text: Chapter 8
  TRANSITIONS
  8-227. Transitions during SFA are dependent upon the conditions within the operational environment.
  Transitions are initially identified during planning using a comprehensive approach (see paragraph 8-15).
  Transitions can occur simultaneously or sequentially in different levels of conflict and in separate echelons,
  to include having potential at the tactical level, transitions for different units within the BCT’s area of
  operations. Major transitions can include the BCT in the beginning of an initial response phase being the
  supported unit with the FSF transitioning to the supported unit later on in the phase. At this point in the
  transformation phase, the area in which the BCT conducts SFA will expand. This expansion can occur
  multiple times during the transformation phase, which is based on conditions, especially the capability and
  capacity of the FSF. The commander, to facilitate flexibility, visualizes and incorporates branches and sequels
  into the overall plan to enable transitions. Unless planned, prepared for, and executed efficiently, transitions
  can reduce the tempo of the operation, slow its momentum, and surrender theinitiative.
  PLANNING CONSIDERATIONS
  8-228. Planning for SFA, like any other operation, begins either with the anticipation of a new mission or
  the receipt of mission as part of the MDMP. The Army design methodology is particularly useful as an aid
  to conceptual planning when integrated with the detailed planning typically associated with the MDMP to
  develop the capacity and capability of the FSF and its supporting institutions. Planning helps the commander
  create and communicate a common vision between the staff, subordinate commanders, and unified action
  partners. Planning results in a plan and order that synchronize the action of participating partners in time,
  space, purpose and resources to achieve objectives and accomplish the mission.
  COMPREHENSIVE APPROACH
  8-229. SFA planning requires a comprehensive approach, as well as an in-depth understanding of the
  operational environment. Planning must be nested within policy, IDAD strategy, the campaign plan, and any
  other higher-echelon plan. Continuous and open to change, planning for SFA includes identifying how to
  best assist the FSF and developing a sequence of actions to change the situation. (See paragraphs 8-15 to
  8-17 for a detaileddiscussion.)
  UNDERSTANDING
  8-230. Understanding the operational environment is fundamental to all operations, and essential to SFA
  activities. An in-depth understanding of the operational environment includes the size, organization,
  capabilities, disposition, roles, functions, and mission of host-nation forces, opposing threats, regional
  players, transnational actors, joint operational area, or non-joint operational area of responsibility (AOR),
  especially the sociocultural factors of the indigenous and other relevant populations. Identifying all actors
  influencing the environment and their motivations will help planners and practitioners define the goals and
  methods for developing host-nation security forces and their institutions.
  8-231. The plan, which includes the commander’s intent, provides understanding to United Statesand FSF
  on the actions to take. (SFA planning may involve the development of nonmilitary security forces and their
  supporting institutions.) Plans and orders provide decision points and branches that anticipate options that
  enable the force to adapt as the operation unfolds. This isespecially important for SFA, as these operations
  tend to be prolonged efforts. Units conducting SFA often rotate before achieving all objectives. As a result,
  planning should establish objectives and milestones that can be achieved during the BCT’s mission. These
  objectives and milestones must support higher echelon plans, including the campaign plan and IDAD
  strategy.
  Note. SFA planning may involve the development of nonmilitary security forces and their
  supporting institutions.