Political-Military Implementation Plan
Planning, in general, is a flexible tool, there cannot be one plan that covers all contingencies-each plan will change and adapt depending on the crisis at hand. However, the outlines of the Pol-Mil plan, as called for in PDD-56 are clear and hence this handbook can present a "generic" plan.
In fact, this appendix will present two "generic" plans-one general and one detailed. Both are presented here to provide the reader with a template to structure a Pol-Mil plan and raise questions and issues to consider in drafting a plan. These are not complete plans (although the second plan is clearly more detailed than the first). Each is intended as a guide of what to expect from a Pol-Mil plan.
First Version (General, Education and Training
Version) of the GENERIC
1.0 Introduction and Assessments
This section is a brief introduction, which should discuss:
1.2 Assessment of Situation
This section should briefly describe the interagency's assessment of the situation-- causes, dynamics, key characteristics and history--and the actors in the area, both friendly and hostile, and their interests in the crisis. Its aim is to provide participating agencies with a clear picture of the context in which they will be operating. Key sub-paragraphs should include, but are not limited to:
2.0 Interests and Mission
This section succinctly states the overall US mission and objectives for the operation. As such, it is the centerpiece of the Pol-Mil plan. All parts of the plan must reflect and support this section, and each should be judged against it. Therefore, the NSC should obtain interagency consensus on the mission statement and USG objectives before tasking out the other parts of the Pol-Mil plan.
2.1 Assessment of US Interests at Stake and Capabilities
This section should succinctly state the US interests at stake in the crisis, how these will be served by the proposed intervention, and the capabilities the United States can use to protect its interests and resolve the crisis.
2.2 Mission Statement
In short, this is a clear and concise statement of who, what, when, why and how. The mission statement should include:
This section lists key US objectives, which support the mission statement. These objectives should be both clear and realistic, and their achievement should constitute accomplishment of the mission. In a UN operation, objectives are usually outlined in the Security Council mandate. This section may include a discussion of what the USG will not do.
2.4 Desired Pol-Mil Endstate
This section discusses the conditions that should exist before the operation transitions to another operation or ends. These conditions should be clear and realistic, e.g., "Establish a security environment that permits routine relief operations to be conducted by ..." The endstate could be defined by a number of criteria, including: agreement compliance, territorial unification, military security, civil order and justice, humanitarian relief, resettlement of refugees or International Development Projects (IDP), or economic recovery. This section should also mention the longer-term U.S. projects or IDPs that will continue after the stated end of the operation.
2.5 Transition/Exit Criteria
This section describes plans for exiting the operation. The strategy is multidimensional, requiring the integration of both civilian and military plans and activities within the USG and with the international community.
3.0 Concept of Operations
3.1 Overall Concept of Operations
This section outlines conceptually how the various elements of US strategy (political, military, humanitarian, etc.) will be integrated to achieve USG objectives. It should include a general discussion of how the operation will unfold by phase. It should outline the primary objectives of each phase and the roles of the major agencies supporting or participating in the intervention by phase, to include the designation of a lead agency. It should also outline appropriate endstate criteria for each phase, exit criteria for particular agencies, and endstate conditions to signal the end of USG involvement. This is not to be confused with the detailed concepts of how the US government will implement the specific mission area plans (see part 6.0). Key to this process is identifying the mission areas that will be a part of the operation. While these will change depending on the situation, what follows are some characteristic priorities for consideration:
Recommended phases for an operation are as follows:
Phase I: Interagency Assessment
Phase II: Preparation, Movement, and Force Build-up
Phase III: Principal Operations
Phase IV: Security, Stability, and Rehabilitation Activities
Phase V: Security Transition and Military Drawdown
Phase VI: Host Nation Redevelopment
Phase VII: Endstate Sustainment
3.2 Lead US Agency Responsibilities
This section assigns areas of responsibility to different USG agencies based on the concept of operations. These responsibilities are determined through interagency discussions, which include:
In some cases, it may also be helpful to clarify tasks or functions that fall outside an agency's area of responsibility.
3.3 US Government Organization
This section should briefly describe both the USG organization for the operation (both in Washington, DC, and in theater) and the chain of command.
3.3.1 Washington Interagency Elements:
Executive Committee (ExComm)
3.3.2 US Organization/Command Relations in theater:
Senior Steering Group (SRSG)
Civil Military Operations Center (CMOC)
Role of US Ambassador
Role of CJTF Commander
3.3.3 UN Organization in theater (if appropriate)
4.0 Preparatory Tasks
Papers in this section are designed to lay out USG strategy and agency responsibilities in key functional areas, such as funding for the operation, congressional relations, and public affairs. For each functional area, there may be multiple papers. Each paper should be drafted by one organization and coordinated with all interested agencies.
4.1 Diplomatic Strategy(State)
Advance diplomatic consultations with the UN, US allies, key regional powers, regional organizations and international organizations
4.2 Funding issues and authorities(OMB):
4.3 Congressional strategy(State H):
4.4 Public affairs and PSYOPs strategy(State PA):
4.7 Legal Authority (State)
4.X Other functional areas or specific papers may be added as appropriate
5.0 Functional Element Plans
Each mission area team involved should write a mission area plan detailing the mission, objectives, and concept of operations in support of the overall Pol-Mil plan. Format for each of these sections should generally mirror that of the overall Pol-Mil plan.
Each of these documents should show how a given agency envisions its role, mission, and activities within the overall operation. Interagency review of these plans should highlight areas of interdependence between agencies (e.g., USAID cannot do x until DoD does y), areas of disagreement (e.g., two agencies each think the other should pay for x), and the degree of consistency between mission area plans and the overall Pol-Mil plan.
Although every operation will be different, below are some common mission areas for complex contingency operations and some of the key tasks within each area.
Military(OSD, Joint Staff, CIA)
Public Security/Law and Order(State, Justice)
Infrastructure and Economic Development(State, USAID)
Human Rights and Social Development(State)
Public Information and Education(State, OSD, Joint Staff)
Others as appropriate
Second Version (General, Education and Training Version) of the GENERIC POL-MIL PLAN
This section provides a brief overview on the Pol-Mil Plan:
Background on the Complex Contingency
This section introduces the reader to the complex contingency by providing a short summary of the crisis, U.S. equities at risk and our strategic purpose in responding to the situation, and the extent and nature of multilateral involvement in the operation.
1.0 Situation Assessment
This section describes the interagency's assessment of the crisis situation. It identifies essential elements of information that, in the aggregate, constitute a comprehensive assessment. Its aim is to provide participating agencies with a clear picture of the operating environment. Key sub-paragraphs for the situation assessment include:
1.1 General Situation
Present a short history of the conflict--its origin, major participants, causes, issues at stake, forces used and relative power, scope of violence, activities of outside actors both friendly and hostile. Identify regional hegemons, if any, and their participation. Outline U.S. equities at risk. Discuss the extent and nature of current multilateral involvement in the crisis. This paragraph provides a "big picture" perspective of the conflict.
1.2 Political Situation
Discuss the nation's internal political situation, nature of the host government, key centers of power, ruling party, opposition parties, points of internal political conflict (wealth, territory, resources, power, ethnic identity, religion, or ideology), intensity of grievances, level of political mobilization and polarization, nature of local government (e.g. clans, tribes, or community groups), status of democratization, degree of ethnic integration and accommodation, level of corruption, and government responsiveness to recent reform initiatives.
1.3 Military Situation
Discuss the military, para-military, and militia forces operating in the region, size of forces, type of equipment and its capabilities, degree of military discipline and cohesion within each warring faction, military balance, operational military objectives of the factions, types of forces and tactics employed, scope of violence and destruction, degree of political control over military organizations, and extent of arms flows-sources, type and quantity of weapons supplied. Characterize the support of the population's support for the military.
1.4 Weapons of Mass Destruction Situation
Discuss the types, numbers, and locations of weapons of mass destruction. Assess measures to safeguard their security. Describe recent and expected movements of WMD systems. Determine requirements for neutralizing WMD and their related platforms. Assess the potential for use of WMD during the operation. Outline possible consequences. Identify planning requirements (contamination, humanitarian toll, etc.) for consequent management.
1.5 Humanitarian Situation
Describe recent population movements, location and numbers of refugees and displaced persons. Discuss the level and nature of humanitarian suffering. Explain the distribution of the suffering by region, by class, or by groups. Identify requirements for water, food, sanitation, shelter, medical services, heating supplies, household kits, farm tools, or other humanitarian needs. Assess the potential for outbreaks of disease. Identify the most threatening diseases and the capacity to treat them. Assess stockpiles of urgently needed relief supplies in the region and the capability to get them to affected populations. Discuss current and projected activities of the international relief community in the region. Outline support provided by neighboring states to the operation. Specify transportation requirements for emergency relief efforts. Identify threats of ethnic violence and genocide. Outline any religious or ethnic restrictions or requirements, which could affect relief operations. Identify quick-impact education and training requirements.
1.6 Landmine Situation
Determine the extent and nature of the landmine problem in the country. Locate mined areas in the vicinity of key installations and cities. Assess whether mine awareness training is needed. Determine current level of de-mining capacity. Suggest mine clearance priorities.
1.7 Public Security/Law and Order Situation
State the level of crime, banditry and lawlessness within the country. Assess the threat of bandits and criminal gangs against international operations. Discuss the types of police forces, scale of law and order, degree of political control of police forces, cultural aspects of the legal system, amount of corruption, nature and scope of police violence, effectiveness of courts and administration of justice mechanisms, and nature of human rights practices and treatment of citizens.
1.8 Infrastructure and Physical Environment
Describe the potential effects of climate and terrain on the operation. Discuss the impact of the conflict/natural disaster on the country's physical environment. Assess the condition of power generation and transmission systems. Outline the condition of the country's available infrastructure such as railway systems, airports, roads, bridges, communications, utilities etc.
For each sea, air, rail, and river port, determine the size and type of vessels (including containerized cargo) to be received and the port's capacity for storage and its related support systems. Specify requirements for additional assets or facilities to conduct anticipated operations.
1.9 Economic Situation
Discuss the state of the economy, unemployment, distribution of wealth, types of natural resources, principal agricultural commodities, level and nature of production and trade, effect of sanctions (if appropriate), availability of electrical power, quality of the workforce, level of international investment, degree of financial market activity, degree of privatization, support of government bureaucracy to private businesses, effectiveness of the government's domestic business law and judicial system, extent of government graft and corruption in licensing, and quality and effectiveness of government economic policy.
1.10 Public Information/Communications Situation
Describe the public communications assets within the host country-television, radio, newspapers, etc. Determine who-which faction-controls each of the public information systems. Define the ownership/political orientation of local media and the content of its broadcasts or publication. Judge the impact of on-going media efforts by friendly nations or organizations. Assess the impact of "hate radio" broadcasts. Identify storylines and key points that impact on the population regarding the operation.
1.11 Socio-Cultural Situation
Discuss the country's culture, traditions, and social institutions that bear on the success of the operation. Highlight religious prohibitions or ethnic dietary restrictions, which could affect humanitarian assistance operations. Identify available coping mechanisms used by the population to cope with the crisis environment-extended family, corruption, tribal support & security, migration, etc. Identify cultural institutions and practices that could be leveraged to facilitate support to the mission-focus on structures of authority in ethnic groups and related institutions. Identify key opinion leaders and their willingness to support operations. Identify broad-based groups of residents at the village, community, and regional level that should be consulted concerning proposed activities.
1.12 Support of the Host Government
Discuss the level of cooperation by the host government with anticipated operations. Specify the host government's intent in supporting the operation. Outlined what is needed to achieve and maintain host government support. Assess the level of planning and operational capability to deal with both the military and civilian aspects of the operation. Verify that we have negotiated a SOFA for the force. Assess the host government's administrative capacity to provide support for the operation. Assess what it would take to gain host nation support and cooperation.
1.13 Support from Neighboring States
Describe neighboring state involvement with the host country. Assess each one's willingness to help with ensuring the success of the operation. Determine if they are actively committed to reinforcing the mission including its specified tasks that could include arms control, refugee return, demobilization, elections, sanctions, basing rights, logistic support, control of hate radio broadcasts, etc. Verify which neighboring states will (and those that will not) take constructive measures to support the operation.
1.14 Support from Regional and International Organizations
Outline the key regional actors, major powers, international actors, and other participants and their interests. Identify regional alignments with the factions, if any. Assess the unity of purpose among regional states regarding the operation, and consensus within the Security Council.
1.15 State of the Current International Presence
List what UN peacekeeping forces, relief operations, or other Non-Governmental Organizations (NGO) and Private Organizations (PVO) activities are operating in the region. Discuss the activities of private international business interests in the area and how those business interests affect the key players in the conflict.
1.16 Situation on the Consent of the Parties
Assess the ripeness of the conflict for resolution. Identify the parties to the conflict and the degree of consent for supporting the operations of the international force and related civilian activities. Explain why the consent of any one party may be problematic and identify vulnerabilities that could be exploited to ensure its consent is maintained. Assess the perspectives of each of the "warlords" involved in the conflict to identify how they will likely support (or hinder) implementation of key elements of the settlement.
1.17 Suitability of the Framework for Peace/Agreement/Settlement
Outline the political framework/agreement that governs the mission, if one exits. This framework for peace will normally result in a UN Security Council resolution that governs the operation. Such a framework/agreement/settlement provides the context in which the international mission will operate.
Key factors within the agreement include provisions for an interim system of government, incentives to insure compliance by the parties, mechanisms to resolve disputes, procedures for peaceful change, authority of the UN SRSG or the force commander to take action to interpret and facilitate implementation, and key areas not included in the agreement (economic development, etc).
Assess whether the provisions of the agreement and proposed courses of action reflect (or least do not go against) the history, traditions, culture, and values of the peoples involved.
1.18 Summary of the Situation--Immediate Entry Conditions
General situation -- a short history of the conflict--its origin, major participants, causes, and issues at stake.
2.0 U.S. Interests, Strategic Purpose and Mission
This section states the U.S. interests at stake, the overall USG strategic purpose in conducting the operation, and the Pol-Mil mission statement. Since these constitute the foundation of the Pol-Mil plan, all parts of the plan must be consistent with this section and be judged against it. Paragraphs 2.1 through 2.6 are intrinsically linked and must be tightly defined. There should be a top-to-bottom rationale that ties interests, purposes, objectives, and endstate. This rationale calls for continuity among these paragraphs. The NSC should obtain interagency consensus, and at times resolve disagreements, on these issues before tasking out other parts of the Pol-Mil plan.
2.1 U.S. Interests at Stake
State the U.S. interests at stake (or U.S. equities at risk) in the crisis-regional stability, protection of American citizens, facilities, or other rights, WMD proliferation, criminal activities or terrorism, threats to democratization, trade and market access, access to strategic materials, the human condition and human rights, and/or advancement of American values.
2.2 U.S. Strategic Purpose
Identify the U.S. strategic purpose or intent of the anticipated operation-what we hope to accomplish in conducting the operation. The USG's purpose may include any of the following:
2.3 Mission Statement
Present a clear and concise statement of what type of operation the USG will seek to accomplish and by whom. The mission statement should include:
2.4 Pol-Mil Objectives and Specified Tasks
List the key objectives to be accomplished by the mission/intervention--these objectives are usually outlined in the Security Council mandate, if one exists. Then, list the specified tasks that the entire mission--both civilian and military components--is expected to accomplish over the duration of the operation. If necessary, state what tasks the operation will not attempt to accomplish.
2.5 Desired Pol-Mil Endstate
Describe the conditions that the mission is supposed to create before the operation transitions to a follow-on operation (e.g., perhaps one led by the UN or an OSCE monitoring mission). These conditions integrate military and civilian dimensions in a manner that describes mission success. In addition, the condition of the endstate should be clear and realistic--for example: "Establish a suitable security environment that permits relief operations to be conducted by ..."
The final political arrangement that the parties agree to implement is the key endstate. This endstate drives all other conditions, and early attention should be placed on determining the acceptable political arrangement. The central task in many complex contingencies in divided societies is to find an acceptable political framework that will mitigate conflict among ethnic groups/warring factions. The desired political framework, accepted by the parties, should establish institutions and practices that create incentives for warring factions to mediate their differences through legitimate institutions of a democratic state. Or, structure a political system that provides incentives and rewards political leaders who moderate divisive ethnic themes and persuade citizens to support moderation, bargaining, and reciprocity among ethnic groups.
Other endstate conditions should be stated as specifically as possible. One should be clear as to whether one desires a change in conditions on the ground (e.g. newly elected officials gain control in all provinces) or simply the completion of a task (e.g. complete elections in all the provinces). Either endstate condition may be appropriate, depending on how ambitious we want to be in establishing the objectives for the operation.
Overall, depending on the mandate, the scope of the desired endstate could involve several areas--for example, it could include such areas as political framework, agreement compliance, territorial unification, military security, civilian police reform, civil order and justice, humanitarian relief, refugee resettlement, demobilization, or economic recovery.
2.6 Transition/Exit Strategy
Describe the transition/exit strategy that is linked to the realization of the conditions for the desired endstate described above. Obviously, this strategy is multi-dimensional in character, focusing on tasks needed to be completed for a hand-off of responsibilities. A transition/exit strategy requires the integrated efforts of both civilian and military officials within the USG and the international community.
Management of a transition/exit strategy is an interagency effort. It should be coordinated by an interagency working group, which would advise the ExComm on the status of exit strategy planning and coordination within the USG and at the UN. The interagency working group would be composed of appropriate USG officials having political, humanitarian, military, regional, and UN expertise regarding operations in the region.
3.0 Concept of Operations, Organization, and Authority
This section describes conceptually how the mission will be accomplished--how the various components of USG policy (political, military, humanitarian, etc.) will be integrated to get the job done. Structurally, the concept of operations is a time-phased description of how the complex contingency operation will unfold. For each phase of the operation, task priorities are identified by functional component of the operation. In this way, various U.S. agencies and non-government organizations can understand how their priorities merge with those of other agencies to accomplish the mission.
3.1 Pol-Mil Concept of Operations
Mission accomplishment usually calls for the timely integration of several functional dimensions of activity: diplomatic engagement, military security, humanitarian assistance, political reform, and economic transition, among others. The Pol-Mil concept of operations for the mission typically has several phases, each of which will require priority efforts within many of the functional dimensions as noted below:
Military Security and Regional Stability:
Internal Political Transition
Civil Law and Order/Public Security
Public Diplomacy and Education
Economic Restoration and Transformation
Human Rights and Social Reconciliation
3.2 Pol-Mil Synchronization Matrix
Summarize in matrix form the key task priorities of each component (as described in Phase I above) and synchronize each component's priorities with the another components' priorities.
3.3 Lead Agency Responsibilities
Define the areas of responsibility to different USG agencies and international organizations based on the concept of operations. These responsibilities are determined through interagency discussions. In some cases, clarify assigned tasks or functions that fall outside an agency's normal area of responsibility.
3.3.4 Joint Staff
3.4 Pol-Mil Organizational Concept: Portray the U.S. organization for various components in Washington, DC, and in theater.
3.4.1 Washington Interagency Policy Elements
Executive Committee (ExComm)
Interagency Working Group (IWG)
Senior Steering Group
US Ambassador and the Embassy Staff
CJTF Command and Staff
3.5 UN (or NATO, OSCE, Coalition MNF, etc.) Organization in Theater (if appropriate)
Civil Affairs Office
Other key offices, including UNHCR
3.6 Chain of Authority
Describe the chain of authority and associated reporting channels for the operation.
3.6.1 U.S. Chain of Authority
3.6.2 UN (or NATO, OSCE, Coalition MNF, etc. ) Chain of Authority
3.6.3 Authorities of the UN Special Representative of the Secretary-General.
4.0 Preparatory Tasks
This section lays out specific preparatory tasks to be undertaken by the interagency before the operation begins--these include such tasks as advance diplomatic consultations, troop recruitment, verification of legal authorities, funding for the operation, congressional consultations, and U.S. media relations. For each task noted below, there should be a discussion of the facts bearing on successful accomplishment of the task, requirements for action, agency responsibilities, and milestones for implementation. Each sub-section below (4.1, 4.2, etc.) is usually drafted by one agency and coordinated with all other interested agencies.
4.1 Advance Diplomatic Consultations (State)
Outline our strategy for UN consultations, consultations with key regional powers, major powers, and the host government, consultations with regional organizations and supporting international organizations (OSCE, UNHCR, etc.)
4.2 Coalition Leadership (JCS, OSD, USUN and State)
Determine the lead nation for the coalition. Prepare a charter for the Steering Group to provide policy control over coalition operations. Make provisions for both military and civil command and control. Establish coalition-planning staffs for both military and civilian activities.
4.3 Troop Recruitment (OSD, State, and USUN)
Determine the coalition force structure and identify force requirements. Identify potential troop contributors. Clarify progress in on-going recruitment efforts. Specify our plan for soliciting participation.
4.4 Legal Authority (All Agencies)
Specify the overall authority for conducting the operation, the key provisions of the mandate, requirements of the peace accord, if appropriate, the U.S. legal authority for providing support to the operation, and the status of SOFA arrangements.
4.5 Funding Requirements and Sources (OMB, State, and OSD):
Discuss the estimated USG cost of the operation, potential USG sources and adequacy of funding, interagency burden sharing--which USG agencies will pay for what, relevant funding authorities, and Congressional actions required for the expenditure of USG funds.
4.6 Financial Donors (State, AID and Treasury):
Determine overall financial requirements and identify potential donors. Establish a fund to receive contributions. Prepare appeals in consultation with relevant parties. Organize donor conferences. Collaborate with UN agencies, international financial institutions (IMF, World Bank, etc.), development banks, NGO's and bilateral donors.
4.7 Congressional Consultations (All Agencies):
Outline the strategy for gaining Congressional support for the operation, the requirements for consultation/reporting to Congress, plan for dealing with key Members.
4.8 U.S. Public Relations and Media Affairs (State):
Describe the overall strategy for telling the story, the rules of road for media once operations begin, key themes and critical events, and key media outlets/people.
4.X Other preparatory tasks may be added as appropriate
5.0 Major Mission Area Tasks
This section provides an inventory of the major mission area tasks that could be undertaken as part of the complex contingency operation. Although the content of this section will vary significantly from operation to operation, there are many mission area tasks which are usually addressed (or are consciously dismissed as not relevant) to an operation. Each sub-section below (5.1, 5.2, etc.) will be tasked to a specific agency for completion in coordination with other interested agencies in the USG.
Mission area tasks for a complex contingency operation are designed to address immediate problems that, left unresolved, could lead to the return of fighting. As such, mission area tasks are distinct from normal, long-term development tasks. The overriding criterion for the establishment of task priorities is political-military, consistent with the USG strategic purpose and mission as outlined in paragraph 2.0 above. This criterion offers a useful way of deciding whether, for example, an admirable humanitarian project fits in with the USG purpose and mission of the operation.
The set of mission area tasks undertaken for any given situation will vary from operation to operation. This inventory presents a list of tasks that may be undertaken-not all tasks will be applicable to every complex contingency operation. Further aspects of this inventory are highlighted below:
The selection of mission area tasks undertaken for a particular operation will have to account for the USG strategic purpose and mission, cooperation of the host government and the parties involved, and the resources available. This inventory of mission area tasks is illustrative rather than comprehensive. The inventory only lists tasks that are usually undertaken as part of a complex contingency operation. Accordingly, it can be used as a menu of potential tasks, based on lessons learned, to spur agency planners to consider the range of likely tasks appropriate for a given operation. Effort has been made to list sub-tasks within each mission area in some chronological sequence of execution, however, this sequence should not be interpreted rigidly. The inventory does not specify which entities within the USG, the United Nations, NATO, OSCE, or OAU, ASEAN, or other organizations will undertake the task. This needs to be developed as part of the overall Pol-Mil strategy.
In writing this portion of the Pol-Mil Plan, agencies should follow the general outline below:
Note that each sub-task listed below under the various major mission areas does not identify the entity that will organize and implement the action, but rather only identifies the sub-task using an action verb. The agency planner must assess the situation and make of determination of the entity which is best able to perform the task, such as the USG, UN, NGO, the host nation, or a regional organization among others.
5.1 Diplomatic Engagement Tasks (State, USUN, OSD)
5.2 Military Security and Regional Stability Tasks (OSD, Joint Staff, CIA)
5.3 WMD Control/Consequence Management (OSD, Joint Staff, State, DSWA)
5.4 Humanitarian Assistance Tasks (State, USAID, OFDA OSD)
5.5 Internal Political Transition Tasks (State)
5.6 Civil Law and Order/Public Security Tasks (State, Justice)
5.7 Infrastructure Restoration Tasks (State, USAID)
5.8 Economic Restoration/Transformation Tasks (State, USAID, Treasury)
5.9 Public Diplomacy and Education Tasks (State, USIA, OSD, Joint Staff)
5.10 Human Rights and Social Reconciliation Tasks (State)
5.X Other functional component areas may be added as appropriate
6.0 Agency Plans
This section contains key agency plans written by USG or UN agencies that pertain to critical parts of the operation. For each critical sub-task of the operation, the ExComm will task USG agencies to write an agency operational or support plan for implementation--note below some of the common operational and support plans required for a complex contingency. The ExComm determine, in consultation with NSC staff, which agency plans will be written for the complex contingency operation.
The format for these plans should follow a standard pattern for consistency. Agency plans should at least discuss:
The interagency (usually the ExComm) will review or rehearse each of these plans to identify areas of interdependence between agencies (e.g., USAID cannot do x until DoD does y), areas of disagreement (e.g., two agencies each think the other should pay for x), and the degree of consistency between agency plans and the overall Pol-Mil plan. The interagency review or rehearsal will normally take place off-site at the National Defense University, Ft. McNair, Washington D. C. or the U. S. Army War College, Carlisle Barracks, PA., and will include Director-level participation or higher. In addition, the Deputies Committee will review the Pol-Mil plan and supporting agency plans prior to commencement of operations.
Depending on mission requirements, here are some common major mission areas that will require an agency plan for a complex contingency operation:
6.1 Plan for Military Operations (Joint Staff)
6.2 Plan for Humanitarian Relief Operations (USAID)
6.3 Plan for Demobilization of Forces (OTI)
6.4 Plan for Civilian Police Equip and Train (State, Justice)
6.5 Plan for Election Support Activities (State)
6.6 Plan for De-mining Operations (OSD, State, USAID)
6.7 Plan for Infrastructure Restoration (USAID)
6.8 Plan for Refugee Return (State)
6.9 Plan for Professionalizing Armed Forces (Joint Staff)
6.10 Plan for Human Rights (State)
6.11 Plan for Public Diplomacy (USIA)
6.12 Plan for Intelligence Support (CIA)