Applying the ATO cycle to communications planning, execution Published Jan. 27, 2009 By Lt. Col. Daniel L. Steele Deputy Director of Communications (DJ6), MNSTC-I J6 SATHER AIR BASE, Iraq -- In Baghdad, communications professionals from all services are supporting the Multi-National Security Transition Command-Iraq Directorate of Communications' mission in Iraq. Interestingly, they are employing Air Tasking Order concepts to shape the cyber battlefield for the Government of Iraq. Colonel Karlton Johnson, MNSTC-I's director of communications, was the driving force behind the command's C4 roadmap. "We are trying to help people build a nation and create national self-sufficiency," he said. "We needed a strategy that would outlast all of us ... something enduring that we could pass on to our successors. MNSTC-I/J6's mission is to build up Iraq's C4 capacity and help them continue on without coalition support. We did not have a strategy for that, so we built one." In February 2008, the team built a 500-day plan. "Success leaves clues," said Colonel Johnson. "I've seen positive results from 500-day planning in several large military and governmental organizations including DISA, the Army CIO, and a host of successful businesses." The first thing the team had to decide was the objectives for the next 500 days. Colonel Johnson knew the MNSTC-I CG published forward four conditions to be successful in Iraq. The first condition was force generation. Force generation required that Army, police, Navy, and Air Forces could generate in time to meet Iraq's security situation and stay on track. The second condition was for Iraq to operate independently. Iraq needed to have sufficient numbers of trained leaders, Soldiers, Sailors, Airmen, Marines and police assigned to ensure its security. The third condition was to have Improved institutional performance. The Iraqi's needed to improve their ability to plan, program, and execute budgets and resource their force with proper manning, training, equipment, support and maintenance. The fourth condition was to strengthen professionalism. Professional and ethical leadership at all levels of the ISF and the security ministries was crucial to long-term self-sufficiency. J6 then prepared its centers of gravity, paring down the list to five communications COGs or strategic initiatives: Coalition networks, information sharing, Iraqi IT leadership, Iraqi networks and infrastructure, and strategic communications. The goal was to build capabilities, not dependency. The J6 team then developed the "target" areas for the greatest effect. The combination of lists from each initiative became the master attack plan, made up of the forty-seven J6 target packages. The platforms needed to achieve the desired effects of people, money, technology and expertise. Colonel Johnson then used a planning tool called the dynamic objectives in time list which, contained the target lists for each package. The tasks equate to Air Tasking Order targets, worked in continuous cycles, just like the ATO. The DOIT is based on a 30-day cycle, but it's virtually identical to the execution, 24, and 48-hour cycles of the ATO. There are four cycles in the DOIT: Execution (30-day), final planning (60-day), initial planning (90-day), and long-range planning (one year). J6 also created a heads up display where Colonel Johnson could track target status. It offers the J6 a simple way to get the daily combat assessment at the granularity to make effective decisions. Although considered an air centric planning tool, the ATO-based 500-day plan has proven remarkably effective in day-to-day management and long-range planning of theater communications for coalition forces and for the Government of Iraq. It works and works very well, proving that those that are well-organized can do much more than survive in complex environments ... they can thrive.