Plans

1. Plans

2. Nothing succeeds in war except in consequence of awell-prepared plan~Napoleon I (1769-1821) 19

3. The Perfect Tactical Plan? 18 Whyis the perfect tactical plan like a unicorn?

4. Plans can be implemented: On Order So called “preplans” Usually deal with a class of incidents rather than a specific situation By Time Scheduled event or anticipated situation Contemporaneous Developed to provide guidance to complex, unfolding circumstances 17

5. Three Types of Plans Deliberate The preferred course of action Hasty Used for spontaneous or unanticipated possibilities Provides an organized response to surprise Contingency Used to modify Deliberate or Hasty Plans Often referred to as “Plan B” 16

6. Used for the conduct of all operations that can be anticipated and allow for detailed planning Serves as a base for all related operations May be considered the “Master Plan” Deliberate Plans 15

7. Used when timeliness and quick response is paramount Provides an organized approach for an unplanned or unanticipated events Tailors response to immediate concerns As events continue to unfold, it functions as a sentry while continuing development of the deliberate plan Hasty Plans 14

8. Contingency Plans Focuses thought on anticipated problems that arise during the conduct of the operation Allows for operational deviation while maintaining continuity with the deliberate plan Guards against operations stopping due to confusion or a sudden change in the situation Usually applies only to concept or execution portions of the deliberate plan 13

9. Component Parts of a Plan Written plans should be required wheneveran operation: Is Multi-disciplinary or Multi-jurisdictional in nature Extends through two or more operational periods 12

10. Component Parts of a Plan Five Paragraphs or Components Tried and true method Will work from foot pursuits to major disasters and other tactical operations 11

11. Component Parts of a Plan Situation Mission Execution Administrative and Logistics Command and Signal 10 S M E A C

12. Situation Provides a brief summary of all that has occurred Brief enough to be easily understood but comprehensive enough to provide personnel with a situational awareness Includes any mitigating or aggravating factors or influences 9 S M E A C

13. Mission Most often overlooked because it is so easily assumed Must precisely identify the objective to be accomplished There is always more than one objective in any operation They often compete with one another They tend to be time and resource dependent 8 S M E A C

14. Describes how the mission is to be achieved Usually the longest and most complex portion of the plan Begins with a “concept of operations” Explains commander’s intent for achieving a satisfactory resolution Precisely describes how each assignment is to be achieved Predominate activity should be designated as the Focus of Effort Main Effort identifies responsible individual or groupto accomplish it Execution 7 S M E A C

15. Administrative and Logistics Sometimes called the “beans, bandages and bullets” component (also called “Service and Support” by U.S. Army) Focuses on personnel and equipment issues Provides instructions for distributing and managing personnel and resources The right person for the right job with the right tools at the right place at the right time 6 S M E A C

16. Command and Signal Identifies the critical command personnel and facilities Command relationships are especially critical in operations that are multi-jurisdictional or multi-disciplinary Identifies communication links between operational components and echelons of command 5 S M E A C

17. Control Measures(Decision Points & Trip Wires) 4 Large Operations Run on Their Own Inertia! How Do You Keep Things From Going From Bad To Worse?

18. Decision Points Identify an event, time or sequence at which further guidance is necessary to proceed Trip Wires Used to automatically implement a plan, procedure, or series of actions Control Measures(Decision Points & Trip Wires) 3

19. Rules of Engagement Define or adapt policies to fit the current situation Commonly used for arrest policy and procedures and/or use of force options Prevents lower echelons of command (or even a single individual) from committing the response to an unwanted course of action Control Measures(Rules of Engagement) 2

20. Questions?