SEJPME II Test Bank + Notes (2019/2020) complete Guide; A+ Guide_American Public University.

SEJPME II Test Bank + Notes (2019/2020) complete Guide. 1) The _____ outranks all other officers of the Armed Forces, but may not exercise military command over any of the Armed Forces. This officer is the principal m ...

SEJPME II Test Bank + Notes (2019/2020) complete Guide. 1) The _____ outranks all other officers of the Armed Forces, but may not exercise military command over any of the Armed Forces. This officer is the principal military advisor to the President, the National Security Council, and the Secretary of Defense. Chairman of the Joint Chiefs of Staff Supreme Allied Commander Combatant Commander War Czar ________________________________________ 2) The purpose of the _____ is to delegate limited approval authority to the supported combatant commanders (USNORTHCOM and USPACOM), who have DSCA responsibilities for routine and historical requests for assistance (RFA) to provide a rapid and flexible DoD response to Federal primary agencies for potential, or actual, emergencies and or disasters within the U.S., territories, possessions, and protectorates. DoDI 2000.18 dual-status commander DSCA standing execution order DoDI 3025.18 ________________________________________ 3) What is the product of joint force development? a joint command team joint concepts and plans a trained and capable joint force joint doctrine and publications ________________________________________ 4) During the Total Force Fitness (TFF) Program section of the course, we discussed the importance of leader involvement. Leaders must identify the metrics that will set the right conditions to promote total fitness. In order to accurately assess the TFF program's effectiveness, metrics must be _____. [Remediation Accessed :N] challenging feasible quantitative observable ________________________________________ 5) Select the answer that matches the following definition. This purpose of joint operations is to maintain an arsenal capable of deterring potential adversaries and to assure U.S. allies and other security partners that they can count on America's security commitments. [Remediation Accessed :N] Maintain a safe, secure, and effective nuclear deterrent Provide a stabilizing presence Project power despite anti-access/area denial challenges Deter and defeat aggression ________________________________________ 6) What category of intelligence is produced for the President, Congress, Secretary of Defense, senior military leaders and Combatant Commanders? [Remediation Accessed :N] Doctrinal Theater strategic National strategic National security ________________________________________ 7) The intelligence component of the National Joint Operations and Intelligence Center (NJOIC) provides planning, management, and infrastructure for intelligence working groups and intelligence task forces that provide direct intelligence support during major conflicts. False True ________________________________________ 8) _____ are DoD activities, normally in support of the United States Agency for International Development or the Department of State, conducted outside the U.S., its territories, and possessions, to relieve or reduce human suffering, disease, hunger, or privation. Foreign internal defense Foreign humanitarian assistance Stability operations Civil support ________________________________________ 9) Effective _____ also can deny an adversary time to set conditions in their favor or achieve destabilizing objectives; or mitigate the effects of a natural or man-made disaster. deterrence activities peacekeeping operations early intervention embargo procedures ________________________________________ 10) The "Seize the Initiative" phase of joint operations seeks decision advantage by using all available elements of combat power to: (Select all that apply.) [Remediation Accessed :N] denounce enemy military by using propaganda to turn public against their military leadership seize and maintain the initiative generate in the enemy a sense of inevitable failure and defeat deny the enemy the opportunity to achieve its objectives ________________________________________ 11) The value of joint logistics can be determined by how well which of the following imperatives are attained? commander's intent, operational objectives, and coordinated efforts of Services procedures, organization of Services, and establishment of a battle rhythm applicability of joint logistic capabilities, concept of operation(CONOPS), and rapid deployment of support unity of effort, joint logistics environment-wide visibility, and rapid and precise response ________________________________________ 12) Who is responsible for the organization and employment of legal personnel assigned or attached to a joint task force headquarters? Joint Force Commander Staff Judge Advocate Geographic Combatant Commander SecDef ________________________________________ 13) Which statement describes the difference between the responsibilities of the supported combatant commander (CCDR) and the supporting CCDR? [Remediation Accessed :N] The supported CCDR builds and validates force and movement requirements, whereas the supporting CCDR reports force movement requirements data. The supported CCDR regulates the transportation flow of support personnel, whereas the supporting CCDR regulates the force flow based on strategic, operational, and tactical control. The supported CCDR ensures units retain visibility and mobility, whereas the supporting CCDR determines pre-deployment standards. The supported CCDR establishes a collaborative process, whereas the supporting CCDR must prioritize mission, align forces, and consider planned theater distribution. ________________________________________ 14) The _____ is an orderly, analytical process that consists of a logical set of steps to analyze a mission, select the best course of action, and produce a joint operation plan or order. Adaptive Planning and Execution (APEX) System Joint Operation Planning and Execution System (JOPES) Joint Operation Planning Process (JOPP) Joint Planning Group (JPG) ________________________________________ 15) In the Joint Planning Process, _____ saves times by allowing planning activities to begin in advance of a formal decision. [Remediation Accessed :N] WARNORD PLANORD OPLAN ALERTORD ________________________________________ 16) What APEX function determines the final action(s) that should be taken within a completed plan? [Remediation Accessed :N] Concept development Plan assessment IPR A IPR R ________________________________________ 17) _____ is the nontransferable command that provides full authority for a combatant commander to perform the functions of command over assigned forces involving organizing and employing commands and forces, and giving authoritative direction over all aspects. TACON OPCON COCOM ADCON ________________________________________ 18) The joint communications system assists the JFC in C2 of military operations. False True ________________________________________ 19) Which three of the following tasks, missions, and processes are joint fires? [Remediation Accessed :N] Conducting strategic attacks Countering air and missile threats Conducting fire support training Conducting joint targeting Distributing emergency supplies ________________________________________ 20) Different partners, structures, and _____ govern interorganizational coordination during domestic operations. funding leadership media relationships authorities ________________________________________ 21) The _____ is the principal assistant to the President in all matters relating to the DoD. Inspector General of the DoD JCS Vice Chairman Chairman of the Joint Chiefs of Staff SecDef ________________________________________ 22) During this activity in the joint intelligence process raw data is converted into forms that can be readily used by commanders, decision makers at all levels, intelligence analysts, and other consumers. [Remediation Accessed :N] Processing and Exploitation Collection Dissemination and Integration Analysis and Production ________________________________________ 23) What characteristics of the complex environment have affected the view of CCIRs? (Select all that apply.) interdependence globalization information revolution predictable adversaries ________________________________________ 24) To facilitate component and stakeholder awareness of CCIRs, where can commanders post CCIRs and their statuses? commander's dashboard web portal operations centers All of the answers are correct ________________________________________ 25) Which of the following statements about the commander's perspectives is FALSE? In order to gain situational understanding, commanders are emphasizing an increased reliance on processes and technological solutions, rather than people interaction. Commanders can greatly assist their staff by sharing their unique perspectives. Commanders should instill a climate of seamless information sharing and push toward "co-creation" of context. Commanders should focus their units and staff through commander's critical information requirements (CCIR) that address both necessary decisions and information needs. ________________________________________ 26) Which of the following statements about knowledge management plans (KMP) is TRUE? The KMP is an all-inclusive authoritative document and therefore should not need to be supplemented with training to implement the procedures. The KMP design should be agile and flexible to keep pace with the rapidly changing information sharing environment as directed by the commander and Chief of Staff. Focus processes to share information with stakeholders who are in your communications network only. ________________________________________ 27) Support your liaison officers to other agencies by providing them regular guidance from your agency. An example of this is to _____. encourage them to mainly provide support to the areas where they have experience fully understand their role in the agency they are being assigned to involve them in your internal updates and assessments remove them from the information management plan ________________________________________ 28) Military forces operating in another sovereign country must account for certain limits to their actions in achieving mission accomplishment. Which of the following is an operational environment key insight that explains why their actions may be limited? Commanders cannot always achieve a full understanding of the geopolitical environment within the host nation due to the pace in which the battlespace geometry changes The actions of battlespace owners (BSOs) operating with host-nations and non-coalition partners are significantly limited unless joint task force commanders provide the BSO with "coordinating authority." Host nation and non-coalition players may not recognize or heed the military-centric viewpoint of BSO joint operating areas (JOA) and areas of operation (AO). Host nations and non-coalition partners do not cooperate with military commanders because they distrust the intentions of the U.S. ________________________________________ 29) Which of the following statements about the supported/supporting command relationship is FALSE? The supported commander does not have the authority to prioritize targets or objectives. The supporting commander provides the supported commander access to his or her capabilities within the guidance and priorities expressed by the establishing authority. The supporting commander should send liaison to the supported commander to assist in planning efforts and ensuring common situational awareness. The supporting commander should both ascertain and satisfy the needs of the supported commander. ________________________________________ 30) Which of the following statements describes characteristics of a well-written problem statement that can help focus the staff and subsequent planning process? The problem statement should not allow external stakeholders to gain a shared, common understanding, but should lead the commander and planners to quickly narrow the focus. The problem statement should mirror the mission statement to avoid any ambiguity as to what the end state should be. The problem statement should not pose a solution, accounts for current circumstances, and does not predict what future actions may occur. The problem statement should focus on solving the problem and should directly, or implicitly, propose solutions. ________________________________________ 31) Which of the following statement(s) describes the benefit of the adaptive planning process? (Select all that apply.) centers on a strategic-level "Capstone" plan that provides the framework for other plans that address contingencies that could happen in the geographic combatant command's areas of responsibility allows for continual update and shared awareness of the plans ensures each of the contingency plans take into account national interests so that actions addressing one contingency do not inadvertently impact U.S. national interests in another area ________________________________________ 32) Of the following, which apply to the "battle for the narrative?" (Select all that apply.) [Remediation Accessed :N] the information environment should be passive it is commander driven attempts to align communication efforts seeks to gain superiority over the adversary's narrative adversaries do not participate in the "battle for the narrative" ________________________________________ 33) Commanders have recognized the need for some form of staff organization that can _____ to inform or influence the audiences in support of desired outcomes. (Select all that apply.) [Remediation Accessed :N] synchronize actions, words, and images direct communication strategy through a stove-piped process craft the themes and messages remain passive in the information environment ________________________________________ 34) Planning for communication activities involves the careful alignment of themes and messages with which of the following? (Select all that apply.) [Remediation Accessed :N] U.S. government interagency partners lead agencies for the diplomatic element of national power coalition partners higher and lower headquarters lead agencies for the law enforcement element of national power lead agencies for the intelligence element of national power ________________________________________ 35) Communication strategy is not a separate or parallel effort, but an integral part of the commander's overall strategy that ensures a shared understanding of the commander's vision, mission, and objectives. True False ________________________________________ 36) Which of the following are key elements of a communication strategy? condition, opportunity, and audience narrative, theme, and message words, actions, and audience stability, peace, and prosperity ________________________________________ 37) Those responsible for identifying and understanding the key audiences are also responsible for _____. (Select all that apply.) [Remediation Accessed :N] determining how to inform and/or influence audiences assigning which action-agent will engage each of the key audiences crafting themes and messages establishing a separate planning effort ________________________________________ 38) Which of the following actions may help overcome the staff organization challenge of integrating communication-related activities? [Remediation Accessed :N] creating a passive communication posture ensure these tasks are led only by the J3 or J5 ensure there is no divide between primary agency "inform" role and "influence" activities establish some form of communication directorate or cell ________________________________________ 39) For the actions that support the communication strategy, why is assessment important? Strategies are static and unchanging. Assessment determines the assets available to the commander. Strategies enrich understanding of information operations. Assessment helps to focus and redirect communication efforts when the environment changes. ________________________________________ 40) Which of the following headquarters organization options continues to be the preferred basic staff structure for a joint headquarters? mission-based organization J-code organization functional organization hybrid organization ________________________________________ 41) Which of the following statements BEST defines the purpose of joint headquarters battle rhythms? The joint headquarters battle rhythm is a deliberate daily cycle of command and staff activities that enable the commander to accomplish mission objectives. The joint headquarters battle rhythm is a deliberate daily cycle of command, staff, and unit activities intended to provide the commander with a method to track current operational events. The joint headquarters battle rhythm is a deliberate daily cycle of command and staff activities intended to control the flow of future operations. The joint headquarters battle rhythm is a deliberate daily cycle of command, staff, and unit activities intended to synchronize current and future operations. ________________________________________ 42) Which of the following is a challenge of tailoring and balancing intelligence capacity? [Remediation Accessed :N] location fusion centers narrowing targets limited intelligence assets ________________________________________ 43) Which of the following provides the necessary upfront direction for the synchronization of staff planning efforts for both lethal and nonlethal activities? [Remediation Accessed :N] planning guidance, commander's intent, and an operational framework objectives, priorities, and an operational framework targeting data, diplomatic information military and economic (DIME) data, and planning guidance objectives, priorities, and vetal information requirements (CCIR) ________________________________________ 44) Under which of the of the following staff organization options is there is an additional focus on nonlethal planning and execution? traditional (Separate JFE and J39) J3 effects coordination center (ECC) inform and influence center ________________________________________ 45) Which of the following are important considerations when planning joint logistics? (Select all that apply.) Implement creative solutions to overcome anticipated shortfalls and offset restricted Understand authorities and limitations associated with providing DoD assets Understand capabilities and disposition of material and supplies provided by Department of State and nongovernmental organizations ________________________________________ 46) Which of the following are tools used to maintain accountability for personnel status, casualty tracking, and reporting? (Select all that apply.) joint flow and system for tracking (JFAST) joint personnel status and casualty report (JPERSTAT) defense casualty information processing (DCIPS) ________________________________________ 47) Which of the following describes how assessments deepen the understanding of the operational environment (OE)? (Select all that apply.) Assessments inform commander's intent, guidance for design and planning, prioritization, and execution. Assessments depict progress toward accomplishing the mission. Assessments answers what happened, why it happened, and what do we need to do improve. ________________________________________ 48) The tendency to over-engineer assessment products is a challenge that occurs within which of the following roles? [Remediation Accessed :N] J2 staff Chief of Staff commander ________________________________________ 49) In non-combat situations during non-combatant evacuation or personnel recovery operations, requests for rules of engagement (ROE) permitting the use of riot control agents can be requested at the last minute. [Remediation Accessed :N] True False ________________________________________ 50) The direction or exercise of authority over subordinate or other organizations with respect to administration and support, including organization of Service forces, control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions of the subordinate or other organizations is known as _____. [Remediation Accessed :N] combatant command operational control tactical control administrative control Module 2 national command structure Flash ________________________________________ The Armed Forces of the U.S. conduct military operations as a joint force. “Joint” connotes activities, operations, and organizations in which elements of two or more Military Departments participate. Joint matters relate to the integrated employment of military forces in joint operations. The nature of the challenges to the U.S. and its interests demand that the Armed Forces operate as a fully-integrated joint team across the range of military operations. These operations may take place with the military forces of allies and coalition partners, U.S. and foreign government agencies, state and local government agencies, and intergovernmental and nongovernmental organizations. The challenges are best met when all capabilities, military and civilian, are integrated and synchronized to achieve unity of effort. Click the button to learn more about the capacity of the Armed Forces to operate as a cohesive joint team Joint operations doctrine is built on a sound base of warfighting theory and practical experience. Its foundation includes the bedrock principles of war and the associated fundamentals of joint warfare. It seeks to provide joint force commanders with basic guidance to defeat an adversary. Joint doctrine recognizes the fundamental and beneficial effects of unified action, and the synchronization and integration of military operations in time, space, and purpose. The chief principle for employment of U.S. forces is to ensure achievement of the national strategic objectives established by the President through decisive action while concluding operations on terms favorable to the U.S. Joint operations doctrine is dynamic. Although the historic nine principles of war have been consistent in joint doctrine since its inception, extensive experience in missions across the range of military operations has identified three additional principles that also may apply to joint operations. Together, they comprise the 12 principles of joint operations. For more information on the Principles of Joint Operations, refer to Appendix A of Joint Pub 3-0, Joint Operations, which can be accessed from the Resources link at the bottom of your screen. The security environment is extremely fluid, with continually changing coalitions, alliances, partnerships, and new national and transnational threats constantly appearing, disappearing, or in remission. The U.S. military is well positioned to conduct operations but must also be prepared to address emerging peer competitors and irregular, catastrophic, and disruptive challenges. These challenges include irregular warfare (IW), catastrophic terrorism employing weapons of mass destruction (WMD), and disruptive threats to U.S. ability to maintain its qualitative edge and to project power. For more information on the security environment, please click the Resources button at the bottom of your screen, to view Global Trends 2030 prepared by the National Intelligence Council. This document provides a perspective on future trends, contexts, and implications for joint force commanders and other professionals in the national security field. Please click the Resources button at the bottom of your screen, to view an excellent vignette illustrating the complex security environment. The territorial disputes in the South China Sea constitute a major global issue. Select each image to learn more about the disruptive challenges to the security environment. IW has emerged as a major and pervasive form of warfare although it is not a new or an independent type of warfare. Typically in IW, a less powerful adversary seeks to disrupt or negate the military capabilities and advantages of a more powerful, conventionally-armed military force. The weaker opponent will seek to avoid large-scale combat and will focus on small, stealthy, hit-and-run engagements and possibly suicide attacks. The weaker opponent also could avoid engaging the superior military forces entirely and instead attack nonmilitary targets in order to influence or control the local populace. An adversary using IW methods typically will endeavor to wage protracted conflicts in an attempt to break the will of their opponent and its population. IW manifests itself as one or a combination of several possible forms including insurgency, subversion, terrorism, information operations (disinformation, propaganda, etc.), organized criminal activity (such as drug trafficking), strikes, and raids. IW focuses on the control of populations, unlike traditional war that focuses on the control of an adversary's forces or territory. The belligerents, whether states or other armed groups, seek to undermine their adversaries' legitimacy and credibility and to isolate their adversaries from the relevant population, physically as well as psychologically. At the same time, they also seek to bolster their own legitimacy and credibility to exercise authority over that same population. What makes IW “irregular” is the focus of its operations – a relevant population – and its strategic purpose – to gain or maintain control or influence over, and the support of that relevant population through political, psychological, and economic methods. Warfare that has the population as its “focus of operations” requires a different mindset and different capabilities than warfare that focuses on defeating an adversary militarily. When engaged in IW, the U.S. response will vary according to established national and coalition objectives, the specific type or combination of operations required (such as counterinsurgency and counterterrorism), and other situation-specific factors. Click the button to learn more about Irregular Warfare. The ability of the U.S. to achieve its national strategic objectives is dependent on the effectiveness of the U.S. Government in employing the instruments of national power, which are diplomatic, informational, military, and economic. National policy and planning documents generally provide national strategic direction. The President, Secretary of Defense (SecDef), and CJCS provide direction for Combatant Commanders (CCDRs) and Secretaries of Military Departments to ensure the national strategic objectives are clearly defined, understood, and achievable. The President issues strategic guidance in the National Security Strategy (NSS) and the Unified Command Plan (UCP). The SecDef's guidance documents include the Defense Strategic Guidance (DSG) and the Guidance for Employment of the Force (GEF). CJCS provides guidance in the National Military Strategy (NMS) and Joint Strategic Capabilities Plan (JSCP). The Chairman also issues the Global Force Management Implementation Guidance (GFMIG) with the approval of the SecDef. All these guidance documents influence the development of products by the CCDR, as shown The President provides national strategic guidance through the National Security Strategy and the Unified Command Plan. Select each image to learn about the President’s role in providing national strategic guidance. [National Security Strategy] The National Security Strategy, signed by the President, addresses the tasks that, as a nation, are necessary to shape the global environment and provide enduring security for the American people. It provides a broad strategic context for employing military capabilities in concert with other instruments of national power. The National Security Strategy is typically compiled by the NSC for the President's signature. The National Strategy for Homeland Security, also signed by the President, provides national direction to secure the homeland through a comprehensive framework for organizing the efforts of federal, state, local, and private organizations whose primary functions are often unrelated to national security. [Unified Command Plan] The UCP is the document, approved by the President, which sets forth basic guidance to all unified commanders; establishes their missions, responsibilities, and force structure; delineates the general geographic AOR for GCCs; and specifies functional responsibilities for Functional Combatant Commanders (“functionals”). COCOM are established by the President, through the SecDef, with the advice and assistance of the CJCS. The UCP states that communications between the President or SecDef and the CCDRs shall be transmitted through the CJCS, unless otherwise directed. It also addresses operations across geographic AORs as would occur in an India-Pakistan incident. When significant operations overlap AORs, the UCP states that a task force will be formed. Command of the task force will be determined by the SecDef and assigned to the appropriate CCDR. The UCP contains the AOR Map outlining the GCCs' AORs. The President of the United States provides guidance for developing, applying, and coordinating the instruments of national power to achieve objectives that contribute to national security in the National security strategy. Flash ________________________________________ The first-ever National Defense Strategy (NDS) was initiated in 2005 by SecDef Rumsfeld, and then updated in 2008 by SecDef Gates. But in 2012, SecDef Panetta released Sustaining U.S. Global Leadership: Priorities for 21st Century Defense, sometimes referred to as the DSG, widely understood to be the replacement for the NDS. Click each button to learn about the SecDef’s role in providing national strategic guidance. [Defense Strategic Guidance] Although there is no statutory requirement, the SecDef may produce a Defense Strategic Guidance or other strategy document. This document outlines DoD’s approach to implementing the President's National Security Strategy. The SecDef's document supports the National Security Strategy by establishing a set of overarching defense objectives that guide DoD's security activities and provides direction for the National Military Strategy. These defense objectives serve as links between military activities and those of other USG departments and agencies in pursuit of national goals. The SecDef’s document states how the military instrument will be applied in coordination with other instruments of national power to achieve National Security Strategy objectives. The SecDef also promulgates the Quadrennial Defense Review (QDR), a legislatively-mandated review of DoD strategy and priorities. There have been five QDRs: 1997, 2001, 2006, 2010, and 2014. Please click the Resources button at the bottom of your screen, to view the current Defense Strategic Guidance. [Guidance for Employment of the Force] The Guidance for Employment of the Force is written guidance from the SecDef to the CJCS for the preparation and review of contingency plans for specific missions. This guidance includes the relative priority of the plans, specific force levels, and supporting resource levels projected to be available for the period of time for which such plans are to be effective. It is the primary source document used by the CJCS to develop the Joint Strategic Capabilities Plan. The Guidance for Employment of the Force mandates that geographic COCOMs produce Theater Campaign Plans. These campaign plans include security cooperation, Phase 0 (Shape), and contingency plans. The JSCP-tasked contingency plans are considered branch plans to the theater campaign plan. The Guidance for Employment of the Force is classified SECRET. The Chairman of the Joint Chiefs of Staff supports the objectives of national strategic guidance by issuing the National Military Strategy, Joint Strategic Capabilities Plan, and Global Force Management Implementation Guidance. Click each button to learn more. [National Military Strategy] The National Military Strategy, signed by the CJCS, supports the aims of the National Security Strategy and implements the Defense Strategic Guidance. It describes the Armed Forces' plan to achieve military objectives in the near term and provides the vision for ensuring they remain decisive in the future. It also provides focus for military activities by defining a set of interrelated military objectives and joint operating concepts from which the CCDRs and Service Chiefs identify desired capabilities and against which the CJCS assesses risk. In the National Military Strategy, the Chairman states how military power will be distributed and applied to attain National Security Strategy and National Defense Strategy objectives. Please click the Resources button at the bottom of your screen to view the current National Military Strategy. [Joint Strategic Capabilities Plan] The Joint Strategic Capabilities Plan provides military strategic and operational guidance and direction from the CJCS to the CCDRs and the Service Chiefs for preparation of plans to accomplish tasks and missions using current military capabilities. The Joint Strategic Capabilities Plan is the primary vehicle through which the CJCS exercises responsibility to provide for the preparation of joint operation plans. It apportions limited forces and resources to CCDRs, based on military capabilities resulting from completed program and budget actions and intelligence assessments. The Joint Strategic Capabilities Plan provides a coherent framework for capabilities-based military advice provided to the President and SecDef. The Joint Strategic Capabilities Plan is classified SECRET. [Global Force Management Implementation Guidance] The Global Force Management Implementation Guidance integrates complementary force assignment, apportionment, and allocation processes into a single management process in support of the DSG and joint force availability requirements. The Global Force Management Implementation Guidance provides comprehensive insights into the global availability of U.S. military forces and supports senior decision makers with a process to assess quickly and accurately the impact and risk of proposed changes in forces or capability assignment, apportionment, and allocation. Please click the Resources button at the bottom of your screen to view a summary illustration of how the various national strategic guidance documents integrate into the Strategy, Planning, and Resourcing Process. The National Military Strategy, signed by the Chairman of the Joint Chiefs of Staff, provides guidance for distributing and applying military power to attain national strategic objectives. It describes the Armed Forces’ plan to achieve military objectives in the near term and provides the vision for ensuring they remain decisive in the future. The purpose of this lesson is to learn about the National Military Command Structure. After completing this lesson, you will be able to: • Describe the National Military Command Structure • Describe the operational and non-operational chain of command • Describe the functions of the Chairman of the Joint Chiefs of Staff (CJCS) and the duties of the Joint Chiefs of Staff (JCS), and • Describe the functions of Military Departments and combatant commanders (CCDRs) • This is the overall organizational structure for national security, the National Military Command Structure. Although it is a busy diagram, it is necessary to depict the whole structure prior to discussing the various parts. Click each button to learn more about the different parts of the command structure. [National Security Council] The National Security Council (NSC), depicted at the top of the diagram, is chaired by the President. The statutory members, statutory advisors, and other members of the NSC are shown. President, vice president, secdef, sec of energy and sec of state The NSC is the President's principal forum for considering national security policy matters with his senior national security advisors and cabinet officials. Since its inception under President Truman, the function of the Council has been to advise and assist the President on national security policies. The NSC also serves as the President's principal arm for coordinating these policies among various government agencies. The organization of the NSC in the Obama Administration is outlined in Presidential Policy Directive – 1, PPD-1, which can be accessed from the Resources link at the bottom of your screen. [President and SecDef] The President and SecDef exercise authority and control of the Armed Forces through two distinct branches of the chain of command, the operational and non-operational branches. Details are shown here. [Chairman of the Joint Chiefs of Staff] The CJCS is not in the direct operational chain of command. The dashed line from the CJCS is there to indicate that the Chairman is in the "channel of communications." Orders issued by the President or the SecDef normally are conveyed by the CJCS under the authority and direction of SecDef. Reports from CCDRs normally will be submitted through CJCS who forwards them to the SecDef and acts as the spokesman for the commanders of the COCOMs. The Joint Staff is under the exclusive authority, direction, and control of the CJCS. [Service Component Commander] Another important point to make with this command diagram is the position of the Service Component Commander who is tied to both branches. This clearly depicts why the Goldwater-Nichols DoD Reorganization Act of 1986 (GNA-86) was needed since the Service Component Command has two bosses: the CCDR and the Service Chief. GNA-86 shifted power from the Service Chiefs to the CCDRs. For more information on GNA-86, click the Resources button at the bottom of your screen. • The National Security council is the president’s principal forum for considering national security policy matters with his senior national security advisors and cabinet officials. This command diagram highlights the "big picture" of the National Military Command Structure. Notice that the operational chain of command runs directly from the President to the SecDef and then to the Unified or CCDRs. This is a clear and unambiguous line of authority. A goal of Goldwater-Nichols was to "strengthen civilian authority in DoD" and to "place clear responsibility on the commanders of unified and specified commands for the accomplishment of missions assigned and ensure that the authority of those commanders is commensurate with that responsibility...” The operational chain of command runs directly from the President to the SecDef and then to the Combatant commanders. Note once again, that the CJCS and JCS are not in the operational chain of command. The CJCS provides advice and enhances communication. The Service Chiefs are also clearly not in the operational chain of command between the President, the SecDef, and the CCDRs. Power shifted from the Service Chiefs to the CCDRs as a result of the Goldwater-Nichols Act. The non-operational chain of command runs from the President, through the SecDef, to the Secretaries of the Military Departments. Then, to the degree established by the Secretaries or specified in law, this authority runs through the Service Chiefs to the Service Component Commanders assigned to the CCDRs and to the commanders of forces not assigned to the CCDRs. Services are directed to assign the majority of their forces to the Unified or COCOMs in the Global Force Management Implementation Guidance (GFMIG). Administrative control (ADCON) provides for the preparation of military forces and their administration and support. The Secretaries of the Military Departments are responsible for the administration and support of Service forces. They fulfill their responsibilities by exercising ADCON through the Service Component Commanders assigned to COCOMs and through the Service Chiefs (as determined by the Secretaries) for forces not assigned to the COCOMs such as admin, training, and recruiting units. The responsibilities and authority exercised by the Secretaries of the Military Departments are subject by law to the authority provided to the CCDRs in their exercise of COCOM (Command Authority). Commanders of forces are responsible to their respective Service Chiefs for the administration, training, and readiness of their unit(s). Commanders of forces assigned to the COCOMs are under the authority, direction, and control of (and are responsible to) their CCDR to carry out assigned operational missions, joint training and exercises, and logistics. The United States Coast Guard (USCG) is a military Service and a branch of the Armed Forces of the United States (U.S.) at all times. However, it is established separately by law as a Service in the Department of Homeland Security (DHS), except when transferred to the Department of the Navy (DON) during time of war, or when the President so directs. The Non-operational chain of command runs directly from the president to the sec def and then to the secretaries of the military departments and then to the service chiefs. The JCS is comprised of the: • CJCS • Vice Chairman of the Joint Chiefs of Staff (VCJCS) • Chief of Staff, U.S. Army • Chief of Naval Operations • Chief of Staff, U.S. Air Force • Commandant of the Marine Corps, and • Chief of the National Guard Bureau Please click the Resources button at the bottom of your screen to view the organizational structure of the JCS. Select each image to learn more about the functions of the CJCS and the duties of the JCS. The chairman of the joint chiefs of staff outranks all other officers of the armed forces, but may not exercise military command over any of the armed forces. This officer is the principal military advisor to the president, the national Security Council, and the secdef. Military Departments have administrative and support responsibilities. Subject to the authority, direction, and control of the SecDef and subject to the provisions of Title 10, U.S. Code (USC), the Army, Navy, and Air Force, under their respective Secretaries, are responsible for the functions shown. The Military Services and the United States Special Operations Command (USSOCOM) in areas unique to special operations, share the division of responsibility for developing military capabilities for the COCOMs. USSOCOM is unique among the COCOMs in that it performs certain Service-like functions. For more information on the Military Departments, see Department of Defense Directive (DoDD) 5100.1, Functions of the DoD and Its Major Components, which can be accessed from the Resources link at the bottom of your screen. A combatant command (COCOM) is a unified or specified command with a broad continuing mission. It operates under a single commander who is established and designated by the President, through the Secretary of Defense (SecDef), and with the advice and assistance of the Chairman of the Joint Chiefs (CJCS). This image represents a typical chain of command. Click each button to learn more about the COCOM. [Unified Command] A unified command typically is established when a broad continuing mission under a single commander exists. A unified command is composed of significant assigned components of two or more Military Departments. [Specified Command] A specified combatant command typically is composed of forces from a single Military Department that has a broad, continuing mission and is normally functional. [Unified Command Plan (UCP)] The Unified Command Plan (UCP) defines geographic Areas of Responsibility (AOR) for selected combatant commands, including all associated land, water areas, and airspace. Additional criteria defining the UCP are shown here. [Combatant Commanders (CCDR)] The Combatant Commanders (CCDRs) exercise Combatant Command (COCOM) of assigned forces. They are directly responsible to the President and SecDef for the performance of assigned missions and the preparedness of their commands. Additional information about the role of the CCDR is shown. Unified Command Plan (UCP) 2011 was signed by President Obama on 6 April 2011. It assigns several new missions to the COCOMs. Every two years, the CJCS is required to review the missions, responsibilities, and geographical boundaries of each COCOM. The CJCS then recommends to the President, through the SecDef, any changes that may be necessary. As in past years, the 2011 review process included the COCOMs, Service Chiefs, and DoD leadership. Click the button to learn about the new missions of UCP 2011. A unified or specified command with broad continuing mission under a single commander established and so designated by the president, through the secdef and with the advice and assistance of the chairman of the joint chiefs of staff is called a combatant command When authorized by the SecDef through the CJCS, commanders of unified combatant commands may establish subordinate unified commands (also called subunified commands) to conduct operations on a continuing basis in accordance with the criteria set forth for unified commands. Commanders of subordinate unified commands have functions and responsibilities similar to those of the commanders of unified commands. They exercise Operational Control (OPCON) of assigned commands and forces and normally over attached forces within the assigned joint operations area or functional area. A subordinate unified command may be established on a geographic area or functional basis. Roll over the button to view examples of subordinate unified commands. The purpose of a Joint Task Force (JTF) is to accomplish missions with specific, limited objectives which do not require overall centralized control of logistics. When we use the term Joint Force Commander (JFC), we are referring exclusively to a combatant commander, subordinate unified commander, or joint task force commander. The preceding pages were devoted to these joint force commands. Now, we will discuss component command options beginning with Service component commands. All JFCs have Service components because administrative and logistic support for joint forces is provided through the Service component commands. JFCs may conduct operations through the Service component commanders or, at lower echelons, Service force commanders. The other component command option is Functional component commands. A Joint Force Commander may decide to establish Functional component commands to conduct operations when forces from two or more Military Departments must operate within the same mission area or geographic domain or there is a need to accomplish a distinct aspect of the assigned mission. Click each button to learn more about Functional Component Commands. Flash ________________________________________ The other component command option is Functional component commands. A Joint Force Commander may decide to establish Functional component commands to conduct operations when forces from two or more Military Departments must operate within the same mission area or geographic domain or there is a need to accomplish a distinct aspect of the assigned mission. Click each button to learn more about Functional Component Commands. A Joint Task Force is a joint force that is constituted and so designated by the secdef, a combatant commander, a subordinate unified commander, or an existing JTF commander to accomplish mission with specific, limited objectives and which do not require overall centralized control of logistics. It is dissolved when the purpose for which it was created has been achieved or when it is no longer required. The term joint force commander refers exclusively to combatant commander, subordinate unified commander and joint task force commander. Joint force air component commander (jfacc), joint force landing component commander (jflcc), and joint force maritime component commander (jfmcc) are all example of functional component commanders. Subordinate unified commands are established by combatant commanders when authorized by the secdef through the CJCS to conduct operations on a continuing basis in accordance with the criteria set forth for unified commands. They may be established on a geographic area bases such as the united states forces japan or on a function bases such as Special operation command, pacific. Command is central to all military action, and unity of command is central to unity of effort. Inherent in command is the authority that a military commander exercises over subordinates, including authority to assign missions and accountability for their successful completion. Although commanders may delegate authority to accomplish missions, they may not absolve themselves of the responsibility for attainment of these missions. Authority is never absolute; the extent of authority is specified by the establishing authority, directives, and law. The specific command relationship will define the level of authority a commander has over assigned or attached forces. It is important that you understand these levels of authority. Roll over the button to view the levels of authority that will be covered in this lesson. Take a moment to review this Command Relationships Overview, then click each button to learn more. [Assignment of Forces] All forces under the jurisdiction of the Secretaries of the Military Departments (except those forces necessary to carry out the functions of the Military Departments) are assigned to combatant commands (COCOM) by the Secretary of Defense (SecDef). [Transfer of Forces] A force assigned or attached to a combatant command may be transferred from that command to another Combatant Commander only when directed by the SecDef, under procedures prescribed by the SecDef, and approved by the President. The command relationship that the gaining commander will exercise (and the losing commander will relinquish) will be specified by the SecDef [Assigned Forces] The Combatant Commander (CCDR) exercises COCOM over forces assigned by the President or SecDef. Forces are assigned when the transfer of forces will be permanent or for an unknown period of time, or when the broadest level of command and control (C2) is required or desired. Operational Control (OPCON) of assigned forces is inherent in COCOM and may be delegated within the combatant command by the Combatant Commander. Subordinate joint force commanders will exercise OPCON over assigned forces. [Attached Forces] The CCDR normally exercises OPCON over forces attached by the SecDef. Forces are attached when the transfer of forces will be temporary. Establishing authorities for subordinate unified commands and joint task forces normally will direct the delegation of OPCON over forces attached to those subordinate commands. Several key characteristics of COCOMs are that they: • Have full authority to organize and employ assigned forces • Have directive authority for logistics and joint training • Are not transferable, and • Require unified Specified commanders only Take a moment to review the Command Relationships graphic, and then click each button to learn more about COCOMs. Several key characteristics of OPCONs are that they: • Are exercised by commanders at or below Combatant Command level • Have authoritative direction for military operations and joint training, and • They are limited in that they have no inherent authority for logistics, discipline, admin, internal organization, or unit training. Combatant commanders exercise combatant command (command authority) over assigned forces. This is the broadest command authority and may not be delegated or transferred. Operational control (opcon) is the authority to perform those functions of command over subordinate forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction necessary to accomplish the mission. It includes authoritative direction over all aspects of military operations and joint training necessary to accomplish missions assigned to the command. Several key characteristics of TACONs are that they: • Are inherent in OPCON, and • Have detailed local direction and control of movements or maneuvers within the operational area necessary to accomplish assigned missions or tasks Support is a command authority. A support relationship is established by a superior commander between subordinate commanders when one organization should aid, protect, complement, or sustain another force. Support may be exercised by commanders at any echelon at or below the combatant command level. This includes the SecDef designating a support relationship between Combatant Commanders as well as within a combatant command. The designation of supporting relationships is important as it conveys priorities to commanders and staffs that are planning or executing joint operations. The support command relationship is, by design, a somewhat vague but very flexible arrangement. The establishing authority, who is the common superior commander, is responsible for ensuring that both the supported commander and supporting commanders understand the degree of authority that the supported commander is granted. The supported commander should ensure that the supporting commanders understand the assistance required. For more information on Support Relationships, click the Resources button at the bottom of your screen. There are four defined categories of support that a Combatant Commander may direct over assigned or attached forces to ensure the appropriate level of support is provided to accomplish mission objectives. These include: • General support • Mutual support • Direct support, and • Close support The graphic shown here summarizes each of the categories of support. The establishing directive will specify the type and extent of support that the specified forces are to provide. For example, land forces that provide fires normally are tasked in a direct support role. Command authority established by a superior commander between subordinate commanders when one organization should aid protect complement or sustain another forces is called support. The ultimate purpose of the Armed Forces of the United States is to fight and win the Nation's wars. The U.S. employs the military instrument of national power at home and abroad in support of its national security goals. Fundamentally, the military instrument is coercive in nature, to include the integral aspect of military capability that opposes external coercion. Coercion generates effects through the application of force (to include the threat of force) to compel an adversary or prevent our being compelled. The military also has various capabilities that are useful in non-conflict situations, such as foreign relief. Regardless of when or where employed, the Armed Forces of the United States abide by U.S. values, constitutional principles, and standards for the profession of arms. Character refers to the aggregate of features and traits that form the individual nature of a person, in the context of the profession of arms. It entails moral and ethical adherence to our values. It is at the heart of the relationship of the profession with the American people, and to each other. U.S. military service is based on values that experience has proven to be vital for operational success. These values adhere to the most idealistic societal norms, are common to all the Services, and represent the essence of military professionalism. Members of the U.S. Armed Forces must internalize and embody these values of the profession of arms. Their adherence to these values helps promulgate an attitude about joint warfighting, producing a synergy that multiplies the effects of their individual actions. Select each image to learn more about the values that U.S. military service is based upon. The Armed Forces have embraced "jointness" as their fundamental organizing construct at all echelons. Jointness implies cross-Service combination wherein the capability of the joint force is understood to be synergistic, with the sum greater than its parts (the capability of individual components). The purposeful reliance by one service on another service’s capabilities to maximize complementary and reinforcing effects of both is known as joint interdependence. Joint force development is a knowledge-based and integrated enterprise. All Services contribute their unique capabilities to the joint operation or campaign. Joint force development involves the legislated authorities of the Chairman of the Joint Chiefs of Staff (CJCS), Service Chiefs, and others such as Commander United States Special Operations Command (CDRUSSOCOM). Click the button to learn more about U.S. Law, Title 10, USC, Section 153. The concept of “jointness” must be advanced through continual joint force development efforts. What does that statement imply? “jointness” is not an automatic service state of being. Joint doctrine provides the fundamental principles that guide the employment of U.S. military forces in coordinated action toward a common objective. It also offers authoritative guidance from which joint operations are planned and executed. Joint doctrine is written for those who provide strategic direction to joint forces, employ joint forces, support or are supported by joint forces, prepare forces for employment, and train and educate those who will conduct joint operations. Joint Training prepares individuals, joint forces, or joint staffs to respond to strategic, operational, or tactical requirements necessary by the Combatant commanders to execute their assigned or anticipated missions. Successful mission command demands that subordinate leaders at all echelons exercise disciplined initiative, acting aggressively and independently to accomplish the mission. Successful mission command demands that subordinate leaders at all echelons exercise disciplined initiative. Successful teamwork requires delegation of authority commensurate with responsibility. Taking steps and precautions to reduce the likelihood of something negative or hazardous happening, or reducing the extent of the exposure to a risk is called mitigation. Irregular warfare environment often presents complex emotional and ethical dilemmas. To be successful in preserving global security, the U.S. will follow several principles in force and program development. The principles are to Maintain, Differentiate, Sustain, Reduce, Examine, Retain, and Resist. Click the images for more information about each strategy. Maintain Given that the evolution of this strategic environment cannot be predicted with absolute certainty, the U.S. will maintain a broad portfolio of military capabilities that, in the aggregate, offer versatility across the range of global security missions. The DoD will manage the force in ways that protect its ability to regenerate capabilities that might be needed to meet future, unforeseen demands, maintaining intellectual capital and rank structure that could be called upon to expand key elements of the force. The U.S. is determined to maintain a ready and capable force, even as the overall capacity is reduced. The U.S. forces will resist the temptation to sacrifice readiness in order to retain force structure, and will in fact rebuild readiness in areas that, by necessity, were deemphasized over the past decade. Differentiate The U.S. will differentiate between those investments that should be made today and those that can be deferred. This includes an accounting of our ability to make a course change that could be driven by many factors, including shocks or evolutions in the strategic, operational, economic, and technological spheres. Sustain The U.S. is determined to sustain a ready and capable force, even as we reduce our overall capacity. We will resist the temptation to sacrifice readiness in order to retain force structure, and will in fact rebuild readiness in areas that, by necessity, were deemphasized over the past decade. Reduce The U.S. must continue to reduce the cost of doing business. This entails reducing the rate of growth of manpower costs, finding further efficiencies in overhead and headquarters, business practices, and other support activities before taking further risk in meeting the demands of the strategy. Examine The U.S. will examine how this strategy will influence existing campaign and contingency plans so that more limited resources may be better tuned to their requirements. This will include a renewed emphasis on the need for a globally networked approach to deterrence and warfare. Retain U.S. forces will take extra measures to retain and build on key advancements in networked warfare in which joint forces have finally become truly interdependent. This imperative will shape a number of disciplines, ranging from establishing warfighting requirements to the way forces train together. Resist The U.S. will make every effort to maintain an adequate base in science and technology. Work needs to be done to ensure the U.S., its allies, and partners are capable of operating in anti-access/area denial, cyber, and other contested operating environments. Three levels of warfare--strategic, operational, and tactical--link tactical actions to achievement of national objectives. There are no finite limits or boundaries between these levels, but they help commanders design and synchronize operations, allocate resources, and assign tasks to appropriate command. Click each level of warfare to learn more. Strategic The strategic level involves employing the instruments of national power in a synchronized and integrated fashion to achieve national objectives. The President, aided by the National Security Staff, which is comprised of the National Security Council and Homeland Security Council, establishes policy and national strategic objectives. The Secretary of Defense or (SecDef) translates these into strategic military objectives that facilitate identification of the military end state and theater strategic planning by the combatant commanders (or CCDRs). Operational The operational level links strategy and tactics by establishing operational objectives needed to achieve the military end states and strategic objectives. It sequences tactical actions to achieve objectives. The focus at this level is on the planning and execution of operations using operational art: the cognitive approach by commanders and staffs--supported by their skill, knowledge, experience, creativity, and judgment--to design campaigns, and operations in order to organize and employ military forces by integrating ends, ways, and means. Tactical The tactical level of war is the level at which battles and engagements are planned and executed to achieve military objectives assigned to tactical units or joint task forces (or JTFs). Activities at this level focus on the ordered arrangement and maneuver of combat elements in relation to each other and to the enemy to achieve combat objectives. An engagement can include a wide variety of activities between opposing forces normally in a short-duration action. A battle consists of a set of related engagements involving forces that are larger than those used in single engagements and which normally affect the course of an operation or a campaign. The military instrument of national power can be used in a wide variety of ways that can be understood to occur across a continuum of conflict ranging from peace to war. Inside this continuum, it is useful from a strategic perspective to delineate the use of the military instrument of national power into three broad categories. Note that the delineations between the categories are not precise, as each application of military power has unique contextual elements. Roll your mouse over each of the three main categories of military operations in the graphic to learn more. Operational level focuses on planning and execution of operations using operational art to develop strategies, campaigns, and operations and employ military forces by integrating ends, ways, and means. A sometimes-ally of the United States requests U.S. support in maintaining stability during an insurgent uprising. The U.S. agrees to lead a multinational peace-keeping force in the volatile country, since supporting the legitimate government adds stability to a key strategic region. The insurgents comprise of a number of radical groups that follow a shared political ideology and collectively seek economic control within the region. They appear to be funded by narcotics cartels and organized crime syndicates in Central and Northern South America. The insurgents use a variety of disruptive, irregular warfare tactics to exert their influence, including the use of Improvised Explosive Devices (IEDs), ambushes on peace-keeping forces, civilian kidnapping, graft, and civilian extortion. U.S. forces have also detected numerous cyber-attacks that appear to originate from insurgent sources; however, none of these have been successful. Objective - Least Relevant Offensive - Least Relevant Mass - Least Relevant Economy of Force - Most Relevant Maneuver - Least Relevant Unity of Command - Most Relevant Security - Most Relevant Suprise - Least Relevant Simplicity - Least Relevant Restraint - Most Relevant Perseverance - Most Relevant Legitimacy - Most Relevant Which principles did you rank as among the most important? Explain why. Restraint, perseverance, and legitimacy were ranked among the most important because these principles directly support irregular warfare conditions, such as those described in the scenario. Security was also ranked highly, because the scenario opposition forces use irregular means, such as IEDs and ambush attacks. Next, Economy of Force was ranked among the top principles because stability operations must be carried out with the upmost efficiency, so that the U.S. achieves an optimal return on investment. Finally, because the mission involves a multinational coalition, Unity of Command takes on greater priority; coordination among forces becomes more challenging as a greater number of units, agencies, and countries become involved. Which principles did you rank as among the least important? Explain why. Having a clear objective is vital. However, since the strategic objective in this scenario is to maintain stability in an ally's country, developing more detailed operational objectives takes on comparatively less significance. Similarly, since the mission involves stabilization, versus aggression, taking offensive action becomes less important, as is the element of surprise, the exploitation of maneuver, and the concentration of a large mass of combat power. Finally, while simplicity is important (particularly in multinational operations), it is less vital in the described scenario; given the complexity of the situation, simple responses may not be sufficient. Security missions and tasks include stability operations, civil support, and other requirements to protect and control civil populations and territory, whether they are friendly, hostile, or neutral. Security actions ultimately seek to reassure rather than compel. Effective security requires a visible and enduring presence. Joint forces can improve security through security force assistance, which enhances the capabilities and capacities of a partner nation or regional security organization through training, equipment, advice, and assistance. Restoring essential civil services (relief and reconstruction) in the wake of military occupation, counterinsurgency, and humanitarian crises, includes stability operations, civil support, and other missions and tasks. In this role, the military provides support to Department of State or (DOS) to assist its relief and reconstruction efforts. As "joint force" refers to activities, operations, organizations, or other actions, in which elements of two or more military departments (Departments of Army, Navy, or Air Force) participate, "joint matters" relate to the integrated employment of those forces in joint operations. These "joint matters" relate to national military strategy, deliberate and crisis action planning, command and control or (C2) of joint operations, and unified action with the DoD and interagency partners. U.S. Armed Forces have embraced "jointness" as their fundamental organizing construct at all echelons of military activity, especially above the tactical level. Jointness implies cross-Service combination wherein the capability of the joint force is understood to be synergistic, with the sum (the capability of the joint force) greater than its parts (the capabilities of the individual components). Fundamentally, joint forces require high levels of interoperability and jointly developed systems that are conceptualized and designed with joint architectures and acquisition strategies. This level of interoperability reduces technical, doctrinal, and cultural barriers that limit the ability of the joint force commanders (or JFCs) to achieve objectives. The goal is to employ joint forces effectively across the range of military operations. All Service components contribute their distinct capabilities to the joint force; however, their interdependence is critical to overall joint effectiveness. Joint interdependence is the purposeful reliance by one Service on another Service's capabilities to maximize complementary and reinforcing effects of both (in other words, synergy), with the degree of interdependence varying with specific circumstances. The synergy that results from the operations of joint forces maximizes the capability of the force. A joint operation does not require that all forces participate in a particular operation merely because they are available. The JFC has the operational authority and responsibility to tailor forces for the mission at hand, selecting those that most effectively and efficiently ensure success. There are significant challenges to effectively integrating and synchronizing Service and combat support agency capabilities in joint operations. To fully employ the joint force in extensive and complex operations requires an array of capabilities and procedures to help the commander and staff integrate and synchronize the joint force's actions over time and space. Functionally related capabilities and activities can be grouped into joint functions, and facilitate planning and employment of the joint force. The commander must generally exercise all the joint functions to effectively operate the force and generate combat power. Inadequate integration and balancing of these functions can undermine the cohesion, effectiveness, and adaptability of the force. Inattention to intelligence can leave the force with inadequate information to support decision making or identify opportunities in time to exploit them. Joint functions include C2, intelligence, joint fires, movement and maneuver, protection, and sustainment. Roll your mouse over each image to learn more Unified action synchronizes, coordinates, and integrates joint, single-Service, and multinational operations with the operations of other U.S. Government departments and agencies, nongovernmental organizations, intergovernmental organizations (such as the United Nations), and the private sector to achievemand within the military instrument of national power supports the national strategic direction through close coordination with other instruments of national power. The Joint Chiefs of Staff and all combatant commanders or (CCDRs) are in pivotal positions to facilitate the planning and conduct of unified actions in accordance with the guidance and direction received from the President and the SecDef in coordination with multinational leadership. The roles established by law provide distinct responsibilities for those involved in joint operations. Key players are the President and the Secretary of Defense (or SecDef), combatant commanders (or CCDRs), and the Secretaries of the Military Departments. President/SecDef The President and the SecDef exercise authority, direction, and control of the Armed Forces through two distinct branches of the chain of command and control or C2. One branch runs from the President and the SecDef, to the CCDRs for missions and forces assigned to their commands. The other branch runs from the President, through the SecDef to the Secretaries of the Military Departments for administrative control (or ADCON) of Service responsibilities and forces. Secretaries of the Military Departments The Secretaries of the Military Departments exercise ADCON through their respective Service Chiefs over Service forces not assigned to the combatant commanders. The Secretaries of the Military Departments are responsible for the administration and support of Service forces. Commanders of forces are responsible to their respective Service Chiefs for the administration, training, and readiness of their unit or units. Combatant Commanders CCDRs prescribe the chain of command within their CCMDs and designate the appropriate command authority to be exercised by subordinate commanders. CCDRs exercise combatant command or command authority of assigned forces. CCDRs will ensure maximum interoperability and identify interoperability issues to the Chairman of the Joint Chiefs of Staff, who has overall responsibility for the joint interoperability program. CCDRs and subordinate JFCs must consider the potential requirements for interagency, intergovernmental and nongovernmental organizations coordination as a part of their activities within and outside of their operational areas. The DoD organization is a multi-level organization with a broad spectrum of responsibilities in joint operations. Click the SecDef, CJCS, Geographic Combatant Commander, and the Functional Combatant Commander to learn more about these roles, functions, and organizations. SecDef The SecDef is the principal assistant to the President in all matters relating to the DoD. The role of the DoD is prescribed by higher authority. The DoD will maintain and employ Armed Forces to support and defend the Constitution of the United States against all enemies, foreign and domestic; ensure, by timely and effective military action, the security of the U.S., its territories, and areas vital to its interest; and uphold and advance the national policies and interests of the U.S. The President and the SecDef develop the National Security and Defense Strategies, the Unified Command Plan, the Quadrennial Defense Review, and provide guidance for employment and development of forces. The DoD is composed of the Office of the SecDef, Military Departments, the Joint Chiefs of Staff and Joint Staff, CCMDs, the Inspector General of the DoD, DoD agencies and bureaus, and field activities, and other offices, agencies, activities, and commands established or designated by law, by the President, or by the SecDef. CJCS The Chairman of the Joint Chiefs of Staff (or CJCS) is the principal military advisor to the President, the SecDef, National Security Council, and the Homeland Security Council. The Joint Chiefs of Staff develops the joint strategic review, the national military strategy, the joint strategic capabilities plan, global plans and orders, and manages global forces. The Joint Chiefs of Staff consists of the CJCS; the Vice Chairman of the Joint Chiefs of Staff; the Chief of Staff of the U.S. Army; the Chief of Naval Operations; the Chief of Staff of the U.S. Air Force; and the Commandant of the Marine Corps. The Joint Staff supports the CJCS and constitutes the immediate military staff of the SecDef. GCCs Geographic combatant commanders (or GCCs) are assigned a geographic area of responsibility or AOR by the President with the advice of the SecDef as specified in the Unified Command Plan. The CCDR provides a strategic estimate, develops the Theater Campaign Plan, provides theater security cooperation, develops operation plans and orders, and provides a joint strategic review. GCCs are responsible for the missions in their area of responsibility, unless otherwise directed. The GCC oversees commands globally including: • U.S. Central Command (or USCENTCOM) • U.S. European Command (or USEUCOM) • U.S. Pacific Command (or USPACOM) • U.S. Southern Command (or USSOUTHCOM) • U.S. Africa Command (or USAFRICOM) Functional Combatant Commanders Functional combatant commanders (or FCCs) have transregional responsibilities and are normally supporting GCC's activities. FCCs may conduct operations as directed by the President or the SecDef, in coordination with the GCC in whose area of responsibility the operation will be conducted. FCCs oversee the U.S. Special Operations Command, the U.S. Strategic Command, and the U.S. Transportation Command. The roles each of the FCCs play vary. The U.S. Special Operations Command (or USSOCOM) exercises COCOM of all assigned Active component and mobilized Reserve component special operations forces minus the U.S. Army Reserve civil affairs and military information support forces. The U.S. Strategic Command (or USSTRATCOM), maintains the primary responsibility among CCDR of supporting the national objective of strategic deterrence; provides integrated global strike planning; synchronizes planning for global missile defense; plans, integrates, and coordinates intelligence, surveillance, and reconnaissance (or ISR) in support of strategic and global operations; plans, coordinates, and, as directed, executes information operations that cross geographic areas of responsibility or that directly support national objectives; synchronizes planning for the DoD in combating weapons of mass destruction; plans and conducts space operations; and synchronizes planning for cyberspace operations. The U.S. Transportation Command (or USTRANSCOM), provides common-user and commercial air, land, and maritime transportation, terminal management, and aerial refueling to support global deployment, employment, sustainment, and redeployment of U.S. forces; serves as mobility joint force provider; provides global patient movement for the DoD, in coordination with the GCCs, through the Defense Transportation Network; and serves as the distribution process owner. Joint force commanders (or JFCs) are challenged to achieve and maintain operational coherence given the requirement to operate in conjunction with interorganizational partners. Combatant commanders (or CCDRs) play a pivotal role in unifying joint force actions, since all of the elements and actions that comprise unified action normally are present at the CCDR's level. However, subordinate JFCs also integrate and synchronize their operations directly with the operations of other military forces and the activities of nonmilitary organizations in the operational area to promote unified action. This lesson, Joint Command Organizations, will describe the roles and organization of combatant, component, and joint force commands. The content presented in this lesson is based on multiple Joint Publications, which may be accessed by clicking the Resources button at the bottom of the screen. Command is the authority that a commander in the armed forces lawfully exercises over subordinates by virtue of rank or assignment. Accompanying this authority is the responsibility to effectively organize, direct, coordinate, and control military forces to accomplish assigned missions. Command includes responsibility for health, welfare, morale, and discipline of assigned personnel. Command components within joint operations include unified combatant command (or CCMD), specified CCMD, subordinate unified command, and the joint task force (or JTF). Click each button to learn more. Unified A unified CCMD is a command with broad continuing missions under a single commander and composed of significant assigned components of two or more Military Departments that is established and so designated by the President through the Secretary of Defense (or SecDef) and with the advice and assistance of the Chairman of the Joint Chiefs of Staff (or CJCS). Specified A specified command is a command that has broad continuing missions and is established by the President, through the SecDef, with the advice and assistance of the CJCS. Subordinate When authorized by the SecDef through the CJCS, commanders of unified CCDRs may establish subordinate unified commands (also called subunified commands) to conduct operations on a continuing basis in accordance with the specified criteria. Joint Task Force A JTF is a joint force that is constituted and so designated by the SecDef, a combatant commander, a subordinate unified commander, or an existing JTF commander. A JTF may be established on a geographical area or functional basis when the mission has a specific limited objective and does not require overall centralized control of logistics. Although specific responsibilities will vary, a joint force commander possesses the following general responsibilities: First, the joint force commander provides a clear commander's intent and timely communication of specified tasks, together with any required coordinating and reporting requirements. The joint force commander transfers forces and other capabilities to designated subordinate commanders for accomplishing assigned tasks. The joint force commander provides all available information to subordinate joint force and component commanders that affect their assigned missions and objectives. Last, the joint force commander delegates authority to subordinate joint force and component commanders commensurate with their responsibilities. A joint force commander is authorized to organize the staff and delegate responsibilities to individual Service members appointed to the staff as deemed necessary to accomplish assigned missions. The composition of a joint staff should be commensurate with the composition of forces and the character of the contemplated operations to ensure that the staff understands the capabilities, needs, and limitations of each element of the force The joint force commander can organize component commands such as service and functional component commands. Service component commands are assigned to a CCDR, and are comprised of the Service forces (such as individuals, units, detachments, and organizations, including the support forces). Service component commanders are responsible for Service-specific functions and other matters affecting their forces, including internal administration, personnel support, training, logistics, and Service intelligence operations. JFCs may decide to establish a functional component command when forces from two or more Services must operate in the same physical domain or accomplish a distinct aspect of the assigned mission. These conditions apply when the scope of operations requires that the similar capabilities and functions of forces from more than one Service be directed toward closely-related objectives and unity of command is a primary consideration. Functional component commands integrate planning; reduce their span of control; and significantly improve combat efficiency, information flow, unity of effort, weapon systems management, component interaction, or control over the scheme of maneuver. Component and supporting commands' organizations and capabilities must be integrated into a joint organization that enables effective and efficient joint command and control (or C2). The joint force commander should be guided in this effort by the following principles: simplicity, span of control, unit integrity, and interoperability. Although the scope and details will vary with the level and function of the command, the purpose is constant: analyze the situation and need for action; determine the course of action (or COA) best suited for mission accomplishment; and carry out that COA, with adjustments as necessary, while continuing to assess the unfolding situation. A command and control support system, which includes interoperable supporting communications systems, is the JFC's principal tool used to collect, transport, process, share, and protect data and information. The National Military Command System provides the means by which the President and the SecDef can receive warnings and intelligence so that accurate and timely decisions can be made, the resources of the Military Services can be applied, military missions can be assigned, and direction can be communicated to CCDR or the commanders of other commands. The Nuclear Command and Control System supports the Presidential nuclear command and control of the CCMD in the areas of integrated tactical warning and attack assessment, decision making, decision dissemination, and force management and report back. The Defense Continuity Program is an integrated program composed of the Department of Defense policies, plans, procedures, assets, and resources that ensures continuity of its component mission-essential functions under all circumstances, including crisis, attack, recovery, and reconstitution. An assignment to a combatant command (or CCMD) or the Joint Staff will often be a Service member's first true experience working with personnel from the other U.S. Military Services and possibly military personnel from North Atlantic Treaty Organization (or NATO), allied, or coalition partner nations. Service members should recognize that each Service has evolved its own unique culture and way of doing business based on Service history, traditions, and operating environment. This lesson, Working with Other Services, will introduce you to some of those characteristics by describing Service-centric parochialisms and will provide tips for working with other Services. The content presented in this module is based upon multiple Joint Publications, which may be accessed by clicking the Resources button at the bottom of the screen. The joint environment requires staff officers to overcome any Service-centric parochialisms and biases they may carry. Staff officers should respect the synergy these differences can create, and should be mindful of the impact they have on how joint personnel: • Interact • Operate • Communicate • Make decisions, and • Approach tasks Roll your mouse over each image to learn more. Success in the joint environment will ultimately depend on the ability to work with other Services. Some tips that can enhance the joint experience include: Suppress your Service pride and check your ego at the door. This will help you to operate more successfully within the joint environment. Although pride in your Service is important and expected, especially in military organizations where esprit de corps is so critical, you should not discount or exclude the capabilities or value added from other Services. Foster a joint culture that is not mutually exclusive of any one Service culture, but instead advocates all Service cultures and leverages from the best aspects of each. Realize that a joint environment is different from your Service environment and avoid using generalizations to characterize the CCMD or its personnel. Use terms like "joint" instead of "Army" or "Service Member" instead of "Soldier". Strive to become familiar with the individual Service operating environments of joint counterparts and to enlighten them on your Service environment. Learn about the diverse opportunities and experiences that your counterparts in each of the Services have had--particularly at the company grade and junior field grade Service member level. Maintain an open mind and be open to applying what might be considered as previously unconventional approaches, within your individual Service. View your joint assignment as an opportunity to understand how the other Services work and to better understand what determines the methodologies their officers employ. Identify ways to create synergy between the Services, seek and leverage the diverse expertise available to you, and advocate and employ a team approach. Remember that in a joint environment everyone must work together to ensure that the mission and national defense requirements are fulfilled. Your experiences here at your joint assignment can play an important role when you return to your home Service and are tapped to integrate your operations with other Services, especially in commander or commanding officer positions, as part of a larger joint force. 1) Select the answer that matches the following definition. This purpose of joint operations is to defend national interests, not only in conflict but through preventative measures to deter potential adversaries who could threaten the vital interests of the U.S. or its partners. [objective72] Project power despite anti-access/area denial challenges Deter and defeat aggression Maintain a safe, secure, and effective nuclear deterrent Provide a stabilizing presence ________________________________________ 2) Select the answer that matches the following definition. This purpose of joint operations is to conduct a sustainable pace of presence operations abroad, including rotational deployments and bilateral and multilateral training exercises. [objective73] Deter and defeat aggression Maintain a safe, secure, and effective nuclear deterrent Project power despite anti-access/area denial challenges Provide a stabilizing presence ________________________________________ 3) The purpose of a(n) _____ action is to place the enemy in a position of disadvantage through the flexible application of combat power. [objective74] maneuver offensive mass objective ________________________________________ 4) A(n) _____ is a sequence of tactical actions with a common purpose or a unifying theme. These may entail the process of carrying on combat, including movement, supply, attack, defense, and maneuvers needed to achieve the objective of any battle or campaign. [objective75] task mission operation function ________________________________________ 5) _____ requires a visible and enduring presence, and includes civil support and other requirements to protect and control civil populations and territory, whether they are friendly, hostile or neutral. [objective76] Large-scale combat Security Military engagement Relief and reconstruction ________________________________________ 6) Some services have an emphasis that vacillates between combat, law enforcement, and safety patrols. This demonstrates which key element to remember when working with other services? [objective83] size and capacity vs. speed and flexibility static vs. dynamic mission sets centralized vs. decentralized approach base-centric vs. ship-centric ________________________________________ 7) The _____ prescribe the chain of command within their Combatant Commands (CCMDs) and designate the appropriate command authority to be exercised by subordinate commanders. [objective78] Combatant Commanders Functional Combatant Commanders Chairman of the Joint Chiefs of Staff Secretaries of the Military Departments ________________________________________ 8) _____ synchronizes planning for cyberspace operations. [objective79] U.S. Transportation Command U.S. Strategic Command U.S. Special Operations Command Functional Combatant Commanders ________________________________________ 9) Select the answer that matches the following definition. This type of command is established on a geographical or functional area, with a mission that is limited and specific. [objective80] Subordinate Unified Command Joint Task Force Unified Combatant Command Specified Combatant Command ________________________________________ 10) A functional Component Command has many favorable factors associated with it, including reduced span of control, integrated planning, unity of effort, and _____. [objective81] [Remediation Accessed :N] decreased combat efficiency control over the scheme of maneuver comprised of service forces responsible for service-specific functions ________________________________________ 11) The Marine Corps, while also steeped in tradition and focused on the individual Marine, prides itself on its quick responsiveness and its minimal non-combatant infrastructure. This dynamic is which of the key elements to remember when working with other services? [objective82] Static vs. dynamic mission sets Size and capacity vs. speed and flexibility Centralized vs. decentralized approach Base-centric vs. ship-centric ________________________________________ 12) _____ includes restoring essential civil services, counterinsurgency, and humanitarian crises, while embarking on other supporting missions and tasks. [objective77] [Remediation Accessed :N] Relief and reconstruction Security Large-scale combat Military engagement This module focuses on the purpose and process of joint intelligence in joint operations. By the end of this module you should have a greater appreciation for the role that joint intelligence plays in joint operations. The management and integration of intelligence into military operations are inherent responsibilities of command. Information is of greatest value when it contributes to the commander's decision-making process by providing reasoned insight into future conditions or situations. Intelligence provides the commander a variety of assessments and estimates that facilitates understanding the operational environment (or OE). Intelligence includes the organizations, capabilities, and processes involved in the collection, processing, exploitation, analysis, and dissemination of information or finished intelligence. Intelligence products provide users with the information that has been collected and analyzed based on their requirements. The primary role of Joint Intelligence is to provide information and assessments to facilitate mission accomplishment. Intelligence is the indispensable precursor to operations. To understand why, this lesson will provide a general overview of the nature of intelligence by describing the relationship between data, information, and intelligence; defining the purpose of joint intelligence; describing the primary responsibilities of a J2; describing the relationship between intelligence requirements and information requirements; describing the joint intelligence process; and defining the eight common categories of intelligence products. Click the Next Lesson tab at the top of the page to continue. Flash ________________________________________ This topic covers the distinction between data, information, and intelligence. Data, information, and intelligence all share a common source the operational environment (or OE). Each starts out as factual information gathered from the OE. However, the ultimate source is where the similarities end. There is a clear distinction between data, information, and intelligence. Data is simply raw, factual information that has been collected via a variety of different means from the OE. Data becomes information when it is processed into a more intelligible form. Information is a fact, or a series of facts, that can inform the decisions made by a commander. However, it does not reach its full utility until it becomes intelligence. Intelligence is produced when information is related to other information already known about the OE and considered in the light of past experience regarding the threat. The new set of facts that are the product of this analysis is intelligence. Ultimately, intelligence has two critical features that make it different from information. Intelligence allows anticipation or prediction of future situations and circumstances, and it informs decisions by illuminating the differences in available courses of action (or COAs). Roll your mouse over data, information, and intelligence in the illustration to learn more. Click each image to learn more about the nature of intelligence. The intelligence analyst plays a key role in the formulation of intelligence. An analyst uses technology and other data sources to relate one set of information to another, or to compare known information against a knowledge database. This enables the analyst to draw informed conclusions--that is--to produce intelligence that will be invaluable to the joint force commander in the field. Intelligence is comprised of two critical features: • It enables commanders to anticipate or predict future situations and circumstances, and • It informs the commander's decisions by illuminating the differences in available COAs Flash ________________________________________ This topic covers the primary responsibilities of a J2. Intelligence plays a critical role across the range of military operations. Commanders use intelligence to anticipate enemy actions, visualize and understand all dimensions of the OE, and influence the outcome of operations. Intelligence enables commanders at all levels to focus their resources and to protect their force against the range of military operations. Please roll your mouse over the nine Primary Joint Intelligence Support Functions to learn more. These functions should be used in conjunction with the seven purposes of joint intelligence: • Inform the commander • Describe the operational environment • Identify, define, and nominate objectives • Support the planning and execution of operations • Counter adversary deception and surprise • Support friendly deception efforts and • Assess the effects of operations The J2 analyzes the adversary and other relevant aspects of the OE and produces threat assessments on a continuing basis to help the commander create or exploit opportunities to accomplish friendly force objectives. The J2 must assess the characteristics of the adversary's decision-making process and identify weaknesses that may be exploited. The J2 must ensure this critical intelligence is disseminated appropriately in a timely manner to the joint force commanders (or JFCs), staff, and components. Just as an adversary may attempt to deceive, joint intelligence may attack the mind of the adversary by misleading, deluding, or creating uncertainty--thereby enabling joint operations to achieve security and surprise. Intelligence can help achieve military deception through human factors analysis of the adversary leadership, information environment, and the decision-making process. The J2 also conducts assessments to determine how the adversary is reacting to the friendly deception effort. The final function of intelligence is to help joint forces determine if operations are producing desired or undesired effects, when objectives have been achieved, and when unforeseen opportunities can be exploited or require a change in planned operations to respond to adversary (or enemy) actions. Intelligence operations are wide-ranging activities conducted by intelligence staffs and organizations for providing commanders and national-level decision makers with relevant, accurate, and timely intelligence. The six intelligence operations process steps include: • Planning and direction • Collection • Processing and exploitation • Analysis and production • Dissemination and integration and • Evaluation and feedback Roll your mouse over each of these steps of the intelligence process for more information. If you would like to review the Joint Publication, click on the Resources button below. For complex phased operations, separate PIRs should be identified for each phase. As an operation develops, the commander should update PIRs to address new requirements or concerns. Changes in the situation will rule out some PIRs or demand the development of new ones as operations. Select PIRs in the graphic to learn more. • Intelligence staff must be aware of the intelligence requirements of higher, adjacent, subordinate, and supporting elements. • Subordinate units will expand on the joint force’s intelligence requirements by making them specific enough to support their portion of the overall campaign. • Conversely, the JFC's PIRs should encompass and prioritize the most urgent intelligence requirements of subordinate, adjacent, and supporting elements. Once intelligence requirements and information requirements are established, intelligence personnel review existing intelligence databases for answers to the requirements. If the intelligence does not already exist, intelligence personnel issue requests for information (or RFIs) and initiate the development or revision of a collection plan. Select RFIs to view a definition. An RFI is a specific time-sensitive ad hoc requirement for information or intelligence products. It is distinct from standing requirements or scheduled intelligence production. As Collection Management is led by J2 collection managers, these individuals must be knowledgeable about the abilities, limitations, survivability, and required lead times of available collection systems. They must also be able to task, or coordinate with, any collection capability assigned to the force and to be able to obtain the aid of external resources--for example, theater and national--in acquiring needed intelligence. Flash ________________________________________ To minimize the effects of enemy deception, and provide the JFC the most accurate intelligence possible, redundant collection capabilities can not only confirm intelligence from other capabilities, they can take over when one capability is lost or fails. Click the button to learn more. Collection managers, targeteers, and intelligence analysts must work closely together to anticipate operational support requirements and develop and execute adaptive collection plans. Accordingly, the joint force may establish a Joint Collection Management Board (or JCMB) to monitor and update collection requirements and asset status, and synchronize the collection plan Whether or not a JCMB is employed in the collection planning process, collection managers must ensure that the collection plan is synchronized with the operation plan (or OPLAN) so that collection efforts are focused correctly at critical times. Additionally, reconnaissance and surveillance operations must be integrated with other forms of intelligence collection operations and coordinated with counterintelligence activities. There are numerous legal issues associated with intelligence collection on U.S. citizens. Commanders and their intelligence staffs must be fully cognizant of their intelligence oversight responsibilities as delineated in DoD 5240.1-R, Procedures Governing the Activities of DoD Intelligence Components that Affect United States Persons. There are other kinds of critical planning that are integral to the Planning and Direction step of the Joint Intelligence Process. Planning also entails determining intelligence, organizational and equipment requirements and creating the necessary intelligence architecture. Joint intelligence architecture planning requires early identification and integration of operational architectures (which encompass relevant doctrinal, organizational, and manning considerations) and systems architectures to ensure alignment with and support to the joint force mission. Establishing information flow, timeliness, content, format, and priorities help shape the requisite joint intelligence architecture's technical specifications to efficiently support a JFC. Click the button to learn more. In short, joint intelligence architecture planning must ensure survivability, protection (or assurance), and interoperability of both information architectures and the information contained therein for all combinations of government and commercial configurations. Collection planning may involve other activities. Intelligence database access and production requirements may be needed and must be coordinated from tactical through national levels. These activities should be directed and coordinated by the J2 to be collaborative, mutually supporting, and non-duplicative. Intelligence dissemination requirements and procedures must be identified and coordinated with subordinate, adjacent, supporting, and higher intelligence organizations and commands, and with the communications system directorate of a joint staff (J6). In this activity, JFCs must consider intelligence requirements when prioritizing information dissemination in terms of the product, the available communications paths, and the time sensitivity of the product. Intelligence planning requires close coordination with Counterintelligence or CI activities prior to the initiation of operations. Click on the collage of images to learn more. CI specialists can better assess physical and personnel vulnerabilities and hostile forces' capabilities if planned intelligence activities are coordinated with them. These vulnerabilities may be exploited through an adversary's use of technology, terrorism, espionage, sabotage, or agitational interference, such as demonstrations and strikes. CI activities may also provide formal liaison with host nation, intelligence, law enforcement, and security activities to assist operations and provide support to the joint forces protection. Target development and intelligence planning are interrelated. The intelligence staff of the JFC designated as a supported commander leads the target intelligence planning effort. The intelligence staff develops supporting guidance in a targeting guidance message that delineates responsibilities for each phase of the joint targeting cycle. Geospatial requirements must be identified early in the planning phase. The Geospatial Information and Services (or GI&S) officer on the joint staff works closely with the J3 and other staff elements to determine requirements and priorities. Select the map to view the elements that are foundational requirements for collaborative mission planning and execution. Maps, charts, digitized products, and precise geodetic coordinates, and other supporting graphics as well as detailed textual annotations are foundational requirements for collaborative mission planning and execution. Joint force individual intelligence personnel augmentation requirements must be identified early and documented in the Joint Manning Document. This document is submitted through the supporting manpower and personnel directorate of a joint staff to the combatant commander for validation. Intelligence, Surveillance, and Reconnaissance (or ISR) Visualization is an enabling capability within the common operational picture (or COP). The ISR facilitates coordination and synchronization of activities supporting the joint force and component commands. It also provides an easily comprehended, readily accessible, graphic display that depicts the current and future locations of ISR assets, their capabilities, their field of regard, and their tasked targets. Click the button to learn more about the ISR Visualization Architecture. Joint intelligence preparation of the operational environment (or JIPOE) is the analytical process used by joint intelligence organizations to produce intelligence assessments, estimates, and other intelligence products in support of the JFC's decision-making process. JIPOE helps the JFC to stay inside the adversary's decision-making cycle by identifying centers of gravity (or COGs), focusing intelligence collection at the right time and place, and analyzing the impact of the operational environment on military operations in order to react faster and make better decisions than the adversary. Intelligence personnel accomplish the four major steps by following JIPOE. Select each step in the JIPOE graphic. Analyze the adversary and other relevant aspects of the operational environment. Describe the impact of the operational environment on the adversary and friendly courses of action (or COAs). Evaluate the capabilities of adversary forces operating in the operational environment. Determine and describe potential adversary COAs and civilian activities that might impact military operations. J2s use the JIPOE process to analyze, correlate, and fuse information pertaining to all relevant aspects of the operational environment, including physical domains and the information environment. Other aspects analyzed by the JIPOE process include: • Political • Military • Economic • Social and • Information and infrastructure systems (or PMESII) The process helps JFCs and their staff achieve information superiority by: • Analyzing adversary capabilities • Identifying potential adversary COAs • Assessing the most likely and most dangerous adversary COAs Dissemination of information can sometimes be defined by a strategy called Push and Pull. PUSH: Allows the higher echelons to push intelligence down to satisfy existing lower echelon requirements or to relay other relevant information to the lower level. PULL: Involves direct electronic access to databases, intelligence files, or other repositories by intelligence organizations at all levels. A dissemination architecture allows intelligence organizations external to the joint force to satisfy joint force intelligence needs to the maximum extent possible--but only if they have sufficient knowledge of the joint force's requirements through preplanned priority intelligence requirements. Intelligence organizations should push intelligence to the consumer (using the most expeditious means available), and accommodate the consumer's pull on demand (allowing automated access to theater and national databases). This construct: • Results in timely intelligence • Makes maximum use of automation, and • Minimizes the flow of RFI messages and intelligence reports Intelligence organizations (at all levels) must ensure that their products are getting to users when they are needed. Simply putting the product into the dissemination system is not enough. Intelligence organizations must initiate and maintain close contact with users to ensure that the product has been received and meets their requirements. If they fail to do this, all other aspects of the intelligence effort become meaningless. Intelligence products are the outcome of the JIPOE process and are generally placed in one of eight production categories. Knowing where to place a specific intelligence product in the correct category will assure it is used appropriately and has optimum impact. Note that categories of intelligence products apply to the Analysis and Production step of the joint intelligence process. The eight categories of intelligence products include: • Warning Intel • Current Intel • General Military Intel • Target Intel • Science and Technical Intel • Counter Intel • Estimative Intel, and • Identity Intel We begin with the first four categories of intelligence products. Click each category for more information. Warning Intelligence Warning Intelligence is an intelligence product category that: • Provides a distinct communication to a decision maker about threats against U.S. security, interests, or citizens • Carries a sense of urgency, implying the decision maker should take action to deter or mitigate the threats impact • Focuses on the opportunities to counter and alter only those threats that have detrimental effects for the U.S. (including U.S. military or political decision cycles, infrastructure, COA, or loss of governance) Current Intelligence Current Intelligence is an intelligence product category that: • Provides updated support for ongoing operations across the full range of military operations and • Involves the integration of time-sensitive, all-source intelligence and information into concise, objective reporting on the current situation in a particular area General Military Intelligence General Military Intelligence (or GMI) is an intelligence product category that: • Focuses on the military capabilities of foreign countries and organizations and other topics that could affect potential U.S. or multinational military operations • Requires an up-to-date, comprehensive GMI database for rapid crisis response in an increasingly multipolar, global environment • Supports the requirement to quickly respond to differing crisis situations with corresponding intelligence spanning the globe GMI includes: • Medical intelligence (or MEDINT)--which analyzes health threats and foreign medical capabilities • Human factors analysis, and • Assessments of psychological, cultural, behavioral, and other human attributes that influence decision making, flow of information, and the interpretation of information Target Intelligence Target Intelligence is an intelligence product category that: • Entails the analysis of enemy personnel, units, disposition, facilities, systems, and nodes relative to the mission, objectives, and the capabilities at the JFC's disposal • Identifies and nominates specific COGs and high-value targets or HVTs that, if exploited in a systematic manner, will create the desired effects and support accomplishment of the commander's objectives Click each of the remaining four intelligence product categories to learn more. Scientific & Technology Intelligence Scientific & Technology Intelligence is an intelligence product category that: • Encompasses foreign developments in basic and applied sciences and technologies with warfare potential, particularly enhancements to weapon systems • Comprises characteristics, capabilities, vulnerabilities, and limitations of all weapon systems, subsystems, and associated materiel, as well as related research and development • Addresses overall weapon systems and equipment effectiveness Counterintelligence Counterintelligence is an intelligence product category that: • Analyzes the threats posed by foreign intelligence and security services, and the intelligence activities of nonstate actors such as organized crime, terrorist groups, and drug traffickers • Incorporates allsource information and the results of CI investigations and operations to support a multidiscipline analysis of the force protection threat Estimative Intelligence Estimative Intelligence is an intelligence product category that: • Provides forecasts on how a situation may develop and the implications for planning and executing military operations • Reaches beyond descriptions of adversary capabilities or reporting of enemy activity to forecast the unknown based on an analysis of known facts using pattern analysis, inference, and statistical probability techniques Identity Intelligence Identity Intelligence (or I2) is an intelligence product category that: • Results from the fusion of identity attributes (biologic, biographic, behavioral, and reputational information related to individuals) and other information and intelligence associated with those attributes collected across all intelligence disciplines • Utilizes enabling intelligence activities, like biometrics-enabled intelligence (or BEI), forensics enabled intelligence (or FEI), and document and media exploitation, to discover the existence of unknown potential threat actors by connecting individuals to other persons, places, events, or materials, analyzing patterns of life, and characterizing their level of potential threats to U.S. interests To fully understand the intelligence activities that take place at the three levels of war, it is first necessary to review what each of the levels of war entails. The levels of war provide a doctrinal perspective that clarifies the links between strategic objectives, effects, and tactical actions and assists commanders in visualizing a logical flow of operations, allocating resources, and assigning tasks. The three levels of war are: • Strategic • Operational, and • Tactical The classification of actions and tasks to each of these levels depends on the nature of the task, mission, or objective. For example, intelligence and communications satellites can be helpful in their more traditional application as strategic assets as well as in tactical operations. Roll your mouse over each level to learn more. All levels of war have corresponding levels of intelligence operations. The construct of strategic, operational, and tactical levels of intelligence aids joint force commanders (JFCs) and their J2s in visualizing the flow of intelligence from one level to the next. This construct facilitates the allocation of required collection, analytical, and dissemination resources and permits the assignment of appropriate intelligence tasks to national, theater, component, and supporting intelligence elements. Roll your mouse over the graphic to learn more about typical issues that arise when considering what intelligence assets to share between the levels of war. Strategic intelligence operations provide continuity and depth of coverage even while the joint force is deploying. Operational intelligence operations provide the JFC with relevant, timely, and accurate intelligence relating to the accomplishment of campaign or major operation objectives. Operational and tactical intelligence operations, in conjunction with appropriate assessments, provide the JFC the information required to identify adversary critical vulnerabilities, centers of gravity (or COGs), and critical nodes for the optimum application of all available resources, thereby allowing the JFC to most effectively employ the joint task force's (or JTF's) capabilities. Note that levels of command, size of units, types of equipment, or types of forces or components are not associated with a particular level of intelligence operations. Operational intelligence focuses on adversary military capabilities and intentions. It is primarily used by combatant commanders and subordinate JFCs and their component commanders. Operational intelligence helps the JFC and component commanders keep abreast of events within their area of interest and helps commanders determine when, where, and in what strength the adversary might stage and conduct campaigns and major operations. Within the operational area, operational intelligence addresses the full range of military operations, facilitates the accomplishment of theater strategic objectives, and supports the planning and conduct of joint campaigns and subordinate operations. Operational intelligence also includes monitoring terrorist incidents and nature or man-made disasters and catastrophes. During counterinsurgency and counterterrorism operations, operational intelligence is increasingly concerned with stability operations and has a greater focus on political, economic, and social factors. Tactical intelligence focuses on combat intelligence, which is used by commanders, planners, and operators to plan and conduct battles, engagements, and special missions. It identifies and assesses the adversary's capabilities, intentions, and vulnerabilities, as well as describes the physical environment. Tactical intelligence seeks to identify when, where, and in what strength the adversary will conduct tactical level operations. Relevant, accurate, and timely combat intelligence allows tactical units to achieve positional and informational advantage over their adversaries. Precise threat and target status reporting, in particular, is essential for success during actual mission execution. During counterinsurgency and counterterrorism operations, tactical intelligence is increasingly focused on identifying threats to stability operations. Together with counterintelligence, tactical intelligence will provide the commander with information on the imminent threats to the force from terrorists, saboteurs, insurgents, and foreign intelligence collection. The success of joint and multinational operations and interagency coordination hinges upon timely and accurate information and intelligence sharing. A joint force commander must be capable of coordinating the actions of people, organizations, and resources at great distances among diverse participants, such as: • Allies and coalition partners • Other government agencies • Nongovernmental organizations (or NGOs), and • State and local authorities The JFC must consider civilian groups such as nongovernmental organizations and host nation agencies. Intelligence must be synchronized with plans and operations in order to provide answers to intelligence requirements in time to influence the decision they are intended to support. Intelligence synchronization requires that all intelligence sources and methods be applied in concert with the operations plan (or OPLAN) and operations order (or OPORD). OPLAN and OPORD requirements constitute the principal driving force that dictates the timing and sequencing of intelligence operations. The most common error in attempting to synchronize intelligence with plans and operations is the failure to build sufficient lead-time for intelligence production and operational decision-making. It is necessary for the JFC, J3, and J5 to work with the J2 to come up with a timeframe during which each requirement must be answered in order to support decision-making and operation planning. Adhering to the timeframe assures information reaches the commander in a timely fashion and is thus synchronized with the operation. Click the button to view the elements of the timeframe. • Asset/Resource Selection • Tasking and/or Request Transmission • Mission Preparation • Collection Mission • Processing/Exploitation/Analysis, and • Dissemination To achieve synchronization, the J2 must be involved as early as possible in the operation planning effort and must play an active role during wargaming and the analysis of all courses of action and plans. Although intelligence must identify and assess the full range of adversary capabilities, it is most useful when it focuses on the future and adversary intentions. JFCs require and expect timely intelligence estimates that accurately identify adversary intentions, support offensive and/or defense operations, and predict adversary future COAs in sufficient detail as to be actionable. It is important to note that predictive intelligence is not an exact science and is vulnerable to incomplete information and adversary deception. Intelligence predictions are only estimates and JFCs must accept an amount of risk in formulating plans based only on the J2's assessment. Predictive analysis is both difficult and risky; for example, it challenges the intellectual resources of the analyst while at the same time entailing considerable risk that the events predicted may not come to pass. Therefore, the chances of analytic failure are greater. Predictive analysis should never be avoided because it helps JFCs determine enemy intentions and capabilities. The analyst who successfully performs predictive analysis and accurately assesses enemy intentions in advance of events performs an invaluable service to the commander and staff. By its very nature, intelligence is imperfect. This means that not everything can be known, analysis is vulnerable to deception, and information is open to alternative interpretations. The best way to avoid these obstacles and achieve a higher degree of fidelity is to consult with, and solicit the opinions of, other analysts and experts, particularly in external organizations. Allies and coalition partners often possess in-depth capabilities in either niche or multiple areas and valuable perspectives on diverse intelligence problems. Without collaboration, intelligence products and reports end up being onedimensional and thus less accurate. Fusion is the process of collecting and examining information from all available sources and intelligence disciplines to derive as complete an assessment as possible of detected activity. It draws on the complementary strengths of all intelligence disciplines, and relies on an all-source approach to intelligence collection and analysis. Information is sought from the widest possible range of sources to avoid any bias that can result from relying on a single source of information and to improve the accuracy and completeness of intelligence. All-source, fused intelligence, results in a finished intelligence product that provides the most accurate and complete picture possible of what is known about an activity. While the level of detail in single-source reports may be sufficient to meet narrowly defined customer needs, fused reports are essential to gain an in-depth understanding. Because the adversary will engage in deception efforts, analysts should guard against placing unquestioned trust in a single-source intelligence report. The remaining six principles of intelligence are: • Perspective • Integrity • Unity of effort • Prioritization • Excellence, and • Agility On this page we will address the first three principles of intelligence. Click each principle for additional information. Perspective Intelligence analysts must seek to understand the adversary's thought process, and should develop and continuously refine their ability to think like the adversary. Their expertise will benefit the JFC, joint staff elements, and component commands in planning, executing, and assessing operations. The JFC should require the joint staff to assess all proposed actions from the following perspective: "How will the adversary likely perceive this action, and what are the adversary's probable responses?" The ability to think like the adversary is predicated on a detailed understanding of the adversary's: • Goals • Motivations • Objectives • Strategy • Intentions • Capabilities • Methods of operation • Vulnerabilities, and • Sense of value and loss Additionally, the J2 must understand the culture, religions, sects, ethnicities, social norms, customs and traditions, languages, and history of the adversary as well as neutrals and noncombatants in the operational environment. Ultimately, perspective allows us to: • Recognize challenges to our national security interest • Establish security policy • When appropriate, formulate clear, relevant, and attainable military objectives and strategy • Determine planning and conduct operations that will help attain U.S. policy objectives, and • Identify the adversary's strategic and operational centers of gravity (or COGs) Integrity Intellectual integrity is the hallmark of the intelligence profession. Integrity--The cardinal element in intelligence analysis and reporting, and the foundation on which credibility with the intelligence consumer is built. Moral Courage--Required to remain intellectually honest and to resist the pressure to reach intelligence conclusions that are not supported by facts. Intelligence concerning a situation--A factor in determining policy, but policy must not determine the intelligence. Intelligence analysts should take measures to recognize and avoid cognitive biases that affect their analysis. Remember: • Cognitive bias results when intelligence analysts see the world through lenses colored by their own perceptions • Intelligence is filtered through these perceptions • Analysts are tempted to fit information into pre-existing beliefs and discard information that does not fit Intelligence analysts must continuously guard against becoming rigidly committed to a specific interpretation of a set of facts. Analysts: • Must not ignore or downplay the significance of facts that do not fit a preferred hypothesis or that contradict a previous assessment and analysts • Must have the integrity to admit analytic misjudgments and the courage to change or adjust previously stated assessments, and they • Must avoid the temptation to make assessments appear more definitive than may be warranted by the facts Unity of Effort Coordination through cooperation and common interests to achieve a desired end state is essential to effective joint intelligence operations. Unity of effort is facilitated by: • Centralized planning and direction • Decentralized execution of intelligence operations This enables JFCs to apply all available intelligence, surveillance, and reconnaissance assets wisely, efficiently, and effectively. To effectively plan and execute unit missions, deploying intelligence personnel must know the: • Supported theater's concept of intelligence operations • Intelligence architecture • Estimate of the situation • Map standards, and • Other theater-specific requirements Achieving unity of effort is most challenging during the coordination of multinational operations or when supporting another lead federal agency. Unity of effort in this type of environment requires establishing an atmosphere of trust and cooperation. Click Next to view the remaining three principles of intelligence. Click each of the remaining principles to learn more. Prioritization Because operational needs for intelligence often exceed intelligence capabilities, prioritization of collection and analysis efforts and intelligence, surveillance, and reconnaissance (or ISR) resource allocation are vital aspects of intelligence planning. Prioritization offers a mechanism for addressing requirements and effectively managing risk by identifying the most important tasks and applying available resources against those tasks. Without prioritization, competition for ISR resources not only reduces what intelligence could provide, it also inhibits full cooperation among organizations that see themselves as competitors rather than teammates. Intelligence consumers drive the intelligence prioritization effort by identifying: • Intelligence needs and • Relative importance of needs J2s advise and assist in this effort by recommending intelligence priorities based on the commander's guidance and operational needs. Some intelligence requirements are more important than others and thus some lower priority requirements might not be accomplished due to resource limitations. Effective prioritization is absolutely dependent upon active cooperation and coordination between intelligence producers and intelligence consumers. Excellence Producers of intelligence should constantly strive to achieve the highest possible level of excellence in their products. The quality of intelligence products is paramount to the intelligence professional's ability to attain and maintain credibility with intelligence consumers. The attributes that are used as standards against which the quality of intelligence is measured include: • Anticipatory • Timely • Accurate • Usable • Complete • Relevant • Objective, and • Available Roll over each attribute for more information. Agility Agility is the ability to shift focus nearly instantaneously and bring to bear the skill sets necessary to address the new problem at hand, while simultaneously continuing critical preexisting work. Agility--applies to people and systems. People--Intelligence organizations should be staffed with people who possess an appropriate mix of skills and personal characteristics that enable them to quickly adapt to, and remain responsive in, a changing operational environment. Systems--Intelligence structures, methodologies, databases, and products must be sufficiently agile and flexible to meet changing operational situations, needs, priorities, and opportunities. Agility requires anticipation and readiness, but intelligence organizations should be managed as if they were already "at war"--that is, staffed, equipped, and organized for flexible responses to changing conditions in the operational environment. This topic covers multinational intelligence support. The JTF J2 should have personnel knowledgeable in foreign disclosure policy and procedures and should obtain necessary foreign disclosure authorization from the DIA (through the CCDR) as soon as possible. The JTF J2 should: • Adjust for national differences among nations • Assure unity of effort against a common threat • Determine and plan requirements for intelligence special arrangements • Coordinate intelligence sharing • Provide for complementary intelligence operations • Operate combined intelligence center, and • Conduct intelligence liaison exchange activities • This topic will focus on identifying the members of the intelligence community. • During most joint operations, joint force commanders (or JFCs) will require not only military intelligence, but also intelligence on nonmilitary aspects of the operational environment such as economic, informational, social, political, diplomatic, biographic, human factors, and other types of intelligence. • Equally important is knowledge of how all these aspects interrelate to form a systems perspective of the adversary and other relevant aspects of the operational environment. • Click the button for additional information. • The National Joint Operations and Intelligence Center (or NJOIC) is an integrated Joint Staff J2/J3/Plans Directorate element that monitors the global situation on a continual basis and provides the CJCS and SecDef a DoD planning and crisis response capability. • Click the button for additional information. • The intelligence component of the NJOIC maintains an alert center that consists of the Deputy Director for Intelligence, regional desks corresponding to each geographic CCMD, and representatives from each Service intelligence staff element, the intelligence CSAs, and the CIA. The alert center is a continuously manned, all-source, multidiscipline intelligence center providing defense intelligence situational awareness, early warning, and crisis management intelligence support to the President of the United States, SecDef, JCS, CCMDs, deployed forces, Services, and other intelligence consumers during peace, crisis, and war. It provides planning, management, and infrastructure for intelligence working groups and intelligence task forces that provide direct intelligence support during major conflicts. • To provide intelligence analytical depth, DIA maintains a 24/7 direct support element at the NJOIC, tailored to the current global situation and operating tempo. The NJOIC coordinates the intelligence response to immediate crises and contingencies. The Combatant Command Joint Intelligence Operations Center (or JIOC) is an interdependent operational intelligence organization at the DoD, Combatant Command, or Joint Task Force level that is integrated with National Intelligence Centers and capable of accessing all sources of intelligence impacting military operations planning, execution, and assessment. Roll your mouse over each term to view the central responsibilities of the JIOCs. For more information, see JP 3-33, Chapter IV, Joint Task Force Intelligence and JP 2-01, Chapter II, Joint and National Intelligence Organizations, Responsibilities, and Procedures by clicking on the Resources button below. Flash ________________________________________ This topic covers Joint Task Force Intelligence Support Elements, beginning with the Intelligence Planning Construct. Intelligence planning in the joint operation planning process (or JOPP) provides a comprehensive methodology for integrating intelligence into plans, and focusing intelligence community capabilities on satisfying combatant command intelligence requirements. Intelligence planning should also include collection and production requirements (or PRs) related to critical infrastructure protection. Intelligence planning supports joint operation planning and results in three major products that become part of the combatant commander's (or CCDR's) operational plan (or OPLAN) and/or the concept of operations plan (or CONPLAN). Note that these products provide a common basis for discussion, understanding, and change for the joint force, its subordinates and higher HQ, the joint planning and execution community (or JPEC), and the national leadership. Click on each product of the CCDR's OPLAN to learn more. The DIA validates or produces a baseline Dynamic Threat Assessment (or DTA) for each Joint Strategic Capabilities Plan--that is--each JSCP directed plan. The DTA identifies the capabilities and intentions of adversaries for top-priority plans. The combatant commander (or CCDR) produces Annex B: Intelligence. This product provides detailed information on the adversary situation, establishes priorities, assigns intelligence tasks, identifies required intelligence products, requests support from higher echelons, describes the concept of intelligence operations, and specifies intelligence procedures. The Joint Staff, J2, upon request of the CCMD J2, leads the effort to produce the National Intelligence Support Plan (or NISP), which includes integrated national intelligence capabilities to satisfy CCDR OPLAN/CONPLAN requirements. Note that these products provide a common basis for discussion, understanding, and change for the joint force, its subordinates and higher HQ, the joint planning and execution community (or JPEC), and the national leadership. While acquiring intelligence and making recommendations, J2 must remain sensitive to the possibility that they are being deceived by the adversary and should consider all possible adversary capabilities and intentions--no matter the apparent weight of evidence and decision-making predisposition. To counter adversary deception efforts, intelligence analysts must confirm their analysis using multiple collection sources and proven analytical methods and processes such as use of red teams, devil's advocates, and alternative hypotheses. This lesson provides a solid foundation on how military operations are defined, what forms they take, and what phases define their execution. This lesson covers: •Definitions for military operations •Types of military operations •Definition of joint operations phases and how they are implemented, and the •Phased approach to conducting joint operations The content presented in this lesson is based on multiple Joint Publications, which may be accessed by clicking the Resources button at the bottom of the screen. Military operations vary in scope, purpose, and conflict intensity across a range that extends from military engagement, security cooperation, and deterrence activities to crisis response and limited contingency operations and, if necessary, to major operations and campaigns. Our national leaders can use the military instrument of national power across the conflict continuum in a wide variety of operations that are commonly characterized into these three groups. Some military operations are associated with crisis response and limited contingencies, such as humanitarian assistance. Some, such as Operation RESTORE HOPE in Somalia, can be extremely dangerous requiring combat operations to protect U.S. forces while accomplishing the mission. Joint operations" is a general term used to describe military actions conducted by joint forces or by Service forces employed under command relationships. Use of joint capabilities in military engagement, security cooperation, and deterrence activities helps shape the operational environment and keep the day-to-day tensions between nations or groups below the threshold of armed conflict while maintaining U.S. global influence. Roll your mouse over the image for more information. The nature of the strategic security environment may require U.S. forces to engage in several types of joint operations simultaneously across a range of military operations. For these missions, commanders combine and sequence offensive, defensive, and stability operations and activities to achieve objectives. Roll your mouse over each image to view three ways joint operations may occur. Military operations vary in scope, purpose, and conflict intensity across a range that spans from military engagement to major operations and campaigns. In general, a military operation is a set of actions intended to accomplish a task or mission. Although the U.S. military is organized, trained, and equipped for sustained, large-scale combat anywhere in the world, the capabilities to conduct these operations also enable a wide variety of other operations. In the next two pages, we'll review definitions used in military operations. "Stability operations" is an umbrella term for various military missions, tasks, and activities conducted outside the U.S. in coordination with other instruments of national power to: • Maintain or reestablish a safe and secure environment, and • Provide essential governmental services, emergency infrastructure reconstruction, and humanitarian relief "Civil support" refers to DoD support to U.S. civil authorities for domestic emergencies and for designated law enforcement and other activities. "Foreign humanitarian assistance" refers to DoD activities, normally in support of the United States Agency for International Development or the Department of State, conducted outside the U.S., its territories, and possessions, to relieve or reduce human suffering, disease, hunger, or privation. "Recovery" is an operation to search for, locate, identify, recover, and return isolated personnel, human remains, sensitive equipment, or items critical to national security. "Non-combatant evacuation" is an operation to evacuate non-combatants and civilians from foreign countries to safe havens or to the U.S. when their lives are endangered by war, civil unrest, or natural disaster. "Peace operations" (or POs) is a category that encompasses operations to contain conflict, redress the peace, and shape the environment to support reconciliation and rebuilding and facilitate the transition to legitimate governance. POs include: • Peacekeeping operations • Peace enforcement • Peacemaking • Peace building, and • Conflict prevention efforts "Combating Weapons of Mass Destruction" (or WMD) refers to activities within eight military mission areas that include: • WMD-related security cooperation and partner activities • Offensive operations against WMD • Defensive operations, and • Managing the consequences of WMD attacks "Chemical, biological, radiological, and nuclear consequence management" refers to DoD support to U.S. Government actions that plan for, prepare for, respond to, and recover from the effects of domestic and foreign chemical, biological, radiological, and nuclear incidents. "Foreign internal defense" (or FID) refers to participation by civilian and military agencies of a government in any of the action programs taken by another government or other designated organization to free and protect its society from subversion, lawlessness, insurgency, terrorism, and other threats to its security. FID is an example of nation assistance. "Counter drug operations" represent support provided by the DoD to law enforcement agencies to detect, monitor, and counter the production, trafficking, and use of illegal drugs. "Combat terrorism" refers to actions, including antiterrorism (defensive measures taken to reduce vulnerability to terrorist acts) and counterterrorism (actions taken directly against terrorist networks) to oppose terrorism. "Counterinsurgency" is an operation that encompasses comprehensive civilian and military efforts taken to defeat an insurgency and to address any core grievances. "Homeland defense" refers to the protection of U.S. sovereignty, territory, domestic population, and critical defense infrastructure against external threats and aggression or other threats as directed by the President. Phasing is a definitive stage of an operation or campaign during which a large portion of the forces and capabilities are involved in similar or mutually supporting activities for a common purpose. Roll your mouse over each item to find out how phasing benefits joint operations. Although the commander determines the number and actual phases for an operation, the phases defined in the graphic comprise a flexible model to arrange combat and stability operations. Within the context of these phases established by a higher-level JFC, subordinate JFCs and component commanders may establish additional phases that fit their concept of operations--or CONOPS. Click each of the phases to learn more. Shape Shape phase missions, task, and actions are those that are designed to dissuade or deter adversaries and assure friends, as well as set conditions for future operations. Shape: • Is executed continuously with the intent to enhance international legitimacy and gain multinational cooperation by shaping perceptions and influencing adversaries' and allies' behavior • It develops allied and friendly military capabilities for selfdefense and multinational operations • Improves information exchange and intelligence sharing • Provides U.S. forces with peacetime and contingency access, and • Mitigates conditions that could lead to a crisis Deter The intent of this phase is to deter an adversary from undesirable actions because of friendly capabilities and the will to use them. Deter is weighted toward security activities that are characterized by preparatory actions to protect friendly forces and indicate the intent to execute subsequent phases of the planned operation. It can be a standalone operation. Actions may include: • Mobilization • Tailoring of forces • Other pre-deployment activities • Initial deployment into a theater • Employment of intelligence, surveillance, and reconnaissance--that is, ISR assets, and • Development of mission-tailored command and control, intelligence, force protection, and logistic requirements to support the JFC's CONOPS Seize The intent of this phase is to apply joint combat power rapidly to delay, impede, or halt the enemy's initial aggression and to deny the enemy its initial objectives. Seize refers to JFCs seizing the initiative in all situations through the decisive use of joint force capabilities. It involves using both defensive and offensive operations at the earliest possible time to force the enemy to culminate offensively and to set the conditions for joint force decisive operations. And helps operations gain access to theater infrastructure and expand friendly freedom of action, while the JFC seeks to degrade enemy capabilities with the intent of resolving the crisis at the earliest opportunity. Dominate This phase focuses on breaking the enemy's will to resist, or in noncombat situations, to control the operational environment. Success in this phase depends on overmatching enemy capabilities at the critical time and place. Dominate operations can range from large-scale combat to various stability operations depending on the nature of the enemy. Dominate activities may establish the conditions to achieve strategic and objectives early on or may set the conditions for transition to the next phase of the operation. Stabilize This phase refers to a shift in focus from sustained combat operations to stability operations. These operations help reestablish a safe and secure environment and provide essential government services, emergency infrastructure reconstruction, and humanitarian relief. Stabilization is intended to help restore local political, economic, and infrastructure stability. Stabilization operations may be led by civilian officials during part or all of this phase, but the JFC typically will provide significant supporting capabilities and activities. These operations may require the joint force to perform limited local governance, and integrate the efforts of other supporting inter-organizational partners until legitimate local entities are functioning. The JFC continuously assesses the impact of operations in this phase on the ability to transfer authority for remaining requirements to a legitimate civil entity, which marks the end of the phase. Enable This phase focuses on helping the civil authority regain its ability to govern and administer to the services and other needs of the population. Regained civil authority represents the military end state, signaling the end of the joint operation; and does not preclude the need for combatant command involvement with other nations and government agencies beyond the termination of the joint operation, as this may be required to achieve the national strategic end state. Transitions mark a change of focus between phases or between the ongoing operations and execution of a branch or sequel. An example of a transition would be the shift of focus from sustained combat operations in the Dominate phase to a preponderance of stability operations in the Stabilize and Enable Civil Authority phases. Roll your mouse over each action that characterizes a phase transition. These are some of the aspects of phasing in normal joint operations: • Phases will vary (for example, compressed, expanded, or omitted entirely) according to the nature of the operation and the JFCs decisions. • During planning, the JFC establishes conditions, objectives, or events for transitioning from one phase to another and plans sequels and branches for potential contingencies. • The JFC adjusts the phases to exploit opportunities presented by the adversary and operational situation or to react to unforeseen conditions. As depicted in the graph, phases are designed to be conducted sequentially, although some activities from a phase may begin in a previous phase and continue into subsequent phases. The graph also demonstrates the increases in military level of effort over the course of the phased operational plan. By arranging operations and activities into phases, the JFC can better integrate and synchronize subordinate operations in time, space and purpose The tasks and actions encompass a wide range of actions where the military instrument of national power supports other government agencies and cooperates with intergovernmental organizations (like the UN or NATO) and other countries to protect and enhance national security interests, deter conflict, and set conditions for future contingency operations. Engagement is the routine contact and interaction between individuals or elements of the U.S. Armed Forces and other nations' armed forces, or foreign and domestic civilian authorities or agencies, to build trust and confidence, share information, coordinate mutual activities, and maintain influence. Military engagement occurs as part of security cooperation, but also extends to interaction with domestic civilian authorities. Support to military engagements may include specific mission areas such as religious affairs and medical support. Roll your mouse over each type of engagement operation to learn more. Security cooperation involves all DoD interactions with foreign defense and security establishments to build defense relationships that promote specific U.S. security interests. Cooperation: • Develops allied and friendly military and security capabilities for internal and external defense for multinational operations • Provides U.S. forces with peacetime and contingency access to the host nation • Enhances a host nation's willingness and ability to care for its people • Is a key element of global and theater shaping operations • Ensures military forces complement and reinforce other instruments of national power • Provides a framework within which combatant commands engage regional partners in cooperative military activities and development, and • Lessens the causes of a potential crisis before a situation deteriorates and requires coercive U.S. military intervention Deterrence prevents an adversarial action by presenting a credible threat of counteraction. The U.S. Armed Forces deter adversaries from using violence to reach their aims in both peace and war. Deterrence is effective if the adversary believes that a credible threat of retaliation exists, the contemplated action cannot succeed, or the costs outweigh the perceived benefits of acting. Thus, a potential aggressor chooses not to act for fear of failure, cost, or consequences. A show of force and enforcement of sanctions support deterrence by demonstrating national resolve and willingness to use force when necessary. These are also effective actions for achieving deterrence: • Foster a climate of peaceful cooperation through national assistance and foreign humanitarian assistance (or FHA) • Ensure joint operations forces are ready to conduct decisive deterrent operations immediately. If committed forces lack the combat power to conduct these operations, they should conduct defensive operations while additional forces deploy • Develop a security cooperation plan (or SCP) that emphasizes the willingness of the U.S. to employ forces in defense of its interests sustained presence also contributes to deterrence and promotes a secure environment in which diplomatic, economic, and informational programs designed to reduce the causes of instability can perform as designed. Presence can take the form of forward-basing, forward-deploying, or pre-positioning assets. Roll your mouse over the icons on the map to view the benefits of a sustained presence. Emergency preparedness consists of measures taken in advance of an emergency to reduce the loss of life and property and to protect a nation's institutions from all types of hazards through a comprehensive emergency management program of preparedness, mitigation, response, and recovery. Emergency preparedness encompasses planning activities such as continuity of operations and continuity of government. These are undertaken to ensure DoD processes, procedures, and resources are in place to support the President and SecDef in a designated national security emergency. Roll your mouse over Continuity of Operations and Continuity of Government to learn more. Characteristics of arms control, non-proliferation, and disarmament include system of control and inspect, verify and seize. Roll your mouse over each of these characteristics to learn more about arms control, nonproliferation, and disarmament. Combating terrorism involves actions taken to oppose terrorism from wherever the threat exists. It encompasses antiterrorism, which are defensive measures taken to reduce vulnerability to terrorist acts; and combating terrorism, which are offensive measures taken to prevent, deter, preempt, and respond to terrorism. Roll your mouse over each characteristic to learn more about combating terrorism. DoD supports Federal, state, and local law enforcement agencies in their effort to disrupt the transport and/or transfer of illegal drugs into the United States. Specific DoD counterdrug authorities are contained in the: • National Defense Authorization Act of 1991, Public Law Number 101–510, Section 1004, as amended, and • Title 10, USC, Sections 124 and 371–382 Also refer to JP 307.4, Joint Counterdrug Operations, for more information about counterdrug operations. This and the references above can be found in the course Resources. One of the most effective types of joint operations is the enforcement of sanctions leveled against a nation whose threats of terrorism or other aggressive actions threaten the stability of a specific region. Characteristics of this type of operation include coercive measures, maritime interception, and achieving conformity. enforcing exclusion zones is another example of typical operations. Exclusion zones can be established in the air as no-fly zones, on the sea as maritime zones, or on land as no-drive zones. Exclusion zones are typically enforced when there have been human rights violations or persecution of civil populations. The general strategic and operational objectives of crisis response and limited contingency operations are to protect U.S. interests and/or prevent surprise attack or further conflict. Crisis response and limited contingency operations are part of the Joint Force Commander's (or JFC's) operations plan (OPLAN) or operation order (OPORD). The level of complexity, duration, and resources of these operations depends on the circumstances. One of the objectives of these operations is to ensure the safety of American citizens and U.S. interests while maintaining and improving U.S. ability to operate with multinational partners to deter the hostile ambitions of potential aggressors. Many operations involve a combination of military forces and capabilities in close cooperation with inter-organizational partners The scope of crisis response and limited contingency operations is by its nature different in scope than a full-scale operation. These operations: • Must achieve a very specific strategic or operational objective in an operational area • They may be conducted as stand-alone operations in response to a crisis (such as a noncombatant evacuation operation [or NEO]) or executed as an element of a larger, more complex campaign or major operation, and • They may be conducted to achieve operational and, sometimes, strategic objectives Understanding the political aspects of a crisis response or limited contingency operation helps avoid actions that may have adverse effects. Commanders should remain aware of changes in political objectives that may warrant a change in military operations. Changes may be subtle, which may eventually lead to disconnects between political objectives and military operations. The burden of many crisis response and limited contingency operations may lend themselves to using small elements like special operations forces (or SOFs) in coordination with allied host nations (or HNs). Initially, SOFs may take the lead of these operations as an economy of force measure to enable major operations and campaigns with conventional focus to progress more effectively. Crisis and limited contingency operations are part of the jfc’s oplan, are used to restore stability in a nation where internal conflict threatens regional stability, and must achieve a very specific or operational goal. Noncombatant evacuation operations (or NEOs) are often characterized by uncertainty. They may be directed without warning because of sudden changes in a country’s government or reoriented disaster. NEO methods and timing are significantly influenced by diplomatic considerations. Therefore, Executive Order 12656, Assignment of Emergency Preparedness Responsibilities, indicates that the Department of State (or DOS) is responsible for protecting and evacuating American citizens abroad and for safeguarding their property. The order directs DoD to advise and assist DOS in preparing and implementing NEOs whereby noncombatants and civilians are evacuated from locations in foreign countries to safe havens when their lives are endangered by, or in anticipation of war, civil unrest, or natural disaster. The U.S. ambassador, or chief of the diplomatic mission, is responsible for preparing emergency action plans that address the military evacuation of U.S. citizens and designated foreign nationals from a foreign country. The geographic combatant commander (or GCC), as directed by the SecDef, is responsible for conducting military operations to assist in implementing emergency action plans. Under ideal circumstances, there may be little or no opposition however, commanders should anticipate opposition and plan the operation like any combat operation. NEOs, conducted in an uncertain or hostile operational environment, are similar to a raid in that the operation involves swift insertion of a force, temporary occupation of physical objectives, and ends with a planned withdrawal. It differs from a raid in that if force is used, it is normally limited to that required to protect the evacuees and the evacuation force. Forces employed within foreign territory should be kept to the minimum consistent with mission accomplishment. Peace operations are multiagency and multinational operations involving all instruments of national power, including international humanitarian and reconstruction efforts and military missions, to: • Contain conflict • Redress the peace • Shape the environment to support reconciliation, and to • Rebuild and facilitate the transition to legitimate governance Peace operations (or POs) are tailored to each situation and may be conducted in support of diplomatic activities before, during, or after conflict. PKOs are military operations: • Undertaken with the consent of all major parties to a dispute • Designed to monitor and facilitate implementation of an agreement, such as a cease fire, truce, or other such agreement, and are • Designed to support diplomatic efforts to reach a long-term political settlement Such actions are often taken under the authority of Chapter VI, Pacific Settlement of Disputes, of the UN Charter. PEOs are the application of military force or threat of its use, normally pursuant to international authorization, to compel compliance with resolutions or sanctions that are designed to maintain or restore peace and order. PEOs may include: • The enforcement of sanctions and exclusion zones • Protection of foreign humanitarian assistance (or FHA) • Restoration of order, and • Forcible separation of belligerent parties to a dispute Unlike PKOs, such operations do not require the consent of the states involved or of other parties to the conflict. PB consists of stability actions--predominantly diplomatic, economic, and security-related. PB actions strengthen and rebuild governmental infrastructure and institutions, build confidence, and support economic reconstruction to prevent a return to conflict. Military support to PB may include rebuilding roads, reestablishing or creating government entities, or training defense forces. A PM operation is the process of diplomacy, mediation, negotiation, or other forms of peaceful settlement that arranges an end to a dispute or resolves issues that led to a conflict. PMs instill an understanding that reconciliation is a better alternative to fighting. PMs can be an ongoing process, supported by military, economic, diplomatic, and informational instruments of national power. The military can assist in establishing incentives, disincentives, and mechanisms that promote reconciliation. Military activities that support PM include military-to-military exchanges and security assistance. Conflict prevention consists of diplomatic and other actions taken in advance of a predictable crisis to prevent or limit violence, deter parties, and reach an agreement before armed hostilities. These actions are normally conducted under Chapter VI, Pacific Settlement of Disputes, of the UN Charter. However, military deployments designed to deter and coerce parties need to be credible, which may require a combat posture and an enforcement mandate under the principles of Chapter VII, Actions with Respect to Threats to the Peace, Breaches of the Peace, and Acts of Aggression, of the UN Charter. Activities under this chapter include: • Diplomatic initiatives • Reforming a country's security sector and making it more accountable to democratic control • Deploying forces designed to prevent a dispute or keeping it from escalating to hostilities, and • Conducting military fact-finding missions, consultations, warnings, inspections, and monitoring Flash ________________________________________ Foreign humanitarian assistance operations relieve or reduce the impact of natural or man-made disasters or other endemic conditions such as human pain, disease, hunger, or privation in countries or regions outside the U.S., including establishing a secure environment for humanitarian relief efforts. These operations can occur on short notice to provide aid in specific crises or similar events rather than as more deliberate programs to promote long-term regional stability. FHA is generally limited in scope and duration because it is intended to supplement or complement efforts of HN civil authorities or agencies with the primary responsibility for providing assistance. DoD provides assistance when the need for relief is gravely urgent and when the humanitarian emergency dwarfs the ability of normal relief agencies to respond effectively. The U.S. military can rapidly respond to emergencies or disasters and restore relative order in austere locations. These forces may provide logistics, planning, and communications resources required to initiate and sustain FHA operations. U.S. military forces participate in three basic types of FHA operations: • Those coordinated by the UN • Those where the U.S. acts in concert with other multinational forces, and • Those where the U.S. responds unilaterally FHA operations may be directed by the President or SecDef when a serious international situation threatens the political or military stability of a region considered of interest to the U.S. These officials may also act when they deem the situation itself is sufficient and appropriate for this type of assistance. Recovery operations are another example of crisis response and limited contingency operations. The purpose of these operations is to search for, locate, identify, recover, and return isolated personnel, sensitive equipment, items critical to national security, or human remains. Regardless of the recovery purpose, each type of recovery operation is generally a sophisticated activity requiring detailed planning in order to execute. Recovery operations may be clandestine, covert, or overt depending on whether the operational environment is hostile, uncertain, or permissive. Strikes and raids are attacks conducted to damage or destroy an objective or a capability. Strikes may be used to: • Punish offending nations or groups • Uphold international law, or to • Prevent those nations or groups from launching their own attacks Raids are operations to temporarily seize an area, usually through forcible entry in order to: • Secure information • Confuse an adversary • Capture personnel or equipment, or • Destroy an objective or capability Raids end with a planned withdrawal upon completion of the assigned mission. Homeland defense (or HD) and defense support of civil authorities (or DSCA) security are the U.S. Government's top responsibilities and are conducted as a continuous cooperative effort among all Federal agencies as well as state, tribal, and local governments. Military operations inside the U.S. and its territories, though limited in many respects, are conducted to accomplish the missions of both HD and DSCA. Homeland defense and DSCA are conducted in accordance with the National Response Framework, which: • Establishes a comprehensive, national, all-hazards approach to domestic incident response • Identifies the key response principles, and roles and structures that organize national response • Describes how communities, states, the USG, and private-sector and nongovernmental partners apply these principles for a coordinated, effective national response • Describes special circumstances where the U.S. Government exercises a larger role, including incidents where Federal interests are involved, and catastrophic incidents where a state would require significant support, and • Lays the groundwork for first responders, decision makers, and supporting entities to provide a unified national response The Commander, U.S. Northern Command, and Commander, U.S. Pacific Command, have specific responsibilities for HD and DSCA. These responsibilities include conducting operations to deter, prevent, and defeat threats and aggression aimed at the United States, its territories, and interests within their assigned areas of responsibility (or AORs), as directed by the President or SecDef. Shaping requires the conduct of rehearsals, which are the processes of learning, understanding, and practicing a plan in the time available before actual execution. Conduct of rehearsals elements include combat and logistics, orienting forces, a forum for subordinate leaders, changes, HQ tactical level, and HQ operational level. Roll your mouse each element to learn about these activities. JFCs establish and maintain access to operational areas where they are likely to operate, ensuring a forward presence, basing, which includes availability of airfields, freedom of navigation, and cooperation with allied and/or coalition nations to enhance operational reach. This effort is national or multinational, involving maintenance between theaters, air, and sea lines of communication (or LOCs). Space capabilities help shape the operational environment in a variety of ways, including providing intelligence, surveillance, and reconnaissance and communications necessary for keeping commanders and leaders informed worldwide. Characteristics of space capabilities include requesting space support, space superiority, commander leverage, and USSTRATCOM. Stability operations in the shaping phase include: • Conducting collaborative interagency planning to synchronize the civil-military effort • Confirming the feasibility of pertinent military objectives and the military end state, and • Providing for adequate intelligence, an appropriate force mix, and other capabilities Stability operations may be required to quickly restore security and infrastructure or provide humanitarian relief in select portions of the operational area to dissuade further adversary actions or to help gain and maintain access and future success. Organizing and training, conduct of rehearsals, and stability operations are some of the key elements of the shape phase of joint operations. The deterrence phase of joint operations is characterized by analyzing and assessing the adversary's goals and decision-making process to determine how, where, and when deterrence can be affected and what friendly actions (military and others) can influence events and act as a deterrent. Deterrence should be based on three conditions: • The capability of having the means to influence behavior • The credibility to maintain a level of believability that the proposed actions may actually be employed, and • The communication abilities to transmit the intended message to the desired audience to ensure greater effectiveness The elements we'll discuss in this topic are preparing an operational area, isolation, FDOs, and protection. Special operations play an important part of preparing an operational area. The components of special operations include the role special operations plays, its regional focus, SOF contributions, and USSOCOM. Preparing the operational area also has a stability operations component. Joint force planning and operations conducted prior to commencement of hostilities should establish a sound foundation for operations in the stabilize and enable civil authority phases. JFCs should anticipate and address how to fill the power vacuum created when sustained combat operations wind down. Key considerations of stability operations include: • Limit the damage to key infrastructure and services • Establish the intended disposition of captured leadership and demobilized military and paramilitary forces • Provide for the availability of cash or other means of financial exchange • Determine the proper force mix (for example, combat, military police, civil affairs, engineer, or medical) • Assess availability of host nation law enforcement and health service support (or HSS) resources • Secure key infrastructure nodes and facilitate host nation law enforcement and first responder services, and • Develop and disseminate information necessary to suppress potential new enemies and promote new governmental authority • Sustainment means that the infrastructure required to deploy and support combat operations must be identified, resourced, and emplaced in a timely manner. • Planning must include active participation by all deploying and in-theater U.S. and multinational forces. The deterrence phase of joint operations requires isolation of the enemy. The intent is to strip away as much enemy support or freedom of action as possible, while limiting the enemy's potential for horizontal or vertical escalation. Isolation can be achieved through the use of information operations--called IOs--and the interdiction of LOCs or resources affecting the enemy’s ability to conduct or sustain military operations. Isolation denies the enemy of both physical and psychological support and may separate the enemy leadership and military from their public support. The JFC seeks to isolate the main enemy force from both its strategic leadership and its supporting infrastructure. The implementation of flexible deterrent options (or FDOs) is key to the deterrence phase of joint operations. FDOs are preplanned, deterrence-oriented actions carefully tailored to bring an issue to early resolution without armed conflict. FDOs can be used to dissuade actions before a crisis arises or to deter further aggression during a crisis. FDOs are developed for each instrument of national power, but they are most effective when used in combination. FDOs fall into two categories: military and non-military FDOs. Roll your mouse over each category to learn more about FDOs. The protection component of the deter phase includes protecting the force in the physical environment, protecting non-combatants in urban areas, and protecting the littoral areas. JFCs must protect their forces and their freedom of action to accomplish their mission. This dictates that JFCs not only provide force protection, but be aware of and participate as appropriate in the protection of interagency and regional multinational capabilities and activities. Sof contributions provide operational leverage by gathering critical information, undermining a potential adversary’s will or capacity to wage war, and enhancing the capabilities of conventional U.S. or multinational forces. Forcible entry refers to a joint military operation conducted either as a major operation or as part of a larger campaign to seize and hold a military lodgment in the face of armed opposition for the continuous landing of forces. Forcible entry may include amphibious, airborne, and air assault operations, or any combination thereof. Forcible entry operations can present multiple dilemmas by creating threats that exceed the enemys capability to respond, thereby resulting in a coordinated attack that overwhelms the adversary before the adversary has time to react. Forcible entry is complex and risky. It requires extensive intelligence, detailed coordination, innovation, and flexibility. SOFs may precede forcible entry forces to identify, clarify, and modify conditions in the lodgment. SOFs may conduct the assaults to seize small, initial lodgments (such as airfields) or other lodgments to transition to follow-on operations. Attack of enemy centers of gravity is a "seize" action that helps achieve decisive advantages early. In this action, joint forces may immediately attack enemy centers of gravity (or COGs) using conventional and special operations (or SO) forces and capabilities. To achieve the "seize" condition of full-spectrum superiority, JFCs seek superiority and dominance in space and in cyberspace. Let's look closer at other full-spectrum superiority conditions in air and maritime, and in land force. Full-spectrum superiority enables joint operations without effective opposition or prohibitive interference to achieve mission success. Within the seize phase, conventional force integration of SOFs is used independently or is integrated with conventional forces to gain an additional and specialized capability to achieve objectives that might not otherwise be attainable. Combat in the seize phase provides an opportunity to begin various stability operations that will help achieve military strategic and operational objectives and create the conditions for the later stability and enable civil authority phases. Protection is an effort in the seize phase whereby the JFCs protect their forces from enemy maneuver and fires, including the effects of weapons of mass destruction (or WMDs). Operations security (or OPSEC) and military deception (or MILDEC) are key elements of this effort. Other elements significantly contribute to force protection such as: • Operations to gain air, space, and maritime superiority • Defensive use of information operations (or IO) • Personnel recovery • Protection of airports and seaports • Lines of communication (or LOCs), and • Friendly force lodgment Prevention of fratricide is key to seizing the initiative phase of joint operations. JFCs must make every effort to reduce the potential for the unintentional killing or wounding of friendly personnel by friendly fire. The primary mechanisms for reducing fratricide are: • Command emphasis • Disciplined operations • Close coordination among component commands and multinational partners • Standard operating procedures (or SOPs) • Technology solutions (for example, identify friend or foe, blue force tracking) • Rehearsals • Effective combat identification, and • Enhanced awareness of the operational environment The “Sieze the initiative” phase of joint operations seeks decision advantage by using all available elements of combat power to: seize and maintain the initiative, deny the enemy the opportunity to achieve its objectives, and generate in the enemy a sense of inevitable failure and defeat. Dominance is the next phase in joint operations. Dominance can occur as missions and operations continue throughout to deny the enemy: • Sanctuary • Freedom of action, or • Informational advantage These missions and operations, when executed concurrently with other operations, degrade enemy morale and physical cohesion and bring the enemy closer to culmination. In this topic, we'll discuss linear and nonlinear operations, areas of operations, littoral operations, synchronization and integration, and employing or locating WMDs. Linear operations are achieved when each commander directs and sustains combat power towards enemy forces in concert with adjacent units. Emphasis is placed on maintaining the position of friendly forces in relation to other friendly forces. From this relative positioning of forces, security is enhanced and massing of forces can be facilitated. Security of rear areas, especially LOC between sustaining bases and fighting forces, is also inherent in linear operations. Areas of operations (or AOs) of linear and nonlinear operations impact the dominance phase of joint operations. JFCs consider incorporating combinations of contiguous and noncontiguous AOs with linear and nonlinear operations as they conduct operational design by choosing the combination that fits the operational environment and the purpose of the operation. Select the combinations to learn more about AOs of linear and nonlinear operations. Linear OPs in Contiguous AOs Linear operations in contiguous AOs typify sustained offensive and defensive operations against powerful, echeloned, and symmetrically organized forces. The contiguous areas and continuous forward line of own troops focus combat power and protect sustainment functions. Linear OPs in Noncontiguous AOs Linear operations in noncontiguous AOs are characterized by JFCs' operational area with subordinate component commanders conducting linear operations in noncontiguous AOs. In this case, the JFC retains responsibility for that portion of the operational area outside the subordinate commanders' AOs. Nonlinear OPs in Contiguous AOs With nonlinear operations in contiguous AOs, the JFC's entire assigned operational area is divided into subordinate AOs. Subordinate component commanders conduct nonlinear operations within their AOs. This combination typically is applied in stability operations and civil support operations. Nonlinear OPs in Noncontiguous AOs With nonlinear operations in noncontiguous AOs, the JFC and subordinate JFCs conduct nonlinear operations. The size of the operational area, composition and distribution of enemy forces, and capabilities of friendly forces are important considerations in deciding whether to use this combination of operational area organization. Littoral operations in the dominance phase provide JFCs with excellent opportunities to achieve leverage over the enemy by operational maneuver from the sea. These capabilities are further enhanced by operational flexibility and the ability to identify and take advantage of fleeting opportunities One factor that supports dominance in joint operations is to synchronize and integrate maneuver and interdiction. This is enabled through space-based capabilities, which provide one of the most dynamic concepts available to the joint force. Potential responses to integrated and synchronized maneuver and interdiction can create a dilemma for the enemy. If the enemy attempts to counter the maneuver, enemy forces may be exposed to unacceptable losses from interdiction. If the enemy employs measures to reduce such interdiction losses, enemy forces may not be able to counter the maneuver. The dominance phase includes operations where WMD may be employed or located. The use or the threatened use of WMD can cause large-scale shifts in strategic and operational objectives, phases, and courses of action. Multinational operations become more complicated with the threatened employment of these weapons In the stabilization phase, establishing lines of operation (or LOOs) support the goal for military and civil efforts to eliminate root causes or deficiencies that create the problems. The objectives of this effort are to: • Strengthen legitimate civil authority • Rebuild government institutions • Foster a sense of confidence and well-being, and • Support the conditions for economic reconstruction • The JFC may need to realign forces and capabilities or adjust force structure to begin stability phase operations in some portions of the operational area, even while sustained combat operations still are ongoing in other areas. This is referred to as the forces and capabilities mix. During stabilization, as sustained combat operations conclude, military forces will shift their focus to stability operations. In these operations, force protection will continue to be important and combat operations might continue, although with less frequency and intensity than in the dominate phase. Of particular importance will be civil-military operations, initially conducted to: • Secure and safeguard the populace • Re-establish civil law and order • Protect or rebuild key infrastructure, and • Restore public services The objectives of stability operations are to restore rule of law, integrate civilian and military efforts, conduct foreign internal defense, protect, manage military capability and restraint, persevere, and avoid legitimizing inadvertently. Roll your mouse over each of the objectives to learn more about stability operations. The last phase in joint operations is enabling civil authority. Joint operations are normally terminated when the stated military strategic and/or operational objectives have been met and redeployment of the joint force is accomplished. The steps in enabling civil authority include peace building, transfer to civil authority, and redeployment. Select each step in the graphic to learn more about enabling civil authority phase. Peace Building Peace building (or PB) promotes reconciliation, strengthens and rebuilds civil infrastructures and institutions, builds confidence, and supports economic reconstruction to prevent a return to conflict. The ultimate measure of success in PB is political, not military. Transfer to Civil Authority JFCs may be required to transfer responsibility of operations to another authority, such as UN observers, multinational peacekeeping forces, or NATO, as the termination criteria. Redeployment Redeployment is defined as the transfer of forces and materiel to support another JFC's operational requirements, or to return personnel, equipment, and materiel to home/demobilization stations for reintegration and out-processing. Redeployment is normally conducted in stages--the entire joint force will likely not redeploy in one relatively short period. below labeled "Question 1" through "Question 6". Question 1: Shape Question 2: Deter Question 3: Seize Question 4: Dominate Question 5: Stabilize Question 6: Enable Identify the term (Deter, Dominate, Enable, Seize, Shape, or Stabilize), that corresponds to each of the definitions below. 1. This phase, while preparatory in nature, may include mobilization and initial deployment into a theater.: Deter 2. This phase includes denying the enemy its initial objectives.: Seize 3. This phase may require the joint force to perform limited local governance, and integrate the efforts of other supporting inter-organizational partners until legitimate local entities are functioning.: Stabilize 4. This phase's sucess depends on overmatching enemy capabilities at the critical time and place.: Dominate 5. This phase is focused on helping the civil authority stabilize and begin to administer services to the populace.: Enable 6. This phase is executed continuously, and may mitigate conditions that could lead to a crisis.: Shape Select "Next Lesson" at the top left of the page to continue. Joint logistics is the coordinated use, synchronization, and sharing of two or more Military Departments’ logistic resources to support the joint force. Joint logistics is a complex, multi-faceted, and multi-functional operation. Upon completion of this lesson, you will be able to: • Describe the elements of joint logistics • Describe the integrating functions of joint logistics, and • Describe the core capabilities of joint logistics This topic describes joint logistics and the role of joint logisticians. The Nation's ability to project and sustain military power depends on effective joint logistics. Joint logistics delivers sustained logistic readiness for the combatant commander (or CCDR) and subordinate joint force commanders (or JFCs) through the integration of national, multinational, Service, and Combat Support Agency (or CSA) capabilities. The integration of these capabilities ensures that forces are physically available and properly equipped, and at the right place and time, to support the joint force and provide the JFC the freedom of action necessary to meet mission objectives. Joint logisticians coordinate sustained logistic readiness through the integrating functions of planning, executing, and controlling joint logistic operations. Political and military leaders conduct operations in a complex, interconnected, and increasingly global operational environment, characterized by uncertainty and surprise. Operations are also distributed and conducted rapidly and simultaneously across multiple joint operations areas (JOAs) within a single theater or across boundaries of more than one geographic combatant commander (GCC) and can involve a large variety of military forces and multinational and other government organizations. The joint logistics environment (JLE) exists within this operational environment and consists of the conditions, circumstances, and influences that affect the employment of logistic capabilities. It exists at the strategic, operational, and tactical levels of war; and includes the full range of logistic capabilities, stakeholders, and end-to-end processes. Understanding this environment and its characteristics is essential to planning, executing, and controlling logistic operations. The joint logistics environment operates within physical domains and the information environment. The physical domains consist of air, land, maritime, and space. The global dispersion of the joint force and the rapidity with which threats arise have made real-time or near real-time information critical to support military operations. Political and military leaders conduct operations in a complex, interconnected, and increasingly global operational environment, characterized by uncertainty and surprise. Operations are also distributed and conducted rapidly and simultaneously across multiple joint operations areas (JOAs) within a single theater or across boundaries of more than one geographic combatant commander (GCC) and can involve a large variety of military forces and multinational and other government organizations. The joint logistics environment (JLE) exists within this operational environment and consists of the conditions, circumstances, and influences that affect the employment of logistic capabilities. It exists at the strategic, operational, and tactical levels of war; and includes the full range of logistic capabilities, stakeholders, and end-to-end processes. Understanding this environment and its characteristics is essential to planning, executing, and controlling logistic operations. The joint logistics environment operates within physical domains and the information environment. The physical domains consist of air, land, maritime, and space. The global dispersion of the joint force and the rapidity with which threats arise have made real-time or near real-time information critical to support military operations. The value of joint logistics can be determined by how well three imperatives are attained: Unity of Effort, Joint Logistics Environment-Wide Visibility, and Rapid and Precise Response. These joint logistics imperatives enable the measurement of our ability to provide sustained logistic readiness. They also define the desired attributes of a federation of systems, processes, and organizations that effectively adapt within a constantly changing environment to meet the emerging needs of the supported CCDR. This topic covers the integration of joint logistics. The demands and complexities of global operations require that joint logistic planning be an integral part of all planning activities to deliver adaptive, integrated, and synchronized joint logistic support. Planning joint logistic support links the mission, commander's intent, and operational objectives to core logistic capabilities, procedures, and organizations. Joint logistic planning defines joint processes to establish an effective concept for logistic support. Effective joint logistics planning identifies future requirements and proposes solutions; it requires joint logisticians to clearly understand the commander’s intent and concept of operations (CONOPS). Joint logistic planning defines joint processes to establish an effective concept for logistic support. It includes: • Translating strategic guidance • Concept development • Plan development, and • Plan Assessment Roll your mouse over each item to learn more. The objective of joint logistic planning is to fully integrate and coordinate support and operational execution to ensure sustained operational readiness of the joint force. The more integrated the logistics plan is with the operational concept, the more effective the overall operation will be. Executing joint logistics involves the employment of capabilities and resources to support joint and multinational operations. Planning fidelity must translate into executable actions for those forces assigned to the JFC to accomplish the stated mission. Joint logistics execution consists of several key components organizing operations, achieving situational awareness, developing a battle rhythm using battle rhythm events, joint logistic boards, bureaus, centers, cells, and working groups (B2C2WGs), and understanding the commanders critical information requirements (CCIRs). The joint logistician must determine the proper balance of efficiency and effectiveness in processes being executed, and remain flexible and open to employing new methods as the environment changes. Roll you mouse over each item to learn more. Effective control of joint logistic operations results from the exercise of authority and direction for the sustained logistic readiness of the joint force. While control is inherent in command, the joint logistician will rarely have unity of joint logistics command, and subsequently control of joint logistics is more challenging. Control of joint logistics involves organizing the joint staff and operational-level logistic components and their capabilities to assist in planning and executing joint logistic support operations, integrating and synchronizing responsibilities, designating lead Service responsibilities, and developing procedures to execute the CCDR's directives. Control in joint logistics must consider the following in order to be effective and efficient: authorities and responsibilities, logistics directorate of a joint staff (J4), logistics execution organizations, logistic control options, multinational operations, and other agency and organization coordination. Roll your mouse over each item to learn more. The supported commander extends and refines planning while supporting and subordinate commanders complete their plans. Branch plans and other options continue to be developed. The CCDR and staff continue to evaluate the situation for any changes that would trigger plan refinement, adaptation, termination, or execution (or RATE). The joint logistician must be able to assess and respond to requirements by monitoring dynamic situations and providing accurate feedback to subordinates and decision makers. To properly assess joint logistics, the following actions must be taken: • Prepare for execution • Conduct modeling, simulations, and exercises • Perform rehearsals, and • Monitor progress or effectiveness Roll your mouse over each action to learn more. Joint logisticians coordinate sustained logistic readiness through the integrating functions of planning, executing, and controlling joint logistic operations Services are responsible for recruiting, organizing, supplying, and maintaining ready forces for deployment. Planning links the mission, commander’s intent, and operational objectives to core logistic capabilities, procedures, and organizations. The joint logistician effectively integrates three functional capabilities within the supply core logistic capability: • Managing Supplies and Equipment • Managing inventory, and • Managing Supplier networks Specifically, supply-demand planning involves the joint force operation planners, Service maintenance operations, and the distribution system to fully consider major components of the logistics pipeline beyond commodity stockpiles. Another focus area critical to effective supply operations is the return and retrograde of equipment and supplies. Supply operations further provide managed materiel inventories that are determined through deliberate collaboration with maintenance and distribution providers to optimize the end effects of the supply chain to the warfighter. To this end, suppliers are responsible for delivering perfect order fulfillment--providing the right items in the right condition when and where the customer requests it. Roll your mouse over each supply functional capability to learn more. Maintenance operations deliver systems readiness for the joint force commander. The Services employ a maintenance strategy that supports the JFC's freedom of action through depot (or sustainment) and field level (for both intermediate and organizational) maintenance to maintain the fleet readiness of units and capabilities through a process that manages life cycle systems readiness. These two levels are distinguished largely by their relative capabilities, flexibility, and capacity: they are not defined by the physical location at which a task is performed. The deployment and distribution capability supports the movement of forces and unit equipment during the movement phase of the deployment and redeployment processes, and supports materiel movement during the logistical sustainment of operations. The joint deployment and distribution enterprise is the complex of equipment, procedures, doctrine, leaders, technical connectivity, information, shared knowledge, organizations, facilities, training, and materiel that is necessary to conduct joint distribution operations. Visibility through the joint deployment and distribution enterprise provides the CCDR, in conjunction with the global providers, the capability to see and redirect strategic and operational commodity, and force flow in support of current and projected priorities. Roll your mouse over each deployment and distribution functional capability to learn more. The purpose of health service support is to maintain the individual and group health needed to accomplish a military mission. The CCDR requires medical capabilities that are scalable to the requirement, interoperable with other medical forces, and capable of rapid deployment into the joint operation area. The intent is to effectively and efficiently use medical capabilities and individual healthful practices to prevent or correct any human condition that would impair or preclude the joint force from achieving its objectives. Health service support is organized into these five functional capabilities: • Casualty management • Patient movement • Medical logistics • Preventative medicine, and health surveillance, and • Theater medical information Engineering operations are a significant force multiplier for the joint force commander. The functions which define joint engineering help the joint force engineer integrate, synchronize, and direct engineer operations. Engineering functions include: • Combat engineering • General engineering, and • Geospatial engineering Roll your mouse over each engineering functional capability to learn more. Logistic services are the support capabilities that collectively enable the U.S. to rapidly provide global sustainment for our military forces. Logistic services include many disparate activities that are highly scalable capabilities. Services included in this area are food, water and ice, base camp, and hygiene. Logistics services in the military also include mortuary affairs. Mortuary affairs delivers care for deceased personnel beginning with the point of incident and ending at final disposition. The DoD increasingly relies on contractors to perform a multitude of functions and tasks. Factors that have led to this increased reliance include reductions in the size of military forces (especially in the combat support and combat service support areas), increases in operations tempo and missions undertaken by the military, increased complexity and sophistication of weapon systems, and a continued push to gain efficiencies and reduce costs through the outsourcing or privatizing of commercially adaptable functions. Operational contract support consists of two functions: • Contract support integration, and • Contractor management The joint logistician manages supplies and equipment, inventory, and supplier networks. The purpose of depot maintenance is to repair, modify, rebuild, and overhaul both entire systems and components and is directly linked to life cycle systems readiness. The supported CCDR builds and validates force and movement requirements, whereas the supporting ccdr reports force movement requirement data. Question 1: Supply provides managed materiel inventories that are determined through deliberate collaboration with maintenance and distribution providers to optimize the end effect of the supply chain to the warfighter Question 2: Maintenance Operations provides life cycle systems readiness capability that enables the requirements, acquisition and sustainment communities to provide systems with optimal availability ahd reliability to the joint warfighter at best value to the Services. Question 3: Deployment and Distribution supports the materiel movement during logistical sustainment of operations. Question 4: Health Services Support promotes individual practices that prevent or correct any human condition that would impair or preclude the joint force from achieving its objectives. Question 5: Engineering Operations force multiplier that helps commander integrate, synchronise and direct operations. Question 6: Logistics Services comprised of disparate activities that enable the global sustainment for military forces. Question 7: Operational Contract Support ensures that the Service is augmented by military and government sources of support, that the support is orchestrated and manage and that visibility is maintained. The J1 section of a joint force headquarters (or JFHQ) may be organized under a director of manpower and personnel and may have the following divisions: • Personnel readiness provides plans, policy, and guidance on joint personnel issues, to include oversight of joint personnel operations. • Joint manpower provides policy oversight on joint manpower and management of joint forces, and U.S. contributions to multinational military organizations. • Personnel services administers internal staff, Department of Defense (or DoD) civilian, and military members of the joint force. It also includes limited administrative requirements related to DoD contractors authorized to accompany the force. • Director's action group, when established, reviews policies pertaining to the separation or retirement of military personnel, concurrent receipt, survivor benefits, veterans issues, assignment policy, force realignment and transformation, quality of life issues, compensation, and recruiting and retention. The Personnel Services Division of the Directorate for Manpower and Personnel includes the following support organizations: • Human Resources • Religious Ministry • Financial Management, and • Legal Support A joint force J1's function is to enhance personnel readiness and operational capabilities within its operational area. The J1 is the focal point for joint manpower and personnel actions. J1 functions include: • Participating in all applicable planning and assessment processes and making specific recommendations to the JFC on force structure, personnel sustainment, and support concepts for each phase of the operation • Advising staff members on personnel matters that may impact ongoing operations and influence future joint operations planning • Coordinating with higher, supporting, and subordinate manpower and personnel directorates as well as associating organizations of various U.S. Government departments and agencies, host nations, multinational forces, and, when authorized, private and public corporations and businesses Principles of Personnel Support include: command emphasis, synchronization, unity of effort, and flexibility and responsiveness. Click each principle to learn more. Command emphasis ensures the proper planning and execution of personnel support activities. It is a JFC's responsibility and must receive high priority. In a command emphasis, the JFC: Communicates the strategy and operational objectives to the J1 early in the planning process and refines them as mission requirements change; understands personnel estimates and plans developed to support the operation/campaign; and identifies and prioritizes personnel requirements to include specific skills (for example, foreign area language or specialty skills). The J1 coordinates with other staff directorates and supported and supporting organizations to synchronize personnel support efforts for all possible operational requirements during every phase of the operation. Timely and effective personnel support is accomplished through detailed J1 planning and coordination. Integration involves joining all elements of personnel support and personnel service support (tasks, functions, systems, processes, and organizations) with operations ensuring unity of purpose and effort to accomplish the mission. The J1 must be able to respond to changing situations, unanticipated events, and varying personnel-related requirements on short notice. Personnel support programs, policies, techniques, and procedures should be adaptable to shifting operational situations, needs, and priorities. The J1 participates in all applicable planning and assessment processes and coordinates with higher, supporting, and subordinate manpower and personnel directorates. Joint personnel planning is the means by which the J1 envisions the desired end state in support of the commander's mission requirements. Planning establishes the methods for understanding the situation and analyzing a mission developing, analyzing, and comparing courses of action (or COAs); selecting the most favorable COA and producing the personnel annex for the commands plans and orders. The J1 must be fully involved in all phases of deliberate planning and crisis action planning (or CAP) efforts and collaborate with other staff directors in the preparation of the commander's estimate, plan development, and force flow conferencing. The purpose of the personnel estimate is to collect and analyze relevant information for developing (within the time limits and available information) the most effective solution to a problem. The J1 assists the commander in reaching a decision by estimating whether a particular operation or mission is supportable from a personnel perspective. Once a mission is delineated by the Secretary of Defenses (or SecDef's) orders, the unit identified to form the core of the joint task force (or JTF) headquarters must identify its personnel requirements. These requirements are translated into a Joint Manning Document (or JMD) to document these requirements in order to ensure adequate manning levels, with a proper mix of military and civilian personnel who have the correct skills to ensure mission success. The commander, joint task force (or CJTF), in concert with the establishing commander's staff, develops and organizes a draft JMD that will be forwarded for the establishing commander's validation and approval. During JMD development, the CJTF will evaluate current personnel resources available to meet requirements. The CJTF must seek to fill as many requirements as possible from the CJTF's immediate available personnel assets consistent with mission requirements and guidelines for forming a JTF. The combatant commander (or CCDR) of the J1 will attempt to fill any remaining vacancies in JMD billets from internal assets prior to requesting joint staff J1 for joint individual augmentation support. Planning is the key to ensuring accurate personnel visibility data reporting. Services and their components must be aware of the theater personnel visibility requirements prior to the execution phase. A well-developed personnel annex within the geographic combatant commander's (or GCC's) operation plan (or OPLAN) is the best method to widely disseminate theater requirements. When the concept of operations (or CONOPS) has been established, the J1 provides input to the OPLAN in annex E (Personnel), which outlines the plan for personnel support. Global Force Management (or GFM) is the process that aligns force assignment, force apportionment, and force allocation methodologies to support the National Defense Strategy, joint force availability requirements, and joint force assessments. It offers comprehensive insights into the global availability of U.S. military forces and capabilities, and provides senior decision makers a process to quickly and accurately assess the impact and risk of proposed changes to the distribution of forces and capabilities in the form of assignment, apportionment, and allocation. The purpose of GFM is to transform these three stove-piped processes into a predictive, streamlined, and integrated process supported by net-centric tools that integrates risk management The current relationship among the three-force management processes is complex. Unless otherwise directed by SecDef, the Secretaries of the Military Departments shall assign forces under their jurisdiction to unified and specified combatant commands (or CCMDs) or to the U.S. Element of the North American Aerospace Defense (NORAD) Command to perform missions assigned to those commands. Apportioned forces are those assumed to be available for contingency planning as of a specified date. The Chairman of the Joint Chiefs of Staff (or CJCS) apportions forces to the CCDR based on the Guidance for Employment of the Force (or GEF) and GFM Implementation Guidance. The SecDef allocates forces between CCDRs. When transferring forces, SecDef will specify the command relationship the gaining commander will exercise and the losing commander will relinquish. Time-phasing of personnel support and personnel services support assets during joint operation planning is a critical planning consideration. There may be an early need for such specialists as postal personnel management specialists, deployment system management, personnel service support, linguists, legal, religious, finance, medical personnel, and others. The J1 must identify these special skill requirements to the GCC during establishment of the theater command and support structure to ensure these personnel support assets are present when needed. As the principal legal advisor to the commander of the JTF and JTF staff, the JTF SJA is responsible for the organization and employment of legal personnel assigned or attached to the JTF HQ. The JTF SJA provides full spectrum legal service to the JTF HQ and coordinates with the supported CCDRs and supporting component SJAs to optimize legal support throughout the JTF. Each JTF develops a battle rhythm of daily events, briefings, and meetings that optimizes the information flow across the staff, allowing the organization to plan and execute the mission most effectively. An effective JTF SJA understands the JTF battle rhythm, as well as the collaborative information environment, and actively provides legal advice and counsel to the boards, bureaus, centers, cells, and working groups of the JFC. Joint force SJAs, at all levels, are responsible for developing the organizational structure for their command SJA sections; but, unlike the JTF SJA, most are not required to form at the same time they are planning, training, and deploying for an operation. Because JTFs are established in a variety of different ways and for diverse missions, it is critically important for a JTF SJA to fully understand the legal support requirements of the particular JTF and how those requirements may change over time. The SecDef and CCDRs have many options in establishing a JTF HQ. The JTF HQ can be established by using a standing JTF HQ, by augmenting a core Service component HQ, or by forming an ad hoc HQ from multiple services. The JTF SJA develops the personnel requirements for the SJA section and submits them to the manpower and personnel directorate for inclusion in the commander of the JTF's proposed joint manning document. Although there is variability in staffing requirements for each JTF, a typical landbased JTF must be capable of operating on a 24-hour battle rhythm. Although Service component SJA offices often have organic equipment to perform their Service-specific legal support, a JTF SJA section typically will not have the organic equipment that is necessary to perform the entire joint legal support mission. The same factors that drive the manning requirements will affect the JTF SJA determination of the section's equipment and logistics requirements. The mission, environment, composition of the joint force, size of the SJA section, JTF battle rhythm, and location of the section personnel supporting the boards, bureaus, centers, cells, and working groups are key factors affecting the equipment requirements. Deployment marks the beginning of the execution phase of the operation. Prior to a main body deployment, the JTF SJA researches and determines what legal authorities are in place and what legal authorities are necessary or desired to support the JTF mission based on discussion with the appropriate section lead (e.g., J3, J5). Authorities regarding the status, overflight, and ground transit of forces are typically most critical at this stage. The CJTF and higher HQ must be alerted to any legal deficiencies as soon as possible to allow them to coordinate and address the deficiency. As a member of the JFC's personal staff, the JTF SJA is an essential advisor on the myriad of legal issues associated with combat and noncombat operations. The JTF SJA ensures that the commander of the JTF understands the laws, policies, treaties, and agreements that apply to U.S. relations with the governments and inhabitants of foreign nations in the JTF's joint operations area, and how those laws, policies, treaties, and agreements may affect current and future JTF operations. The JTF SJA assists the commander of the JTF in monitoring, assessing, planning, coordinating, directing, and controlling operations through direct participation on JTF boards bureaus, centers, cells, and working groups. The JTF SJA is responsible for transitioning legal support responsibilities to follow-on forces. Transition may occur between the JTF and another U.S. command, a foreign command (for example, a host nation or United Nations forces), or an organization under civilian control. Both organizations must prepare for and coordinate the transition to ensure an orderly transfer of authority and responsibility. Redeployment may begin at any point during JTF operations, so redeployment planning should begin as soon as possible. During redeployment, the JTF SJA sets section movement priorities, provides priorities and guidance for section recovery and reconstitution, and determines if deployment of additional personnel is required to assist with section redeployment activities. During execution, transition, and redeployment, the JTF SJA and legal section should capture and chronicle legal lessons learned. Use of lessons learned will ensure succeeding SJAs have the benefit of the experiences of their predecessors. Click the button to learn more. Lessons learned should include, among other concerns, legal issues and access to resources including reach-back support to resolve them, equipment, billeting, personnel legal specialties, non-lawyer skill requirements, tour length appropriateness, and other operational matters that affect the provision of legal services such as integration with the staff during battle rhythm events. The staff judge advocate is responsible for the organization and employment of legal personnel assigned or attached to a joint task force headquarters. The responsible personnel for Global Force Management Process 1 - Assignment is: SecDef and Secretaries of Military Departments The responsible personnel for Global Force Management Process 2 - Apportionment is: Chairman of Joint Chiefs of Staff The responsible personnel for Global Force Management Process 3 - Allocation is: SecDef The capability to project forces to the operational area (or OA) and rapidly integrate them into the joint force as directed by the joint force commander (or JFC) is essential. Mission requirements define the scope, duration, and scale of deployment operations. Click the two characteristics of deployment operations. Deployment operations involve the efforts of numerous commands, agencies, and processes. The unity of effort is paramount to ensure both effective and efficient mission accomplishment. Deployment operations enable joint forces to conduct campaigns, major operations, and respond to other contingencies by securing positional advantages that contribute to the achievement of operational and strategic objectives. After completing this topic, you will be able to define deployment operations; describe the process for projecting joint forces; describe the phases of deployment; and describe joint force mobility. At any given time, there could be multiple requirements to employ military forces, each with a different strategic priority, and a different size and scope. Supporting these requirements, and applying the appropriate level of priority and resources to each, requires effective global force management (or GFM). Employment and deployment planning decisions are based on the anticipated operational environment to be encountered. The operational environment is the composite of the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the commander. Understanding the operational environment helps commanders understand the results of various friendly, adversary, and neutral actions, and how these actions impact achieving the military end state. The operational environment is generally described by one of three conditions. They are: • Permissive • Uncertain, and • Hostile Roll your mouse over each condition to learn more. The GFM process provides global force visibility across operation plans (or OPLANS) and on-going operations; enables efficient and effective management of forces; and allows forces to be sourced and surged when needed. The U.S. military's global presence must be managed dynamically, ensuring that our joint capabilities are employed to the greatest effect. Force projection--the ability to project the military instrument of national power--systematically and rapidly deploys and integrates joint military forces and the sustainment material in response to requirements across the range of military operations. Force projection allows a JFC to strategically position and concentrate forces to set the conditions for mission success. Force projection, enabled by GFM, forward presence, and agile force mobility, is critical to U.S. deterrence and warfighting capabilities. The President or SecDef could direct CCDRs to resolve a crisis by employing immediately available forward-presence forces. However, when this response is not sufficient or possible, the rapid projection of forces from other locations may be necessary, allowing a JFC to strategically position and concentrate forces to set the conditions for mission success. Responding to the full range of military operations can involve the deployment of forces and materiel within or outside the U.S. for humanitarian or disaster relief purposes. Planning for and execution of these phases within this process normally occurs in a continuous, overlapping, and iterative sequence during each phase and for the duration of the operation. However, each joint operation or campaign usually differs in both sequence and scale. The process in joint planning includes mobilization; deployment; joint reception, staging, onward movement, and integration (JRSOI); employment; sustainment; and redeployment. Select each item to learn more. Mobilization is the process of assembling and organizing national resources to support national objectives in time of war or other emergencies. This is done by: • Assembling and organizing personnel and materiel for active duty military forces • Activating the Reserve Component, including federalizing the National Guard • Extending terms of service • Surging and mobilizing the industrial base and training bases, and • Bringing the U.S. Armed Forces to a state of readiness for war or other national emergency Deployment is the movement of forces within OAs, the positioning of forces into a formation for battle, or the relocation of forces and materiel to desired OAs. Deployment encompasses all activities from origin or home station through destination, specifically including intra-continental U.S., intertheater, and intratheater movement legs, staging, and holding areas. The type and nature of deployments vary widely according to the CONOPS and the operational environment. JRSOI comprises the essential processes required to transition arriving personnel, equipment, and materiel into forces capable of meeting operational requirements. JRSOI is the critical link between deployment and employment of the joint forces. The time between the initial arrival of deploying forces and capabilities and operational employment is potentially the period of greatest vulnerability. During this transition period, deploying forces and capabilities may not fully sustain or defend themselves, or contribute to mission accomplishment because some components may not have attained required mission capability. JRSOI planning is focused on the rapid integration of deploying forces and capabilities to quickly make them functioning and contributing components of the joint force. Employment planning, which prescribes how to apply force or forces to attain specified national strategic objectives, includes the CONOPS. The CONOPS establishes the phases, missions, and force requirements of a given operation. It is developed by the JFC and the component commanders using the joint operation planning process. Sustainment is the ongoing provision of personnel, logistic, and other support required to maintain and prolong operations or combat until successful accomplishment or revision of the mission or national objective. Sustainment operations must be closely linked to the phases and mission priorities of the CONOPS to ensure mission effectiveness without logistic shortages or excesses, which could reduce the efficiency of the force. Sustainment requirements are projected and planned based on the phases and missions of the operation. Consumption is monitored throughout the operation to support continuous projection of requirements. Force projection of sustainment operations may involve the establishment of support facilities in multiple sites outside the continental United States including the crisis area. Logistics may be split-based between several theaters (ashore or afloat) and the U.S. The location and size of the base or bases supporting the operation are key factors in operational reach. Redeployment is the transfer of forces and materiel to support another JFC's operational requirements, or to return personnel, equipment, and materiel to the home or demobilization stations for reintegration or out-processing. Commanders plan and execute redeployment in a manner that optimizes readiness, security, and mobility of redeploying forces to meet new crises. Mobility is the quality or capability of military forces that permits them to move from place to place while retaining the ability to fulfill their primary mission. Mobility is a function of force, resource, operation, deployment, and sustainment planning. Mobility requires standard procedures; global force visibility; integrated employment and deployment planning; effective execution of pre-deployment actions; and movement execution supported by networked operation planning, deployment, and transportation information systems. The contingency OPLAN and its time-phased force and deployment list (TPFDL) outline the requirements of joint mobility. Adhering to these requirements assures a timely response to crisis situations is possible. U.S. forward deployed forces and prepositioned assets, forces with organic movement capability, and adequate strategic and intratheater mobility capability assets contribute to timeliness of any response. Deployment operations normally involve a combination of land (road and rail), sea, and air movement augmented, as necessary, by pre-positioned assets. Successful movement depends on rapid combat forces deployment and the abilities to sustain them in an OA as long as necessary to meet U.S. military objectives, reconstitute and redeploy them to meet changing mission requirements, or to return to home and/or demobilization stations upon completion of their mission. U.S. deterrent and warfighting capabilities depend on timely responses. Rapid mobility capabilities, bolstered by pre-positioned assets, provide the supported JFC with flexible mobility options that can be tailored to meet any crisis situation. Common-user airlift, sealift, and pre-positioned force, equipment, or supplies constitute the strategic mobility triad. Successful response across the range of military operations depends on sufficient port throughput capacity coupled with the availability of sufficient mobility assets. To meet this challenge, United States Transportation Command's (or USTRANSCOM's) transportation component commands (or TCCs), Air Mobility Command (or AMC), Military Sealift Command (or MSC), and Military Surface Deployment and Distribution Command (or SDDC), exercise operational control (or OPCON) of government-owned or chartered transportation assets. Deployment operations begin at the highest echelons of command with the SecDef. This interrelationship includes the Chairman of the Joint Chiefs of Staff (or CJCS), military departments and DoD agencies, supported and supporting CCDRs, the JTFs. The SecDef is responsible for the assignment of forces and resources to the combatant commands to perform missions assigned to those commands. In addition, the SecDef is responsible for transportation planning and operations within the DoD. The CJCS is assigned specific supervisory and joint operation planning responsibilities in the areas of strategic direction, strategic planning, and joint operation planning. The CJCS's responsibilities most directly related to deployment operations are to: • Act as the Global Force Manager to integrate the joint force management processes • Provide for the preparation and review of joint OPLANs that conform to policy guidance from the President and SecDef • Prepare joint logistic and mobility plans to support joint OPLANs, including multinational plans • Advise the SecDef on critical deficiencies and strengths in force capabilities including manpower, logistic, and mobility support • Review the plans and programs of CCDRs to determine their adequacy, consistency, acceptability, and feasibility for the performance of assigned missions • Prescribe a movement priority system in agreement with Uniform Material Movement and Issue Priority System that will ensure responsiveness to meet the needs of the CCDR • Monitor the capabilities of and assign movement priorities in USTRANSCOM common-user transportation resources to provide airlift, sealift, and land transportation • Develop, implement, monitor, and assess joint education and training programs Geographic combatant commands are responsible for coordinating with USTRANSCOM and supporting CCDRs to provide an integrated transportation system from origin to destination during deployment operations. Military Departments retain the responsibility for organizing, training, equipping, and providing administrative and logistics support (including Service-unique transportation) for their respective forces. They are also responsible for maintaining personnel trained in joint operation planning who can participate in joint planning and provide Joint Operation Planning and Execution System (or JOPES) inputs. One key agency important to deployment operations is the Defense Logistics Agency (or DLA). The DLA provides worldwide logistic support to the Military Services, combatant commands, and other DoD components, Federal agencies, foreign governments, and international organizations (through foreign military sales). Roll your mouse over the seal to learn more about the DLA. Supported CCDRs are responsible for deployment operations planned and executed during joint force missions in their AORs. This responsibility includes: • Identification of the movement, timing, and sequence of deploying forces in the time-phased force and deployment data (or TPFDD) • Reception and integration of supporting units and materiel arriving in theater to support the operation, and • Assisting these units as required through to redeployment. Supporting missions during deployment of the joint force could include the deployment or redeployment of forces to or from a supporting combatant command; sponsorship of en-route basing or in-transit staging areas; or providing sustainment from theater stocks. Regardless of the supporting mission, the primary task for supporting combatant commands is ensuring that the supported CCDR receives the timely and complete support needed to accomplish the mission. Formation of a JTF can complicate deployment planning and execution because of the diverse components that can come together to form the JTF. A significant challenge in JTF deployment operations is in building the TPFDD. This is particularly true during crisis action situations when limited planning time prompts the development of a fully coordinated contingency plan with TPFDD or a TPFDL. For effective management of change, JTFs should use a collaborative process and have the authority and capability to make TPFDD adjustments on site at the point of execution. During contingency planning, if sufficient time is available prior to mission execution, the JFC and staff should determine specific force and logistic requirements, and personnel replacements with recommended time-phasing based on their CONOPS developed during mission analysis. Once the CONOPS is approved, planning can continue with the development of the TPFDD or TPFDL as needed, supporting JTF operations based on subordinate unit verified movement requirements received from the Service and functional component commands. JTF-verified TPFDD requirements are provided to the JTF establishing authority or supported combatant command for sourcing of shortfalls, validation, and forwarding to USTRANSCOM for transportation feasibility analysis and movement scheduling. Movement information is continually evaluated and updated to ensure that planners are using the most current and accurate TPFDD information for scheduling transportation resources. Redeployment planning should begin early in the JTF planning process and focus on defining the end state conditions, drafting the transition considerations, and developing the redeployment TPFDD necessary to begin redeployment of the force when authorized. In crisis situations, the JTF establishing authority (normally a combatant command) is usually required to begin developing the TPFDD to support JTF operations. Planners may have to build the initial TPFDD supporting JTF operations based on their best assessment of JTF needs to support the mission for the first several days of the operation. This initial increment of forces and sustainment should allow the JTF to perform its mission for a period of time, until the CJTF, and staff arrives at the crisis scene and can assess the situation more thoroughly and begin making TPFDD adjustments based on actual requirements. The joint deployment process is a dynamic and complicated process, beginning when force projection planning is initiated by a strategic or operational directive and ending when a force arrives at the prescribed destination, integrates into the joint force, and is declared ready to conduct operations by the JFC. The joint deployment process is divided into four iterative and often simultaneous phases: planning, predeployment activities, movement, and JRSOI. As shown, these phases require a "backward" planning sequence. Projecting joint force requirements needed to respond to an action or event will enable the joint force to accomplish national objectives. The deployment process begins with projecting force requirements needed for contingencies or in crises. The primary objective of deployment planning is to provide personnel, equipment, and materiel when and where required by the JFC's CONOPS. Employment planning considerations that directly impact deployment operations include: • Identification of force requirements • Commander's intent for deployment • Time-phasing of personnel, equipment, and materiel to support the mission • Closure of the forces required to execute decisive operations These considerations guide deployment planning and help determine mission requirements. Predeployment activities include continued refinement of OPLANs, from the strategic to the tactical level at the supported and supporting commands. Activities also include: • Sourcing forces • Completion of operation-specific training, and • Mission rehearsals Predeployment activities begin when deployment, sustainment, and redeployment requirements are validated by the supported CCDR. e movement phase of deployment is composed of three segments: • Origin to air or sea ports of embarkation (POE) • POE operations • POE to port of debarkation (POD) Movement control coordinates transportation resources to enhance combat effectiveness and meet the deployment and sustainment priorities of the supported CCDR. Effective movement control during deployment operations provides the JFC with the capability to monitor and manage deployment execution, and adjust the flow of forces and materiel as necessary. JRSOI integrates the deploying forces into the joint operation and is the responsibility of the supported CCDR. JRSOI is comprised of reception, staging, onward movement, and integration. The time between the initial arrival of the deploying unit and its operational employment is potentially the period of its greatest vulnerability. During this transition period, the deploying unit may be unable to fully sustain itself, defend itself, or contribute to mission accomplishment because some components have not attained required mission capability. The supported CCDR is responsible for JRSOI. This includes all actions required to ensure arriving units are operationally ready and integrated into the joint force. The CCDR must have visibility of the deployment flow to control the rate as well as the sequencing and processing of deploying forces. To achieve unity of command, synchronization, and balance, JRSOI relies upon essential and enabling elements. These elements, combined in various ways under varying circumstances, make operations associated with JRSOI possible. Essential elements are comprised of communication systems, force protection, and support organizations and structures. Enabling elements are comprised of host-nation support, multinational support, and contract support. The ability to execute a mission largely depends on the speed with which deploying forces assemble at the required location and the application of the capability once it is made available to the JFC. JRSOI is the essential process that transitions deploying forces, consisting of personnel, equipment, and materiel arriving in theater, into forces capable of meeting the CCDR's operational requirements. Maintaining effectiveness and promoting efficiency in JRSOI facilitates preparation for operations by providing adequately resourced, mission-capable forces to execute the CCDR's mission. Deployment planning, predeployment activities, and movement are all phases of the deployment process. Jrsoi, multinational and contract support are defined as enabling elements. Redeployment is defined as the transfer of forces and materiel to support another JFC's operational requirements, or to return personnel, equipment, and materiel to home or demobilization stations for reintegration or out-processing. In this topic, you will learn the major activities inherent in moving deployed forces and materiel from their current deployed locations into another theater for employment or to home or demobilization stations on completion of the mission. Similar to deployment, redeployment operations encompass four phases, they are redeployment planning, pre-redeployment activities, movement, and JRSOI. Redeployment operations are dependent on the supported CCDR's defined end state, concept for redeployment, or requirements to support another JFC's CONOPS. Redeployment planning is the responsibility of the losing supported commander or the gaining supported commander when the redeployment is to a new OA. Transition occurs when control of the ongoing mission is transferred to another organization or when a change of mission is brought about by changing circumstances or objectives. Decisions made concerning the termination of operations, separation of belligerents, withdrawal timetables, and reserve forces to remain in the Host Nation (or HN) shape the pace and nature of the redeployment. As in deployment, planners must take into account a number of issues that will directly influence their redeployment planning. The considerations are the same, but the following discussion is specific to redeployment considerations. Force redeployment requirements are mission based and developed throughout the joint operations planning process. Generally, unit movement requirements are based on actual deployment movements minus those items of equipment that were destroyed, captured, lost, or transferred to in-theater war reserve stocks. Pre-redeployment activities are to identify support activities, prioritize for redeployment, and structure the force. Movement execution begins with validation of the movement requirements. Requirements validation for redeployment is conducted with the same process used during deployment operations. Redeploying units confirm readiness, movement available dates, passengers, and cargo details to their higher commands who then verify total unit movement requirements to the supported CCDR. One aspect of movement is movement scheduling. This is an iterative process conducted at every level of command with the objective of getting the right personnel, equipment, and materiel to the right place at the right time. Redeployment movements are governed by the supported CCDR's policy for redeployment, the theater movement control plan, and the orders generated by theater movement control agencies. The responsibility for JRSOI from a port of debarkation (or POD) during redeployment operations is determined by the postredeployment mission of the redeploying force. For example, redeployment to the home or demobilization station, or point of origin for return to peacetime positioning or demobilization, will involve POD JRSOI. These efforts would be coordinated and executed by the Services and USTRANSCOM for common-user PODs and by the respective Service or unit for forces redeploying by organic assets to non-common user PODs. Other JRSOI considerations are: • Onward movement and • Destination Reception Planning, predeployment activities, movement, and joint reception, staging, onward movement, and integration (JRSOI) are all encompassed in redeployment Intelligence preparation, protection, infrastructure assessment, and force health protection are all considered during redeployment planning. JOPP - described in Joint Publication (JP) 5-0 is a less formal but time tested and proven analytical process, which provides a methodical approach to planning at any organizational level and at any point before and during joint operations. The focus of JOPP is on the interaction between an organization's commander, staff, the commanders and staffs of the next higher and lower commands, and supporting commanders and their staffs and partners, to develop plans that will appropriately address the problem to be solved. Commanders and the expertise they possess play a crucial role in the planning of military operations. Operational art and operational design are terms that are used to describe the two processes that commanders and their staff engage in during the formative stages of planning operations. Deliberate planning is one of the two types of joint operation planning. It follows the steps outlined in JOPP. Deliberate planning is conducted to plan for contingencies or possible situations that may arise and can take many months to complete. As such, deliberate planning utilizes many assumptions in the formation of its plans. Since deliberate planning is conducted for situations that may happen, its outcomes are not immediately actionable. Campaign plans and contingency plans are the result of deliberate planning. Crisis action planning (CAP) is the second type of joint operation planning. Like deliberate planning, it is based on the seven steps of JOPP. However, CAP is often completed within a matter of days or weeks during a catastrophe or urgent situation. Thus, CAP utilizes lots of facts instead of making assumptions. The outcomes of CAP must be immediately actionable so its products are focused on deployment, employment, and sustainment of assigned and allocated forces. APEX, as described in the Adaptive Planning Roadmap, is a system of joint policies, processes, procedures, and reporting structures, supported by communication and information technology that is used to monitor, plan, and execute mobilization, deployment, employment, sustainment, redeployment, and demobilization activities associated with joint operations. Eventually, APEX and its underlying methodology, adaptive planning, will replace the less flexible JOPES as the centerpiece for joint planning. Adaptive planning has yet to be implemented fully. However, planning now occurs within an adaptive environment, which has introduced many of the advantages of adaptive planning into the current environment. Joint operation planning requires cognizance of the levels of war. The three levels of war -- strategic, operational, and tactical - help clarify the links between national-strategic objectives and tactical actions. There are no finite limits or boundaries between levels of war. The types of command, size of units, types of equipment, or types and location of forces or components typically are not associated with a particular level. However, a joint force command (JFC) headquarters (HQ) usually focuses at the operational level, since the geographic combatant commander (GCC) usually focuses on theater-strategic objectives and tasks and the JFC’s components usually focus at the operational level and below. In addition to the three levels of war, there are three event horizons the JFC must take into account when actually conducting operations. The first is current operation planning which focuses on short term adjustments to ongoing operations. The second is future operations planning which focuses on potential significant changes to ongoing operations. This usually involves coming up with "branches" or plan options if the situation changes significantly. The final event horizon is future planning (or what's next) which plans for the next operation or major phase of an operation In the past, future plans, future operations, and current operations were tied to time. Operational experience has demonstrated that this approach led to significant gaps in planning. Another way to look at these event horizons is to view current operations as the "what is," future operations as the "what if" and future plans as the "what next." Operational experience has demonstrated that this approach led to significant gaps in planning. Another way to look at these event horizons is to view current operations as the "what is," future operations as the "what if" and future plans as the "what next." A joint force commander (JFC) plans operations in which the actions of subordinate units accomplish the JFC's assigned mission. To do this, the joint force commander and staff must understand the higher commander's mission, objectives, and desired end state; conduct joint operation planning to determine the best concept of operations for the JFC; publish a plan or order that assigns tasks and geographic operational areas to the JFC’s component commands; and command and control the JFC during execution. A subordinate JFC such as a JTF always conducts joint operations within a geographic combatant commander's (GCC’s) area of responsibility (AOR). This means that the JFC headquarters' (HQ's) initial planning efforts typically will be in conjunction with those of the combatant command staff. Before execution, combatant command (CCMD) planning will occur either in accordance with JOPES deliberate planning procedures or in accordance with JOPES crisis action planning (CAP) procedures. JFC integration into deliberate planning or CAP depends primarily on two factors: First, for many plans that require a JFC, the CCDR has designated a Service component HQ (Army, Navy, Air Force, or Marine Corps) as the likely JFC HQ for the contingency. In this case, the Service component HQ planners can participate in deliberate planning with the CCMD planners well before the JFC headquarters is formed. This component HQ will then be prepared to participate in CAP with the combatant command HQ if the contingency becomes an actual crisis. Second, if a Service component HQ has not been designated as the JFC HQ before a crisis, it can begin to participate in CAP planning with the combatant command HQ while the JFC HQ is being formed. The sooner a JFC HQ is fully operational, the more it can contribute to a CCMD’s planning effort. A JFC HQ can be integrated early in the CAP process by collaborating with the CCMD HQ and anticipating mission requirements. A JFC HQ can be integrated early in the CAP process by collaborating with the combatant command HQ and anticipating mission requirements. In addition to participating in the CCMD HQ planning effort during deliberate planning or CAP, the designated Service component HQ (or JFC HQ if formed) also will be conducting its own planning to accomplish the tasks assigned to it by the CCDR. The JFC’s role might be as part of the combatant command's larger joint operation or campaign, or the JFC could be the primary force used to accomplish the CCDR's mission. The remainder of this topic will provide an overview of key JOPES elements and will describe how the JFC HQ uses JOPP in planning to accomplish its assigned tasks. Joint operational planning encompasses a number of elements. These include three broad operational activities, four planning functions, and a number of related products. The three operational activities are: I. Situational Awareness II. Planning III. Execution Let's step through each activity to examine the interaction that occurs between the major players. * For more information: Chairman of the Joint Chiefs of Staff manual (CJCSM) 3122.01A, "Joint Operation Planning and Execution System (JOPES) Volume I (Planning Policies and Procedures) and CJCSM 3122.03C, "Joint Operation Planning and Execution System (JOPES) Volume II (Planning Formats). The situational awareness operational activity in joint operational planning covers procedures for describing the strategic environment, including threats to national security. This involves continuously monitoring the national and international political and military situations so that emerging crises can be determined and analyzed, decision makers notified, and the specific nature of the threat determined. This activity emphasizes timely, relevant, and accurate information concerning the status of enemy, friendly, and neutral forces (such as capabilities and intentions), and resources. This activity typically is accomplished by the geographic combatant commanders' theater assets and U.S. national agencies such as those of the intelligence community. Situational awareness generally involves five subordinate activities that can lead the President and the Secretary of Defense (SecDef) to a decision to respond with the military instrument of national power: • Monitoring the global situation • Identifying that an event has occurred • Recognizing that the event is a problem or a potential problem • Reporting the event • Assessing the event An event is a national or international occurrence assessed as unusual and viewed as potentially having an adverse impact on US national interests and national security. From this point, joint operation planning to respond to the event is conducted in accordance with deliberate planning procedures or CAP procedures depending on the urgency and nature of the event. The planning operational activity translates the President's strategic guidance and direction into campaign plans, contingency plans, and operation orders (OPORDs) for deliberate or crisis-action response. Joint operation planning in JOPES -- whether deliberate planning or CAP -- involves four planning functions: • Strategic guidance • Concept development • Plan development • Plan assessment During deliberate planning, these functions typically occur over a period of 6-12 months. During CAP, the time for these functions is greatly compressed. Both deliberate planning and CAP provide for in-process reviews between the CCDR and the SecDef to ensure strategic guidance is being met. Deliberate planning is planning that occurs in non-crisis situations. The Joint Planning and Execution Community (JPEC) uses deliberate planning to develop plans for a broad range of potential emergencies based on tasks identified in strategic documents and other planning directives. In deliberate planning, the end product could be a commander's estimate, a basic plan, a concept plan with or without the time-phased force and deployment data (TPFDD), or a complete OPLAN with all annexes. The TPFDD is a master database used by U.S. Transportation Command to ensure the correct types of forces and supplies flow into the theater of operations at the right time in the right sequence. These four products represent increasing levels of planning detail, and the specific option usually will be determined when the Chairman of the Joint Chiefs of Staff (CJCS) issues the planning directive. A Service component HQ designated as the JFC HQ typically will participate in deliberate planning, and could be responsible for assisting the combatant command staff in preparing some or most of the final product. Deliberate planning facilitates the transition to CAP if CAP is necessary. CAP is the time-sensitive development of joint OPLANs and OPORDs for the deployment, employment, and sustainment of assigned and allocated forces and resources in response to an imminent crisis. While deliberate planning is based on events that might occur in the future, CAP is based on the actual circumstances that exist at the time planning occurs. The time available to plan responses to such real-time events is short. In as little as a few days, commanders and staffs must develop a feasible course of action (COA), get COA approval from higher authority, publish the plan or order, prepare forces, ensure sufficient communications systems support, and arrange sustainment for the employment of U.S. military capabilities. When the President, SecDef, or CJCS decides to develop military options, the CJCS issues a planning directive to the JPEC initiating the development of COAs and requesting that the supported CCDR submit a commander's estimate of the situation with a recommended COA to resolve the situation. Normally, the directive will be a warning order. The warning order describes the situation, establishes command relationships, and identifies the mission and any planning constraints. It may identify forces and strategic mobility resources, or it may request that the supported CCDR develop these factors. A planning order or alert order may be used if the nature and timing of the crisis warrant accelerated planning. The CJCS, in consultation with other members of the Joint Chiefs of Staff (JCS) and supporting CCDRs, reviews and evaluates the supported CCDR's estimate and provides recommendations and advice to the President and SecDef for COA selection. The supported CCDR's COAs may be refined or revised, or new COAs may have to be developed to accommodate a changing situation. The President or SecDef selects a COA and directs that detailed planning be initiated. Based on the decision, the CCDR uses CAP to adjust a previously prepared OPLAN. The CCDR converts this plan into an executable OPORD or develops an OPORD from scratch when no useful OPLAN exists.