1

U.S. Army Soldier Support InstituteAdjutant General School

Human Resources Plans & Operations

Interpret Sustainment OperationsFM 4-0

Lesson Plan

Version 2.0

October 2019

U.S. ARMY ADJUTANT GENERAL SCHOOLOfficer Training & Education Division

Human Resources Planning & Operations

Lesson Plan Interpret Sustainment Operations

Lesson: 4.60 HoursLesson Author: AGS, ITEDLast Review: 15 October 2019

SCOPE: FM 4-0 is a continuation of the doctrine established in FM 3-0, Operations. It describes the sustainment warfighting function and discusses the principles of sustainment. It discusses the elements of sustainment—logistics, financial management, personnel services and health service support and describes the sustainment of unified action. FM 4-0 discusses how sustainment provides operational reach, freedom of action and endurance in the execution of unified land operations. It emphasizes the connection between the strategic support area and operational and tactical sustainment actions.

FM 4-0 provides a common operational doctrine for sustaining Army forces operating across the full range of military operations in multiple domains of air, land, sea, space, and cyberspace. Army forces not engaged in ongoing operations are focused on their readiness for future operations that require sustainment, training and professional education built on doctrine. FM 4-0 informs the preparation, sustainment, and execution of operations. All leaders need to understand and be familiar with it.

Army Learning Areas and General Learning Outcomes:

Army Learning Areas (ALA) are the baseline focal points Soldiers and Army Civilians must possess to prevail in the ambiguous environments that challenge the Army today. The four ALAs are: Army Profession and Leadership; Mission Command; Human Dimension; and Professional Competence. The Army Learning Area taxonomy provides a framework to assist in grouping the General Learning Outcomes. The four Army Learning Areas serve as the framework to catalogue the 14 General Learning Outcomes.

General Learning Outcomes (GLO) are essential outcomes resulting from training, education, and experience along a career continuum of learning. There are three primary purposes for the Army General Learning Outcomes. First, they provide trainers and educators a lens into how effective they are in conveying their support material. Second, it assists in improving instructional design and/or training support packages. Finally it places responsibility on training and education proponents to be nested with ALAs.

2

This lesson covers the following ALAs and associated GLOs:

Army Profession and Leadership. The Army Profession is a unique vocation of experts certified in the ethical design, generation, support, and application of land power, serving under civilian authority and entrusted to defend the Constitution and the rights and interests of the American people. Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.

ALA: Army Profession and Leadership GLOsGLO 4: Soldiers and Army Civilians demonstrate proficiency in mission command leader and commander

tasks.

Mission Command. The exercise of mission command encompasses how Army commanders and leaders apply the foundational MC philosophy with the MC WF guide, integrate and synchronize Army operations throughout the conduct of ULO. There are four GLOs for the Mission Command ALA.

ALA: Mission Command GLOsGLO 4: Soldiers and Army Civilians demonstrate proficiency in mission command leader and commander

tasks.

Professional Competence. Professional Competence is the demonstrated and tactical proficiency in Army and joint doctrine largely revolving around the concept of ULO codified in ADP 3-0. There are three GLOs for the Professional Competence ALA.

ALA: Professional Competence GLOs

GLO 7: Soldiers and Army Civilians demonstrate proficiency in Army and joint doctrine. GLO 13: Soldiers and Army Civilians support Army policies, programs, and processes.GLO 14: Soldiers and Army Civilians are technically and tactically competent.

2. LEARNING OBJECTIVES:

Terminal Learning Objective: Interpret Sustainment Operations

Action: Interpret Sustainment Operations.

Condition: Given access to FM 4-0 (Sustainment July 2019), ADP 4-0 (Sustainment July 2019), FM 3-0 (Operations July 2019), ADP 3-0 (Operations, July 2019), ADP 3-07 (Stability, July 2019), JP 3-0 (Joint Operations 17 January 2017, Incorporating Change 1 22 October 2018 ); JP 3-33 (Joint Task Force Headquarters 31 January 2018), JP 3-31 (Command and Control for Joint Land Operations 24 February 2014), JP 5-0 Joint Planning (16 June 2017).

3

Standard: Score 80% or higher on a knowledge based exam that includes the following learning activities:

Identify the strategic support area Describe the sustainment warfighting functions Understanding Strategy and Campaign Development

Learning Domain: Cognitive

Level of Learning: ComprehensionSafety Requirements: In a training environment, leaders must perform a risk assessment in accordance with ATP 5-19, Risk Management. Leaders will complete a DA Form 2977 DELIBERATE RISK ASSESMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC).

Risk Assessment Level: Low

Environmental Statement: Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to ATP 3-34.5 Environmental Considerations and GTA 05-08-002 Environmental-Related Risk Assessment

3. STUDENT PREREQUISITE WORK:

a. Study Requirements:

Read: (1) FM 4-0 (Sustainment July 2019)(2) ADP 4-0 (Sustainment July 2019)(3) ADP 3-0 (Operations July 2019)(4) FM 3-0 (Operations July 2019)

Scan: (1) ADP 3-07 (Stability, July 2019) (2) ADRP 3-90 (Offense and Defense July 2019) Review: None

b. Bring to Class: Nonec. Be prepared to discuss the following:

4

Identify the strategic support area Describe the sustainment warfighting functions Understanding Strategy and Campaign Development

4. INSTRUCTOR ADDITIONAL READING(S) AND RESOURCES

a. Doctrinal and Administrative References

(1) ADP 4-0 (Sustainment July 2019)(2) FM 4-0 (Sustainment July 2019)(3) FM 3-0 (Operations, July 2019)(4) ADP 3-0 (Operations, July 2019)(5) ADP 3-07 (Stability, July 2019)(6) JP 3-0 (Joint Operations 17 January 2017, Incorporating Change 1, 22

October 2018 )(7) JP 3-33 (Joint Task Force Headquarters 31 January 2018)(8) JP 3-31 (Command and Control for Joint Land Operations 24 February 2014)(9) JP 5-0 (16 June 2017)

b. Websites:

ALMS websiteHRC website

5. TRAINING AIDS, REFERENCES AND RESOURCES:

a. Videos are available on HRC website. b. Lesson Planc. Campaign Planning Handbookd. Approach to LSCO by LTG Seana Jardine. MTOE Readiness Reportf. Samas Code Bookg. Power Point Presentationh. Practical Exercises

6. CONDUCT OF LESSON

a. Lesson Timeline:

15 minutes Concrete Experience10 minutes Publish and Process310 minutes Generalize New Information 50 minutes Practical Exercise 1 05 minutes Conclusion

5

SHOW SLIDE 1 (Large Scale Combat Operations Information)

Slide 1: Interpret Sustainment Operations

Instructor NOTE: Adjust the Lesson Timeline as necessary to facilitate class schedule, your teaching style, and student learning.

SHOW SLIDE 2 (Sustainment Video)

Slide 2: Concrete Experience - TRADOC In-Depth: FM 4-0 Video

Focus: The concrete experience serves as a trigger mechanism for the lesson and as a support for teaching new content.

https://youtu.be/t3ufJEwi6mE

b. Concrete Experience (15 minutes): Play the TRADOC In-Depth: FM 4-0 Video.

NOTE: As an option, Instructors can have students share any experiences they have with sustainment or logistics.

6

c. Publish and Process (10 minutes): This phase is student-centered and instructor facilitated.

Instructor NOTE: The “publish” portion is a short discussion on how group members felt during their experience of generating data. This phase focuses on the group dynamics during the exercise and is NOT intended to be a discussion of the content generated. This can be kept short; once the group moves to “process,” they will likely continue to add to “publishing” type information. Do not let the group jump straight to content. When well facilitated, publishing is a good method to relate a discussion of interpersonal communication and group dynamics to the broader topic of leader competencies described in FM 6-22.

Questions the instructor may ask to assist in publishing: (Intent is to push critical thinking. Push students to defend their answers – allow students to hash out ideas).

Optional Instructor Questions:

Q1: How are sustainment operations critical to the Army’s success?Q2: What defines sustainment operations in your own words?

d. Generalize New Information (GNI): (310 minutes):

SHOW SLIDE 3 (Terminal Learning Objective - Task)

Slide 3: Terminal Learning Objective (Task)Focus: Review TLO.

SHOW SLIDE 4 (Terminal Learning Objective - Condition)

7

Slide 4: Terminal Learning Objective (Condition)Focus: Review TLO.

Slide 5: Terminal Learning Objective (Standards)Focus: Review TLO.

Instructor NOTE: Understanding the Fundamentals Sustainment Operations and the impact it has on its’ leaders and staff is of the utmost importance. Professionals should be prepared to conduct intelligence “on the move,” jumping tactical operations centers potentially every twenty-four hours (or less) to prevent destruction by threating forces, standing up and tearing down systems with exceptional expediency. This lesson provides an overview of doctrinal responsibilities, philosophies, and objectives for Understanding the Fundamentals Sustainment Operations.

SHOW SLIDE 6

8

Slide: 6 Strategic Support AreaFOCUS: Understanding LSCO and its range of operations

1. What is the strategic support area?

2. Why is the operational environment said to evolve continuously??

Learning Step / Activity 1. Strategic Support AreaMethod of Instruction: Conference / Discussion

Instructor to Student Ratio: 1:36Time of Instruction: 50 mins

Media: Large Group Instruction

Strategic Support Area

In the U.S., sustainment originates in the strategic support area. The strategic support area consists of the defense industrial base that includes DOD, government, and private sector worldwide industrial complexes with capabilities to perform research and development, design, produce, and maintain military weapon systems, subsystems, components, or parts to meet military requirement. The strategic support area generates Army sustainment capabilities, which enable sustained operations through end-to-end processes that drive efficiencies across military Services, agencies, and industry. The continuous effects created in the strategic support area may occur anywhere long the competition continuum, which ranges from peace to war. The strategic support area describes the area extending from the joint security area within a theater to the continental United States (CONUS) or another combatant's area of responsibility (AOR). It includes a vast array of DOD, government, and private sector agencies that participate in the sustainment enterprise.

a. What is the strategic support area?

Answer: The strategic support area consists of the defense industrial base that includes DOD, government, and private sector worldwide industrial complexes with capabilities to perform research and development, design, produce, and

9

maintain military weapon systems, subsystems, components, or parts to meet military requirement.

NOTE: Refer students to FM 4-0, Para 2-3

NOTE to Instructor: Ask students the following questions:

Why is a running estimate?

Answer: The continuous assessment facts, assumptions, constraints and limitations concerning the current situation and operational environment used to determine if the current operation is proceeding according to the commander's intent and if planned future operations are supportable.

(FM 4-0, para 5-99)

What is freedom of action?

Answer:

• Freedom of action enables commanders to achieve operational initiative and maintain operational tempo. (FM 4-0; para 1-24).

NOTE to Instructor: Refer students to follow along in APD 3-0 to discuss the following terms.

SHOW SLIDE 7

10

Slide: 7 Large Scale Combat Operations

Focus:

1. Define LSCO.

2. Discuss Shape.

3. Discuss LSGC.

4. Discuss Consolidated Gains.

Large Scale Combat OperationsMethod of Instruction: Conference / Discussion

Instructor to Student Ratio: 1:36Time of Instruction: 50 mins

Media: Large Group Instruction

Note: The Instructor/Facilitator will guide the students through the how relative advantage is gained using shape, prevent conflict and consolidate gains.

Army Strategic Roles:

a. Large-scale combat operations occur in the form of major operations and campaigns aimed at defeating an enemy's armed forces and military capabilities in support of national objectives. :

1. Shape:

Shaping activities include security cooperation and forward presence to promote U.S. interests, developing allied and friendly military capabilities for self-defense and multinational operations, and providing U.S. forces with peacetime and contingency access to a host nation. Army prevent activities may include mobilization, force tailoring, and other pre-deployment activities; initial deployment into a theater to include echeloning command posts; employment of intelligence collection assets; and development of intelligence communications, sustainment and protection infrastructure to support the JFC's concept of operations.

2. Conflict:

11

Large-scale combat operations, Army forces focus on the defeat and destruction of enemy ground forces as part of the joint team. Army force close with and destroy enemy forces in any terrain, exploit success, and break their opponent's will to resist. Army forces attack, defend, conduct stability tasks, and consolidate gains to attain national objectives. Divisions and corps are the formations central to the conduct of large-scale combat operations, organized, trained and equipped to enable subordinate organizations. The ability to prevail in ground combat is a decisive factor in breaking an enemy's will to continue a conflict. Conflict resolution requires the Army to conduct sustained operations with unified action partners as long as necessary to achieve national objectives.

3. Consolidated Gains:

Army operations to consolidate gains include activities to make enduring any temporary operational success and to set the conditions for a sustainable environment, allowing for a transition of control to legitimate civil authorities. Consolidation of gains is an integral and continuous part of armed conflict, and it is necessary for achieving success across the range of military operations. Army forces deliberately plan to consolidate gains during all phases of an operation. Early and effective consolidation activities are a form of exploitation conducted while other operations are ongoing, and they enable the achievement of lasting favorable outcomes in the shortest time span. Army forces conduct these activities with unified action partners. In some instances, Army forces will be in charge of integrating forces and synchronizing activities to consolidate gains.

4. Win:

Winning is the achievement of the purpose of an operation and the fulfillment of its objectives. The Army wins when it successfully performs its roles as part of the joint force during operations. It wins when it effectively shapes an OE for combatant commanders, and when it responds rapidly with enough combat power to prevent war through deterrence during crisis. When required to fight, the Army's ability to prevail in ground combat at any scale becomes a decisive factor in breaking the enemy's will to continue fighting.

SHOW SLIDE 12

Slide: 12 CONDUCT HUMAN RESOURCES PLANNING AND OPERATIONS

12

Focus: Discuss lesson learned

NOTE: Refer students to FM 4-0 para; A-87.

HR planning and operations are the means by which HR leaders envision a desired HR end state in support of the operational commander’s mission requirements through the use of the military decision making process, rapid decision and synchronization process, and Army design methodology. It communicates to subordinate HR professionals the intent, expected requirements, and desired outcomes in the form of an operation plan and operation order. It also communicates the process of tracking execution of planned HR support to ensure effective support to the operational commander through the following processes:

Assessing the current situation and forecasting HR requirements based on the progress of the operation.

Making execution and adjustment decisions to exploit opportunities or requirements not forecasted.

Directing actions to apply HR resources and support at decisive points and time.

NOTE: Instructors should ask the students if they have any experience with HRPO.

SHOW SLIDE 13 (Sustainment Planning)

13

Slide: 13 Sustainment PlanningFocus:

1. Sustainment Planning

Learning Step / Activity 3. Sustainment PlanningMethod of Instruction: Conference / Discussion

Instructor to Student Ratio: 1:36Time of Instruction: 30 mins

Media: Large Group Instruction

NOTE: Refer students to FM 4-0, Chapter 6.

a. Planning sustainment support of an operation is vital to mission success. Sustainment commanders and their planning staffs must coordinate and synchronize every stage of the planning process with the operational staff.

What is Sustainment Planning?

Answer: Sustainment Planning is both a continuous and a cyclical activity of the operations process. FM 4-0, para 6-10

Sustainment Planning

14

Sustainment planning begins with the operational commander’s intent and concept of operations. This single, unifying idea provides direction for the entire operation. Based on a specific idea of how to accomplish the mission, commanders refine the concept of operations during planning. They adjust it throughout the operation as subordinates develop the situation or conditions change.

Sustainment planning continues with an analysis of the conditions in the operational environment with emphasis on the enemy and operational variables mission, enemy, terrain and weather, troops and support available, time available, and civil considerations. It involves understanding and framing the problem and envisioning the set of conditions that represent the desired end state.

Planning sustainment support of an operation is vital to mission success. Sustainment commanders and their planning staffs must coordinate and synchronize every stage of the planning process with the operational staff. They must also coordinate, synchronize and integrate the sustainment plan with joint and multinational partners to ensure a continuous linkage with strategic level providers.

NOTE: Ask students about their experiences with an operation which was poorly planned.

SHOW SLIDE 14

Slide 14: Sustainment Warfighting Functions

Focus:

1. Sustainment Warfighting Functions.

Interpret Sustainment

For the Army, sustainment is the provision of logistics, financial management, personnel

15

services, and health service support necessary to maintain operations until successful mission completion. Sustainment is accomplished through the coordination, integration, and synchronization of resources from the strategic level through the tactical level in conjunction with our joint and multinational partners.

Sustainment operations enable force readiness. Sustainment operations maintain Army forces by equipping it with materiel, funding it with required resources, staffing it with trained Soldiers and leaders, and by providing it with the force health protection needed.

SHOW SLIDE 15 (Planning Considerations)

Slide: 15 Planning ConsiderationsFocus: The importance of students understanding the Planning Considerations

1. Sustainment planners use thecommander’s intent, planning guidance, and the military decision making process to develop the sustainment concept of support.

Learning Step / Activity 5. Planning ConsiderationsMethod of Instruction: Conference / DiscussionInstructor to Student Ratio: 1:36Time of Instruction: 50 minsMedia: Large Group Instruction

NOTE: Refer students to FM 4-0 para 6-13

What are some planning considerations sustainment planners should think about during defensive operations?

Answer: The answers can be found in FM 4-0 para 6-13

The Instructor/Facilitator will guide the students through the planning considerations.

Planning Considerations

16

Sustainment planning is both a continuous and a cyclical activity of the operations process. For sustainment planning, the most important factors are requirements, capabilities, and shortfalls. As outlined in the paragraphs below, planning considerations assist planners in identifying specific support or operational requirements based upon available information. Many planning considerations affect the ability to execute large-scale defensive operations. These considerations must be recognized, analyzed in the time available, and prioritized based on the commander's intent.

Planning considerations must encompass all warfighting functions to ensure the plan is integrated across all functions and domains. A planning consideration may have various levels of effects that drive support requirements across all warfighting functions. The following discussion describes considerations that must be considered during planning for sustaining large-scale defensive operations.

SHOW SLIDE 16 (Planning Considerations)

Slide: 16 Planning ConsiderationsFocus: The strategic role of Planning Considerations.

1. Developing effective plans facilitates well-synchronized transitions between operational phases.

Learning Step / Activity 6. Planning ConsiderationsMethod of Instruction: Conference / Discussion

Instructor to Student Ratio: 1:36Time of Instruction: 15 mins

Media: Large Group Instruction

Planning Considerations

17

Sustainment staffs create viable plans that are well coordinated and synchronized, facilitate operational tempo and support the commander’s priorities before, during, and after operations. Sustainment planners in an operational headquarters generally do not drive the planning process, but must be fully integrated throughout planning to help understand, visualize, and describe solutions. Sustainment planners use the commander’s intent, planning guidance, and the military decision making process to develop the sustainment concept of support.

The concept of support is derived from running estimates developed using a variety of planning tools. These running estimates project consumption rates for key classes of supply, casualty figures, maintenance requirements, and other sustainment requirements. (See ADP 5-0 for additional information.) Sustainment planners participate in all aspects of the military decision making process to ensure synchronization and unity of effort.

SHOW SLIDE 17

Slide: 17 Joint planningFocus:

1. Joint planning.2. Campaign Planning Handbook

Joint planning is the deliberate process of determining how (the ways) to use military capabilities (the means) in time and space to achieve objectives (the ends) while considering the associated risks. Ideally, planning begins with specified national strategic objectives and military end states to provide a unifying purpose around which actions and resources are focused. The joint planning and execution community (JPEC) conducts joint planning to understand the strategic and operational environment (OE) and determines the best method for employing the Department of Defense’s (DOD’s) existing capabilities to achieve national objectives.

NOTE: Refer students to JP 5-0 Chapter 5

SHOW SLIDE 18

18

Slide: 18 Joint PlanningFocus: 1. Joint planning.

The strategic environment is uncertain, complex, and changes rapidly. While the nature of war has not changed, the character of warfare has evolved. Military operations will increasingly operate in a transregional, multi-domain, and multi-functional (TMM) environment. TMM operations will cut across multiple combatant commands (CCMDs) and across land, maritime, air, space, and cyberspace. Effective planning provides leadership with options that offer the highest probability for success at acceptable risk and enables the efficient use of limited resources, including time, to achieve objectives in this global environment. When specific objectives are not identified, planning identifies options with likely outcomes and risks to enable leaders at all levels to make informed decisions, without unnecessary expenditure of resources.

SHOW SLIDE 19

19

Slide: 19 Principles of PlanningFocus: 1. Focus on the End State.

Slide: 20 Planning PitfallsFocus: 1. Pitfalls of planning process.

Slide: 21 Strategy. Vision. Planning.

20

Focus: 1. Focus on strategy.

DOD is tasked to conduct operations on a daily basis to aid in achieving national objectives. In turn, CCDRs are tasked to develop strategies and campaigns to shape the OE in a manner that supports those strategic objectives.

Strategy prioritizes resources and actions to achieve future desired conditions. It acknowledges the current conditions as its start point, but must look past the current conditions and envision a future, then plot the road to get there. Plans address detailed execution to implement the strategy. In this construct, the CCDRs and their planners develop strategy and plan campaigns to integrate joint operations with national-level resource planning and policy formulation and in conjunction with other USG departments and agencies.

Slide: 22 The CampaignFocus: 1. Focus Campaign.

The campaign may include operations across the spectrum of conflict, to include ongoing combat operations, such as counterterrorism operations. In the event a contingency operation is executed, that operation is subsumed into the campaign and becomes an

21

element the CCDR considers when identifying the impact of US operations on the OE, the opportunities to favorably affect the OE to achieve national-level and theater level objectives, and examining MOEs that may impact the campaign’s intermediate objectives.

Campaign objectives must be continuously assessed to see if they are achieving the desired conditions. As objectives are achieved (or determined to be infeasible), the CCDR and planners update the campaign plan with new objectives and develop associated assessment measures.

Show Slide 23 (Check on Learning)

Slide: 23 Check on Learning Focus: Present the questions and have the students answer them.

1. How does the Warfighting Function provide sustainment to support the force?

2. What must planning considerations encompass?

3. What are the sustainment functions needed to build combat power?

1. The sustainment warfighting function leverages joint, interagency, multinational and other available capabilities to provide sustainment support to the force. FM 4-0 para 1-1

2. Planning considerations must encompass all warfighting functions to ensure the plan is integrated across all functions and domains. FM 4-0 para 7-13

3. Personnel, supply, maintenance, and medical. FM 4-0 para 6-13; Bullet 3

Learning Step / Activity 9. Check on LearningMethod of Instruction: Conference / Discussion

Instructor to Student Ratio: 1:36Time of Instruction: 15 mins

Media: Large Group InstructionShow Slide 24 (Practical Exercise)

Slide: 24 Practical Exercise

22

Focus: Instructor will have students work in groups.

(1) The Instructor will have you count off and he/she will divide you into groups evenly. (2) He/She will assign a group leader for each group. (3) Each group will be assign a question to answer from FM 3-0 and or FM 4-0. (4) Each group will have 15 minutes to research the question given.(5) The groups’ leader will have up to 10 minutes to facilitate the answer when called upon.

Each student will participate.

Learning Step / Activity 10. Practical ExerciseMethod of Instruction: Conference / Discussion

Instructor to Student Ratio: 1:36Time of Instruction: 15 mins

Media: Large Group Instruction

Slide: 25 Questions

23

Focus:

SHOW SLIDE 26 (Terminal Learning Objective - Action

Slide 26: Terminal Learning Objective (Action)Focus: Review TLO.

SHOW SLIDE 27 (Terminal Learning Objective - Condition)

24

Slide 27: Terminal Learning Objective (Condition)Focus: Review TLO.

SHOW SLIDE 28 (Terminal Learning Objective - Standards)

Slide 28: Terminal Learning Objective (Standards)Focus: Review TLO.

25