resolution) l. Information operations cell

m. Staff judge advocate

n. Civil-military operations (CMO)

o. KMO/knowledge and information management WG p. Communications and information system

q. AT/FP WG.

2. External:

a. Higher headquarters

b. Component commands

c. Subordinate commands.

3.5.4 Inputs

1. Approved plans and staff estimates provided by the MPG 2. MOE and MOP

3. Results of headquarters principals’ meeting (commander, COS, ACOSs, directors, special assistants, MOC director)

4. Current force lay-down (long-range schedule/COP/Global Force Management) 5. Higher headquarters orders/guidance

6. Request for forces/request for capabilities (RFC)/maritime support request (MSR)/AIRSUPREQ 7. Subordinate commander feasibility assessment, status reports, combat assessments and evaluations,

targeting nominations, and force allocation recommendations 8. Findings of maritime assessment group

9. Intelligence preparation of the operational environment 10. Commander’s guidance and intent.

3.5.5 Outputs

1. Branch plan, to include transition brief, approved orders, synchronization matrix, execution checklist, decision points, MOEs, and MOPs

2. Change force allocation and resourcing for branch plan 3. Inputs to monthly, biweekly, or weekly intentions message

4. The commander’s operational orders (e.g., OPORD/EXORD), complex FRAGORDs, and/or periodic intentions messages in support of the maritime supporting plan

5. Request for forces/RFC/MSR

6. Updated decision briefs to the commander (mission analysis brief, COA decision brief, and CONOPS brief)

7. Daily input to the commander’s update brief.