Curtis E. LeMay Center For Doctrine Development and Education

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2 Curtis E. LeMay Center For Doctrine Development and Education Warfighting Education Directorate Contingency Wartime Planning Course (CWPC) AIR UNIVERSITY MAXWELL AIR FORCE BASE, ALABAMA i

3 1 December 2017 DISCLAIMER This student handbook is provided to CWPC students for instructional purposes only. The views expressed do not necessarily reflect any formal position by the LeMay Center, Air University, Air Education and Training Command, or the United States Air Force. Refer to DOD and Air Force directives and publications for official guidance. ii

4 Contingency Wartime Planning Course Course Overview Mission: Support combatant commanders by educating planners in the art and science of Joint and Air Force operation planning. Objective: Air Force planners will demonstrate the ability to employ the concepts, principles, and methodologies of deliberate and crisis-action planning Course Description: The 10-day Contingency Wartime Planning course (CWPC) educates Airmen in grades E-5 through O-5 in the art and science of operations planning. The course provides a macro view of the deliberate and crisis-action planning processes from both the joint and USAF perspectives. Other topics covered include unit readiness assessment, mobilization, expeditionary site planning, and command relationships. Nearly 850 students complete the course each year. Learning Outcomes Explain how strategic guidance, direction, and policy relates to deliberate and crisis-action planning Summarize concept development processes Explain Joint and AF plan development processes and systems Summarize the plan assessment function and crisis-action planning process Use planning concepts, principles, and methodologies to deliver deliberate and crisis-action products iii

5 Curriculum Lessons STRATEGIC GUIDANCE (IP 100 SERIES) IP-100 Strategic Guidance- President and SECDEF IP-102 Strategic Guidance- CJCS and CCDR IP-109 Information Operations Part 1 IP-110 Command Relationships IP-111 Introduction to Joint Planning CONCEPT DEVELOPMENT (IP 200 SERIES) IP-200 Operational Design IP-202 Campaign Planning IP-204 Military Doctrine IP-209 Information Operations - Part 2 JOINT AND AF PLAN DEVELOPMENT PROCESSES (IP 300 SERIES) IP-302 UTC IP-303 APEX IP-304 WMP IP-308 Mobilization IP-310 Air Force Operations Planning and Execution IP-311 TPFDD Elements IP-317 Force Readiness Reporting IP-320 AEF IP-321 FAM IP-322 Force Sourcing IP-323 Support Planning IP-320 FAM IP-324 Transportation Planning IP-325 Base Support & Expeditionary (BaS&E) Site Planning IP-326 Base Level Deployment Planning PLAN ASSESSMENT PROCESSES (IP 400 SERIES) IP-402 Plan Assessment IP-409 Information Operations Part 3 IP-410 Execution Planning iv

6 APPLICATION EXERCISES (IP 500 SERIES) IP-510 Strategic Guidance IP-511 Security Cooperation IP-512 Mission Analysis IP-520 Course of Action IP-530 TPFDD Elements IP-530M TPFDD Elements Matching IP-531 Force Planning-Combat Forces IP-532 Force Planning-Combat Support Forces IP-533 Support Planning IP-535 UTC Posturing and Coding IP-536 Force Readiness Reporting IP-537 Transportation/Movement Planning Exercise IP-538 Expeditionary Site Planning Exercise IP-540 CAPEX v

7 Table of Contents Disclaimer... ii Course Overview... iii Curriculum Lessons... iv,v Table of Contents... vi Lesson Worksheets.....IP xxx Strategic Guidance... IP 1xx Concept Development... IP 2xx Joint and AF Plan Development Processes... IP 3xx Plan Assessment Processes... IP 4xx Exercises... IP 5xx Acronyms... Acronyms-x Contacts... Contacts Planners Resources... Resources vi

8 IP-100: Strategic Guidance - President and Secretary of Defense LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend how Presidential and Secretary of Defense strategic guidance relate to operation planning. SAMPLES OF BEHAVIOR: 1. Identify the instruments of national power (IOP). (JP 1-0) 2. Describe the US organization for national security to include the President, Secretary of Defense, and the National Security Council (NSC). (JP 5-0) 3. List the four US national security pillars. (2017 National Security Strategy) 4. Know the purpose of the Unified Command Plan (UCP). (JP 5-0) 5. Know the purpose of the Defense Strategy Review (DSR). (JP 5-0) 6. Recognize the types of guidance found in the Guidance for Employment of the Force (GEF). (JP 5-0) IP

9 * * The 2008 National Defense Strategy (NDS) has been replaced by the Quadrennial Defense Review (QDR) in 2014, and will subsequently be replaced by the Defense Strategy Review (DSR) in NOTES: JP 1-0, JP 5-0, NSS 1. Instruments of national power (IOPs). The ability of the United States to achieve its national strategic objectives is dependent on the effectiveness of the US Government (USG) in employing the instruments of national power. The appropriate governmental officials, often with National Security Council s (NSC s) direction, normally coordinate these instruments of national power (diplomatic, informational, military, and economic). They are the tools the United States uses to apply its sources of power, including its culture, human potential, industry, science and technology, academic institutions, geography, and national will. 2. National Security Council (NSC). The NSC system is the principal forum for interagency deliberation of national security policy issues requiring Presidential decision. In addition to NSC meetings chaired by the President, the current NSC organization includes the Principals Committee, deputies committee, and interagency policy committees. Specific issue interagency working groups support these higher-level committees. The purpose of the NSC is to develop policy recommendations with interagency consensus to the President for approval. When implemented, the policy provides strategic direction for military planning and programming. 2 IP 100-2

10 3. The National Security Strategy (NSS) is required annually by Title 50, USC, Section It is prepared by the Executive Branch of the USG for Congress and outlines the major national security concerns of the US and how the administration plans to address them using all instruments of national power. The document is often purposely general in content, and its implementation by DOD relies on elaborating direction provided in supporting documents (e.g., such as the DSR, GEF, and NMS) National Security Strategy pillars: 1. Protect the American people, the Homeland and the American way of life; 2. Promote American prosperity; 3. Preserve peace through strength; and 4. Advance American influence. 4. The Unified Command Plan (UCP), signed by the President, sets forth basic guidance to all combatant commanders (CCDRs). The UCP establishes combatant command (CCMD) missions and responsibilities; addresses assignment of forces; delineates geographic areas of responsibility (AORs) for geographic CCDRs; and specifies responsibilities for functional CCDRs. The unified command structure identified in the UCP is flexible and changes as required to accommodate evolving US national security needs. Title 10, USC, Section 161, tasks CJCS to conduct a review of the UCP not less often than every two years and submit recommended changes to the President through SecDef. This document provides broad guidance that CCDRs and planners can use to derive tasks and missions during the development and modification of CCMD plans. 5. Defense Strategy Review (DSR), current legislation requires SECDEF to conduct a national defense review and to submit a report on the DSR to Congress. The 2014 Quadrennial Defense Review (QDR) meets the SECDEF s intent to articulate a national defense strategy consistent with the most recent NSS by defining force structure, modernization plans, and a budget plan allowing the military to successfully execute the full range of missions within that strategy. The report includes an evaluation by SecDef and CJCS of the military s ability to successfully execute its missions at a low-to-moderate level of risk within the forecasted budget plan. 6. The Guidance for the Employment of the Force (GEF), signed by SECDEF, and its associated Contingency Planning Guidance, signed by the President, conveys the President and the SEDEF s guidance for contingency force management, security cooperation, and posture planning. The GEF translates NSS objectives into prioritized and comprehensive planning guidance for the employment of DOD forces. IP

11 NOTES: 4 IP 100-4

12 IP-102: Strategic Guidance - CJCS and Combatant Commander LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend how the Chairman of the Joint Chiefs of Staff (CJCS) and the combatant commanders (CCDRs) provide further strategic and theater guidance relating to operation planning. SAMPLES OF BEHAVIOR: 1. Distinguish among the three levels of warfare and their impact on strategic objectives (AF Doctrine, Vol. 1) Strategic: Operational: Tactical: 2. Relate the National Military Strategy (NMS) to the National Security Strategy (NSS) and Quadrennial Defense Review (QDR) (JP 5-0) 3. Know the purpose of the Joint Strategic Campaign Plan (JSCP) and its relationship to the Guidance for Employment of the Force (GEF) (JP 5-0) 4. Describe how the Global Force Management Implementation Guidance (GFMIG) apportions forces. (JP 5-0) IP

13 5. Know purpose of the CCDR s Strategic Estimate & Theater Strategy. (JP 5-0) Strategic Estimate: Theater Strategy: NOTES: AF Doctrine Vol. 1, JP Warfare is typically divided into three levels: strategic, operational, and tactical. Effects at the strategic level of warfare impair the adversary s ability to carry out war or hostilities in general. Strategic effects should neutralize the adversary s centers of gravity (COGs). At this level, the US determines national or multinational (alliance or coalition) security objectives and guidance, and uses all national resources to achieve objectives and desired end states. These national objectives in turn provide the direction for developing overall military objectives, which in turn are used to develop the military objectives and strategy for each theater or operation. The strategic level of warfare addresses the issues of WHY and WITH WHAT we will fight and WHY the enemy fights against us. At the operational level of warfare, campaigns and major operations are designed, planned, conducted, sustained, assessed, and adapted to accomplish strategic goals within theaters or areas of operations. The decision-making products at this level of planning identify required forces and resources balanced against operational risk. Operational effects such as air, space, and cyberspace superiority; defeat of enemy surface forces; isolation of enemy forces in the battlespace; and disruption or destruction of enemy leadership functions are the means with which the operational commander supports the overall strategy. Planning at the operational level of warfare determines WHAT we will affect, with WHAT courses of action, in WHAT order, for WHAT duration, and with WHAT RESOURCES. At the lowest end of the spectrum lies the tactical level of warfare, where individual battles and engagements are fought. While resulting effects may be 6 IP 102-2

14 described as operational or strategic, military actions occur almost entirely at the tactical level. Airmen tend not to fight large-scale battles (as surface forces use the term) but focus at the tactical level on individual engagements and missions. In short, the tactical level of warfare deals with HOW we fight. 2. The National Military Strategy (NMS) supports and is derived from the NSS. It prioritizes and focuses the efforts of the Armed Forces of the United States while conveying the Chairman of the Joint Chiefs of Staff s (CJCS s) advice with regard to the security environment and the necessary military actions to protect vital US interests. The NMS defines the national military objectives (i.e., ends), how to accomplish these objectives (i.e., ways), and addresses the military capabilities required to execute the strategy (i.e., means). In essence, the NMS defines how we will use the military instrument of national power in support of national objectives, stated in the National Security Strategy (NSS) and Quadrennial Defense Review (QDR). 3. The Joint Strategic Campaign Plan (JSCP) is the primary vehicle through which the CJCS exercises responsibility for directing the preparation of joint plans. The JSCP provides military strategic and operational guidance to Combatant Commanders (CCDRs), Service Chiefs, Combat Support Agencies (CSAs), and applicable defense agencies for preparation of campaign plans and contingency plans based on current military capabilities. It serves as the link between strategic guidance provided in the Guidance for Employment of the Force (GEF) and the joint operation planning activities and products that accomplish that guidance. In addition to communicating to the combatant commands (CCMDs ) specific planning guidance necessary for deliberate planning, the JSCP also translates strategic policy end states from the GEF into military campaign and contingency plan guidance for CCDRs and expands guidance to include global defense posture, security cooperation, and other steady state activities. Bottom line: the JSCP provides planning guidance, apportionment guidance, and taskings to the CCDRs. 4. The Global Force Management Implementation Guidance (GFMIG) integrates complementary assignment, apportionment, and allocation information into a single Global Force Management (GFM) document. It provides comprehensive insights into the global availability of US military resources and provides senior decision makers a process to quickly and accurately assess the impact and risk of proposed changes in forces assignment, apportionment, and allocation. The GFMIG provides planners essential information for aligning resources to the military actions. It contains direction on assignment of forces to CCDRs, specifies the force allocation process that provides access to all available forces (including military, DOD, and other federal agency resources), and includes apportionment tables (Forces for Memorandum) used by CCDRs for sourcing plans requiring designation of forces. 5. CCDRs use strategic estimates developed in peacetime to facilitate the employment of military forces across the range of military operations. The strategic estimate encompasses all aspects of the CCDRs operational environment, and is the basis for the development of the geographic CCDR s theater strategy. The estimate should include an analysis of strategic direction received from the President and SecDef; an analysis of the operational environment; visualization of the relevant geopolitical, geo-economics, and cultural factors in the region; an assessment of major strategic and operational challenges facing the CCMD; an analysis of known or anticipated opportunities the CCMD can leverage; and an assessment of risks inherent in the operational environment. GCCs develop a theater strategy focused on achieving specified end states for their theaters. The theater strategy should begin with the strategic estimate. The theater strategy is a broad statement of the IP

15 commander s long-term vision for the area of responsibility (AOR) and should describe the regional end state and the objectives, ways, and means to achieve it. It is the bridge between national strategic guidance and the joint operation planning required to achieve national and regional objectives and end states. Specifically, it links CCMD activities, operations, and resources to United States Government (USG) policy and strategic guidance. NOTES: 8 IP 102-4

16 IP-109: Information Operations Part I LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the President, SECDEF, and CJCS s policies, guidance, and actions related to Information Operations. SAMPLES OF BEHAVIOR: 1. Recall DoD Information Operations (IO) policies contained in DoD Directive Recall Chairman Joint Chiefs of Staff (CJCS) Rules of Engagement guidance provided for Operation Desert Storm. (CJCS Instruction B, Standing Rules of Engagement Ch. 5) 3. Recall Information Operations guidance provided in the SECDEF s DoD Strategy for Operations in the Information Environment, June 2016 and the 2014 Quadrennial Defense Review. 4. Analyze various communication means utilized by former president H.W. Bush to justify military action against Saddam Hussein and to articulate Commander in Chief (CINC) guidance to military leaders. (IP-109 Lecture Video) 5. Recall the DoD s three primary cyber missions as contained in The Department of Defense Cyber Strategy, April IP

17 1. DoD Directive establishes important Information Operations Policy as follows: a. IO will be the principal mechanism used during military operations to integrate, synchronize, employ, and assess a wide variety of information-related capabilities (IRCs) in concert with other lines of operations to effect adversaries or potential adversaries decision-making while protecting our own. b. IO will be included across Active and Reserve Components, and government civilian professional education curriculums to foster an understanding of IO and IRCs across all ranks and positions within DoD. c. IO will be integrated into joint exercises and joint training, security cooperation guidance for theater planning, communication strategy, and deliberate and contingency planning. d. DoD IO activities will not be directed at or intended to manipulate audiences, public actions, or opinions in the United States and will be conducted in accordance with all applicable U.S. statutes, codes, and laws. 2. Rules of Engagement (ROEs) role in Information Operations. ROEs ensure that national policies and objectives are reflected in the actions of commanders in the field, particularly under circumstances in which communication with higher authority may not be possible. For example, in reflecting national political and diplomatic purposes, ROEs may restrict the engagement of certain targets, or the use of particular weapons systems, out of a desire to tilt world opinion in a particular direction, place a positive limit on the escalation of hostilities, or avoid antagonizing the enemy. Falling within the array of political concerns are issues such as the influence of international public opinion (particularly how it is affected by media coverage of a specific operation), the effect of host country law, and the content of status of forces agreements (SOFA) with the United States. DESERT STORM (STANDING) RULES OF ENGAGEMENT 1. Fight only combatants 2. Attack only military targets 3. Spare civilian persons and objects 4. Restrict destruction to what your mission requires The Highway of Death Iraqi Army Armed Retreat from Kuwait 1991 video clip provides a media account of coalition attacks on Iraqi forces fleeing Kuwait. This History Channel video clip raises questions related to the Laws of Armed Conflict and provides an opportunity for observers to critique coalition operations using Desert Storm ROEs. Media organizations play a pivotal role in judging military operations and holding political/military leaders accountable for their actions. Military departments must communicate with media organizations through their Public Affairs apparatus and demonstrate adherence to US and International laws as required. International humanitarian law, jus in bello, regulates the conduct of forces when engaged in war or armed conflict. It is distinct from jus ad bellum which regulates the conduct of engaging in war or armed conflict and includes crimes against peace and wars of aggression. Jus in Bello and Jus ad Bellum comprise laws of war governing all aspects of international armed conflicts. 10 IP 109-2

18 3. SECDEF guidance for Information Operations. Although the term Information Environment (IE) is relatively new, the concept of an Information Battlefield is not. The role of information, either provided or denied, is an important consideration in military planning and operations. In fact, throughout the history of warfare, militaries have sought advantage through actions intended to affect the perception and behavior of adversaries. Information is such a powerful tool, it is recognized as an element of U.S. national power and as such, the Department must be prepared to synchronize information programs, plans, messages, and products as part of a whole of government effort. The convergence of information technology with human values, attitudes, beliefs, and perceptions has created new challenges and new vulnerabilities for the United States. The operating environment is increasingly enabled by technology, which provides the types of capabilities, once limited to major powers, to a broad range of actors. The rapidly accelerating spread of information is challenging the ability of some governments to control their populations and maintain civil order, while at the same time changing how wars are fought and aiding groups in mobilizing and organizing. Through operations, actions, and activities in the IE, DoD has the ability to affect the decision-making and behavior of adversaries and designated others to gain advantage across the range of military operations. -- DoD Strategy for Operations in the Information Environment, June 2016 The technology-enabled 21st century operational environment offers new tools for state and nonstate adversaries, such as terrorists, to pursue asymmetric approaches, exploiting where we are weakest Quadrennial Defense Review 4. Commander in Chief (CINC) guidance. In addition to DoD/CJCS Policy and guidance, our CINC will provide his own guidance through various means. Sometimes that guidance is articulated in written memos, Security Council meetings, or State of the Union addresses. In many cases, CINC guidance will be contained in an official order (Warning Order, Planning Order, Alert Order, or Execution Order) or National Security Directive. 5. Department of Defense Cyber Strategy. We live in a wired world. Companies and countries rely on cyberspace for everything from financial transactions to the movement of military forces. Computer code blurs the line between the cyber and physical world and connects millions of objects to the Internet or private networks. Electric firms rely on industrial control systems to provide power to the grid. Shipping managers use satellites and the Internet to track freighters as they pass through global sea lanes, and the U.S. military relies on secure networks and data to carry out its missions. We are vulnerable in this wired world. Today our reliance on the confidentiality, availability, and integrity of data stands in stark contrast to the inadequacy of our cybersecurity. The Internet was not originally designed with security in mind, but as an open system to allow scientists and researchers to send data to one another quickly. Without strong investments in cybersecurity and cyber defenses, data systems remain open and susceptible to rudimentary and dangerous forms of exploitation and attack. Malicious actors use cyberspace to steal data and intellectual property for their own economic or political goals. An actor in one region of the globe can use cyber capabilities to strike directly at a network thousands of miles away, destroying data, disrupting businesses, or shutting off critical systems. IP

19 The Defense Department has three primary cyber missions. First, the DoD must defend its own networks, systems, and information. The U.S. military s dependence on cyberspace for its operations led the Secretary of Defense in 2011 to declare cyberspace as an operational domain for purposes of organizing, training, and equipping U.S. military forces. For its second mission, the DoD must be prepared to defend the United States and its interests against cyberattacks of significant consequence. While cyberattacks are assessed on a case-by-case and fact specific basis by the President and the U.S. national security team, significant consequences may include loss of life, significant damage to property, serious adverse U.S. foreign policy consequences, or serious economic impact on the United States. Third, if directed by the President or the Secretary of Defense, the DoD must be able to provide integrated cyber capabilities to support military operations and contingency plans. There may be times when the President or the Secretary of Defense may determine that it would be appropriate for the U.S. military to conduct cyber operations to disrupt an adversary s military related networks or infrastructure so that the U.S. military can protect U.S. interests in an area of operations. For example, the United States military might use cyber operations to terminate an ongoing conflict on U.S. terms, or to disrupt an adversary s military systems to prevent the use of force against U.S. interests. United States Cyber Command (USCYBERCOM) may also be directed to conduct cyber operations, in coordination with other U.S. government agencies as appropriate, to deter or defeat strategic threats in other domains. NOTES: 12 IP 109-4

20 IP-110: Command Relationships LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the command relationships and authorities of joint forces within the DOD. SAMPLES OF BEHAVIOR: 1. Discuss the four types of command authority vested in joint force commanders (JFCs) (JP 1) 2. Explain the concept and issues of transferring forces between combatant commands (CCMDs) (JP 1) 3. Describe the components of the DOD (Ref: DOD Directive , Functions of the Department of Defense and Its Major Components) 4. Differentiate between the authorities and responsibilities of the Commander Air Force Forces (COMAFFOR) as the Service Component Commander versus a COMAFFOR dual-hatted as the Joint Forces Air Component Commander (JFACC) (AF Doctrine Vol 3) IP

21 NOTES: DOD Directive , JP 1, Air Force Doctrine Vol 3 1. Joint force commanders (JFCs) exercise command authorities delegated to them by law or senior leaders and commanders over assigned and attached forces. Combatant Command (Command) Authority (COCOM) is the nontransferable command authority established by Title 10, United States Code (USC), and is exercised only by commanders of unified or specified combatant commands (CCMDs) unless otherwise directed by the President or Secretary of Defense (SecDef). COCOM, which cannot be delegated, is the authority of a combatant commander (CCDR) to perform those functions of command over assigned forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction over all aspects of military operations, joint training, and logistics necessary to accomplish the missions assigned to the command. Operational control (OPCON) is inherent in COCOM and may be delegated within the command. Thus, OPCON may be exercised by commanders at any echelon at or below the level of CCMD 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. Tactical control (TACON) is inherent in OPCON. TACON is command authority over assigned or attached forces or commands, or military capability or forces made available for tasking, that is limited to the detailed direction and control of movements or maneuvers within the operational area necessary to accomplish missions or tasks assigned. For example, a functional component commander (e.g., joint forces air component commander (JFACC)) would be given TACON over forces made available. Support may be exercised by commanders (CDRs) at any echelon at or below the combatant command level. This includes the SecDef designating a support relationship between CCDRs as well as within a combatant command. The designation of supporting relationships is important as it conveys priorities to CDRs and staffs that are planning or executing joint operations. 2. A force assigned or attached to a combatant command may be transferred from that command to another CCDR only when directed by the SecDef. The command relationship the gaining CDR will exercise (and the losing CDR will relinquish) will be specified by the SecDef. Forces are assigned or reassigned 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. Forces are attached when the transfer of forces will be temporary. Establishing authorities for subordinate unified commands and joint task forces (JTFs) normally will direct the delegation of OPCON over forces attached to those subordinate commands. 3. The Department of Defense (DOD) is composed of the: SecDef, office of secretary of defense (OSD), Joint Chiefs of Staff, Joint Staff, Office of the inspector general (IG) DOD, Combatant Commands, Military Departments, Defense Agencies, DOD Field Activities, and such other organizations and commands established or designated by law, or by the President or SecDef. All functions in the Department of Defense are performed under the authority, direction, and control of the SecDef. OSD is the principal staff element of the SecDef in the exercise of policy development, planning, resource management, fiscal and program evaluation and oversight. The Chairman of the Joint Chiefs of Staff (CJCS), the principal military advisor to the President, the NSC, and the SecDef and other members of the Joint Chiefs of Staff are responsible to the President and the SecDef for the functions assigned to them. The Commanders of the Combatant Commands (CCDRs) are responsible to the President and the SecDef for accomplishing the military missions assigned to them and shall exercise command authority (COCOM) over assigned forces as directed by the SecDef. Communications from the President or the SecDef to 14 IP 110-2

22 the CCDRs shall be transmitted through the CJCS, unless otherwise directed. However, this does not give the CJCS military command over the CCDRs, Joint Chiefs of Staff (JCS), or any of the Armed Forces. Secretaries of the Military Departments (and Services) are responsible for, and have the authority necessary to conduct all affairs of their respective departments, including: Recruiting, Organizing, Supplying, Equipping, Training, Servicing, Mobilizing, Demobilizing, etc. The Defense Agencies and DOD Field Activities are established as DOD Components to provide for the performance, on a DOD-wide basis, of a supply or service activity that is common to more than one Military Department. Chain of command is the succession of commanding officers from a superior to a subordinate through which command is exercised. The President and SecDef exercise authority and control of the Armed Forces through two distinct branches of the chain of command. One branch, Operational Branch runs from the President, through the SecDef, to the CCDRs for missions and forces assigned to their commands. The other branch, Administrative Branch, used for purposes other than operational direction of forces assigned to the CCMDs, runs from the President through the SecDef to the Secretaries of the Military Departments. Joint Forces are established at three levels: unified (combatant) command, a command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments; subordinate unified command, a command established by commanders of unified commands, when so authorized by the SecDef, to conduct operations on a continuing basis in accordance with the criteria set forth for unified commands; and JTFs, a joint force that is constituted and so designated by the SecDef, a CCDR, a subunified commander, or an existing JTF commander when the mission has a specific limited objective. All joint forces include Service components. A Service component command consists of the Service component commander and all those Service forces, such as individuals, units, detachments, organizations, and installations under that command, including the support forces that have been assigned to a CCMD or further assigned to a subordinate unified command or JTF. 4. To a JFC, the Commander Air Force Forces (COMAFFOR) provides a single face for all Air Force issues, and is reserved exclusively to the single (senior) Air Force commander of an Air Force Service component assigned or attached to a JFC at the unified, sub-unified, or JTF level. If Air Force forces are attached to a JFC (e.g., a JTF), they should be presented as an air expeditionary task force (AETF) -- a task-organized, integrated package with the appropriate balance of force, sustainment, control, and force protection. The AETF becomes the Air Force Service component and the AETF commander is the COMAFFOR to the JTF commander. If aviation assets from more than one Service are present within a joint force, the JFC normally designates a Joint Force Air Component Commander (JFACC) to exploit the full capabilities of joint (air) operations. The Air Force provides a COMAFFOR who is trained, equipped, and prepared to also be the JFACC if so designated by the JFC. The JFACC is responsible for making recommendations on the proper employment of assigned, attached, and/or made available for tasking air forces; planning and coordinating air operations; or accomplishing such operational missions as may be assigned. 5. The Joint Air Component Coordination Element (JACCE) facilitates integration by exchanging current intelligence, operational data, and support requirements, and by coordinating the integration of JFACC requirements for airspace coordinating measures, fire support coordinating measures, close air support, air mobility, and space requirements. As such, the JACCE is a liaison element, not a command and control (C2) node; thus, the JACCE normally has no authority to IP

23 direct or employ forces. The JACCE should not replace, replicate, or circumvent normal request mechanisms already in place in the component/jtf staffs, nor supplant normal planning performed by the air operations center and Air Force Forces (AFFOR) staff. Normally, the JACCE should: Ensure the JFACC is aware of each commander s priorities and plans. Ensure the JFACC staff coordinates within their surface component/jtf headquarters counterparts to work issues. Ensure appropriate commanders are aware of the JFACC s capabilities and limitations (constraints, restraints, and restrictions). Ensure appropriate commanders are aware of the JFACC s plan to support the surface commander s scheme of maneuver and the JFC s intent and objectives. Facilitate JFACC staff processes with the surface/jtf commanders. Provide oversight of other JFACC liaisons to component/jtf headquarters staffs, if directed. NOTES: 16 IP 110-4

24 IP-111: Introduction to Joint Planning LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the fundamentals of Joint Operation Planning. SAMPLES OF BEHAVIOR: 1. Describe the Joint Planning and Execution Community (JPEC). (JP 5-0) 2. Summarize Joint Operation Planning Activities and Functions. (JP 5-0) 3. Recognize Principles of Planning. (JP 5-0) 4. Recognize the difference between contingency and execution planning. (JP 5-0) 5. Know the four levels of contingency plans. (JP 5-0) 6. Know the difference between Functional vs. Service Component planning. (JP 5-0) IP

25 NOTES: JP 5-0, JP Joint Planning and Execution Community (JPEC). The headquarters, commands, and agencies involved in joint operation planning or committed to a joint operation are collectively termed the JPEC. Although not a standing or regularly meeting entity, the JPEC consists of the Chairman of the Joint Chiefs of Staff (CJCS) and other members of the Joint Chiefs of Staff (JCS), Joint Staff (JS), the Services and their major commands, the combatant commands (CCMDs) and their subordinate commands, and the combat support agencies (CSAs). 2. Joint planning encompasses four broad operational activities, four planning functions and seven execution functions. (See above). Each of these planning functions will include as many In-Progress Reviews (IPRs) as necessary to complete the plan. IPR participants are based on the initiating authority/level. For example, formal plans directed by the Joint Strategic Capabilities Plan (JSCP) require SecDef-level IPRs while plans directed by a combatant commander (CCDR) may require only CCDR-level review. 18 IP 111-2

26 3. Principles of Planning Focus on end states Resource Informed Framed within OE Adaptive and Flexible Globally Integrated Risk Informed Informs Decision Making 4. The difference between contingency and execution planning Contingency Planning CCDRs are directed in the Guidance for Employment of the Force (GEF) and Joint Strategic Campaign Plan (JSCP) to prepare for specific contingencies. So simultaneously, the CCDRs direct their staffs to conduct planning to address these contingencies within their region or functional area. CCDRs may also identify additional contingencies the command should prepare for through an analysis of the AOR or functional area. As a part of contingency planning, CCDRs backward plan to ensure their campaign plans address issues in the OE. Execution Planning encompasses activities associated with the time-sensitive development of operation orders (OPORDs) for the deployment, employment, and sustainment of assigned, attached, and allocated forces and capabilities in response to a situation that may result in actual military operations. While contingency planning normally is conducted in anticipation of future events, CAP is based on circumstances that exist at the time planning occurs. Execution planning can use plans developed in contingency planning for a similar contingency. If an unanticipated crises develops, and no plan proves adequate for the current circumstances, planning teams will begin mission analysis under the Joint Planning Process (JPP) in a no plan situation. 5. Four levels of contingency plans There are four levels of planning detail for contingency plans, with an associated planning product for each level. Level 1 - Commander s Estimate: This level of planning involves the least amount of detail and focuses on producing multiple COAs to address a contingency. The product for this level can be a COA briefing, command directive, commander s estimate, or a memorandum. The commander s estimate provides SecDef with military COAs to meet a potential contingency. The estimate reflects the supported commander s analysis of the various COAs available to accomplish an assigned mission and contains a recommended COA. Level 2 - Base Plan (BPLAN): A BPLAN describes the concept of operations (CONOPS), major forces, concepts of support, and anticipated timelines for completing the mission. It normally does not include annexes or a time-phased force and deployment data (TPFDD). Level 3 - Concept Plan (CONPLAN): A CONPLAN is an operation plan (OPLAN) in an abbreviated format that may require considerable expansion or alteration to convert it into an OPLAN or OPORD. It includes a plan summary, a BPLAN, and usually at a minimum includes the following annexes: A (Task Organization), B (Intelligence), C (Operations), D (Logistics), J (Command Relationships), K (Communications), S (Special Technical Operations), V (Interagency Coordination), and Z (Distribution) (see CJCSM A). It may also include a IP

27 TPFDD if directed (This is referred to as a level 3-T plan.) A troop list and TPFDD would also require that an annex E (Personnel) be prepared. Level 4 - OPLAN: An OPLAN is a complete and detailed joint plan containing a full description of the CONOPS, all annexes applicable to the plan, and a TPFDD. It identifies the specific forces, functional support, and resources required to execute the plan and provide closure estimates for their flow into the theater. OPLANs can be quickly developed into an OPORD. Contingency Plans are developed in anticipation of a potential crisis outside of crisis conditions. A contingency is a situation that likely would involve military forces in response to natural and man-made disasters, terrorists, subversives, military operations by foreign powers, or other situations as directed by the President or SecDef. The JPEC uses contingency planning to develop plans for a broad range of contingencies based on tasks identified in the GEF, JSCP, or other planning directives. Contingency planning facilitates the transition to CAP and informs the TCP. 6. Functional Component Plan (Joint Air). The Joint Force Air Component Commander (JFACC) is responsible for planning joint air operations and uses the joint operation planning process for air (JOPPA) to develop a joint air operations plan (JAOP) that guides employment of the air capabilities and forces made available to accomplish missions assigned by the JFC. The JAOP is the JFACC s plan for integrating and coordinating joint air operations and encompasses air capabilities and forces supported by, and in support of, other joint force components. Functional Component Plan will focus on air employment. Service Component Plan (USAF). Commander Air Force Forces (COMAFFOR) develops Service aspects of the JFC s COA, determines force and resource requirements, and builds or contributes to TPFDD documents to implement the deployment and sustainment aspects of the COA. This effort should go hand-in-hand with employment concepts and COAs being developed by the JFACC. The Service component command staff also works within Service channels to identify combat support forces, critical materiel, sustaining supplies, filler and replacement personnel, and Reserve Component asset availability. Simultaneously and in coordination, the COMAFFOR s staff, usually led by the A3 (Director of Operations) or A5 (Director of Plans), should develop an Air Force component supporting OPLAN or OPORD to capture that information pertinent to Air Force forces deploying to and employing within the particular operational area. The Service component supporting OPLAN or OPORD should be comprehensive enough to cover all combat support aspects of how the Air Force component should be employed. NOTES: 20 IP 111-4

28 IP-200: Operational Design LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend operational design basics and the Joint Planning Process (JPP). SAMPLES OF BEHAVIOR: 1. Describe the concepts and methodologies for developing an operational approach. (JP 5-0) 2. Identify the elements of operational design. (JP 5-0) 3. Describe operation phasing. (JP 5-0) 4. Explain the purpose, activities and products of the 7 steps of the JPP. (JP 5-0) IP

29 NOTES: JP Operational art is the application of creative imagination by commanders and staffs -supported by their skill, knowledge, and experience. Operational design is a process of iterative understanding and problem framing that supports commanders and staffs in their application of operational art with tools and a methodology to conceive of and construct viable approaches to operations and campaigns. Operational design results in the commander s operational approach. Operational design supports operational art with a general methodology using elements of operational design for understanding the situation and the problem. The methodology helps the joint force commander (JFC) and staff to understand conceptually the broad solutions for attaining mission accomplishment and to reduce the uncertainty of a complex operational environment. Additionally, it supports a recursive and ongoing dialogue concerning the nature of the problem and an operational approach to achieve the desired end states. (see Figure III-2). The operational approach is a commander s description of the broad actions the force must take to achieve the desired military end state. It is the commander s visualization of how the operation should transform current conditions into the desired conditions at the end state the way the commander wants the operational environment to look at the conclusion of operations. The operational approach is based largely on an understanding of the operational environment and the problem facing the JFC. Once the JFC approves the approach, it provides the basis for beginning, continuing, or completing detailed planning. The JFC and staff should continually review, update, and modify the approach as the operational environment, end states, or the problem change. 22 IP 200-2

30 2. Operational design employs various elements to develop and refine the commander s operational approach. These conceptual tools help commanders and their staffs think through the challenges of understanding the operational environment, defining the problem, and developing this approach, which guides planning and shapes the concept of operations (CONOPS) (see Figure III-9). 3. A phase can be characterized by the focus that is placed on it. Phases are distinct in time, space, and/or purpose from one another, but must be planned in support of each other and should represent a natural progression and subdivision of the campaign or operation. Each phase should have a set of starting conditions (that define the start of the phase) and ending conditions (that define the end of the phase). The ending conditions of one phase are the starting conditions for the next phase. As a general rule, the phasing of the campaign or operation should be conceived in conditiondriven rather than time-driven terms. However, resource availability depends in large part on time-constrained activities and factors--such as sustainment or deployment rates--rather than the events associated with the operation. The challenge for planners is to reconcile the reality of time-oriented deployment of forces and sustainment with the event-driven phasing of operations. 4. Joint Planning Process (JPP) is an orderly, analytical process, which consists of a set of logical steps to examine a mission; develop, analyze, and compare alternative courses of action (COAs); select the best COA; and produce a plan or order. Operational art and the application of operational design provide the conceptual basis for structuring campaigns and operations discussed in Chapter III, Operational Art and Operational Design. JPP provides a proven process to organize the work of the commander, staff, subordinate commanders, and other partners, to develop plans that will appropriately address the problem to be solved. It focuses on defining the military mission and development and synchronization of detailed plans to accomplish that mission. Commanders and staffs can apply the thinking methodology introduced in the previous chapter to discern the correct mission, develop creative and adaptive CONOPS to accomplish the mission, and synchronize those CONOPS so that they can be executed. It applies to both supported and supporting JFCs and to IP

31 joint force component commands when the components participate in joint planning. Together with operational design, JPP facilitates interaction between the commander, staff, and subordinate and supporting headquarters throughout planning. JPP helps commanders and their staffs organize their planning activities, share a common understanding of the mission and commander s intent, and develop effective plans and orders. NOTES: 24 IP 200-4

32 IP-202: Campaign Planning LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend how the campaign planning construct affects operation planning. SAMPLES OF BEHAVIOR: 1. Know the definition of a campaign (CJCSM A) 2. Summarize the purpose of campaign planning (CJCSM A) 3. Describe the major components of joint campaign planning (CJCSM A) a. Cross-AOR Planning b. Theater Campaign Plans (1) Subordinate Campaign Plans (2) Posture Plans (3) Contingency Plans c. Country Plans 4. Describe the major components of USAF campaign planning (AFI ) a. USAF Campaign Support Plan b. Air Force Forces (AFFOR) Campaign Support Plan IP

33 c. AFFOR Country Plans d. Event Plans 5. Describe typical shaping/stability activities (JP 3-0) NOTES: CJCSM A, JP 3-0, JP 3-22, JP A campaign is a series of related major operations aimed at accomplishing strategic and operational objectives within a given time and space. It also includes all operations, activities, and investments within a combatant command s (CCMD s) purview aimed at achieving the objectives derived from the Secretary of Defense s strategic direction. 2. A campaign plan operationalizes the combatant commander s (CCDR s) strategy by organizing and aligning all operations, activities, and investments with resources to achieve the CCMD s objectives and complement related United States Government (USG) efforts in the theater, functional area, or domain over an approximate 5-year time frame. Strategy is a broad statement of the geographic CCDR s long-term vision for the area of responsibility (AOR) and the functional CCDR s long-term vision for the global employment of functional capabilities guided by and prepared in the context of the Secretary s priorities. Strategy links national strategic guidance to joint planning. 3. CCDRs document the full scope of their campaigns in the set of plans that includes the campaign plan, and all of its guidance for employment of the force (GEF) and Joint Strategic 26 IP 202-2

34 Capabilities Plan (JSCP) directed plans, subordinate and supporting plans, posture or master plans, country plans (for the geographic combatant commands (GCCs)), operation plans of operations currently in execution, contingency plans, and crisis action plans. Functional CCDRs, as directed in the unified command plan (UCP), GEF and JSCP, prepare campaign plans for their UCP-assigned missions and responsibilities and are responsible for synchronizing planning across CCMDs, Services, and Defense agencies for designated missions. Functional CCMDs, with input from relevant DOD components, identify all DOD activities in their functional areas or domains that contribute to achieving their campaign objectives. Geographic CCDRs, as directed in the UCP, GEF, and JSCP, prepare campaign plans for their UCP-assigned area of responsibility (AOR) and are responsible for integrating the planning of designated missions assigned to functional CCDRs into their theater campaigns. GCCs, with input from relevant DOD components, identify all DOD activities in their AORs that contribute to achieving their campaign objectives. GCCs should document in their campaign plans activities for which they are not responsible but that support their objectives. CCMDs and subordinate unified commands prepare subordinate campaign plans for regions or functions, as the CCDR considers necessary to carry out the missions assigned to the command and as directed in the GEF and JSCP. GCCs prepare posture plans as directed in the GEF and JSCP, which outline their posture strategy, link national and theater objectives with the means to achieve them, and identify posture requirements and initiatives to meet campaign objectives. The TPP is the primary document used to advocate for changes to posture and to support resource decisions, the posture management process, and Departmental oversight responsibilities. It describes the forces, footprint, and agreements present in a theater. It delineates the CCMD s posture status, with gaps, risks, and required changes substantiated by national and theater strategy, and proposes initiatives that address challenges. Contingency plans are branches of campaign plans that are deliberately planned for designated threats, catastrophic events, and contingent missions without a crisis at-hand, pursuant to the direction in the UCP, GEF, and JSCP, and of the CCDR. Contingency plans are nested within campaign plans by designing the campaign to contribute to preventing, preparing for, and mitigating the contingencies. GCCs prepare selected country plans in collaboration with their respective Senior Defense Officials/Defense Attachés (SDOs/DATTs), security cooperation organizations (SCOs), Services, and Defense agencies. Country plans are informed by the CCMDs and others assessments, are nested within campaign plans by designing country objectives to support campaign objectives, and complement the campaign s activities. A country plan describes how the CCMD, working with the U.S. country team, will engage with the partner country, utilize required resources to achieve both U.S. and partner country security objectives, and the role the partner has agreed to play or is expected to play in the campaign; and, it must be consistent with the bilateral security agreements that govern the U.S.-partner country relationship. In preparing a country plan, planners are informed by the Department of State s (DOS s) Joint Regional Strategy and the Integrated Country Strategy (ICS). IP

35 4. USAF Campaign Support Plan (CSP). The USAF CSP is a biennial plan at the nationalstrategic level, summarizing USAF steady-state operations in support of CCDR campaign plans. The USAF CSP assessment informs USAF force planning, capabilities development, and resource allocation. Commander Air Force Forces (COMAFFOR) CSP. The COMAFFOR CSP is an operations plan at the theater-strategic level, summarizing steady-state, component-specific operations in support of CCDR campaign plans. The COMAFFOR CSP may include activities related to the component responsibility to organize, train, equip, and sustain Air Force forces. The COMAFFOR CSP operationalizes the COMAFFOR strategy. COMAFFOR Country Plan. The COMAFFOR country plan is a theater security cooperation plan at the operational level that aligns with the CCDR s country plan and nests under the COMAFFOR CSP. Country plans focus on achieving country-level objectives related to partner relationships, partner capacities and capabilities, access, and interoperability. Event Plan. The event plan is a steady-state plan at the tactical level, outlining objectives, a concept of operations, and a concept of support for an individual steady-state action or engagement. This internal USAF plan focuses on how USAF personnel prepare, deploy, employ, redeploy, and assess the steady-state event. Event plans support either the COMAFFOR CSP or COMAFFOR country plan, depending on the type of event. 5. Security Cooperation (SC). SC involves all DOD interactions with foreign defense establishments to build defense relationships that promote specific US security interests, develop allied and friendly military capabilities for self-defense and multinational operations, and provide US forces with peacetime and contingency access to a Host Nation (HN). SC is the means by which DOD encourages and enables countries and organizations to work with the United States to achieve strategic objectives. Security Assistance (SA) refers to a group of programs by which the United States provides defense articles, military training, and other defense-related services to foreign nations by grant, loan, credit, or cash sales in furtherance of national policies and objectives. Some examples of US security assistance programs are the Foreign Military Sales Program, the Foreign Military Financing Program, the Economic Support Fund, and commercial sales licensed under the Arms Export Control Act. Foreign internal defense (FID) programs encompass the diplomatic, economic, informational, and military support provided to another nation to assist its fight against subversion, lawlessness, insurgency, terrorism, and other threats to their security. US military support to FID should focus on the operational assistance to HN personnel and collaborative planning with interorganizational and HN authorities to anticipate, preclude, and counter these threats. Foreign Military Sales (FMS) is a non-appropriated program through which foreign governments can purchase defense articles, services, and training from the United States. Eligible nations can use this program to help build national security infrastructures. Foreign Military Financing (FMF) falls inside the military assistance budget process of DOS. FMF provides funding to purchase defense articles and services, design and construction services, and training through FMS or commercial channels. International Military Education and Training (IMET), also part of the DOS military assistance budget process, contributes to internal and external security of a country by providing training to selected foreign militaries and related civilian. Excess Defense Articles (EDA) are DOD and USCG-owned defense articles no longer needed and 28 IP 202-4

36 declared excess by the Armed Forces of the United States. This excess equipment is offered at reduced or no cost to eligible foreign recipients (including antiterrorism and nonproliferation). Organizing and Training Forces. Organizing and, where possible, training forces to conduct operations throughout the operational area can be a deterrent. JTFs and components that are likely to be employed in theater operations should be exercised regularly during peacetime. Rehearsals. Rehearsal is the process of learning, understanding, and practicing a plan in the time available before actual execution. Rehearsing key combat and logistic actions allows participants to become familiar with the operation and to visualize the plan. Maintaining Operational Area Access. JFCs establish and maintain access to operational areas where they are likely to operate, ensuring forward presence, basing (to include availability of airfields), freedom of navigation, and cooperation with allied and/or coalition nations to enhance operational reach. See JP 3-22, Foreign Internal Defense, for more examples. NOTES: IP

37 IP-204: Military Doctrine LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend how military doctrine supports national military strategy in relation to operation planning. SAMPLES OF BEHAVIOR: 1. Define doctrine. (Air Force Doctrine Vol 1, Basic Doctrine) 2. Describe the airpower perspective of the various Services. (Air Force Doctrine Vol 1, Basic Doctrine; Naval Doctrine Publication 1, Naval Warfare; Marine Corps Doctrinal Publication 3, Expeditionary Operations; Army Field Manual 3-0, Operations) 3. Describe Air Force doctrine. 4. Recall Joint and Air Force doctrine related to operational level planning. 5. Recall which Air Force organization is responsible to the Chief of Staff of the Air Force for all issues related to doctrine. 30 IP 204-1

38 NOTES: Air Force Doctrine Vol. 1, Basic Doctrine; Naval Doctrine Publication 1, Naval Warfare; Marine Corps Doctrinal Publication 3, Expeditionary Operations; Army Field Manual 3-0, Operations 1. The Joint Publication 1-02, Department of Defense Dictionary of Military and Associated Terms (JP 1-02) defines doctrine as fundamental principles by which the military forces or elements thereof guide their actions in support of national objectives. It is authoritative but requires judgment in application. This definition is expounded upon below: a. Fundamental Principles. Doctrine is a body of carefully developed, sanctioned ideas which has been officially approved or ratified corporately, and not dictated by any one individual. Doctrine establishes a common frame of reference including intellectual tools that commanders use to solve military problems. It is what we believe to be true about the best way to do things based on the evidence to date. b. Military Forces. For the purposes of Air Force doctrine, this includes all Airmen, both uniformed and Department of the Air Force civilians. These constitute the uniformed warfighters, their commanders, and the capabilities and support that they employ. They operate across the range of military operations and can be task-organized into the right combination of forces for any particular joint contingency. c. National Objectives. Military forces should always conduct operations in order to support objectives that create continuing advantage for our nation. d. Guides Action. Doctrine is a guide to action, not a set of fixed rules; it recommends, but does not mandate, particular courses of action. 2. Service Perspectives. It is important for planners at all levels to understand that each Service brings their own unique cultures and perspectives to the joint fight. For instance, the Army perspective is that they are the supported commander for all joint operations with their area of operations. Naval Doctrine Publication 1 states to effectively operate in the maritime domain, we continuously hone our six core capabilities: forward presence, deterrence, sea control, power projection, maritime security, and humanitarian assistance/disaster response (HA/DR). Marine Corps Doctrinal Publication 3 states MAGTFs are balanced, combined arms forces with organic command, ground, aviation, and sustainment elements. Likewise, the Air Force perspective is uniquely different. In the Air Force perspective, control of the vertical dimension is generally a necessary precondition for control of the surface. Airmen can exploit mass and maneuver simultaneously greater than surface forces. Airmen can apply force against many facets of enemy power. 3. Air Force Doctrine. Air Force Doctrine consists of three levels basic, operational, and tactical. Basic doctrine is the most fundamental and enduring beliefs -- the elemental properties of airpower. Operational doctrine discusses the more detailed organization of air and space forces. It guides the proper employment of air and space forces in the context of distinct objectives, force capabilities, broad functional areas, and operational environments. The tactical level covers Tactics, Technique and Procedures (TTP). Tactical doctrine discusses the proper employment of specific weapon systems. It considers tactical objectives and conditions--discusses how to do specific things. IP

39 4. Joint and Air Forces doctrine. Joint Doctrine JP 3-0 Joint Operations JP 3-17 Air Mobility Operations JP 3-30 Command and Control for Joint Air Operations JP 3-35 Deployment & Redeployment Operations JP 4-0 Joint Logistics Series JP 5-0 Planning Series Joint Doctrine Megapub Air Force Doctrine Volume 1 Basic Doctrine Annex 3-0 Operations and Planning Annex 3-17 Air Mobility Operations Annex 4-0 Combat Support Volume III Command and Control 5. The LeMay Center for Doctrine Development and Education (LeMay Center) represents the Air Force in the development of relevant doctrine, and acts as the Air Force s arbiter on doctrinal issues and positions. The LeMay Center is responsible to the Chief of Staff of the Air Force for all issues related to doctrine. NOTES: 32 IP 204-3

40 IP-209: Information Operations Part II LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the President, SECDEF, and CJCS s policies, guidance, and actions related to Information Operations. SAMPLES OF BEHAVIOR: 1. Describe Information Operations (IO). (JP 3-13) 2. Distinguish among Military Information Support Operations (MISO), Military Deception (MILDEC), and OPSEC Information Related Capabilities (IRC). (JP 3-13) 3. Define Target Audience. (JP 3-13) 4. Describe steps in the OPSEC process. (JP 3-13) 5. Recall how OPSEC countermeasures were employed during Operation Bolo. (JP 3-13) 6. Recall various IO organizational and planning structures contained in doctrine. (JP 3-13) IP

41 1. Information Operations. Information Operations is defined in doctrine as the integrated employment during military operations, of IRCs in concert with other lines of operation to influence, disrupt, corrupt, or usurp the decision-making of adversaries and potential adversaries while protecting our own. The phrase Information Related Capabilities is further defined in doctrine as tools, techniques or activities employed within a dimension of the information environment, which can be used to achieve a specific end(s). Information Related Capabilities are employed within the Information Environment, defined as the aggregate of individuals, organizations, and systems that collect, process, disseminate or act on information. This environment (information environment) consists of three interrelated dimensions, which continuously interact with individuals, organizations, and systems. These dimensions are known as physical, informational, and cognitive. The physical dimension is composed of command and control systems, key decision makers, and supporting infrastructure that enable individuals and organizations to create effects. The informational dimension specifies where and how information is collected, processed, stored, disseminated, and protected. The cognitive dimension encompasses the minds of those who transmit, receive, and respond to or act on information. 2. Information Related Capabilities. IO is not about ownership of individual capabilities but rather the use of those capabilities as force multipliers to create a desired effect. There are many military capabilities that contribute to IO and should be taken into consideration during the planning process. These include: strategic communication, joint interagency coordination group, public affairs, civil-military operations, Cyberspace Operations (CO), information assurance, space operations, MISO, intelligence, military deception, operations security, special technical operations, joint electromagnetic spectrum operations, and key leader engagement. Military Information Support Operations. MISO are planned operations to convey selected information and indicators to foreign audiences to influence their emotions, motives, objective reasoning, and ultimately the behavior of foreign governments, organizations, groups, and individuals. MISO focuses on the cognitive dimension of the information environment where its Target Audience (TA) includes not just potential and actual adversaries, but also friendly and neutral populations. MISO are applicable to a wide range of military operations such as stability operations, security cooperation, maritime interdiction, noncombatant evacuation, foreign humanitarian operations, counterdrug, force protection, and counter-trafficking. Given the wide range of activities in which MISO are employed, the military information support representative within the IO cell should consistently interact with the PA, CMO, JIACG, and IO planners. One of the oldest IRCs used to influence an adversary s perceptions is MILDEC. MILDEC can be characterized as actions executed to deliberately mislead adversary decision makers, creating conditions that will contribute to the accomplishment of the friendly mission. While MILDEC requires a thorough knowledge of an adversary or potential adversary s decision-making processes, it is important to remember that it is focused on desired behavior. It is not enough to simply mislead the adversary or potential adversary; MILDEC is designed to cause them to behave in a manner advantageous to the friendly mission, such as misallocation of resources, attacking at a time and place advantageous to friendly forces, or avoid taking action at all. OPSEC is a standardized process designed to meet operational needs by mitigating risks associated with specific vulnerabilities in order to deny adversaries critical information and observable indicators. OPSEC identifies critical information and actions attendant to friendly military operations to deny observables to adversary intelligence systems. Once vulnerabilities are identified, other IRCs (e.g., MILDEC, CO) can be used to satisfy OPSEC requirements. OPSEC practices must balance the 34 IP 209-2

42 responsibility to account to the American public with the need to protect critical information. The need to practice OPSEC should not be used as an excuse to deny noncritical information to the public. 3. Target Audience. The phrase Target Audience is defined in doctrine as an individual or group selected for influence. The joint force (means) employs IRCs (ways) to affect the information provided to or disseminated from the TA in the physical and informational dimensions of the information environment to affect decision making and ultimately the adversary actions in the physical dimension. The change in TA conditions, capabilities, situational awareness, and ultimately, the inability to make and share timely and informed decisions, contributes to the desired end state. Actions or inactions in the physical dimension can be assessed for future operations. 4. Operation Security (OPSEC). OPSEC is defined in Joint Publication as A process of identifying critical information and subsequently analyzing friendly actions attendant to military operations and other activities. The purpose of OPSEC is to reduce the vulnerability of US and multinational forces from successful adversary exploitation of critical information. OPSEC applies to all activities that prepare, sustain, or employ forces. The OPSEC process consists of five interdependent steps. Step 1 requires Identification of Critical Information. Identification of critical information is a key part of the OPSEC process because it focuses the remainder of the OPSEC process on protecting vital information rather than attempting to protect all unclassified information. Step 2 of the OPSEC process involves Analysis of Threats. This analysis asks questions like: (1) Who is the adversary? (2) What are the adversary s goals? (3) What is the adversary s COA for opposing the planned operation? (4) What critical information does the adversary already know about the operation? (5) What are the adversary s intelligence collection capabilities? (6) Who are the affiliates of the adversary, and will they share information? Step 3 of the OPSEC process focuses on Analysis of Vulnerabilities. This step requires examining each aspect of the planned operation to identify any OPSEC indicators or vulnerabilities that could reveal critical information and then comparing those indicators or vulnerabilities with the adversary s intelligence collection capabilities identified in the previous action. Step 4 of the OPSEC process provides an Assessment of Risk. This action has three components. First, planners analyze the vulnerabilities identified in the previous action and identify possible OPSEC countermeasures for each vulnerability. Second, the commander and staff estimate the impact to operations such as cost in time, resources, personnel or interference with other operations associated with implementing each possible OPSEC countermeasure versus the potential harmful effects on mission accomplishment resulting from an adversary s exploitation of a particular vulnerability. Third, the commander and staff select specific OPSEC countermeasures for execution based upon a risk assessment done by the commander and staff. The last step in the OPSEC process is the Application of Appropriate OPSEC Countermeasures. OPSEC countermeasures reduce the probability of the adversary either observing indicators or exploiting vulnerabilities, being able to correctly analyze the information obtained, and being able to act on this information in a timely manner. OPSEC countermeasures include, among other actions, cover, concealment, camouflage, deception, intentional deviations from normal patterns, and direct IP

43 strikes against the adversary s intelligence system. Refer to the Operation Bolo slides in the IP- 209 lecture for examples of how OPSEC countermeasures can be applied to reduce friendly vulnerabilities. 5. IO Organizational and Planning Structures. J-3 planners form the nucleus of the planning teams focused on the near-term planning requirements. The joint fires element is an integrating staff element that synchronizes and coordinates fires and effects planning and coordination on behalf of the CJTF. JTF information operations (IO) staff coordinates and synchronizes capabilities to accomplish CJTF objectives. Uncoordinated IO can compromise, complicate, negate, or harm other JTF military operations, as well as other US Government information activities. The force protection (FP) element is responsible for providing analysis and recommendations to the staff concerning risks to the mission, FP measures, vulnerability assessments, resource allocation as well as any other products required by the CJTF and staff. IO Staff. In order to provide planning support, the IO staff includes IO planners and a complement of IRC specialists to facilitate seamless integration of IRCs to support the JFC s concept of operations (CONOPS). IRC specialists can include, but are not limited to, personnel from the EW, cyberspace operations (CO), MISO, civil-military operations (CMO), military deception (MILDEC), intelligence, and public affairs (PA) communities. They provide valuable linkage between planners within an IO staff and the communities that provide IRCs to facilitate seamless integration with JFC s objectives. IO Cell. The IO cell integrates and synchronizes IRCs, to achieve national or combatant commander (CCDR) level objectives. Normally, the chief of the CCMD s IO staff will serve as the IO cell chief; however, at the joint task force level, someone else may serve as the IO cell chief. Some of the functions of the IO cell chief are listed in Figure II-2. For further details concerning IO, refer to CJCSI , Joint Information Operations Policy (SECRET), and JP 3-13, Information Operations. 36 IP 209-4

44 Figure II-2. Information Operations Cell Chief Functions NOTES: IP

45 IP-302: Unit Type Code (UTC) LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the concept of UTCs. SAMPLES OF BEHAVIOR: 1. Define a UTC. (AFI ) 2. List the components of a UTC. (AFI ) 3. Distinguish between the two types of UTCs. (AFI ) 4. Describe how UTCs are developed, registered and maintained. (AFI ) 5. Explain the purpose of force modules. (AFI ) 38 IP 302-1

46 1. Definition. A Unit Type Code (UTC) is a potential capability focused upon accomplishment of a specific mission that the military Service provides. It can consist of manpower force element only, equipment only, or both manpower and equipment. UTCs are represented by a 5-character alphanumeric code. The assignment of a UTC categorizes each type organization into a class or kind of unit having common distinguishing characteristics. 2. Main Components of a UTC Title. The title of a UTC consists of a brief description and is constructed using the instructions in Table 5.2 of AFI and is standardized for data automation purposes. The UTC is further defined by a 31-character title. Mission capability (MISCAP). The MISCAP defines the mission the UTC is capable of accomplishing. If applicable, clearly defines substitution rules (e.g. AFSC, skill level requirement, grade, SEIs, equipment), to include thresholds on the maximum number of positions that could be substituted; if functional AFIs define substitution rules, these should be included (or at a minimum cross-referenced) in the MISCAP. Spell out all acronyms and abbreviations used in the title and MISCAPs. Include any other pertinent information. Aviation UTCs must reference the War and Mobilization Plan (WMP)-5 for sortie and attrition rates and durations. Crew ratios are unclassified and may be placed in the MISCAP. Every MISCAP is required to have the UTC point of contact and date of the last UTC review. This is the last item in the MISCAP and the format is: MAJCOM POC: OFFICE SYMBOL, DSN xxx-xxxx. REVIEWED MMM YY. Manpower Force Element (MFE). Manpower detail containing the following: 1) Standard AF Functional Account Code must reflect employment function (mandatory) 2) AFSC (mandatory) 3) Grade (mandatory for officer and civilian requirements; enlisted may be omitted) 4) Special Experience Identifier (if necessary) 5) Command Remarks (if applicable) 6) Quantity (mandatory) Logistics Detail (LOGDET). The LOGDET is the Air Force logistics portion of a UTC: Standard logistics details consisting of supplies and equipment for all AF UTCs that have associated supplies and equipment. AF 463L pallets are the mandatory cargo-packing platform for the AF standard LOGDET because they are the most versatile for aircraft load planning. 3. The two types of UTCs. A standard UTC is a UTC in the Manpower and Equipment Force Packages (MEFPAK) and Type Unit Characteristics (TUCHA) data file that has complete movement characteristics in both files. Such UTC would be of fixed composition. Standard UTCs are used in Joint Operation Planning and Execution System (JOPES)/Deliberate and Crisis Action Planning and Execution Segments (DCAPES) to identify manpower and logistics requirements for deployment, movement planning, and plan execution. The Deployment Indicators (DEPIDS) for this UTC are generally E, P, 1, 2, or 3. A non-standard UTC is a UTC in the MEFPAK and TUCHA file that does not have complete movement characteristics. IP

47 The two types of non-standard UTCs are "Z99" and "Associate" UTCs. There are occasions when a planner does not have a standard UTC in which to move his manpower and/or equipment. A "Z99" non-standard UTC in the TUCHA will allow a planner to enter the UTC "shell" into a Time-Phased Force and Deployment Data (TPFDD). The planner can then build specific detailed requirements in the TPFDD using DCAPES. Non-Standard UTCs should never be used to define cross-functional requirements. Planners should always use the appropriate functional "Z99" UTC. Examples are 3FZ99 and QFZ99. Unit manpower that cannot be captured in a standard UTC will be postured into an "Associate" UTC (A-UTC). A-UTCs are placeholders for all funded military authorizations that cannot be described or do not fit into an existing standard UTC. Each functional area has an A-UTC to represent that functional area. The Associate UTCs themselves are not deployable, but the individuals filling the authorizations that are associated with the UTC are deployable. Examples are 3FZZZ and QFZZZ. 4. UTC Management. Air Force Planners and Functional Area Managers (FAMs) will use the DCAPES module, Unit Type Management (UTM) for all UTC development, registration, and maintenance activities. Users with DCAPES UTM permissions can find specific instructions in the UTM User s Guide. The Maintenance module within DCAPES allows the user to view all UTC information: UTC, CMD (Major Command), UTC Title, DEPID (Deployment Indicator), ULC (Unit Level Code), MISCAP Class (Mission Capability Classification), Last Reg Update, Last MFE Updated, and Last Log update. In addition, the MISCAP, LOGDET, and MFE details can be viewed from this tool. With the appropriate roles and permissions in the UTM tool, changes to the UTC can be accomplished in this module. Pilot unit is responsible for developing and maintaining standard manpower and or logistics detail for each UTC. Non-Pilot units are required to procure and maintain the UTC equipment and supplies authorizations in order to provide the sustained 30 days of bare base capabilities required to support contingency and wartime missions. 5. Force Modules (FM). A force module provides a means of logically grouping records, which facilitate planning, analysis and monitoring. Force modules may include both forces and sustainment. The elements of force modules are linked together or are uniquely identified so that they may be extracted from or adjusted as an entity in JOPES databases to enhance flexibility and usefulness of the operations planning and execution process. 40 IP 302-3

48 NOTES: IP

49 IP-303: Adaptive Planning and Execution System (APEX) LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend how the APEX supports operation planning. SAMPLES OF BEHAVIOR: 1. Identify the purpose of the APEX. (CJCSM A) 2. Summarize the guidance found in the APEX volumes. 3. Describe a standard operation plan format. (CJCSM ) 4. Understand the automated data processing tools and systems. (AFI , JP 3-35) a. Joint Operation Planning and Execution System Editing Tool (JET) b. Rapid Query Tool (RQT) c. Deliberate Crisis Action Planning and Execution Segments (DCAPES) 5. Describe the relationship between DCAPES and Joint Operation Planning and Execution System (JOPES). (AFI10-401) 6. Recognize the primary functions of DCAPES. (AFI ) 7. Identify the components of DCAPES. (AFI ) a. Manpower and Equipment Force Packaging (MEFPAK): b. Manpower Force Packaging System (MANFOR): c. Logistics Forces (LOGFOR): d. Air Force JOPES Editing Tool (AFJET): e. Air Force Query Tool (AFQT): f. Unit Type Management (UTM): g: Air Force Verification Capability (AFVC): NOTES: APEX and JOPES Manuals, CJCSM , JP 3-35, AFI IP 303-1

50 1. Adaptive Planning and Execution System (APEX) is a DOD enterprise of joint policies, processes, procedures, and reporting structures supported by communications and information technology; that is used by the joint planning and execution community to monitor, plan, and execute mobilization, deployment, employment, sustainment, redeployment, and demobilization activities associated with joint operations. 2. Chairman of the Joint Chiefs of Staff (CJCS) APEX Family of Documents Title CJCS APEX Family of Documents OPR Current Doc #s Post Transition APEX Doc #s Title APEX Overview and Policy Framework Joint Staff J35 CJCSG 3130 CJCSG 3130 APEX Overview and Policy Framework Campaign Planning Procedures and Responsibilities Joint Staff J5/JOWPD CJCSM CJCSM Campaign Planning Procedures and Responsibilities JOPES Volume I, Planning Policies and Procedures Joint Staff J35 CJCSM (JOPES Vol I) CJCSM APEX Policies and Procedures APEX Planning Formats and Guidance Joint Staff J5/JOWPD CJCSM CJCSM APEX Formats JOPES Volume III, TPFDD Development and Deployment Execution Joint Staff J35 CJCSM (JOPES Vol III) CJCSM Deployment Policies and Procedures Operating Procedures for JOPES Information Systems Governance Joint Staff J35 CJCSM (JOPES Vol V) CJCSM JPES Information Systems Governance Global Force Management Allocation Policies and Procedures Joint Staff J35 CJCSM CJCSM Global Force Management Allocation Policies and Procedures IJSTO Supplement to JOPES Volume I (Planning Policy and Procedures) Joint Staff J39 CJCSM CJCSM IJSTO Supplement to CJCSM IJSTO Supplement to JOPES (Volume II) Planning Formats and Guidance Joint Staff J39 CJCSM CJCSM IJSTO Supplement to CJCSM Interagency Coordination Processes (New Manual) Joint Staff J5/JOWPD None CJCSM Interagency Coordination Processes Management and Review of JSCP-Tasked Plans Joint Staff J5/JOWPD CJCSI CJCSI Management and Review of JSCP-Tasked Plans Intelligence Planning Joint Staff J25 CJCSM CJCSM Intelligence Planning IP

51 3. Plan Format: An operation plan (OPLAN) break out: 1) Cover page, 2) security instructions, 3) plan summary 4) classification guidance 5) table of contents base plan 6) annexes, 7) appendices and 8) tabs. The formats and procedures in CJCSM are mandatory for the Joint Staff, combatant commands, Services and combat support agencies responsive to the Chairman, unless otherwise indicated. Manual will be followed except when, in the judgment of the commander, exceptional circumstances dictate otherwise. Manual will take precedence if conflicts arise between this manual and Service publications for the activities of joint forces unless the Chairman provides more current and specific guidance to the contrary. 4. Automated data processing (ADP) tools and systems: Joint Operation Planning and Execution System Editing Tool (JET): JET provides the capability to create, add, modify, delete, and generate deployment-related information contained in a time phased force and deployment data (TPFDD). It offers the ability to retrieve records using any characteristics that exist in ULN details. It does not provide the ability to tailor an output report, view non-tpfdd DTS movements, or review more than the rudimentary details more than one requirement at a time. JET can perform TPFDD editing on multiple unit line numbers (ULNs) based on information retrieved. Rapid Query Tool (RQT): RQT provides a powerful, relatively quick, read-only capability to develop many user-defined formatted and tabular reports that focus directly on TPFDD related issues. RQT cannot track any non-tpfdd movements in the Defense Transportation System (DTS). Saving a snapshot as a quick reference file saves time in retrieval of a snapshot at the cost of not capturing any TPFDD changes made since the snapshot was taken. RQT offers the ability to save the full report and its format as a Data File, retrieving it in another application or ing it to any SECRET Internet Protocol Router Network (SIPRNET) recipient as a Word document, Excel spreadsheet, or ASCII file. Deliberate Crisis Action Planning and Execution Segments (DCAPES): Air Force planning and execution community supports JOPES by feeding Air Force unique data through DCAPES. DCAPES is the standard automated data processing (ADP) system designed to provide communication of OPLAN requirements and resource monitoring capability by integrating planning data with operations, logistics, manpower, and personnel processes to enable planners to develop and access near-real time data from Service and joint systems. 5. DCAPES relationship to JOPES: DCAPES is the Air Force s war planning system and provides an Air Force feed to JOPES ADP. JOPES provides the joint architecture for establishing and communicating Air Force requirements supporting the JSCP and Air Force war and mobilization plan (WMP). The primary means of communicating planning data among Air Force commands and agencies will be through the exchange of JOPES TPFDDs, DCAPES detailed plan requirements data, and Logistics Planning Files (LPF). DCAPES and JOPES share common business rules and ADP procedures and policies to plan and execute joint military operations. Air Force planners at all levels will use DCAPES to support the combatant commander s selected course of action (COA) in a timely manner. 44 IP 303-3

52 6. Recognize the primary functions of DCAPES: The objective of DCAPES is to enable improved and streamlined operations planning and execution processes which include associated policy and procedures, along with organizational and technology improvements. DCAPES provides standard data files, formats, application programs, and management procedures that are Air Force unique and joint guidance compliant and used primarily for: force planning sourcing equipment and personnel requirements transportation feasibility estimation civil engineering support medical planning. DCAPES supports all phases of operations planning and execution at Headquarters Air Force (HAF), major command, component, and wing/squadron level. It provides data manipulation capability to Air Force planners to perform rapid OPLAN development; conduct feasibility and capability analyses; and support mobilization, deployment, redeployment, demobilization, reconstitution, and personnel accounting of forces. 7. Identify the components of DCAPES: Manpower and Equipment Force Packaging (MEFPAK): MEFPAK is the process for developing and describing standard, predefined manpower and equipment force capabilities and determining the deployment characteristics of these capabilities in support of JOPES, DCAPES, and logistics module (LOGMOD). MEFPAK operates within the DCAPES software on Global Command and Control System (GCCS). A UTC becomes standard when it s registered in MEFPAK and entered in the Type Unit Characteristics (TUCHA) with complete movement characteristics. The MEFPAK summary report reflects standard Air Force unit type code (UTC) personnel and cargo movement characteristics used by Air Force planners for general war planning. Manpower Force Packaging System (MANFOR): MANFOR is a component of MEFPAK and DCAPES. It s a database containing the UTC and title, mission capability (MISCAP), and manpower detail for each applicable UTC. The MANFOR subsystem automates creating and maintaining manpower details for the Manpower Force Elements (MFE) associated with UTC packages. The objective of MANFOR is achieved through the development of an Air Force-level approved, standard master database of force capabilities available in joint and Air Force command and control systems. Logistics Forces (LOGFOR): LOGFOR is used to collect and store the material requirements (called the logistics detail (LOGDET)) for UTCs. The LOGDET defines the standard equipment requirements for each UTC. The LOGDET is provided at the national stock number (NSN) level. LOGFOR functions include: providing equipment planning data for deploying units and providing inputs to the JOPES TUCHA database. LOGDET is generic and capable of worldwide deployment. Detailed logistics force definition data are available in the DCAPES LOGFOR subsystem of each MAJCOM. Air Force JOPES Editing Tool (AFJET): AFJET provides the United States Air Force with the ability to view or edit OPLAN related data from the JOPES Level 2 data down to the personnel Line Level Detail (LLD) and the Increment, Item and Suffix cargo detail. IP

53 Air Force Query Tool (AFQT): The AFQT module provides the United States Air Force with a user-friendly, fast and efficient user interface to accomplish the following capabilities: 1) Dynamic Query Tool (DQT) JOPES and DCAPES core database query creation, report generation. 2) Storing, execution and maintainability of user-defined queries coupled with any associated retrieval parameters. 3) Scheduling and Movement retrieval and reporting capability. 4) Predefined reports generation. 5) Management and control of deferred job scheduling. 6) Creation, generation and maintainability of user defined ad-hoc and tabular reports. Unit Type Management (UTM) Module: The UTM is the DCAPES module for managing UTCs. The module has three tools, one for registration, one for UTC maintenance, and one for reports. Air Force Verification Capability (AFVC): The purpose for providing an AFVC is to allow designated users to reflect verification of sourced requirements by performing edits; setting, changing, or overriding the ULN Project Code (PC); and generating reports. AFVC provides the ability to perform these actions on a single ULN, a selected group of ULNs, force modules (FMs), or an entire OPLAN. MAJCOMs (functional area managers (FAMs) and/or war planners) will ensure Installation Deployment Readiness Cells (IDRCs) are informed of wing Air and Space Expeditionary Force (AEF) sourcing by use of DCAPES AFVC. During the verification process, every responsible agency ensures the sourced UTC/unit identification code (UIC) has the required complements to meet the requirement; the applicable forces are available and ready; forces have been alerted for deployment; and the cargo is tailored to level-4 detail, if applicable. NOTES: 46 IP 303-5

54 IP-304: Air Force War and Mobilization Plan (WMP) LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the role the Air Force s War and Mobilization Plan (WMP) plays in operation planning. SAMPLES OF BEHAVIOR: 1. Define the WMP. (AFI ) 2. Summarize the planning guidance in each WMP volume. (AFI ) 3. Discuss the purpose of Logistics Feasibility Analysis Capability (LOGFAC). NOTES: AFI The USAF War and Mobilization Plan (WMP) is the Air Force s supporting document to the Joint Strategic Campaign Plan (JSCP) that provides Air Staff, Air Force planners, and Air Force commanders with current policies, planning factors, and the Chairman of the Joint Chiefs of Staff (CJCS) apportioned forces for conducting and supporting operations. The WMP establishes requirements for developing mobilization and planning programs to support and sustain contingency operations of the programmed forces. It encompasses all basic functions necessary to match facilities, personnel, and materiel resources with planned wartime activity. The WMP volumes, access instructions, and restrictions are available electronically using either the Global Command and Control System (GCCS) or the A3OD SIPRNet homepage. Please contact AF/A3OD via SIPRNet to request access. AF/A3OD is the Air Staff agency responsible for maintenance and update of information contained in the classified WMP volumes. 2. WMP Volumes. The WMP consists of five volumes. Volume 1 (WMP-1), Basic Plan and Supporting Supplements: WMP 1 provides a consolidated reference source for general policies and guidance for mobilization planning and the support of combat forces in time of war. The Basic Plan addresses the general situation, mission, concept of operations, and execution tasks for Air Force forces in regional conflicts. WMP-1 functional supplements provide more detailed guidance for near-term support forces to aid Air Force planners in developing war and contingency plans. It provides the basic guidelines, references, and considerations needed to develop Air Force plans and to conduct operations during war and contingencies. As a central reference source, WMP-1, along with AFI , aids in standardizing Air Force plans and the planning process. IP

55 It is the responsibility of functional areas managers (FAMs) and planners at all levels to analyze and review WMP-1 guidance for their respective functional areas. FAMs will work closely with Air Staff to ensure compliance with guidance, resolve any contentious issues, and ensure the most effective management of forces. MAJCOM inputs to WMP-1 supplements will be submitted to the Air Staff FAM for revision. It is the MAJCOM/DRU/FOA staff FAMs responsibility to ensure their respective units receive any new guidance pertaining to their functional areas. Volume 2 (WMP-2), Plans Listing and Summary: WMP-2 is the single-source document that provides the listing of all active plans with Time-Phased Force and Deployment Data (TPFDD). At a minimum, this list will include JSCP tasked plans and their associated "working slices" (the Air Force portion of the TPFDD). The WMP 2 is made up of two parts. Part 1 consists of a listing of combatant commander plans required by the JSCP and provided via the Joint Plans Listing. Part 2 consists of the supporting plans that are written by component headquarters in support of Part 1 (currently not being updated). Please contact AF/A3OD for further details via SIPRNet . Volume 3 (WMP-3), Combat and Support Forces: WMP-3 has three parts. Part 1 contains combat forces; Part 2 is the Air Force Unit Type Code (UTC) Availability and contains all postured UTC capability in the Air Force; and Part 3 contains the Air Force Readiness Spares Package (RSP) authorization document. Headquarters Air Force (HAF) advises component headquarters planners, via the WMP-3, of the resources available to support joint requirements. WMP-3, Part 1, lists all available combat forces by type aircraft, unit identification, unit availability date, and scenarios or theaters for which they are apportioned in accordance with the CJCS force apportionment for contingency planning. The forces listed are a snapshot of available Air Force aircraft (current or programmed) apportioned to each combatant command as of the 1st quarter of each fiscal year (FY) as specified in the WMP-3 Part 1 database and that correspond to the CJCS force apportionment. Once the JSCP has been finalized, combatant commands force apportionment may change based on deactivation of units, conversion of units from one mission design series (MDS) to another, or additions to the Air Force's force structure. If there are differences between JSCP apportionment and WMP-3 Part 1, WMP will take precedence. WMP-3, Part 2, UTC Availability (UTA), is the official comprehensive data source for identifying all Air Force UTCs. It contains all postured UTC capability in the Air Force listed by UTC/unit identification code (UIC)/Record Number. The UTA in DCAPES is the authoritative source for current and accurate data. This UTA represents the Air Force's commitment to support CJCS requirements, combatant commander, and Service unique requirements, and documents capabilities for all active, guard and reserve units. WMP-3, Part 3, formerly Mission Capabilities (MISCAPs), is the Readiness Spares Package (RSP) and contains the wartime spares authorized for aviation units for wartime contingencies. The type of RSP each aviation unit is authorized is identified in the WMP-3 Part 1 database. Volume 4 (WMP-4), Wartime Aircraft Activity (WAA): WMP-4 is governed by AFI and AFI , War Reserve Materiel (WRM) Program Guidance and Procedure. WMP-4 documents the deployment, positioning, and employment of activity of Air Force aviation units for each geographical location (GEOLOC) having aircraft passing through or operating from it in 48 IP 304-2

56 support of all regional operation plans (OPLANs) and certain concept plans (CONPLANs). WMP- 4 also contains Missile Oriented Items (MOI) and Non-Aircraft Unit Related Ration Requirements. The WAA is presented in WMP-4, Part 1 (Current Year) and Part 2 (Out Year 1) which correspond to the JSCP planning cycle. The MOI is presented in WMP-4, Part 3. This portion of WMP-4 identifies missile preposition requirements by type and quantity in support of OPLANs/CONPLANs. The Non-Aircraft Unit Related Rations Requirement is presented in WMP-4, Part 4. This portion of WMP-4 has the capability of identifying meals ready-to-eat (MRE) requirements at deployment and employment locations. It also includes MRE requirements in support of personnel assigned to, and/or being deployed to missile sites. MRE requirements to support aircrews associated with wartime aircraft activity in Parts 1 and 2 are contained the War Consumables Distribution Objectives (WCDO). As necessary, MAJCOMs will reproduce applicable portions of WMP-4 and distribute them to subordinate units, including Air Force Reserve Command (AFRC) and Air National Guard (ANG) units. Volume 5 (WMP-5), Basic Planning Factors and Data: WMP-5 provides approved US Air Force planning factors by aircraft type and theater, serving as a basis for establishing worldwide support for programmed force levels. These factors, derived for aircraft apportioned in WMP-3 in support of the JSCP, are used to develop the WMP-4, providing the basis for planning and prepositioning of war reserve material. They indicate the USAF position on supportable sustainment levels for USAF aviation assets, but are not intended to restrict employment options of Unified Combatant Command commanders. However, exceeding WMP-5 sortie rates/flying hours will shorten the sustainable duration below that prescribed in strategic planning guidance. 3. Logistics Feasibility Analysis Capability (LOGFAC) is the Air Force system serving as the United States Air Force (USAF) War and Mobilization Plan, Volume 4 (WMP4) database and is used to compute War Consumables Distribution Objective (WCDO) consumables requirements. This is the Air Force War Reserve Materiel (WRM) program link to positioning of resources with theater air campaigns via the component USAF WMP4/Wartime Aircraft Activity Report (WAAR). The WCDO is the only USAF approved document used to pre-position war consumables at or near the Planned Operating Base (POB) in support of USAF forces. This deliberate planning document identifies Worst Case Operations Plans (OPLAN), Concept Plans (CONPLAN), and/or Plan Set requirements for all major categories of war consumables, i.e., POL products, munitions and miscellaneous items (film, dropsondes, non-explosive chaff, etc.). NOTES: IP

57 IP-308: USAF Mobilization LESSON OBJECTIVE: The objective of this lesson is for each student to understand how mobilization supports operation planning. SAMPLES OF BEHAVIOR: 1. Define mobilization. (JP 4-05, glossary) 2. Describe the resources available for mobilization. a. Ready Reserve (JP 4-05) 1) Selected Reserves: (AFI ) 2) Individual Ready Reserve (IRR): (JP 4-05) b. Standby Reserve: (JP 4-05 & AFI ) c. Retired Reserve: (JP 4-05) 3. Describe the characteristics of each level of mobilization. (AFI ) a. Selective Mobilization: b. Presidential Reserve Call-up (PRC): c. Partial Mobilization: 50 IP 308-1

58 d. Full Mobilization: e. Total Mobilization: 4. Explain how mobilization plans link to operation planning. (JP 4-05) 5. Explain the mobilization process. (AFI ) NOTES: AFI , AFI , JP Definition: a.) The process of assembling and organizing national resources to support national objectives in time of war or other emergencies. b.) The process by which the Armed Forces of the United States or part of them are brought to a state of readiness for war or other national emergency, which includes activating all or part of the Reserve Component (RC) as well as assembling and organizing personnel, supplies and materiel. IP

59 2. Resources: The three major categories of resources are Ready Reserve, Standby Reserve, and Retired Reserve. a. Ready Reserves: The Selected Reserve and Individual Ready Reserve liable for active duty as prescribed by law (Title 10, United States Code, Sections 10142, 12301, 12302, and 12304). 1) Selected Reserves: Those units and individuals within the Ready Reserve designated by their respective Services and approved by the Joint Chiefs of Staff (JCS) as so essential to initial wartime missions that they have priority over all other reserves. 2) Individual Ready Reserve (IRR): A manpower pool consisting of individuals who have had some training or who have served previously in the Active Component (AC) or in the Selected Reserve, and may have some period of their military service obligation remaining. b. Standby Reserve: Those units and members of the RC (other than those in the Ready Reserve or Retired Reserve) who are liable for active duty only, as provided in Title 10, United States Code, Sections 10151, 12301, and Refers to personnel who are not members of the IRR or Retired Reserve and for sanctioned reasons are unable to train. Examples are emergency essential civilian employees, or individuals who have a temporary hardship or disability. c. Retired Reserve: All reserve members who receive retirement pay on the basis of their active duty and/or reserve service; those members who are otherwise eligible for retirement pay but have not reached age 60 and who have not elected discharge and are not voluntary members of the Ready Reserve or Standby Reserve. 3. Levels of Mobilization: Normally envisioned as a stair-step calling up of forces, but not necessarily a sequential process. a. Selective Mobilization for a domestic emergency (Title 10 U.S.C. 332, 333, and 12406): Active Armed Forces may be expanded as a result of action by Congress and/or the President to mobilize Air Reserve Component (ARC) units, certain IRR, and the resources needed for their support to meet the requirements of a domestic emergency that is not the result of an enemy attack. b. Presidential Reserve Call-Up (PRC) (Title 10 U.S.C ): The President, without declaration of national emergency, may authorize the SECDEF to augment the active Armed Forces by a call-up of ARC units and for certain individuals for not more than 365 days to meet the requirements of an operational mission or certain emergencies. The President must notify the Congress and state reasons for this action. PRC is limited to not more than 200,000 Ready Reservists (of which 30,000 may be from the IRR) from all Services. PRC authority may be operationally or geographically specific, based on the executive order for each occurrence. 1) 12304a Reserve Forces: ordered to active duty to provide assistance in response to a major disaster or emergency when requested by a state Governor; in responding to a major disaster or emergency the Secretary of Defense may, order units, and members not assigned to units, to active duty for a not more than 120 days to respond to the Governor s request. 52 IP 308-3

60 2) 12304b Selected Reserve: ordered to active duty in support of the Combatant Commands (CCMDs) when the Secretary of a military department determines that it is necessary to augment the active forces for a preplanned mission supporting a CCMD. The Secretary may order forces to active duty for not more than 365 consecutive days. Numbers are limited to no more than 60,000 members of the reserve components of the armed forces. c. Partial Mobilization (PM) (Title 10 U.S.C ): The Active Armed Forces may be expanded as a result of action by the President (not more than 1,000,000 for not more than 24 consecutive months) to mobilize Ready Reserve Component units, individual reservists, and the resources needed for their support to meet the requirements of a war or other national emergency involving an external threat to the national security. d. Full Mobilization (Title 10 U.S.C ): Active Armed Forces may be expanded as a result of action by Congress and the President to mobilize all RC units and individuals in the existing approved force structure, as well as all retired military personnel, and the resources needed for their support to meet the requirements of a war or other national emergency involving an external threat to the national security. ARC personnel, for instance, can be placed involuntarily on active duty for the duration of the emergency plus six months. e. Total Mobilization (Title 10 U.S.C and the additional Titles 10 and 50 Emergency Authorities): The Active Armed Forces may be expanded as a result of action by Congress and the President to organize and/or generate additional units or personnel beyond the existing force structure, and the resources needed for their support, to meet the total requirements of a war or other national emergency involving an external threat to the national security. 4. Mobilization and Planning: Mobilization plans support Combatant Commanders (CCDRs ) operation plans (OPLANs), concept plans (CONPLANs), operation orders (OPORDs), and campaign plans. They are detailed plans prepared by the Military Departments and DOD agencies. They are based on policy and planning guidance in the Guidance for Employment of the Force (GEF), Defense Planning Guidance (DPG), Global Force Management Implementation Guidance (GFMIG), DOD Master Mobilization Guide (MMG), and in tasks specified by the Chairman of the Joint Chiefs of Staff (CJCS) in the Joint Strategic Capabilities Plan (JSCP). They reflect requirements for force expansion with RC units and Individual Augmentees (IAs) and for expansion of the CONUS base to sustain the mobilized force for as long as necessary to achieve military and national security objectives. Mobilization plans explain how force and resource expansion is to be accomplished. In deliberate planning, the total requirement for RC forces to support the OPLAN must be identified and documented once the plan is complete. The RC requirements summary tables list the aggregate RC support necessary for the execution of the OPLAN, and are used as the numerical justification for requesting specific legal authorities and levels of mobilization, and will be included in annex A (Task Organization). The summary tables identify RC forces and support forces required to accomplish the following: deploy to the Geographic Combatant Command s (GCC s) area of responsibility (AOR); move the force; assist in mobilization, deployment, and sustainment; and backfill departing AC units and individuals. IP

61 5. Mobilization Process: NOTES: 54 IP 308-5

62 IP-310: Air Force Operations Planning and Execution LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the planning guidance in AFI SAMPLES OF BEHAVIOR: 1. Describe the relationship between Joint Operation Planning and Execution System (JOPES) volumes and AFI (AFI ) 2. Identify the purpose of AFI (AFI ) 3. Identify the planning guidance found in AFI (AFI ) NOTES: AFI AFI augments the Joint Operation Planning and Execution System (JOPES) volumes with detailed Air Force guidance and instructions. CJCSM A, CJCSM , and CJCSM D provide detailed guidance and instructions on the planning process. Subsequent chapters in this instruction augment the JOPES volumes with detailed Air Force guidance and instructions. 2. AFI prescribes and explains how the Air Force participates in the Joint Planning and Execution Community (JPEC), including force presentation and Deliberate and Crisis Action Planning and Execution Segments (DCAPES), for the planning, deployment, employment, sustainment, redeployment and reconstitution of forces. 3. AFI covers the procedures and standards that govern operations planning and execution throughout the Air Force. It applies to all Air Force, including Air Reserve Component (ARC) personnel, who participate in the JPEC, including the planning, deployment, employment, sustainment, redeployment and reconstitution of forces. IP

63 Chapter 1-An overview of Joint Planning Chapter 2-Overview of Air Force Planning Chapter 3-Operations Plan Development and Execution Chapter 4-Planning and Execution Systems Chapter 5-Unit Type Code (UTC) Development, Registration and Maintenance Chapter 6-Force Modules and Operational Capabilities Packages Chapter 7-UTC Posturing Chapter 8-Time-phased Force and Deployment Data (TPFDD) Management Chapter 9-Force Rotation Management Chapter 10-Deviations, Waivers and Reclama Procedures Chapter 11-Roles and Responsibilities Chapter 12-The Functional Area Manager (FAM) Chapter 13-Exercise Sourcing Process Chapter 14-AEF and the Individual NOTES: 56 IP 310-1

64 IP-311: TPFDD Elements LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the role of time-phased force and deployment data (TPFDD) elements play in Joint and AF planning development processes. SAMPLES OF BEHAVIOR: 1. Define TPFDD. (JP 5-0) 2. Describe common data elements. (CJCSM D, JOPES Volume III, Enclosure C) 3. Distinguish between the Chairman of the Joint Chiefs of Staff Deployment Redeployment Letter of Instruction (CJCS LOI) and the Supplemental Deployment Redeployment Letter of Instruction (CJCSM A, JOPES Volume I, Enclosure C) 4. Identify the three data element categories. (AFI , CJCSM D, JOPES Volume III, Appendix F to Enclosure C) Force Data Elements: Unit Data Elements: Movement Data Elements: 5. Distinguish which data elements are provided by supported and supporting combatant commands (CCMDs). (CJCSM D, JOPES Volume III, Enclosure C) IP

65 6. Recognize how movement dates correlate to locations. (CJCSM D, JOPES Volume III, Enclosure C) NOTES: CJCSMs A and D, JOPES Volumes I & III, AFI Time-Phased Force and Deployment Data (TPFDD) is the time phased force data, non-unitrelated cargo and personnel data, and movement data for the operation plan or operation order or ongoing rotation of forces. It is the database manipulated and executed by the Joint Operation Planning and Execution System (JOPES). It will include: a. in-place units, b. units to be deployed to support the operation plan with a priority indicating the desired sequence for their arrival at the port of debarkation, c. routing of forces to be deployed, d. movement data associated with deploying forces, e. estimates of non-unit-related cargo and personnel movements to be conducted concurrently with the deployment of forces, and f. estimate of transportation requirements that must be fulfilled by common-user lift resources as well as those requirements that can be fulfilled by assigned or attached transportation resources. 2. Common TPFDD Data Elements: C-day: The unnamed day on which a deployment operation commences or is to commence. Ready-to-Load Date (RLD): The day, relative to C-day, in a TPFDD when the unit, equipment, and forces are prepared to depart their origin on a transportation asset. Available-to-Load Date (ALD): A day, relative to C-day in a TPFDD, that unit and non-unit equipment and forces can begin loading on a transportation asset at the Port of Embarkation (POE). Earliest Arrival Date (EAD): A day, relative to C-day, that is specified by a planner as the earliest date when a unit, a resupply shipment, or replacement personnel can be accepted at a Port of Debarkation (POD) during a deployment. Used with the latest arrival date (LAD), it defines a delivery window for transportation planning. 58 IP 311-2

66 Latest Arrival Date (LAD): A day, relative to C-day, that is specified by a planner as the latest date when a unit, a resupply shipment, or replacement personnel can arrive and complete unloading at the POD and support the concept of operations. Commander s Required Date (CRD): The original date relative to C-day, specified by the supported combatant commander for arrival of forces or cargo and completion of JRSOI at the final destination; shown in the TPFDD to assess the impact of later arrival. Required Delivery Date (RDD): A date, relative to C-day, when a unit must arrive at its destination and complete offloading to properly support the concept of operations. 3. The CJCS Deployment Redeployment Letter of Instruction (CJCS LOI) directs the single process and standard procedures to be used in development of a TPFDD and deployment execution during crisis action planning and execution of operations, force rotations, deliberate planning, and exercises. The Supplemental Deployment Redeployment Letter of Instruction (LOI) provides operation specific guidance. The supported commander, designated by the Secretary of Defense, is responsible for establishing internal procedures to implement the CJCS LOI. The supported commander establishes supplemental instructions to the CJCS LOI, when required, to support specific theater requirements (e.g., diplomatic clearance processing requirements). Combatant Commander and/or area of responsibility (AOR)-specific instructions are published separately and posted on the supported command s homepage along with the CJCS LOI, as well as in the appropriate operation/exercise newsgroup. Furthermore, the supported command will use the CJCS LOI as overall guidance in support of operational needs. The CJCS LOI will be modified when it is not conducive to operational requirements; the supported command will coordinate with supporting commands when the guidance must be changed to meet operational needs. 4. Force data elements: Provides force description information as well as the unit line number (ULN)/Force Requirement Number (FRN), the unit type code (UTC), unit level code (ULC), and force modules. The Air Force utilizes a sub-category known as unit data. Unit data elements: Identifies an actual unit (i.e. unit identification code (UIC)) and describes a type or notional unit designated to support the force requirement. JOPES/Deliberate Crisis Action Planning and Execution Segments (DCAPES) utilizes the Air Force Personnel Accounting Symbol (PAS) reference file database to automatically populate UIC related data fields. This data includes unit name, origin, MAJCOM code (in the Service reserved code data field), and component code. Movement data elements: This data includes both unit cargo and personnel data such as authorized strength (PAX/PERS/AUTH), and detailed cargo data (cargo short tons). This includes origin, POE, POD, Destination, Intermediate Location (ILOC) Geographic Location Code (GEO Codes), transportation mode and source and applicable commencement or C dates (RLD, ALD, EAD, LAD, RDD, and CRD). 5. Supported Combatant Commanders (CCDRs) ensure the following fields are completed in each record: ULN, FRN, UTC, Service, preferred Mode and Source of Transportation to the POD and Destination, Means Code, the POD Destination, GEO Code, EAD, LAD, RDD, CRD, and Redeployment Date (RPD) (if applicable), POD, and DEST Load Configuration and Discharge Constraints. The providing organizations (PROV ORGs) are responsible for entering the IP

67 following fields in the records: UIC, actual PROV ORG, unit name, ORIGIN, RLD, Preferred Mode and Source of Transportation for the POE, Means Code, POE, and ALD, Unit POC data fields, and detailed personnel and cargo information for the unit. Also, see CJCSM D (JOPES Vol III), Enclosure E, Table E Associated Dates with Movement Locations CJCSM D (JOPES) Figure 1. Associated Dates with Movement Locations [adapted] NOTES: 60 IP 311-4

68 IP-317: Force Readiness Reporting LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the different tools to assess readiness. SAMPLES OF BEHAVIOR: 1. Describe Force Readiness Reporting in the Defense Readiness Reporting System (DRRS). (AFI ) 2. Explain resource readiness assessments within DRRS. (AFI ) 3. Explain capability readiness assessments in the DRRS. (AFI ) 4. Describe Designed Operational Capability (DOC) Statements. (AFI ) 5. Explain the primary differences between Air Expeditionary Force (AEF) UTC Reporting Tool (ART) and DRRS reporting. (AFI , AFI ) NOTES: AFI , AFI IP

69 1. Readiness Reporting. Air Force readiness reporting is comprised of three distinct, but closely aligned assessments: Resource Readiness, Capability Readiness, and Unit Type Code (UTC) Readiness. Resource readiness (formerly the Status of Resources and Training System or SORTS) is a commander s objective assessment of the unit s ability to execute the full spectrum mission for which the unit was organized. In addition, it measures the effectiveness in meeting Title 10, United States Code (USC) responsibilities to organize, train, and equip forces for combatant commands. Capability readiness (formerly the Defense Readiness Reporting System or DRRS) is a commander s subjective assessment of the unit s ability to accomplish tasks based on the mission for which the unit was organized or designed. In addition, it provides an assessment of the unit s ability to perform assigned missions (i.e., Named Operations and Top Priority Plans). Resource and Capability readiness are reported via DRRS. UTC readiness is contained in the Air Expeditionary Force (AEF) UTC Reporting Tool (ART). ART is the Air Force system used to employ the force to fulfill global requirements across the range of military operations which can be executed from individual to multiple units. In accordance with Title 10 USC 117 requirements, the Secretary of Defense (SecDef) established DRRS as the sole readiness reporting system for the DOD. As such, DRRS is used by the Office of the Secretary of Defense (OSD), Chairman of the Joint Chiefs of Staff (CJCS), Combatant Commands (CCMDs), Services, and Combat Support Agencies. It is a single automated reporting system within the DOD functioning as the central registry of all operational units in the US Armed Forces and designated foreign organizations. It provides objective data critical to crisis planning, the contingency and peacetime planning processes, while also establishing a subjective capabilities-based, adaptive, near real-time readiness reporting system for the DOD to measure the readiness of military units to meet missions and goals assigned by the SecDef. 2. Resource Readiness. Resource Readiness provides an objective assessment of unit status, based on the full mission set it was organized for (to include Named Operations and Operation Plans (OPLANS)). Resource Readiness communicates readiness information, specifically a unit s resources, through category-levels and four measured resource areas that are derived directly from authoritative data sources (ADS). Reference CJCSM B for all mandatory data fields and formats. Reference the Registration Table, in the AF Tables on the DRRS Homepage, under Documents, for the ADSs populating the data fields and the applicable coordination office for resolving discrepancies. Category-levels (C-Levels) provide clarity of resource status to advise the SecDef, Combatant Commanders (CCDRs), and the Services on current force readiness. Category-levels are defined by the JS and derived through quantitative criteria to define in qualitative terms the degree to which a measured unit is resourced to provide the level-of-capability for which it is organized. C-Levels collectively represent, via a five point scale, the degree to which a unit meets resourced based standards established within four measured resource areas: Personnel (P), Equipment and Supplies On-Hand (S), Equipment Condition (R), and Training of assigned personnel (T). 3. Capability Readiness. Capability readiness reflects the unit s ability to accomplish the designed mission by assessing the Mission Essential Tasks (METs), while also considering the unit s ability to provide the level-of-capability it is organized for (i.e., the unit s available resources). While Resource Readiness Assessments captures the unit s resource deficiencies and ART reporting reflects the impact of the resource shortfalls on unit deployment capability of the 62 IP 317-2

70 UTCs, Capability Readiness Assessments tie it all together describing what the unit is ready for. Standard measurement criteria are necessary to provide similarly capable units globally. Where units present unique capabilities above the standard measurement criterion, MAJCOMs/AFIMSC may supplement the unit s Core Mission Essential Task List (METL) with additional METs and/or performance standards. Where units do not possess the full capability reflected in the standard measurement criterion, MAJCOMs, in coordination and under advisement from AFIMSC (when applicable), may delete those non-applicable METs and/or performance standards from the unit s Core METL. Commanders are responsible for assessing their unit s ability to accomplish the tasks to prescribed performance standards under specified conditions. This assessment should be informed by observed performance, resource availability, and military experience and judgment. However, when observed performance is not recent, assessed performance will be used. The currency of observed performance depends on many factors: complexity of tasks, type of exercise, size, unit personnel changeover, experience, etc. The ultimate authority is the commander. All assessments will be documented in accordance with the following definitions: 1) Yes (Y/Green): Unit can accomplish task to established standard(s) and condition(s). 2) Qualified yes (Q/Yellow): Unit can accomplish most of the task to standard(s) under most conditions. The specific standard(s) and conditions that cannot be met as well as shortfalls or issues impacting the unit's ability to accomplish the task must be clearly detailed in the MET assessment. 3) No (N/Red): Unit is unable to accomplish the task to prescribed standard(s) and condition(s) at this time. Commanders will assess a current status and an anticipated status. Remarks are mandatory whenever a Qualified Yes or No assessment is used, or a Yes assessment is used when guidelines would indicate a Qualified Yes or No. 4. The purpose and function of the DOC Statement and the way it was developed have changed significantly with the introduction of two pieces of software embedded within DRRS: Air Force- Input Tool (AF-IT) and DOC Tool. The DOC Statement is now a convenient single document that compiles Core METL, War and Mobilization Plan (WMP), UTC Availability (UTA), and specific resources units are required to report. The DOC Statement, itself, is not a source or authoritative document. The DOC Statement does not establish, organize, design, equip, or task a unit. The DOC Statement is simply a MAJCOM-generated document that consolidates reporting criteria and information based on Authorized Data Source (ADS) requirements and FAM inputs. Its purpose is to ensure standards of reporting and to assist the units and commanders with gathering and reporting readiness data. Measured units will have only one DOC Statement that will be located in DRRS with an effective date no more than two years old. Much of the information on the DOC Statement is received directly from ADSs. Although automatically populated data on the DOC Statement comes from ADSs, additional staffing might be required for the MAJCOM Readiness Point of Contact (POC) prior to publishing. In cases where the ADS supplies inaccurate data, action must be taken to resolve the issue with the ADS. Once the issue is resolved, the MAJCOM Readiness Office will publish the DOC. Units will continue resources assessments during ADS resolution efforts and the issue will be corrected in the next scheduled DOC Statement review. AF/A3OR will mediate disagreements during the resolution efforts. IP

71 No two DOC Statements will reference the same resources. Additional information on how to draft, edit, submit, and publish the DOC Statement can be found in the DOC Statement Users Guide on the DRRS Homepage, under Documents. Unit response time is defined as AF units ready (manned, equipped, and trained) for deployment and/or employment within a specified time. Most unit response times are standardized for liketype units within a MAJCOM. This response time must not be confused with UTC-type response times specified in operation/contingency plans (this approach can result in assigning a unit multiple response times for multiple plans). The DOC Statement management tool in DRRS automatically populates the standardized response times. 5. ART allows units the ability to report UTC level readiness data. It provides one central location to archive reported data. It allows immediate updates and ready access to an aggregate UTC status for all levels of command with sufficient depth of information to make informed decisions on the employment of forces for AEF operations. It further provides a means for identifying and analyzing actionable indicators of change. ART is a web-based, non-intrusive, html-environment tool with associated databases to support collection, collation, and report generation of unit and aggregate UTC readiness data. ART focuses reporting on the modular scalable capability-based UTC s designed to meet the needs of the AEF while DRRS has unit-centric assessments. A unit s report in DRRS may not directly correlate to its ability to support a specific UTC tasking as indicated in ART. ART uses an extract of the approved UTC/Unit Identification Code (UIC) AEF assignment of forces in the UTC Availability. All Air Force and Air Force gained units will submit and update UTC assessments every 31 calendar days. Upon notification of a significant event that changes the assessment of a UTC the unit commander will submit an out-of-cycle report within 24 hours of the change. Assessments are based on all aspects of the UTC to include: (1) the ability to perform the capability defined by the Mission Capability (MISCAP) Statement, (2) can fulfill the standard manpower requirements, and (3) can fulfill the complete equipment requirements. ART uses a red, yellow, green stop-light assessment to indicate UTC readiness. NOTES: 64 IP 317-4

72 IP-320: AEF LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the Air and Space Expeditionary Force (AEF). SAMPLES OF BEHAVIOR: 1. Understand the purpose and principles of AEF. (AFI ) 2. Recognize the evolution of AEF. (AEF lesson slides) 3. Describe AEF Teaming. (AF/A3OD Posturing Guidance, Force Providers Guide and Lesson slides) NOTES: AFI The Air and Space Expeditionary Force (AEF) is the force generation construct used to manage the battle rhythm of these forces in order to meet global combatant commander (CCDR) requirements while maintaining the highest possible level of overall readiness. Through the AEF, the Air Force establishes a predictable, standardized battle rhythm ensuring rotational forces are properly organized, trained, equipped, and ready to sustain capabilities while rapidly responding to emerging crises. 2. The American Expeditionary Force was the first unit capable of significant over-the-horizon global power projection of U.S. Forces. Between 1917 and today, how we present Air Force forces to CCDRs has changed several times over the years. The Air Force s ability to project power in air, space and cyberspace has advanced significantly, but at the core remains the requirement to build the foundation of that airpower projection from the ground up. As the Air Force continues to respond to emerging missions in the combat support arena, it is imperative that Airmen acquire and maintain skills necessary to survive and operate in uncertain and rapidly changing environments. The basic concept of the AEF we use today was born of necessity after years of rotations between Operations Northern Watch and Southern Watch. High operations tempo (OPSTEMPO) forced us to update our Air Force-wide system of organizing, scheduling and presenting our forces to CCDRs. After 911, the OPSTEMPO significantly increased, changing Airman s vulnerability time frames. As a result the Air Force was committed to providing Airman a predictable vulnerability schedule, while still meeting the many needs of the CCDRs. AEF IP

73 Tempo Bands align functional capabilities with deploy-to-dwell ratios. Under the Tempo Band construct, Airmen will not deploy for longer periods or more often than their capabilities are required. Instead, they are provided predictable schedules for realistic planning. 3. Teaming is defined as filling out a deployed unit with the largest portion possible from a single unit. Since the basic combat organization is the squadron, AFPC/DP2 attempts to team by squadron. An important consideration for teaming is the operating environment and location of the Forward Operating Location (FOL) itself. If a unit is sent to an FOL in a high-threat environment on an austere base, it will score higher on the requirement for teaming than a unit sent to a Main Operating Base (MOB) out of the direct combat zone. Units are tasked two times during the rotational time period. The unit based construct, or teaming, assigns squadrons to teams. The Air Force has six basic categories of capabilities: (1) Strike (2) Mobility (3) Command & Control, Intelligence, Surveillance, and Reconnaissance (C2ISR) (4) Space & Cyberspace (5) Special Operations and (6) Agile Combat Support (ACS) teams. Aviation teams are assigned to the appropriate capabilities as listed above. The dwell for active duty aviation teams is 1:3. ACS teams are made up of base operation support type unit type codes (UTCs). (For example, CE, SF, MED, COMM, etc.) Active duty ACS dwell is 1:2. The reserve components will mobilize to fill rotations the same as the active component. However, within the AEF construct the Air Reserve Components (ARC) (i.e., AF Reserve Command and Air National Guard) are an operational reserve; this requires assured access via mobilization in order to plan, commit, and sustain sourcing solutions during execution. For volunteer policies, refer to the respective ARC headquarters. NOTES: 66 IP 320-2

74 IP-321: Functional Area Manager LESSON OBJECTIVES: The objective of this lesson is for each student to comprehend the Functional Area Manager s (FAM s) role in supporting operation planning. SAMPLES OF BEHAVIOR: 1. Briefly discuss the role of Air Force Installation and Mission Support Center (AFIMSC). 2. Define FAM. 3. Summarize the FAM s roles and responsibilities. (AFI ) a. Develop and review AF and MAJCOM policy (Functional Planning Guidance) b. Develop, manage and maintain unit type codes (UTCs) c. Monitor readiness reporting d. Operation Plan (OPLAN) development e. Source Requirements f. Shortfall/Reclama g. Perform execution activities 4. Explain how to posture UTCs from authorizations. 5. Define Office of FAM Oversight (OFAMO). (AFI ) NOTES: AFI IP

75 1. Air Force Installation and Mission Support Center (AFIMSC) was an Air Force Secretary and Chief of Staff established the concept of AFIMSC in February The initiative was the result of a 2013 Secretary of Defense decision to implement a new package of efficiency reforms, including reducing major headquarters across the Department of Defense. 2. Functional Area Manager (FAM). The FAM is the individual accountable for the management and oversight of all personnel and equipment within a specific functional area to support operational planning and execution. 3. General FAM Responsibilities. FAMs at each level are concerned with the same broad planning areas; however, the specific activities accomplished at each level are unique. FAM duties and responsibilities are listed below: Develop and review Air Force and MAJCOM policy (Functional Planning Guidance). FAMs issue guidance. FAMs need to consider the needs of the supported commander, the ability of a functional area to implement the guidance, the effect the guidance will have on the supporting command, and the degree to which the guidance will enhance the readiness and availability of personnel and equipment. They also interpret, develop, and apply Joint, Air Force, MAJCOM, or Air Force Component operational/exercise planning and execution policies. FAMs at all levels should have an understanding of Air Force doctrine and policies regarding Air Force presentation and the planning policies, processes and systems used to support the Joint planning process. FAMs at all levels will use Deliberate and Crisis Action Planning and Execution Segments (DCAPES) for all facets of USAF war planning and execution. Develop, manage and maintain unit type codes (UTCs). (See AFI , Chapter 5). Perform UTC development, management, and maintenance. Complete Manpower and Equipment Force Packages (MEFPAK) responsibilities listed in Chapter 5, UTC Development, Registration, and Maintenance. FAMs will review, validate, and correct as necessary, standard UTC data at least biennially. When a supported commander or unified command submits a request for a capability not defined as a UTC to their Air Force Component Command (AFCC), the AFCC should evaluate the need to establish a standard UTC and coordinate action with the appropriate FAM. Monitor readiness reporting. MAJCOM FAMs will monitor the readiness status of all functional units on a continual basis. This includes Defense Readiness Reporting System (DRRS) and AEF UTC Reporting Tool (ART) reporting. Initiate, coordinate, and review Designed Operational Capability (DOC) statements and ensure units report status in accordance with AFI Assist in resolving reporting issues and problems and respond to questions regarding content of unit reports. Ensure DOC statements are accurate and identify specific standards against which the units must be measured. Validate mission identification section. To validate refer to mission directives, UTC Mission Capability (MISCAP) statements and any additional major command. Monitor and review UTC readiness in ART database. Ensure all UTCs are reviewed and updated in ART by the unit commander according to the instructions and timelines established in AFI Any assessments affecting the deployment status of the UTC must include reasonable getwell dates. Operation Plan (OPLAN) development. FAMs at all levels will stay fully engaged and involved with end to end Time-Phased Force and Deployment Data (TPFDD) management processes. Verify the war planner s sourcing of OPLAN TPFDD during supporting command reviews for 68 IP 321-2

76 contingency and crisis action planning. Notify the supported component headquarters FAM and MAJCOM/Field Operating Agency (FOA) war plan s Office of Primary Responsibility (OPR) when units that are sourced to that command s OPLAN TPFDD can no longer fill the tasking. Note: The MAJCOM/FOA war plan s OPR will notify AF/A3OD. FAMs at all levels will ensure they routinely check applicable newsgroups to stay engaged in actions relative to their functional community. Source Requirements. Use DCAPES and Air Force Verification Capability (AFVC) to support sourcing and verification process for their responsible forces. Ensure timelines established to support the sourcing, verification, and validation processes are met. Ensure installation deployment officers (IDOs) are informed of wing Air and Space Expeditionary Force Center (AEFC) sourcing. Shortfall/Reclama. Air Force active duty, AFRC, ANG, MAJCOMs, wings, groups, and units will make every effort to meet all taskings. Generally, relief should only be sought when a wing or tasked unit does not possess sufficient or qualified personnel to support a tasking or the tasking is impossible to meet or will shut down critical elements of the home station mission, as determined by the wing commander or equivalent. Filling shortfalls in one UTC may mean moving a person from another UTC as long as the individual(s) are within the same AEF vulnerability period. Units will immediately update ART to reflect the status of the UTC(s). Wing IDOs will submit baselevel reclamas to their MAJCOM only after exhausting all other options; MAJCOMs must attempt to make Unit Identification Code (UIC) Changes from forces within their MAJCOM prior to submitting a MAJCOM-level reclama See AFI , Paragraph for details on the shortfall and reclama process. Reclama. The process to request to duly constituted authority to reconsider its decision or its proposed action. (JP 1-02) Shortfall. The lack of forces, equipment, personnel, material, or capability reflected as the difference between the resources identified as a plan requirement or Service asset and those apportioned to a combatant commander or assigned to the Service for planning that would adversely affect the commands ability to accomplish its mission. Perform execution activities. FAMs at all levels must ensure the TPFDD accurately reflects and is consistent with resources that actual units will deploy. FAMs at all levels acting, as force providers will ensure timelines established to support the nomination, verification, and validation process are met. FAMs will ensure they routinely check applicable newsgroups to stay engaged in execution actions relative to their functional community, specifically, the nomination, verification, and validation of functional requirements. FAMs must be capable of reviewing detailed planning data; analyzing the information for trends; and directing appropriate corrective actions if necessary. 4. Force posturing & coding. Prioritization and sequencing: Refers to the guidance provided by FAMs to maximize the number of UTCs postured using based units authorizations. This includes firm numbers of specific UTCs when that is appropriate, but it will also include what additional UTCs will be postured as additional capability is identified. This guidance is normally provided by the Air Staff and MAJCOM FAMs. Posture all available manpower authorizations. Coordinate all changes to UTC posturing and coding with units and monitor readiness reporting. (See AFI , Chapter 7) IP

77 5. Office of FAM Oversight (OFAMO). AF/A3OD is designated the overall Air Force OFAMO. The OFAMO assists in scheduling FAM training requirements, determining additional training requirements, and tracking appointment status of all FAMs for all commands or agencies. NOTES: 70 IP 321-4

78 IP-322: Force Sourcing LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the force allocation and sourcing process. SAMPLES OF BEHAVIOR: 1. Define Force Sourcing. (JP 5-0, pg. H-5 and AFI ) 2. Identify the different sourcing methodologies. (JP 5-0) 3. List the Joint Force Providers (JFPs). (JP 5-0, & AFI ) 4. Contrast the basic differences of force sourcing during contingency and execution planning. (JP 5-0) 5. Recognize USAF unique sourcing requirements and participants. (AFI ) Notes: JP 5-0, Appendix H; AFI , Chaps 1 & 8 IP Dec

79 1. Force Sourcing (JP 5-0). Force sourcing is done by all commands and Services across the Joint Planning and Execution Community (JPEC). The definition of force sourcing covers a range of methodologies that identify units to meet a force requirement during planning, plan assessment, or execution. (AFI ) Sourcing is the comprehensive and collaborative process of assigning actual units to force requirements. 72 IP Dec 2017

80 2. Sourcing Methodologies: Preferred Force Identification. Preferred forces are forces that are identified by the supported Combatant Commander (CCDR) and Service Components in order to continue employment, sustainment, and transportation planning and to assess risk. These forces are planning assumptions only; they are not considered sourced units and do not indicate that these forces will be contingency or execution sourced. The preferred forces identified for a plan should not be greater than the number of forces apportioned for planning unless the Chairman of the Joint Chiefs of Staff (CJCS) or his designee either grants permission or has provided amplifying planning guidance. Contingency Sourcing. Usually during contingency planning, the CJCS may direct the Joint Force Providers (JFPs) to contingency source a plan. Contingency sourced forces are specific forces identified by JFPs, assisted by their Service components and the parent Services, which meet planning requirements at a specified point in time. Because these forces are identified based on planning assumptions and planning guidance provided for the sourcing effort, there should be no expectation that forces sourced via contingency sourcing will be the actual forces sourced during execution. The CCDRs propose plans to be contingency sourced to Joint Staff (JS) (normally top-priority plans). Execution Sourcing. The process of identifying forces recommended and identified by JFPs via their Service components and allocated by SecDef to meet CCDR force requirements. Execution Sourcing and force allocation is divided into emergent and rotational processes. Decisions by SecDef to allocate forces are published within the four annexes of the Global Force Management Allocation Plan (GFMAP). The GFMAP directs the JFPs to publish a GFMAP Annex Schedule that serves as the Deployment Order (DEPORD) directing force providers to deploy forces at the specified dates. The GFMAP also allows force providers some leeway in determining which unit will deploy and on the ordered Latest Arrival Dates (LADs) that the force provider must deploy to account for realities, such as Time-Phased Force and Deployment Data (TPFDD) refinement, based on transportation analysis or minor operational adjustments by the CCDR, based on operational necessities. 3. JFP roles and responsibilities are outlined in the current GFMIG as well as Joint Staff directives. The Joint Staff tasks JFPs to recommend global force sourcing solutions for global CCDR requirements; these sourcing solutions may be from assigned forces, forces assigned to other CCDRs, or Service-retained forces. Joint Force Providers have separate annexes to accommodate the different forces within the GFMAP. (a) Annex A is Conventional Forces with Services as the JFPs. As Global Joint Force Coordinator (GJFC), J35 South (formerly J31) performs role of JFP. (b) Annex B is SOF with United States Special Operations Command as the JFP. (c) Annex C is Mobility Forces with USTRANSCOM as the JFP. (d) Annex D is Joint Individual Augmentation (JIA) with Services as the JFPs. (J35 performs role of JFP) 4. Contingency Planning. Planners must assume that units will be allocated to the identified plan force requirements and to enable plan assessments, planners identify preferred forces. Since contingency plans rely on a foundation of assumptions, if an event occurs that necessitates execution of a contingency plan, the assumptions have to be revalidated. As a contingency plan is IP Dec

81 either approved or nearing approval, the CJCS may direct the JFPs to contingency source a plan to support the CJCS and/or SecDef strategic risk assessments. CCDRs may request contingency sourcing of specific plans. These requests are evaluated by J-5, and a contingency sourcing schedule is presented to the Global Force Management Board (GFMB). The GFMB endorses the schedule, and CJCS orders the JFPs to contingency source plans per the schedule. Execution Planning. Identification of preferred forces is done in execution planning, just as in contingency planning. Contingency sourcing is rarely used during execution planning due to the time constraints involved; however, if time allows, the option exists for the CJCS to direct JFPs to contingency source a crisis action plan. The detailed information requirements specified to support the execution sourcing process, either emergent or rotational, preclude completion until most assumptions are validated. The supported CCDR generally reviews the force requirements for the contingency plan and conducts a review of assigned and previously allocated forces to determine if the mission can be done without requesting additional forces. If forces are already assigned and/or allocated that can perform the mission, the CCDR may direct those forces to perform the mission, within the constraints of the allocation authorities in the GFMAP. If additional forces are required, the CCDR will forward a Request for Forces (RFF) with all the details necessary for Force Tracking Number(s) creation, both electronically (via Joint Capabilities Requirements Manager (JCRM)) and by message RFF. The emergent force allocation process is the natural process for force requirements supporting execution planning to follow. During execution, planning continues. CCDRs must review every operation in progress and determine what forces are needed for each operation. The CCDR must also project the force requirements for engagement and shaping operations to the maximum extent possible. This revalidation becomes the basis for rotational force planning. All CCDRs review their ongoing operations and submit force requirements for the upcoming FY in their annual submission. The annual submission is, essentially, a consolidated RFF for the entire FY. 5. TPFDD sourcing by AF planners will be achieved by two related but distinct methodologies. Method 1: Contingency Planning. The first method supports TPFDD sourcing of CCMD requirements developed during planning in the Plan Development Phase as detailed in Joint Operation Planning and Execution System (JOPES), Volume I and includes contingency sourcing of CCMD TPFDDs. Method 1 sourcing will normally be accomplished in the AF component headquarters TPFDD slice. Component headquarters planners will use the apportioned forces identified in the WMP-3, Part 1 when building Operation Plan (OPLAN)/Concept Plan (CONPLAN) TPFDDs. The requirements determination and sourcing of aviation combat forces are accomplished concurrently. For contingency sourcing, ACC will determine the replacement units for those units in a CCMDs TPFDD that are not available due to current deployments or AEF UTC Reporting Tool (ART) reporting. Once the aviation combat forces and in-theater assets are sourced and all requirements are developed, the component headquarters planner will notify AF/A3OD and force providers (info), by , that the TPFDD is ready for Combat Support sourcing. AF/A3OD will determine whether a sourcing conference will be required (Case 2) or whether AF/A3OD will source the component headquarters TPFDD. If a sourcing conference is not held, then AF/A3OD will download the TPFDD and run the automated sourcing routines that can provide Port of Embarkations (POEs) for each sourced record (Case1). 74 IP Dec 2017

82 Method 2: Execution Planning. The second method supports TPFDD sourcing based on Combatant Command requirements primarily reliant on execution planning that may or may not be in a contingency plan. Method 2 sourcing is used for Joint Chiefs of Staff (JCS)-approved operations, JCS exercises held in excess of 30 days, and AF/A3/5 approved rotational operations supported with the AEF operational policy. The component headquarters will first source requirements from Air Force forces assigned to its CCDR, identified for crisis response, if applicable. Component headquarters should not source assigned forces tasked in the current FY GFMAP if the tasking will interfere with the subsequent SecDef-ordered tasking. All emergent CCDR requirements that cannot be met with assigned forces should generate an RFF in accordance with Joint guidance. Once an RFF has been submitted and validated by the Joint Staff, the RFF will be vetted through the JFP process. AF FP AEF/GFM Cells collect inputs from their respective HAF and/or MAJCOM Functional Area Managers (FAMs) and AFPC/DP2 to develop a recommended sourcing solution. JFP sourcing solutions are forwarded to Joint Staff for SecDef approval. The SecDef-approved order is a modification to the GFMAP. The Joint Staff forwards SecDef approved GFMAP to supporting CCDRs and Services. Supporting CCDRs will produce a DEPORD tasking component forces; ACC, on behalf of SECAF in accordance with AFPD 10-4, will produce an AF DEPORD for unassigned forces. Once requirements and their force provider sourcing solution have been approved for inclusion in the GFMAP, AFPC/DP2 will source requirements and place ULNs into a Deliberate and Crisis Action Planning and Execution Segments (DCAPES) force module to provide MAJCOMs/FOAs/Direct Reporting Units (DRUs) visibility of upcoming requirements. Force providers verify to the component headquarters the readiness of sourced forces to include the ability to meet the TPFDD timelines. This includes supporting FAM/planner determination of capability and requirement. FAM/planner then will notify the sourced base. Supported component headquarters then verifies to combatant commander who in turn validates the requirement. NOTES: IP Dec

83 IP-323: Support Planning LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the role of support and sustainment in operation planning. SAMPLES OF BEHAVIOR: 1. State the purpose of support planning. (CJCSM A & JP 5-0) 2. Explain Operational Contract Support (OCS). (JP 4-10, Joint OCS Training & Assessments Guide) 3. Explain Acquisition and Cross-Servicing Agreements (ACSA). (AFI ) 4. Describe the difference between unit-related and non-unit related supplies. (JP 3-35) 5. Describe how total supply/sustainment requirements are computed. (JP 4-09 & AFI ) 6. Explain the use of a Cargo Increment Number (CIN) and a Personnel Increment Number (PIN). (CJCSM A Enc. C) 7. Describe the use of War Reserve Materiel (WRM). (AFI & AFI ) NOTES: CJCSM A, JP 3-35, JP 4-09, JP 4-10, JP 5-0, AFI , AFI IP 323-1

84 1. Support planning is conducted concurrently with force planning to determine and sequence logistics and personnel support in accordance with the plan CONOPS. Support planning includes all core logistics functions: deployment and distribution, supply, maintenance, logistic services, OCS, health services, and engineering. Support planning consists of determining the materiel and personnel requirements and their priorities time-phased throughout the determined phases of each operation (shape, deter, seize the initiative, dominate, and stabilize). Additionally, it includes non-governmental agency requirements associated with humanitarian dimensions of military contingencies as well as purely humanitarian or natural disaster contingencies. Appropriate combat support agencies and the General Services Administration (GSA) will provide the Services with planning information concerning origin and availability of non-service controlled materiel. The Services, in coordination with the supported commander, will develop consumption rates for the force for use in establishing non-unit movement requirements. Consumption rates are related directly to the forces during the life of the OPLAN. Support planning is primarily the responsibility of the Service component commanders and begins during CONOPS development. Service component commanders identify and update support requirements in coordination with the Services, Defense Logistics Agency (DLA), and USTRANSCOM. Service component commanders initiate the procurement of critical and lowdensity inventory items, determine HNS availability, determine contract support requirements and plans, develop plans for asset visibility, and establish phased delivery plans for sustainment in line with the phases and priorities of the CONOPS. Logistics supportability analysis is conducted to confirm the sourcing of logistic requirements in accordance with strategic guidance and to assess the adequacy of resources provided through support planning. This analysis ensures support is phased in accordance with the CONOPS; refines support Command and Control (C2) planning; and integrates support plans across the supporting commands, Service components, and agencies. It ensures an effective but minimum logistics footprint for each phase of the CONOPS. Transportation refinement simulates the planned movement of resources that require lift, ensuring the plan is transportation feasible. The supported commander evaluates and adjusts the CONOPS to achieve end-to-end transportation feasibility if possible or requests additional resources if the level of risk is unacceptable. Transportation plans must be consistent and reconciled with plans and timelines required by providers of Service-unique combat and support aircraft to the supported CCDR. Planning must consider requirements of international law; commonly understood customs and practices; agreements or arrangements with foreign nations with which the US requires permission for overflight, access, and diplomatic clearance; en-route infrastructure and destination port and airfield capacities. If significant changes are made to the CONOPS, it should be reassessed for transportation feasibility and refined to ensure it is acceptable. 2. Operational Contract Support (OCS) is the process of planning for and obtaining supplies, services, and construction from commercial sources in support of joint operations. Through the lessons learned from our most recent wars in Iraq and Afghanistan it has become apparent how much the military relies on contracted services and contractor personnel to help us achieve our mission. Contractors have become a vital component of the total force. Due to resource IP

85 constraints, limitations on organic force numbers, and an increasing reliance on technically complex systems, the contractor to government personnel ratio has reached as high as 1.43 to 1 (Afghanistan, 2nd Quarter, FY 2013). Today and in the foreseeable future, U.S. forces require contracted support for mission success. OCS is a multi-faceted joint activity executed by the Geographic CCDRs and subordinate JFCs through boards, centers, working groups, and associated lead Service or joint theater support contracting-related activities. OCS includes the ability to plan, orchestrate, and synchronize the provision of contract support integration, contracting support, and contractor management. These three functions (pillars) are inextricably linked to achieve favorable operational and acquisition outcomes. (1) Contract support integration is the ability to plan, coordinate, synchronize, and execute contracted support in a designated operational area in support of CCDR-directed operations. Related tasks include planning, validating, and prioritizing requirements; performing OCS information management; collaborating in boards, centers, cells, and working groups; and conducting assessments and providing recommendations. (2) Contracting support is the ability to legally obtain supplies or services from commercial sources to support JFC-directed operations in the most effective and efficient manner possible. Contracting support tasks include contracting support planning, coordinating common contracting actions, translating requirements into contract terms, and developing, soliciting, executing, and closing out contracts. (3) Contractor management is the ability to provide oversight and integrate contractor personnel and associated equipment to support CCDR-directed operations in a designated operational area. Contractor management tasks include planning contractor management, preparing for contractor deployment, deploying or redeploying contractors, managing contractors, and sustaining contractors. 3. An ACSA refers to a legal instrument entered into under the authority of section 2341 or 2342 of Title 10, U.S. Code that authorizes the acquisition and reciprocal provision of logistics support, supplies, or services (LSSS). An ACSA may also be referred to as a Mutual Logistics Support Agreement (MLSA). ACSAs allow the interchange of LSSS between the Armed Forces and military forces of nations or international organizations with which the US has a concluded ACSA. They are used primarily during combined exercises, training, deployments, or for unforeseen circumstances or exigencies, including wartime, contingency operations, humanitarian or foreign disaster relief operations, and peace operations conducted under Chapter VI or VII of the United Nations (UN) Charter, in which there is a need to acquire and/or transfer LSSS. The categories of LSSS that may be acquired or transferred under ACSA authorities are: food, water, billeting, transportation (including airlift), petroleum, oils, lubricants (POL), clothing, communications services, medical services, ammunition (with limitations), base operations support (and minor construction under 10 U.S.C. 2854, 2805, and 2803 incident to base operations support), storage services, use of facilities, training services, spare parts and components, repair and maintenance services, calibration services, and air and sea port services. Permissible LSSS also includes temporary use (lease or loan) of general purpose vehicles and other items of non-lethal military equipment not designated as significant military equipment on the United States Munitions List promulgated pursuant to Section 2278 of Title 22, U.S. Code. 78 IP 323-3

86 Base Operating Support-Integrator (BOS-I): When multiple Service components share a common base of operations, the supposed commander may designate one of the Service components as the base operating support-integrator for that location to coordinate sustainment activities at that location. Host Nation Support. Civil and/or military assistance rendered by a nation to foreign forces within its territory during peacetime, times of crisis or emergencies, or war based upon agreements mutually concluded between nations. Also called HNS. 4. Supply and support requirements of deploying forces consist of two major categories: Unit-related supplies and equipment include a unit s organic equipment, basic load, and accompanying supplies. Unit-related supplies and equipment are configured (palletized or containerized) and documented for deployment by the unit. Unit planners enter movement data for unit-related supplies and equipment in the TPFDD. Non-unit-related supplies and equipment include all supply sustainment support requirements not identified for a specific unit. They include pre-positioned war reserve stock, sustaining supplies, and resupply. Non-unit-related supplies and equipment are configured and documented as cargo increment numbers for deployment by the sourcing organization and provided for distribution in theater by DLA and Service component logistic units. 5. Sustainment is the provision of logistics and personnel services required to maintain and prolong operations until successful mission accomplishment. The distribution process provides sustainment to employed forces allowing them to remain engaged as required to achieve the JFC s objectives. This allows the joint force to maintain a higher operational tempo and agility resulting in an operational advantage. Sustainment is conducted for the duration of the joint mission. A logistic concept of support must complement the overall CONOPS. Logistic planners accomplish this by tailoring incoming stock, theater excess stock and disposal requirements, or devising new distribution capabilities to be responsive, timely, and accurate in providing logistic support to the JFC and integrating and synchronizing logistics and operation planning to maintain readiness and competitive advantage. Wartime resupply planning factors are based on anticipated wartime consumption rates for each class of supply. If actual wartime requirements and sourcing data can be developed for a given OPLAN, estimated wartime consumption rates and notional factors are not used. HQ AFMC/A4R validates all logistics planning factors developed by Air Force and other DOD organizations. Headquarters Air Force (HAF) DCS Installations, Logistics and Mission Support (AF/A4/7) reviews these planning factors to ensure they are consistent with policy guidance. AFI , Table 3.1, identifies Offices of Primary Responsibility (OPRs) for determining materiel consumption rates and developing factors for specific Joint Operation Planning and Execution System (JOPES) classes and subclasses of supply. 6. The supported command consolidates subordinate component support requirements in order to time phase resupply, replacements, and fillers into the area of operations. These data are added to the TPFDD as cargo increment numbers (CINs) and personnel increment numbers (PINs) and are IP

87 used to assess logistics and transportation feasibility. Non-unit-related sustainment, reported in CINs and PINs, reflects the need for common-user lift. Cargo Increment Number: A seven-character alphanumeric field that uniquely describes a nonunit-cargo entry (line) in a JOPES TPFDD. (This term and definition are applicable only in the context of JOPES and cannot be referenced outside of JOPES.) Personnel Increment Number: A seven-character alphanumeric field that uniquely describes a non-unit-related personnel entry (line) in a JOPES TPFDD. 7. War Reserve Materiel (WRM) Materiel required, in addition to mobility equipment and primary operating stocks, to support wartime activities reflected in the USAF War and Mobilization (WMP) Plan until the industrial base can meet wartime demands. Consists of enterprise managed, dynamically positioned equipment and consumables that contribute to initial operations and provide initial support cross the full range of military operations. It enhances Combat Support capability to reduce the time required to achieve an operational capability and/or produce an operational effect. The Air Force WRM program links the positioning of resources with theater air campaigns via the component USAF War and Mobilization Plan, Volume 4 (WMP-4)/Wartime Aircraft Activity Report (WAAR). WRM comprises of Service-owned resources positioned as either starter or swing stock, or a combination of both, to maximize worldwide warfighting capability Starter Stock: Starter stocks are WRM stocks pre-positioned in or near a theater of operations, and are designed to last until resupply at wartime rates is established. Swing Stock: Swing stocks are WRM stocks positioned ashore or afloat for meeting war reserve requirements of more than one contingency in more than one theatre of operation. Swing stocks will be used to complement starter stocks as a follow-on source of supply in a regional contingency. Air Force WRM consists of an enterprise managed global strategy, dynamically positioned, equipment, vehicles and consumables, to support operations across the full Range of Military Operations (ROMO). It enables the Air Force Forces (AFFOR) to reduce the time required to achieve an operational capability and/or produce an operational effect. WRM is packaged capability Unit Type Codes (UTC). These capability packages are composed of equipment, vehicles, consumables, munitions, and medical resources. Medical and munitions WRM are managed by their separate functional areas, as are their applicable policies and directives. WRM consumables include tanks, racks, adapters and pylons (TRAP), bulk POL, rations, and engines. Air Force WRM Program combines capability into three critical operational support areas. They are: Flightline Support (FS), Personnel Support (PS), and Infrastructure Support (IS). Within these support areas, there are three sets of capability. The three sets of capability are: (1) Basic Expeditionary Airfield Resources (BEAR) capability aligns to provide FS, IS, and PS. BEAR capability has no peacetime or mobility equipment equivalent within AF. 80 IP 323-5

88 (2) Fuels Support Equipment (FSE) aligns to provide FS. Note: Fuels Operational Readiness Capability Equipment (FORCE) is the WRM portion of FSE. FORCE capability has no peacetime or mobility equipment equivalent within the USAF. (3) WRM equipment and consumable capabilities aligned to provide FS and IS. Use of WRM: WRM supports the ROMO within our military strategy. Accordingly, use of WRM is restricted to ensure sufficient capability is available to support theater start or swing stock requirements. Use must be approved only after considering the impact on ability to meet emerging requirements and the ability and timeliness of reconstituting the WRM assets. WRM assets should not be used solely to support ongoing rotational operations. Prior to using WRM, requesting organizations will make every effort to satisfy the requirement using alternative means of support. If still required, the requesting organization must follow procedures for indirect mission support in AFI NOTES: IP

89 IP-324: Transportation Planning LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the transportation planning objectives, processes, systems, and responsibilities. SAMPLES OF BEHAVIOR: 1. Understand the objective of Transportation planning. (JP 4-01 & JP 3-35) 2. State the mission of United States Transportation Command (USTRANSCOM) and its three Transportation Component Commands (TCCs). (JP 4-01) 3. Know the difference between inter-theater and intra-theater lift. (AF Doctrine Annex 3-17) 4. Know the advantages and disadvantages of Air vs. Surface (Land/Sea) Transportation. (DTR R-Part III Chapter 302) 5. Know how Joint Flow and Analysis System for Transportation (JFAST) supports movement planning and execution. (JP 4-01, AFI , IC 4) 6. Name the primary system used to provide ITV. (JP 4-01) 7. Understand Joint Reception, Staging, Onward Movement and Integration (RSO&I). (JP 3-35 pg. VI-2 & JP 5-0) NOTES: JP 3-35, JP 4-01, JP 5-0, AF Doctrine Annex 3-17, DTR , AFI IP 324-1

90 1. The objective of Transportation planning is to achieve responsive transportation capability for all phases of military operations. Global Transportation Management (GTM) refers to an integrated process that includes coordinated efforts in the planning, programming, budgeting, and execution process, development of unified or coordinated management procedures and systems for deliberate and crisis action planning, and application of DOD and civil transportation systems through exercises, operations, and centralized traffic management. DOD movement requirements are numerous, ranging from normal peacetime operations to major combat operations in which the Nation s transportation system will be severely taxed, and the transition period from peacetime to war may be extremely short. These movements take place across the global distribution network, a complex array of capabilities and providers, operating across multiple theaters, under the direction of numerous commands and agencies. The GTM process establishes an integrated transportation system, providing the most effective use of air, sea, and land transportation resources from origin to destination. Bottom Line: Provide CCDR with a transportation-feasible Time-Phased Force and Deployment Data (TPFDD). Planning considerations: - Operational Environment. For a given plan, deployment planning decisions are based on the anticipated operational environment, which may be permissive, uncertain, or hostile. - Movement Planning. Movement planning integrates the activities and requirements of units with partial or complete self-deployment capability, activities of units that require lift support, and the transportation of sustainment and retrogrades. - Supported Geographic Combatant Commanders (CCDRs) Letters of Instruction (LOIs). The supported CCDR publishes supplemental instructions for TPFDD development in the Supplemental LOI. The LOI provides operation-specific guidance for utilizing the Joint Operation Planning and Execution System (JOPES) processes and systems to provide force visibility and tracking, force mobility, and operational agility through the TPFDD and the validation process. - Risk mitigation. For lesser-priority plans that may be executed simultaneously with higherpriority plans or ongoing operations, combatant command (CCMD) and United States Transportation Command (USTRANSCOM) planners may develop several different deployment scenarios to provide the CCDR a range of possible transportation conditions under which the plan may have to be executed based on risk to this plan and the other ongoing operations. 2. USTRANSCOM, in coordination with the geographic CCDRs, is the focal point for the integration of DOD transportation procedures and systems to ensure strategic mobility capabilities are maintained, to include global air, land, and sea transportation to meet national security needs. USTRANSCOM provides common-user and commercial air, land, and sea transportation, terminal management and aerial refueling to support the global deployment, employment, sustainment and redeployment of US forces. SecDef has designated the Commander, United States Transportation Command (CDRUSTRANSCOM) as the DOD distribution process owner (DPO). The DPO s role is to coordinate, synchronize, and oversee the DOD distribution system to provide interoperability, synchronization, and alignment of DOD-wide end-to-end distribution. IP

91 This responsibility was expanded in the Unified Command Plan (UCP) 2011, which designated CDRUSTRANSCOM as responsible for the synchronized planning of global distribution operations, tasked as the Global Synchronizer, in coordination with other CCMDs, the Services, and as directed, appropriate United States Government (USG) departments and agencies. In this additional role, CDRUSTRANSCOM leads a collaborative operation and campaign planning effort that includes CCDRs, Services, combat support agencies, DOD agencies, and as appropriate, interagency, commercial partners, and allied/friendly/cooperating nations. USTRANSCOM's three component commands -- the Army's Military Surface Deployment and Distribution Command (SDDC), Scott AFB, Ill.; the Navy's Military Sealift Command (MSC), Washington, D.C.; and the Air Force's Air Mobility Command (AMC), Scott AFB, Ill. -- provide intermodal transportation across the spectrum of military operations. Transportation assets remain under the administrative control of the respective Service component commanders. The Transportation Component Commands (TCCs) continue to perform Service-unique missions, Service-oriented and common-user procurement, training, and maintenance scheduling. SDDC is responsible for surface transportation and port management. The command is responsible for surface transportation and is the interface between DOD shippers and the commercial transportation carrier industry. Provides ocean terminal, commercial ocean liner service and traffic management services to deploy, sustain and redeploy US forces on a global basis. This includes movement of DOD member household goods and privately owned vehicles. SDDC is the nation's largest customer to the moving industry with more than 500,000 household goods moves a year. The command also provides transportation for troops and materiel to ports of departure in the U.S. and overseas and manages 23 ports worldwide, including military terminals at Sunny Point, North Carolina, and Concord, California. MSC is responsible for sealift. MSC provides sealift transportation services to deploy, sustain and redeploy US forces around the globe. MSC provides sealift with a fleet of government-owned and chartered US-flagged ships. MSC executes Voluntary Intermodal Sealift Agreement (VISA) contracts for chartered vessels. Sealift ships principally move unit equipment from the US to theaters of operation all over the world. In addition to sealift ships, MSC operates a fleet of prepositioned ships strategically placed around the world and loaded with equipment and supplies to sustain Army, Navy, Marine Corps, Air Force and Defense Logistics Agency (DLA) operations. These ships remain at sea, ready to deploy on short notice, which significantly reduces the response time for the delivery of urgently needed equipment and supplies to a theater of operation. AMC is responsible for airlift. AMC provides strategic and tactical airlift, air refueling, and aeromedical evacuation services for deploying, sustaining and redeploying US forces wherever they are needed. Many special duty and operational support aircraft are also assigned to AMC (including Air Force One). In addition, AMC contracts with commercial air carriers through Civil Reserve Air Fleet (CRAF) and other programs for movement of DOD passengers and cargo. AMC's air fleet provides swift response as an element of America's global reach. 84 IP 324-3

92 3. Operations are described as either inter-theater (operations between two or more geographic combatant commands (GCCs) or intra-theater (operations exclusively within one GCC). Differences exist between inter-theater and intra-theater airlift operations. Effective integration and synchronization of inter-theater and intra-theater air mobility operations is crucial to air mobility support to the warfighter. A combination of inter-theater and intra-theater air mobility operations requires close coordination and cooperation between the 618 AOC (Tanker/Airlift Control Center) and the respective geographic air operations center (AOC). 4. Airlift vs. Sealift Trade-Offs: Deployment, employment, sustainment, redeployment, and demobilization operations are supported by strategic airlift and sealift, which move units, non-unit personnel, and sustainment (both unit-related and non-unit-related equipment and supplies) from the US to the theaters of operation. Historically, 90 percent of a deploying force s equipment and materiel are delivered to the theater via strategic sealift. Primary tradeoff is cost vs. time; air advantage is speed with a disadvantage of high cost whereas sealift advantage is relatively low cost with a disadvantage of slow speed. Time is also a factor in TPFDD changes. Airlift can respond to short-notice changes, but at a cost in efficiency. Sealift, on the other hand, requires longer lead times, and cannot respond to change in a short period. These plan changes and the resulting modifications to the TPFDDs must be handled during the planning cycles. 5. Joint Flow and Analysis System for Transportation (JFAST): While not an Adaptive Planning and Execution System (APEX) tool, JFAST complements JOPES by assisting the planner with analyzing operation plan (OPLAN) feasibility in terms of inter-theater (strategic) movement. It also provides a capability to generate non-unit-related cargo and personnel requirement estimates based on the forces to be supported and the duration of the planned operation. The strategic movement of operation plan requirements is analyzed against the specified transportation assets using the JFAST in order to determine gross transportation feasibility of the plan. Refinements are made as required to the total movement, and TCCs prepare movement tables for the entire TPFDD in order to gauge deployment capability. USTRANSCOM assesses feasibility of the complete TPFDD in accordance with the joint combat capability assessment process so it will be ready for immediate execution. Supporting commanders are to ensure that their specific forces are identified, accurately portrayed (e.g., number of passengers and actual Level 4 cargo detail), and available to meet deployment schedules. 6. In-Transit Visibility (ITV): To promote active GTM and ITV, the supporting transportation and distribution cyberspace capabilities must be effective, efficient, and secure. ITV is the capability to employ information technology resources to track the identity, status, and location of DOD units, non-unit cargo (excluding bulk petroleum, oils, and lubricants (POL)), passengers, patients, and personal property from origin to consignee or destination across the range of military operations. The Integrated Data Environment/Global Transportation Network Convergence (IGC) is the designated DOD system for ITV. IGC is a single system that integrates information from a variety of DTS automated information systems to provide ITV and command and control (C2) data support. IGC supports the President, SecDef, the CCDRs, the Services, and other DOD customers with information to better manage their warfighting and logistic capabilities. IGC is the ITV system of record providing expanded common integrated data and application services enabling distribution solutions. IGC enables a common logistics picture, distribution visibility, and material asset ITV. IP

93 7. Joint Reception, Staging, Onward Movement and Integration (JRSOI): JRSOI is the essential process that transitions deploying or redeploying forces, consisting of personnel, equipment, and materiel into forces capable of meeting the CCDR s operational requirements or returns them to their parent organization or Service. The supported CCDR is responsible for planning and executing JRSOI of incoming forces. The four segments of JRSOI are described below. (a) Reception operations include all those functions required to receive and clear personnel, equipment, and materiel through the Port of Debarkation (POD). (b) Staging assembles, temporarily holds, and organizes arriving personnel, equipment, and materiel into forces and capabilities and prepares them for onward movement, tactical operations, or Service reintegration. (c) Onward Movement is the process of moving forces, capabilities, and accompanying materiel from reception facilities, marshalling areas, and Staging Areas (SAs) to Tactical Assembly Areas (TAAs) and/or Operational Areas (OAs) or onward from the POD or other reception areas to the home/demobilization station. (d) Integration is the synchronized transfer of capabilities into an operational commander s force prior to mission execution or back to the component/service. JRSOI planning is conducted to ensure deploying forces arrive and become operational in the OA as scheduled. Establishing personnel visibility for force protection purposes is necessary for joint forces immediately upon their arrival in the OA, and plans to accomplish this task are issued by the manpower and personnel directorate of a joint staff (J-1) at the CCMD level. Effective integration of the force into the joint operation is the primary objective of the deployment process. Planning should consider JRSOI turnover time, relief-in-place, transfer of authority, and time it takes for the outbound unit to redeploy. This information is vital for the Joint Force Providers (JFPs) to develop force rotations in the Global Force Management Allocation Plan (GFMAP) Annex Schedule if the operation is executed. NOTES: 86 IP 324-5

94 IP-325: Base Support & Expeditionary (BaS&E) Site Planning LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the processes and products of Base Support and Expeditionary Site Planning. SAMPLES OF BEHAVIOR: 1. Explain the objectives of base support and expeditionary site planning. (AF Doctrine Annex 3-0) 2. Identify the purpose of each BaS&E Site Planning product. (AFI ) a) BSP: b) ESP: c) BSP/ESP Part I: d) BSP/ESP Part II: e) BSI: 3. Identify the sub-processes of Expeditionary Site Survey Process (ESSP). (AFI ) 4. Identify the support system predominantly used to develop BSP/ESP Parts I and II. (AFI ) NOTES: AFI IP

95 1. Base support and expeditionary site planning are foundations of Air Force expeditionary operations. Base support and expeditionary site planning govern the process of expeditionary site surveying that provides the focus, guidance, integration, and prioritization of the actions of site survey teams. Site surveying provides the capability to rapidly assess potential operating locations through the effective collection, storage, and use of extensive site data to support warfighter decision-making. Expeditionary site surveys should be conducted pre-conflict when possible. The initial site survey team collects data on the site characteristics ( what s there? ) and determines the site s potential use in supporting operations. The objective of the first series of actions is to begin developing the common installation picture ( can we do it? ). Planners can identify operating locations and develop recommendations for the theater s aircraft beddown plan ( does it make sense? ). Followon site survey teams (usually composed of unit level personnel) collect additional data and determine the site s capability to support and sustain specific operations. An initial site survey, at a minimum, should include an airfield survey (pavement survey, available ramp space, fuel capabilities, etc.), a threat assessment, and a beddown assessment. Operational planners armed with accurate and detailed location information can make informed deployment decisions. In response to a natural disaster (volcano, tsunami, etc.), US forces may mobilize to support humanitarian relief operations. Although not usually opposed by the local sovereign governments, local insurgent considerations and diplomatic or political constraints and restraints might make the security of the airfields used less certain. The Commander Air Force Forces (COMAFFOR s) staff should accomplish extensive planning to ensure that facilities, personnel, and materiel that will be on the ground for such an operation are moved in as quickly as possible, adequately protected and sustained during operations, and effectively recovered as soon as possible after mission objectives are achieved. In accordance with base support and expeditionary site planning principles, effective beddown and sustainment planning permits the Air Force to maximize the effects of force application while operating with limited resources. Additional Information: Limiting Factor (LIMFAC). A factor or condition that, either temporarily or permanently, impedes mission accomplishment. (Joint Pub 1-02) Has a critical negative impact on the ability of a unit to perform its wartime mission, and require the aid of higher headquarters to resolve. Shortfall. The lack of forces, equipment, personnel, materiel, or capability, reflected as the difference between the resources identified as a plan requirement and those apportioned to a Combatant Commander (CCDR) for planning that would adversely affect the command's ability to accomplish its mission. 2. BaS&E Site Planning Products Base Support Plan (BSP). A BSP is primarily developed for main operating bases or collocated operating bases with a permanent AF presence, and is fully developed by the collaborative planning efforts of many functional experts with a deliberate planning time line. BSPs are prepared in two parts: (1) BSP Part I identifies resources and capabilities at a Forward Operating Location (FOL) by functional area. 88 IP 325-2

96 (2) BSP Part II allocates BSP Part I resources and identifies LIMFACs and/or shortfalls to support a specific Operation Plan (OPLAN). Part II development is normally synchronized to support the adaptive planning cycle and publication of supporting plans. Expeditionary Site Plan (ESP). ESPs will be primarily prepared for locations without a permanent AF presence and contain only the minimum data necessary to make initial bed down decisions. Like BSPs, ESPs are prepared in two parts: ESP Part I or ESP Part II. AFNORTH Base Support Installation (BSI). A BSI location DOD Service or agency installation within the United States and its territories tasked to serve as a base for military forces engaged in either homeland defense or defense support of civil authorities. This report will be used to support of civil authorities and DOD forces. 3. Expeditionary Site Survey Process (ESSP). Site surveys are an integral part of the expeditionary site planning process. Information gathered during a survey on a site s resources and capabilities are captured in the BSP Part I, and an analysis of the information facilitates resource allocation in BSP Part II of the plan. MAJCOM/A4 or equivalent will appoint a Site Survey Management Office (SSMO) to provide oversight and assist site survey team development/coordination for sites that affect contingency and humanitarian relief operations in their Area of Responsibility (AOR). These include but are not limited to: threat assessments, pavement evaluation, airfield suitability assessment, predeployment site surveys, landing zone/drop zone assessment, and bed down assessments. The ESSP is composed of three interactive processes: Site Selection, Data Collection, and Data Storage and Access: (1) Site Selection Process. Air component staffs will work with CCDRs and AMC planners to assess FOL suitability based on mission requirements. (2) Data Collection Process. There are three data collection phases: a.) Pre-Site Survey Phase. Subject Matter Experts (SMEs) research the selected FOL by reviewing prior surveys, BSP expeditionary site plans, common installation pictures, maps and imagery of the location. b.) Site Survey Phase. The site team is deployed to the FOL to conduct the actual site survey. The site survey team will use the BaS&E checklists to collect information. c.) Post-Site Survey Phase. SMEs do an in-depth feasibility assessment of the site survey data to identify the FOL s suitability for current and/or future missions. (3) Data Storage and Access Process. The AF ESSP Program Manager (AF/A4LX) will ensure databases duplication is minimized by sharing databases as much as possible. 4. The Base Support & Expeditionary (BaS&E) Planning Tool is a NIPRNET/SIPRNETbased suite of standard systems tools that enables automated, employment-driven, agile combat support planning. BaS&E supports the expeditionary site planning process by accurately and rapidly identifying resources and combat support requirements at potential employment locations, providing bed down capability analysis and LIMFAC identification, and facilitating force tailoring decisions to reduce the overall deployment footprint. BaS&E consists of three components that are mandated for use when they are available at all levels of command. BaS&E is an AF system of record for all BSP, ESP, and BSI data collection, storage, and access and can be used in support of the CCDR decision-making process. Note: Recommend the Functional Data Manager use the IP

97 Base Support Plan Catalog located on the AF/A4LX Logistics Operations and Planning SharePoint site as a guide when developing their BSPs. NOTES: 90 IP 325-4

98 IP-326: Base Level Deployment Planning LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the USAF base-level deployment and reception planning process. SAMPLES OF BEHAVIOR: 1. Recognize the principles of the Installation Deployment Plan (IDP). (AFI ) 2. Understand the roles of the key players in the deployment and reception process. (AFI ) a. Installation Deployment Officer (IDO) b. Unit Deployment Manager (UDM) c. Deployment Process Working Group (DPWG) 3. Explain the main functions of the five components of the Integrated Deployment System (IDS). (AFI ) 4. Describe the responsibilities of the Installation Deployment Readiness Cell (IDRC). (AFI ) 5. Describe the four Deployment and Reception Work Centers required to support the deployment and reception process. IP

99 1. Installation Deployment Plan (IDP). The host Installation/Wing Commander, through the IDP, defines local processes, procedures, infrastructure, and resources used to deploy forces. The Installation Deployment Officer (IDO) develops the IDP for the host Installation/Wing Commander. The IDO must analyze inputs from all assigned or attached units (including collocated, geographically separated unit (GSU), tenant, institutional, and transient units) and develop local operations guidance on how units will deploy from the installation. The IDP should include processes for executing all contingencies, exercises, and other deployments. 2. Key Players in the Deployment and Reception Process Installation Deployment Officer (IDO): This position will be filled by a fully qualified Logistics Readiness Officer (LRO), or equivalent civilian, in the LRS Deployment and Distribution Flight (LGRD) for a period of at least 18 months. The IDO acts for the Installation/Wing Commander in directing, controlling, coordinating, and executing deployments and installation exercises (to include tenants). All host installation support required by transiting forces will be managed within the capabilities of the applicable air terminal, where they exist. For aggregate Air & Space Expeditionary Force (AEF) missions, the IDO will be responsible for originating/terminating passengers from/at the installation. Unit Deployment Manager (UDM): The UDM is a member assigned to a unit that manages all deployment readiness and training aspects for all deployable personnel and equipment within their unit to ensure they are deployment ready. In addition, UDMs support redeployed personnel in the Redeployment Support Process with commanders of their units. The Deployment Process Working Group (DPWG): The DPWG will be established at each installation. At a minimum, participants will include representation from the following functional areas: Wing Plans, Logistics Plans and Integration, Transportation, Manpower, Personnel, Communications, Medical, UDMs, tenant units, and other functional areas as determined by the IDO. The DPWG will oversee the Integrated Deployment System (IDS) and DCAPES implementation and sustainment, as well as address deployment policy and training issues; assist in formulation of installation deployment guidance and development of the IDP; meet at least semi-annually. The intent of the semi-annual DPWG is for the IDO to sit down with their Passenger Deployment Function (PDF) representatives, Cargo Deployment Function (CDF) representatives, and UDMs to discuss/review deployment related issues that their installation may have; and maintain awareness of installation taskings. 3. Five Components of the Integrated Deployment System (IDS) IDS is the automated family of systems used for wing-level deployments and contingency operations. The supported component headquarters will communicate the employment resource requirements to the supporting commands and wings/bases using DCAPES. Communication with units at base level is necessary to ensure unit deployment planning supports component headquarters requirements and identifies and compensates for shortages. AF planners and readiness offices use DCAPES at various command levels to translate contingency planning, Joint Chiefs of Staff (JCS) exercise, real world crisis execution, or local exercise taskings into detailed unit requirements down to the Air Force Specialty Code (AFSC) and tool box level. AF planners, readiness personnel, Functional Area Managers (FAMs), and Unit Deployment Managers (UDMs) use the 92 IP 326-2

100 data in DCAPES to prepare resources for movement and accomplish force accountability at the deployment and employment locations. Deliberate and Crisis Action Planning and Execution Segments (DCAPES): AF s single system to present, plan, source, mobilize, deploy, account for, sustain, redeploy, and reconstitute Combatant Commanders Requirements. It provides integrated planning and execution support system for operations, logistics, manpower and personnel functional communities. Integrates Air Force planning and execution automated processes into Joint Operation Planning and Execution System (JOPES). Logistics Module (LOGMOD): LOGMOD automates development and distribution of Unit Type Code (UTC) packages. At Installation/Wing level, it provides the capability to schedule, monitor, and control movement of cargo and personnel via air or surface modes of transportation. Used at all levels of command. At Headquarters Air Force (HAF), it is used to analyze and approve UTC equipment detail, build the Manpower and Equipment Force Packaging (MEFPAK) report, and update standard UTCs in JOPES. At MAJCOM level, it is used to analyze and approve UTC equipment detail and report tailored UTCs to JOPES. LOGMOD is used at squadron/unit level by UDMs to track unit personnel readiness and for selection of cargo and personnel to fulfill UTC requirements. Provides standard reports for management of authorized data and real-time data to commanders for planned or contingency operations. Cargo Movement Operations System (CMOS): An Air Force system that automates base shipment processes in support of peacetime and contingency operations. CMOS serves as the source data system essential to In-Transit Visibility (ITV) of cargo and passenger movements. Global Air Transportation Execution System (GATES): The current Air Mobility Command (AMC) real-time system that will support fixed, deployed, and mobile sites. It will process and track cargo and passengers, support resource management and provide command and control support information. It will also generate cargo, passengers, and resource reports at headquarters and unit level, and will provide message routing and delivery for all AMC transportation airlift operators regardless of size, workload, volume, configuration, or location. Integrated Computerized Deployment System (ICODES): ICODES is an integrated Joint Deployment and Distribution Enterprise (JDDE) load planning system that automates load planning in support of worldwide deployment of forces and day-to-day cargo movement. ICODES was selected as the preferred migration system for shipload planning and incorporates air load planning capabilities. 4. Installation Deployment Readiness Cell (IDRC): The IDRC is a centralized function aligned under the LRS Commander and generally located within LRS facilities. It is the focal point for all deployment and execution operations. The IDRC is responsible for identifying, validating, and distributing taskings and information. Members include the IDO, FSS/Installation Personnel Readiness (IPR), LRS/ Logistics Plans and Integration, Traffic Management, Manpower, Air Transportation, tenant unit representatives, and other functional personnel either on a permanent basis or as direct support staff available to the IDO when required. Permanent staff consists of the IDO, Logistics Plans and Integration, and IPR personnel. When directed by the IDO to work in the IDRC, the direct support staff consists of Manpower, Traffic Management, Air Transportation, tenant unit Logistics Planners, etc. IP

101 5. Deployment and Reception Work Centers required to support the deployment and reception process Deployment Control Center (DCC): As the focal point for all deployment operations, the DCC must ensure the installation meets all deployment command and control requirements. The DCC is the installation focal point for identifying, verifying, and distributing tasking information before and during execution. The IDO is responsible for reviewing and monitoring all applicable classified newsgroup messages that pertain to the installation s taskings. MAJCOMs will identify which newsgroups their wings are responsible for reviewing and monitoring. The IDO and/or their logistics plans staff will review and monitor DCAPES Plan Identification Designators (PID) to verify receipt and acceptance/reclama of taskings. MAJCOMs will identify which PIDs their wings are responsible for monitoring. Cargo Deployment Function (CDF): The CDF is responsible for all actions necessary to receive, in-check, inspect, marshal, load plan, manifest, and supervise loading cargo aboard deploying aircraft or vehicles. The host LRS, or APS on an AMC strategic port base, is responsible for providing CDF training which will include this instruction, local deployment management documents, and, more importantly, functional expertise in their CDF duties. Personnel Deployment Function (PDF): The PDF is directed by JP 1-0, Joint Doctrine for Personnel Support to Joint Operations. It is an organized processing activity designed to ensure deploying personnel are properly accounted for and prepared for deployment. It serves as the installation s focal point for monitoring all personnel processing activities to include eligibility screening, pre-deployment briefings, orders preparation and production, passenger manifesting, passenger baggage handling, and passenger loading. Unit Deployment Control Center (UDCC): The UDCC is responsible for coordinating all unit level deployment activities to include receipt of taskings and preparation of cargo and personnel for deployment. Once activated on direction of the IDO, the UDCC will not deactivate without prior coordination with the IDO and the DCC. Reception Process: Reception is the first part of the overall concept of Joint Reception, Staging, Onward movement, and Integration (JRSO&I). The reception process is designed to integrate incoming units into a mission/combat capable force as soon as possible with the flexibility to stage and move units forward. It involves off-loading, documenting, accounting for, and bedding down inbound equipment and personnel. AFI , Chapter 6, covers reception operations from AF main operating bases and forward operating locations (FOLs) where the AF has reception responsibility. Installation/Wing Commanders, or equivalents, will appoint an Installation Reception Officer (IRO) in writing. Installation Reception Officer (IRO): Oversees the Reception Control Center (RCC) and subordinate work centers, for the reception of contingency forces, as well as deployed personnel and unit in-processing actions at home station that includes the following: turn-in of deployment bags, military weapons, classified components and/or materials, deployed equipment items, biological warfare/chemical warfare antidote kits. The IRO also schedules and chairs an annual Reception Process Working Group (RPWG) meeting with all reception work center personnel and base-level support agencies. 94 IP 326-4

102 Reception Control Center (RCC): Provides overall direction and coordination of reception and beddown procedures and resolves any problems affecting reception of resources. The RCC will monitor the inbound force airlift and the actual arrival times of personnel and cargo. The RCC oversees two functions, the Reception Processing Unit (RPU) and the Cargo Reception Function (CRF). (NOTE: For reception of forces at established AF installations, the DCC, PDF and CDF operate in a dual role as the RCC, RPU, and CRF respectively, as bases often deploy and receive forces simultaneously.) The RCC, if not at an established AF operation location, is created with the arrival of the Command and Control (C2) force module. NOTES: IP

103 IP-402: Plan Assessment LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the Plan Assessment function. SAMPLES OF BEHAVIOR: 1. Summarize the four potential outcomes of plan assessment. (JP 5-0) 2. Distinguish between plan assessment for contingency and execution planning (CAP). (JP 5-0) 3. Describe the fundamentals of assessment at execution. (JP 5-0, Appendix D) 4. State the role of an operation planner post Execution Order (EXORD). (JP 5-0) NOTES: JP IP 402-1

104 1. Plan Assessment: Refine, Adapt, Terminate, Execute (RATE) Refine. During all planning efforts, plan refinement typically is an orderly process that follows plan development and is associated with the plan assessment planning function. Refinement then continues on a regular basis as circumstances related to the potential contingency change. In crisis action planning (CAP), refinement is almost continuous throughout plans or operation order (OPORD) development. Planners frequently adjust the plan or order based on evolving commander s guidance, results of force planning, support planning, deployment planning, shortfall identification, adversary or multinational force (MNF) actions, changes to the operational environment, or changes to strategic guidance. Refinement continues even after execution begins, with changes typically transmitted in the form of fragmentary orders (FRAGORDs) rather than revised copies of the plan or order. Adapt. Planners adapt plans when major modifications are required, which may be driven by one or more changes in the following: strategic direction, operational environment, or the problem facing the joint force commander (JFC). Planners continually monitor the situation for changes that would necessitate adapting the plan, to include modifying the commander s operational approach and revising the concept of operations (CONOPS). When this occurs, commanders may need to recommence the In Progress Review (IPR) process. Terminate. Commanders may recommend termination of a plan when it is no longer relevant or the threat no longer exists. For Joint Strategic Capabilities Plan (JSCP) tasked plans, Secretary of Defense (SecDef), with advice from the Chairman of the Joint Chiefs of Staff (CJCS), is the approving authority to terminate a planning requirement. Execute. Execution begins when the President decides to use a military option to resolve a crisis. Only the President or SecDef can authorize the CJCS to issue an execute order (EXORD). Depending upon time constraints, an EXORD may be the only order a JFC receives. The EXORD defines the time to initiate operations and conveys guidance not provided earlier. The CJCS monitors the deployment and employment of forces, makes recommendations to SecDef to resolve shortfalls, and tasks directed actions by SecDef and the President to support the successful execution of military operations. Execution continues until the operation is terminated or the mission is accomplished. In execution, the planning process is repeated continuously as circumstances and missions change. 2. Contingency Planning. The supported commander continually reviews and assesses the complete plan, resulting in four possible outcomes: refine (R), adapt (A), terminate (T), or execute (E). The supported commander and the Joint Planning and Execution Community (JPEC) continue to evaluate the situation for any changes that would trigger RATE. The combatant commander (CCDR) will brief SecDef during the plan assessment IPR (IPR R) of modifications and updates to the plan based on the CCDR s assessment of the situation and the plan s ability to achieve the end states. Execution Planning. During execution, the supported CCDR assesses the deployment and employment of forces, measures progress toward mission accomplishment, and adapts and adjusts operations as required to reach the end states. This continual assessment and adjustment of operations creates an organizational environment of learning and adaptation. This adaptation can range from minor operational adjustments to a radical change of approach. When fundamental IP

105 changes have occurred that challenge existing understanding or indicate a shift in the operational environment/problem, commanders and staffs may develop a new operational approach that recognizes that the initial problem has changed, thus requiring a different approach to solving the problem. The change to the operational environment could be so significant that it may require a review of the global strategic, theater strategic, and military end states and discussions with higher authority to determine if the end states are still viable. 3. Assessment is a process that measures progress of the joint force toward mission accomplishment. The focus is on measuring progress toward the end state and delivering relevant reliable feedback into the planning process to adjust operations during execution. Assessment involves deliberately comparing forecasted outcomes with actual events to determine the overall effectiveness of force employment. More specifically, assessment helps the commander determine progress toward attaining the desired end state, achieving objectives, or performing tasks. Assessment is continuous; it precedes and guides every operations process activity and concludes each operation or phase of an operation. Broadly, assessment consists of the following activities: (1) Monitoring the current situation to collect relevant information. (2) Evaluating progress toward attaining end state conditions, achieving objectives, and performing tasks. (3) Recommending or directing action for improvement. The Commander s Critical Information Requirement (CCIR) process is linked to the assessment process by the commander s need for timely information and recommendations to make decisions. Examples of commander s critical decisions include when to transition to another phase of a campaign, what the priority of effort should be, or how to adjust command relationships between component commanders. The assessment process uses measures of performance (MOPs) to evaluate task performance at all levels of war and measures of effectiveness (MOEs) to determine progress of operations toward achieving objectives. MOEs help answer questions such as Are we doing the right things, are our actions producing the desired effects, or are alternative actions required? MOEs are criteria used to assess changes in system behavior, capability, or operational environment that is tied to measuring the attainment of an end state, achievement of an objective, or creation of an effect. MOEs help measure changes in conditions, both positive and negative. MOEs are based on observable or collectable indicators. Several indicators may make up a MOE, just like several MOEs may assist in assessing progress toward the achievement of an objective or moving toward a potential crisis or branch plan execution. MOPs are closely associated with task accomplishment. MOPs help answer questions such as was the action taken, were the tasks completed to standard, or how much effort was involved? A MOP confirms or denies that a task has been properly performed. MOPs are commonly found and tracked at all levels in execution matrices. 4. Roles of an Operation Planner post EXORD Planning continues during execution with an initial emphasis on refining the existing plan and producing the OPORD and refining the force flow utilizing employed assigned and allocated forces. As the operation progresses, planning generally occurs in three distinct but overlapping timeframes: future plans, future operations, and current operations. Typically, the emphasis of the 98 IP 402-3

106 future plans effort is on planning the next phase of operations or sequels to the current operation. In a campaign, this could be planning the next major operation or the next phase of the campaign. Planning also occurs for branches to current operations (future operations planning). The timeframe of focus for future operations planning varies according to the factors listed for future plans, but the period typically is more near-term than the future plans timeframe. Future planning normally occurs in the J-5 or joint planning group (JPG), while future-operations planning normally occurs in the J-3. Finally, current operations planning addresses the immediate or very near-term planning issues associated with ongoing operations. This occurs in the joint operations center or J-3. Manage Force Movement. Early in execution, changes to the original plan may be necessary because of tactical, intelligence, and environmental considerations, force and non-unit cargo availability, availability of strategic lift assets, and port capabilities. Therefore, ongoing refinement and adjustment of deployment requirements and schedules and close coordination and monitoring of deployment activities are required. Competing requirements for limited strategic lift resources, support facilities, and intra-theater transportation assets will be assessed in terms of impact on mission accomplishment. If additional resources are required, the supported command will identify the requirements and provide rationale for those requirements in an RFF. The supported commander s force requests are allocated in the CJCS Global Force Management Allocation Plan (GFMAP) annex, and the joint force provider (JFP) publishes the GFMAP Annex Schedule to order forces to deploy. The JFP GFMAP Annex Schedule serves as the deployment order (DEPORD) for all global allocations. Geographic CCDRs coordinate with United States Transportation Command (USTRANSCOM), supporting CCDRs, Joint Staff (JS), and force providers to provide an integrated transportation system from origin to destination. The Geographic CCDRs control the flow into and out of theater using the appropriate Time-Phased Force and Deployment Data (TPFDD) validation process. The geographic service components incrementally select and validate unit line numbers throughout the flow into and out of theater. Coordination/Liaison. Early in execution, changes to the original plan may be necessary because of tactical, intelligence, and environmental considerations, force and non-unit cargo availability, availability of strategic lift assets, and port capabilities. Therefore, ongoing refinement and adjustment of deployment requirements and schedules and close coordination and monitoring of deployment activities are required. Throughout execution, JS, JFPs, Services, supported JFCs, and Combat Support Agencies (CSAs) monitor movements, assess accomplishment of tasks, and resolve shortfalls as necessary. This allows the CJCS, in conjunction with the supported commander, to change guidance, modify plans, and, if necessary, recommend changes to the termination criteria. Reporting. Reporting is accomplished via a Commander s Situation Report (SITREP). It keeps the MAJCOMs, services, JS, and SecDef apprised of existing political, military, and operational situations/plans and to keep commanders advised of a unit s ability to meet requirements outlined in approved plans. The SITREP is a narrative report that informs and enables higher levels of command to evaluate resources and prepare for potential effects of ongoing situations. (AFI , Operational Reporting) IP

107 Directing. Monitoring and evaluating are critical activities, however, assessment is incomplete without recommending or directing action. Based on the evaluation of progress, the staff brainstorms possible improvements to the plan and makes preliminary judgments about the relative merit of those changes. Staff members identify those changes possessing sufficient merit and provide them as recommendations to the commander or make adjustments within their delegated authority. Recommendations to the commander range from continuing the operation as planned, executing a branch, or making adjustments not anticipated. OPORD changes are typically transmitted in the form of fragmentary orders (FRAGORDs). A FRAGORD is an abbreviated form of an OPORD (verbal, written, or digital), which eliminates the need for restating information contained in a basic OPORD while enabling dissemination of changes to previous orders. It is usually issued as needed or on a day-to-day basis. NOTES: 100 IP 402-5

108 IP-409: Information Operations Part III LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the President, SECDEF, and CJCS s policies, guidance, and actions related to Information Operations. SAMPLES OF BEHAVIOR: 1. Comprehend the application of Information Related Capabilities (IRC) in a scenario. (JP 3-13) 2. Describe how Target Audience Analysis is accomplished in support of Military Information Support Operations (MISO). (JP 3-57) 3. Differentiate among the three dimensions of the Information Environment (IE). (JP 3-13) 4. Comprehend how key decision makers conduct strategic messaging within the IE. (JP 3-13) 5. Define Information Superiority. (JP 3-13) 6. Recall how coalition forces were able to gain Information Superiority over Iraqi forces in Operation Desert Storm. (JP 3-13) IP

109 1. IRC Application. Within the joint community, the integration of IRCs to achieve the commander s objectives is managed through an IO staff or IO cell. JFCs may establish an IO staff to provide command-level oversight and collaborate with all staff directorates and supporting organizations on all aspects of IO. Most CCMDs include an IO staff to serve as the focal point for IO. Faced with an ongoing or emerging crisis within a geographic combatant commander s (GCC s) area of responsibility (AOR), a JFC can establish an IO cell to provide additional expertise and coordination across the staff and interagency. Situation: An adversary is attempting to overthrow the government of Country X using both lethal and nonlethal means to demonstrate to the citizens that the government is not fit to support and protect its people. Joint Force Commander s Objective: Protect government of Country X from being overthrown. Desired Effects: 1. Citizens have confidence in ability of government to support and protect its people. 2. Adversary is unable to overthrow government of Country X. Review related IP-409 Lecture slides or reference JP 3-13, Chapter II. 2. Target Audience Analysis. The phrase Target Audience is defined in doctrine as an individual or group selected for influence. Within the Air Force, operational level analysis of a target audience is accomplished primarily through the behavioral influence analysis framework and executed through airborne platforms. MISO trained personnel conduct operations to convey selected information and indicators to foreign audiences to influence their emotions, motives, objective reasoning, and ultimately the behavior of foreign governments, organizations, groups, and individuals in a manner favorable to the originator s objectives. The USAF has a variety of assets used to execute missions in support of MISO objectives. EC-130 COMMANDO SOLO aircraft are equipped to broadcast MISO radio and television products. Transport aircraft perform static line leaflet airdrop missions. USAF aircraft can dispense leaflets by dropping leaflet canisters. USAF MISO capabilities extend beyond the traditional dissemination roles of airborne broadcasts and leaflet drops. Behavioral influences analysis (BIA) provides an analytical framework to facilitate understanding and exploitation of the perceptual and behavioral context of the OE. BIA directly supports MISO target audience analysis providing a more robust assessment of target audiences. MIS officers coordinate and liaise between the Air Force air operations center (or joint air operations center if designated) and the IO staff to utilize allsource analysis of an adversary s sociological, cultural, and demographic information to recommend effective MIS strategies. USAF MIS forces fill individual billets on joint manning documents and are capable of providing direct support and general support roles to units conducting MISO. For additional information, refer to JP , Military Information Support Operations. 3. Information Environment. The information environment is the aggregate of individuals, organizations, and systems that collect, process, disseminate, or act on information. This environment consists of three interrelated dimensions, which continuously interact with individuals, organizations, and systems. These dimensions are known as physical, informational, and cognitive. The JFC s operational environment is the composite of the conditions, circumstances, and influences that affect employment of capabilities and bear on the decisions of 102 IP 409-2

110 the commander (encompassing physical areas and factors of the air, land, maritime, and space domains) as well as the information environment (which includes cyberspace). The Physical Dimension. The physical dimension is composed of command and control (C2) systems, key decision makers, and supporting infrastructure that enable individuals and organizations to create effects. It is the dimension where physical platforms and the communications networks that connect them reside. The physical dimension includes, but is not limited to, human beings, C2 facilities, newspapers, books, microwave towers, computer processing units, laptops, smart phones, tablet computers, or any other objects that are subject to empirical measurement. The physical dimension is not confined solely to military or even nationbased systems and processes; it is a defused network connected across national, economic, and geographical boundaries. The Informational Dimension. The informational dimension encompasses where and how information is collected, processed, stored, disseminated, and protected. It is the dimension where the C2 of military forces is exercised and where the commander s intent is conveyed. Actions in this dimension affect the content and flow of information. The Cognitive Dimension. The cognitive dimension encompasses the minds of those who transmit, receive, and respond to or act on information. It refers to individuals or groups information processing, perception, judgment, and decision making. These elements are influenced by many factors, to include individual and cultural beliefs, norms, vulnerabilities, motivations, emotions, experiences, morals, education, mental health, identities, and ideologies. Defining these influencing factors in a given environment is critical for understanding how to best influence the mind of the decision maker and create the desired effects. As such, this dimension constitutes the most important component of the information environment. 4. The analysis of adversary military decision-making structure includes identifying key decision makers at the strategic or operational level who exercise some level of direct control over the adversary capabilities we are seeking to affect. These individuals or groups are potential deception targets. As such, the J-2 should be tasked with collecting all available information relating to such things as their backgrounds, psychological profile, personal relationships and key influencers, known biases, predispositions or vulnerabilities, current perceptions, and previous behavior in similar circumstances. As a reminder, MILDEC is prohibited by policy from deliberately targeting anyone outside the adversary military decisionmaking process without further legal review. Strategic Communication (SC). The SC process consists of focused United States Government (USG) efforts to create, strengthen, or preserve conditions favorable for the advancement of national interests, policies, and objectives by understanding and engaging key audiences through the use of coordinated programs, plans, themes, messages, and products synchronized with the actions of all instruments of national power. SC is a wholeof-government approach, driven by interagency processes and integration that are focused upon effectively communicating national strategy. The elements and organizations that implement strategic guidance, both internal and external to the joint force, must not only understand and be aware of the joint force s IO objectives; they must also work closely with members of the interagency community, in order to ensure full coordination and synchronization of USG efforts. Hence, the JFC s IO objectives should complement the overall objectives in accordance with IP

111 strategic guidance. The joint interagency coordination group (JIACG) representative within the IO cell facilitates coordination to comply with strategic guidance and facilitate SC. Reference the Strategic Communications scenario in the IP-409 lecture. 5. Information Superiority. Defined in doctrine as The operational advantage derived from the ability to collect, process, and disseminate an uninterrupted flow of information while exploiting or denying an adversary s ability to do the same. Information superiority allows the JFC to better understand the enemy s intentions, capabilities, and actions, as well as influence foreign attitudes and perceptions of the operation. Information Superiority begins with good intelligence collection. Intelligence helps commanders and staffs understand the operational environment and achieve information superiority. Intelligence identifies enemy capabilities and vulnerabilities, projects probable intentions and actions, and is a critical aspect of the joint planning process and execution of operations. It provides assessments that help the commander decide which forces to deploy; when, how, and where to deploy them; and how to employ them in a manner that accomplishes the mission. 6. Operation Desert Storm Scenario. Reference the IP-409 lecture and the Los Angeles Times article entitled Schwarzkopf's War Plan Based on Deception dated February 28, 1991 written by John M. Broder. NOTES: 104 IP 409-4

112 IP-410: Execution Planning LESSON OBJECTIVE: The objective of this lesson is for each student to comprehend the execution planning process. SAMPLES OF BEHAVIOR: 1. Define a crisis. (JP 5-0) 2. Distinguish between Execution (Crisis) Planning and Contingency (Non-Crisis) Planning? (JP 5-0) 3. Explain how contingency planning supports execution planning. (JP 5-0) 4. Distinguish among the types of joint operation orders. (JP 5-0) 5. Distinguish among the operational activities and planning functions found in doctrine. (JP 5-0; CJCSM A) IP

113 JP 5-0: Figure II-4. Joint Planning Activities, Functions, and Products NOTES: JP 5-0, CJCSM A 1. A crisis is an incident or situation that typically develops rapidly and creates a condition of such diplomatic, economic, or military importance that the President or SecDef considers a commitment of US military forces and resources to achieve national objectives. It is fast-breaking and requires accelerated decision making. 2. Planning initiated in response to an emergent event or crisis uses the same construct as all other planning. However, steps may be compressed to enable the time sensitive development of OPLANs or OPORDs for the deployment, employment, and sustainment of forces and capabilities in response to a situation that may result in actual military operations. Planning for contingencies is normally tasked in the JSCP based on the GEF or other directive. Planners derive assumptions needed to continue planning and reference the force apportionment tables to provide the number of forces reasonably expected to be available. Planning for crises is initiated to respond to an unforeseen current event, emergency, or time-sensitive crisis. It is based on planning guidance, typically communicated in orders (e.g., alert order [ALERTORD], warning order [WARNORD], PLANORD), and actual circumstances. Supported commanders evaluate the availability of assigned and currently allocated forces to respond to the event. They also determine what other force requirements are needed and begin putting together a rough order of magnitude force list. 3. Planners develop plans from the best available information, using available forces and capabilities per the GFMIG, quarterly GFM apportionment tables, existing contracts, and task orders. Planning for contingencies is based on hypothetical situations and therefore relies heavily on assumptions regarding the circumstances that will exist when a crisis arises. Planning for a contingency encompasses the activities associated with the development of plans for the deployment, employment, sustainment, and redeployment of forces and resources in response to potential crises identified in joint strategic planning documents. An existing plan with a similar scenario may be used to initiate planning in an emergent crisis situation. To accomplish this, planners develop a CONOPS that 106 IP 410-2

114 details the assumptions; adversary forces; operation phases; prioritized missions; and force requirements, deployment, and positioning. Detailed, war gamed planning supports force requirements and training in preparation for the most likely operational requirements. It also enables rapid comparison of the hypothetical conditions, operation phases, missions, and force requirements of existing contingency plans to the actual requirements of an emergent crisis. Contingency planning allows the JPEC to develop understanding, as well as the analytical and planning expertise that can be useful during a crisis. 4. Types of Orders. CJCS Orders are utilized to direct JPEC members through Execution Planning. As a crisis situation develops, the affected CCDR maintains communication with national leadership and as decisions to proceed with a military response to the crisis are made, orders are produced to guide JPEC activities. Warning Order (WARNORD). A WARNORD, issued by the CJCS, is a planning directive that initiates the development and evaluation of military COAs by a supported commander and requests that the supported commander submit a commander s estimate. Planning Order (PLANORD). A PLANORD is a planning directive that provides essential planning guidance and directs the initiation of plan development before the directing authority approves a COA. Alert Order (ALERTORD). An ALERTORD is a planning directive that provides essential planning guidance and directs the initiation of plan development after the directing authority approves a military COA. An ALERTORD does not authorize execution of the approved COA. Prepare to Deploy Order (PTDO). The CJCS, by the authority of and at the direction of the President or SecDef, issues a PTDO or deployment order (DEPORD) to increase or decrease the deployable posture of units; to deploy or redeploy forces; or to direct any other action that would signal planned US military action or its termination in response to a particular crisis event or incident. Deployment/Redeployment Order. A planning directive from SecDef, issued by the CJCS that authorizes and directs the transfer of forces between combatant commands (CCMDs) by reassignment or attachment. A deployment/redeployment order normally specifies the authority that the gaining CCDR will exercise over the transferred forces. Execute Order (EXORD). An EXORD is a directive to implement an approved military CONOPS. Only the President and SecDef have the authority to approve and direct the initiation of military operations. The CJCS, by the authority of and at the direction of the President or SecDef, may subsequently issue an EXORD to initiate military operations. Supported and supporting commanders and subordinate joint force commanders (JFCs) use an EXORD to implement the approved CONOPS. Operations Order (OPORD). An OPORD is a directive issued by a commander to subordinate commanders for the purpose of effecting the coordinated execution of an operation. Joint OPORDs are prepared under joint procedures in prescribed formats during Execution Planning. Fragmentary Order (FRAGORD). A FRAGORD is an abbreviated form of an OPORD (verbal, written, or digital), which eliminates the need for restating information contained in a basic OPORD IP

115 while enabling dissemination of changes to previous orders. It is usually issued as needed or on a day- to-day basis. 5. Execution Planning has the same operational activities and functions as Contingency Planning. JPEC activities within the operational activities and planning functions are collaborative, and may be accomplished sequentially or in parallel. Execution Planning is based on dynamic, real-world conditions and Execution Planning procedures provide for the rapid and effective exchange of information and analysis, the timely preparation of military COAs for consideration by the President or SecDef, and the prompt transmission of their decisions to the JPEC. Execution Planning activities may be performed sequentially or in parallel, with supporting and subordinate plans or OPORDs being developed concurrently. The exact flow of activities is largely determined by the time available to complete the planning and by the significance of the crisis. (Note: See JOPES Vol I., P E-2) Situational Awareness. (Strategic Guidance Function) In a crisis, situational awareness is continuously fed by the latest all-source intelligence and operations reports. An adequate and feasible military response in a crisis demands flexible procedures that consider time available, rapid and effective communications, and relevant previous planning products whenever possible. When an event with possible national security implications occurs, it is recognized, reported and assessed to determine whether military action may be required. This component of Execution Planning has three parts: (1) Situation Development. Situation monitoring is the continuous review and analysis by US government organizations, including the JPEC for indicators of incidents that could develop into a crisis. The CCMDs specifically monitor their respective AORs. An event occurs having possible security implications. A commander issues an operational report (OPREP-3) PINNACLE to advise the chain of command of the developing situation. This report provides the President, SecDef, and CJCS with as much information as possible about the nature of the crisis. The report also contains an assessment of actions being considered or actions already taken within existing rules of engagement (ROE). (2) Crisis Assessment. The CJCS, in coordination with other members of the Joint Chiefs of Staff (JCS) and the appropriate CCMDs, provides an assessment of the situation from the military point of view to the President and SecDef. The collaborative assessment process expands upon the supported CCDR's initial report of the situation, and includes a review of current strategy and applicable operation plans, forces available, expected time for earliest commitment of forces, and major constraints on the employment of forces, including terrorist threat considerations and force protection requirements. (3) Iterative Action. Situation awareness is continuous throughout the Joint Operation Planning and Execution System (JOPES) process. Options for action include: to continue monitoring, increase reporting, gather additional information, publish a CJCS WARNORD to initiate more detailed planning or return to pre-crisis situation monitoring. Planning. The planning component normally begins with the issuance of a CJCS Warning, Planning or Alert Order indicating that a threat to national security exists or a response is warranted. Planning includes COA development and selection. The approved COA becomes the basis for the concept of operations which defines the operation phases and transition criteria; aligns missions within phases 108 IP 410-4

116 to force requirements, and provides termination criteria. The planning component consists of two parts: (1) COA Development. (Concept Development Function) COA development begins when the President, SecDef, or CJCS decides to develop military options. The supported CCDR develops and submits recommended COAs to the CJCS, SecDef, and President in the commander s estimate. COA development consists of five activities: (a) Mission Analysis. COA development begins with a careful analysis of the assigned mission by the supported combatant commander. (b) Planning guidance development. Planning guidance provides sufficient information to the CCDR s staff, subordinate and supporting commanders for development of military COAs. (c) Staff Estimates. Staff estimates provide the foundation for COA selection and the commander s estimate. Their purpose is to identify the COA, which best accomplishes the mission and can be supported. (d) Commander s Estimate. The final product of COA development is the supported commander s estimate, which describes the COAs considered, summarizes evaluation results, and presents recommendations. It contains the supported commander s preferred COA and supporting rationale. (e) COA Selection. The CJCS, as principal military adviser to the President and SecDef and in consultation with supported and supporting CCMDs and other members of the JCS, reviews and evaluates the supported CCDR s estimate and provides recommendations and advice to the President and SecDef for their decision. The President or SecDef selects a COA and directs that detailed planning begin. The CJCS issues an Alert Order, denoting SecDef approval of a military COA. The CJCS may issue a Planning Order to direct commencement of detailed planning pending SecDef approval of a COA. (2) Detailed Plan Development. (Plan Development Function) Detailed plan development commences upon receipt of an alert or planning order. The supported CCDR, in collaboration with subordinate and supporting commanders, expands an approved or directed COA into a detailed OPORD and sourced TPFDD, by modifying an existing OPLAN, expanding an existing CONPLAN, or developing an OPORD from scratch when there is no pre-existing OPLAN. The collaborative planning environment and staff estimates developed in contingency planning are valuable resources for OPORD development and will provide for continuous plan refinement as time allows until either the guidance changes or the plan is executed. (3) Execution. (Plan Assessment Function) Execution begins when the President or SecDef decides to execute a military option in response to a crisis. The President or SecDef authorizes the CJCS to issue an EXORD that allocates forces to the supported CCDR(s) and directs the supported CCDR to conduct military operations. The supported CCDR issues an EXORD to subordinate and supporting commanders to direct OPORD execution. The supported CCDR monitors movements, assesses and reports achievement of objectives, directs action needed to ensure successful completion of military operations, and continues planning as necessary. Execution continues until the crisis is terminated or the mission is completed. (4) Operation Assessment. Assessment determines the progress of the joint force toward mission accomplishment. Throughout the four planning functions, assessment involves comparing desired IP

117 conditions of the OE with actual conditions to determine the overall effectiveness of the campaign or operation. More specifically, assessment helps the JFC measure task performance, determine progress toward or regression from accomplishing a task, creating an effect, achieving an objective, or attaining an end state; and issue the necessary guidance for change to guide forward momentum. During planning, analysis associated with assessment helps facilitate greater understanding of the current conditions of the OE as well as identify how the command will determine the achievement of objectives if the plan is executed. During execution, assessment helps the command evaluate the progress or regression toward mission accomplishment, and then adapt and adjust operations as required to reach the desired end state (or strategic objectives). This analysis and adjustment of operations creates an organizational environment of learning and adaptation. (Note: JP 5-0. II-17) **NOTICE** The preceding discussion describes the activities sequentially. During a crisis, they may be conducted concurrently or considered and eliminated, depending on prevailing conditions. It is also possible that the President or SecDef may decide to commit forces shortly after an event occurs, thereby significantly compressing planning activities. Although the allocation process has standard timelines, these timelines may be accelerated, but the force allocation process is still used and SecDef ultimately allocates forces. No specific length of time can be associated with any particular planning activity. Severe time constraints may require crisis participants to pass information verbally, including the decision to commit forces. Verbal orders are followed up with written orders. NOTES: 110 IP 410-6

118 IP-510: Strategic Guidance Exercise LESSON OBJECTIVE: The objective of this lesson is for students to apply knowledge gained through lectures on Strategic Guidance. SAMPLES OF BEHAVIOR: 1. Recognize the linkages between the strategic documents and operation planning. 2. Demonstrate how strategic documents guide operation planning. What are the Global Security priorities identified in the Guidance for Employment of the Force (GEF)? (Page 6) 1) 2) 3) 4) 5) What are the Top Contingency Plans identified in the GEF? (Page 7) 1) 2) 3) 4) 5) 6) 7) 8) 9) What is the planning guidance for USMEDCOM identified in the GEF? (Page 54) 1) 2) 3) 4) IP Dec17 111

119 What are the National Military Objectives identified in the Joint Strategic Campaign Plan (JSCP)? (Page 4) 1) 2) 3) 4) 5) 6) What are the campaign planning tasks for USMEDCOM? (Page 47) 1) 2) 3) 4) 5) What forces are assigned to USMEDCOM? (GFMIG) What forces are apportioned to USMEDCOM? (GFMIG) NOTES: 112 IP Dec17

120 IP-511: Security Cooperation Planning Exercise LESSON OBJECTIVE: The objective of this lesson is for students to apply knowledge gained through lectures on Strategic Guidance and Campaign Planning. SAMPLES OF BEHAVIOR: 1. Recognize common shaping activities used to support steady-state concept of engagement planning. 2. Defend choices of activities and events to achieve steady-state country objectives within resource limits. NOTES: IP

121 IP-512: Mission Analysis Exercise LESSON OBJECTIVE: The objective of this lesson is for each student to conduct mission analysis tasks for the development of a Service Component Plan. SAMPLES OF BEHAVIOR: 1. Recall the documents associated with mission analysis and their contents. 2. Explain how mission analysis relates to Joint Operation Planning activities/functions. 3. Brief enemy and friendly capabilities. NOTES: 114 IP 512-1

122 IP-520: COA Exercise LESSON OBJECTIVE: The objective of this lesson is for each student to develop a staff estimate given the required planning documents. SAMPLES OF BEHAVIOR: 1. Know the basic format and content of a staff estimate. 2. Discuss how staff estimates aid course of action (COA) development and analysis. 3. Develop a staff estimate. NOTES: IP

123 IP-530: TPFDD Elements Exercise LESSON OBJECTIVE: The objective of this lesson is for each student, given two scenarios, to complete a Time-Phased Force and Deployment Data (TPFDD) worksheet. SAMPLE OF BEHAVIOR: 1. Understand how to use applicable force requirement information to create a TPFDD record 116 IP 530-1

124 FORCE-PROVIDING ORGANIZATION CODES 1* USCENTCOM 2* COALITION 3* NORAD 4* USEUCOM 5* USPACOM 6* USSOUTHCOM 7* J-31 ARMY COMPONENT 8* USSTRATCOM 9* USSOCOM A HQ US Army B Navy component of supported commander C Air Force component of supported commander D Detailed support requirements final plan. E USMC component of supported commander F HQ US Air Force G USCINCTRANS H Candidate for host-nation support J Joint Chiefs of Staff K DOD Civilian L Other Civilian M US Marine Corps N US Navy P US Coast Guard Q Allied Air Force R Allied Marine Corps S USNORTHCOM T Allied Navy U Allied Organization V Allied Army W Army component commander X Shortfall Y FLEET MARINE FORCE Z EUSA PLANNING DATES C-Day = Unnamed day on which a deployment operation commences Ready to Load Date (RLD) - Date unit moves from Origin to POE Available to Load Date (ALD) - Date unit is available at POE for strategic lift Earliest Arrival Date (EAD) - Earliest date unit can arrive at POD Latest Arrival Date (LAD) - Date unit should complete unloading at POD Required Delivery Date (RDD) - Date should arrive at DEST. Supported Commanders Required Date (CRD) - Desired date of arrival ILOCARR - Intermediate Location Arrival Date. Date requirement arrives at an inter location. ILOCDEP - Intermediate location Departure Date: The day requirement departs intermediate location. GEOLOCATION CODES The GEOFILE is an automated table of worldwide geographic locations, including water areas. Data fields include GEOLOC, location name, installation type code (e.g., IAP International Airport), state or country code, state or country name, and latitude and Longitude point coordinates. It also contains ICAO codes and Military Standard Transportation and Movement Procedures (MILSTAMP) air and Sea locations: There may be more than one GEOLOC for the same location name. The difference is apparent in the installation type code. Ocean-Area Boundaries. The boundaries for a given ocean-area GEOLOC may be found in CJCSM Unknown Location: The GEOFILE also includes a code for an unknown location in each country and a code for an unknown foreign location (to be used when country is not known). LOCATION OF INTERMEDIATE STOP CODES A Between POD and Destination B Between POE and POD C Between Origin and POE JOPES Vol III Extracts PERS Force Requirement Personnel Strength; Identifies the personnel strength that satisfies the specific force requirements after arrival in the objective area. Personnel strength includes all Passengers (PAX) transported to the objective area by all modes of transportation. This is not the same as unit authorized strength. Only personnel who are committed to the plan or operation are included in PERS. PERS should be greater than or equal to PAX. PAX equals PERS plus organic moved PERS. For standard force requirements, strength is updated from TUCHA PERS. For nonstandard force requirements, personnel strength his either established for a nonstandard UTC or tailored by modifying a standard UTC. PAX Personnel Requiring Non-organic Transportation. Indicates the number of personnel in a force requirement requiring non-organic transportation. PAX should be less than or equal to PERS. PAX equals PERS plus organic moved PERS. For standard force requirements, PAX is updated from TUCHA PAX. For nonstandard force requirements, PAX is either established by the operator for a nonstandard UTC or tailored by modifying a standard UTC. UNIT NAME The specific unit name for the UIC assigned to fill the force requirement. Leave blank for shortfall (PROVORG = X ) or when UIC is blank. When GSORTS registered UIC is used, unit name is obtained from the GSORTS database. FORCE DESCRIPTION Contains a free-form description of the identified force requirement unit type and level. System generated from TUCHA for standard UTC. BULK ST: Bulk cargo. The amount of cargo in a UTC that will fit on a standard Air Force cargo pallet (463L pallet). OVER S/T: Oversize cargo. The amount of cargo in the UTC that will fit on C-130 aircraft but exceed the size limits of the 463L pallet. OUTSIZE S/T: Out size cargo. The amount of cargo that exceeds the size limitations of a C-130 aircraft, but will fit onto a C-17 or C-5. NAT M/T: Not Air Transportable (NAT). The amounts of cargo that cannot be moved by air due to size, weight, or hazard. IP

125 UNIT LINE NUMBERS, FRAGMENTATION CODES 1. A Unit Line Number (ULN) identifies each force requirement in a TPFDD. A ULN may be a free-format sevencharacter code or may be comprised of the five-character FRN and a two-character fragmentation code. The same ULN must not appear more than once in a TPFDD. 2. Free-Format, Seven Character ULN. When the ULN is entered as a free-format three to seven (3-7) character code, it may consist of any combination of alphabetic (except I and O) or numeric characters (no special characters). Free-format ULNs consisting of more than five characters cannot be split or fragmented using JOPES software. 3. ULN Consisting of FRN and Fragmentation Code a. Force Requirement Number. FRN uniquely identifies a force requirement and provides unique force identification within each Plan or TPFDD. FRNs may be two, three, four, or five alphabetic or numeric characters (except I and O). Regardless of its structure, the FRN identifies a single force requirement. FRAGMENTATION CODE: The fragmentation code further explains the sourcing and movement characteristics of a force requirement. These codes are used to uniquely identify subordinate units, fragments of units that will constitute a single force requirement, or movement increments of a single force requirement. Rule for Use. If either more than one set of unit identification or deployment data is submitted, or one force requirement deploys in more than one increment requiring different time phasing or routing, then the fragmentation code must have the value In addition, all fragmentation of the FRN must contain the same unit type code. ULNs in sequence with fragmentation indicators may be unfragmented using JOPES software. The original FRN will be used for the unfragmented requirement if possible. UNIT TYPE CODES The UTC is a five-character, alphanumeric code that is associated with and allows each type unit or organization to be categorized into a class having common distinguishing characteristics. The first character (functional category code) has significance in that it indicates the primary function of the type unit. CJCSM A contains guidance on UTC reporting and structure. ULN SPLIT SHIPMENT INDICATOR (SPLITIND). Values: N, Y, C or P. Default = Y. a. When N, indicates ULN is not a split shipment and may never be split into cargo and PAX increments. Split shipment software will not operate on this ULN until indicator is changed to Y. b. When Y (default), indicates ULN is not a split shipment but may be split into cargo and passenger increments. JOPES software supporting creation of split shipments will place cargo and PAX increments in separate ULNs with fragmentation codes The next two available sequential numbers will be used. Any ULN may be split. When splitting a ULN with five characters or less, the original ULN will be deleted and cargo and PAX increments will be created using fragmentation codes 01 and 02. When splitting a ULN ending in 01-99, original number will be retained if next number in sequence is available. Otherwise, next two sequential numbers will be used and original ULN will be deleted. Cargo increment will be positioned first in the ULN sequence. c. For a cargo portion of split shipment complete time phasing and routing information is required. Personnel accompanying cargo may be entered in cargo portion of split shipment. d. For a personnel portion of split shipment complete time phasing and routing information is required. Cargo accompanying personnel may be entered in personnel portion of split shipment. e. Unsplitting ULNs. ULNs in sequence for split shipment indicators may be unsplit using JOPES software. The original FRN will be used for the unsplit requirement if possible; otherwise user will specify a new ULN starting value. IP THE UNIT LEVEL CODE (ULC) The level of the unit for which the force requirement is stated. Modified for exercise AF Numbered Air Force AFD Airfield Facility DET Detachment DIR Director, Directorate DIV Division ELE Element FAC Facility GRP Group HQ Headquarters HQJ Headquarters Joint Task Force HQW Headquarters Element Wing OFC Office OIC Officer-In-Charge OL Operating Location PER Personnel SEC Section SQ Squadron SQD Squad STF Staff STR Store SUP Supervisor SYS System TE Task Element TF Task Force TG Task Group TM Team TML Terminal WG Wing UIC UIC Unit Identification Code 6 AN. UIC identifies the actual unit identified to satisfy a force requirement. For UICs registered in the Global Status of Resources and Training System (GSORTS) database, unit name and origin entries are updated automatically. For UICs not registered in GSORTS, unit name and origin entries are updated manually. Sourcing commands will take action to register UICs for units not previously registered. When required units are not available, enter X in PROVORG code (shortfall) and leave UIC blank. 118 JOPES Vol III Extracts TRANSPORTATION MODE & SOURCE CODES Air Modes: A C Air via supporting commander channel aircraft A D Air via theater controlled aircraft A H Air via Unit s organic aircraft (own aircraft) A K Air via (AMC, AMC-contract) controlled aircraft A L Air via AMC GO-PAX/commercial ticket program (CTP) (Exercise only) A M Air via unit funded commercial tickets A N Air via Host-nation/allied controlled aircraft A O Air via Operational Support Aircraft A Q Air via strategic (AMC) aircraft, SOF special handling required A S Air via SAAM Sea Modes: S C Supporting commander S D Supported Cmdr. controlled USN or USCG ship (MPS/AWR); not MSC S E Military Sealift Command-controlled ship, common user S H Unit s organic sea transport capable of independent sea transit S N Host-nation controlled ship S P DOD-commercial waterway movement (canal/barge/ferry) not under MSC. SW MSC-controlled ship withheld from common-user pool to support USMC. Land Modes: L C Supporting Cmdr. controlled land transport* L D Supported Cmdr. controlled land transport* *To other than a CONUS APOE/SPOE L G SDDC arranged transport (includes CONUS commercial rail and surface transportation) (within ITO authority) L H Unit s organic land transport (own vehicles) L M Land via DOD-land transport not under OPCON of CINC nor arranged by SDDC L N Host-nation controlled land transport L P DOD - land transport not CINCs nor arranged by SDDC, includes POL via pipeline L R Land via theater (supported commander) rail Optional Modes: P C Optional via supporting commander* P D Optional via supported commander* * To other than a CONUS SPOE) P G SDDC (CONUS use only) P N Host nation P A Mode/source of transport optional, X G CONUS Origin /POE (APOE/SPOE) same or POD (CONUS APOD/SPOD) and destination X X Origin and POE (not CONUS APOE/SPOE) same or POD (not CONUS APOD/SPOD) and destination same

126 Scenario 1: The Air Force component (AFMED) of the supported commander (MEDCOM) requires a security force capability for their new operation plan. The AFMED security force FAM enters FRN: WFQF2 into the TPFDD and enters a UTC (QFEB2) for a security force squad. QFEB2 has 13 personnel and 6.4 short tons of bulk cargo. The UTC title is SFS Security Forces Squad. The ULC designation is SQD. The supported air force component planner also enters the service code for the specific service tasked (F) and allows the supporting component to split this tasking, if necessary. This UTC is required to be at Woodpecker IAP, Mercury, (GEOCODE: XJJD) NLT C008. It will end its inter-theater (strategic) leg at Jonas Salk AB, Luna (GEOCODE: UMXA). Due to support limitations, the force should not arrive at the APOD (Jonas Salk) earlier than C005 but must arrive NLT C007 to ensure follow-on air transportation to its destination, Woodpecker. The supported commander provides transportation to Woodpecker. Since this UTC is unavailable in AFMED, the USAF is designated the providing organization (PROVORG). The AFMED SF planner wants the UTC to be flown into the MEDCOM AOR and designates AMC as the airlift provider. USAF, as the PROVORG, has decided to source the entire UTC from one unit, and sources it from the 633rd Security Forces Squadron (633SEFSQ) (UIC: FFD2S0) at Langley AFB, VA (GEOCODE: MUHJ). While this UTC must be at Dover AFB, DE (GEOCODE: FJXT) on C004 for inter-theater (CONUS to MEDCOM) airlift, they must first make an intermediate stop at Ft Bragg NC (GEOCODE: HCTL) for two days of training (Arrive: C002; Depart: C003). The 633rd SFS will provide the land movement on C001 from Langley to Ft Bragg. SDDC will provide the movement by whatever transportation is available at execution from Ft Bragg to Dover AFB (APOE). Scenario 2*: The Air Force component (AFMED) of the supported commander (MEDCOM) requires a communications element be at Vulture AB, Neptune (GEOCODE: XCVG) NLT than C006. The AFMED communications planner enters FRN: PFD1A and also enters the UTC (6KAGR). This UTC, which is not available in AFMED, has 22 personnel and 14.4 short tons of bulk cargo. The UTC title is Global Reach Communications Element and ULC is ELE. The communications planner also enters the service code for the specific service tasked and, by default, allows the supporting command to split this tasking if necessary. The force will end the inter-theater leg of its trip at Vulture AB Neptune; therefore, the POD is the same as the destination, and the Mode /Source code for Vulture AB becomes XX ( POD = DEST -- no further transportation required). The earliest they can arrive at the POD/DEST is C004 and the latest is C006. AFMED cannot fill this requirement with assigned forces, so USAF becomes the providing organization. The USAF does not have the ability to source this entire UTC from one unit, so it is decided to fragment (Frag) the sourcing from two bases. They identify the 440th Communications Flight (UIC: FFFL00-440CF) at Pope Field, NC (GEOCODE: TMKH) to provide 11 personnel (no equipment). This becomes the 01 Frag and ULN (i.e., PFD1A01). The 375 th Communications Squadron (UIC: FFMV10 375CS) at Scott AFB (GEOCODE: VDYD) is selected to provide the other 11 people and the 14.4 short tons of bulk cargo -- the 02 Frag. The Frag codes automatically change to Y for yes. Both ULNs must be available to load (ALD) at Dover AFB (GEOCODE: FJXT) for inter-theater airlift by AMC on C003. Military Surface Deployment & Distribution Command (SDDC) is required to get these forces to Dover AFB, DE by whatever transportation means is available. Both units are required to be ready to load (RLD) at their origin on C002. *Note: as a teaching point, this scenario is execution based, requiring a planner to source from two units to fill an immediate requirement. If it were deliberate planning, a planner would simply task one unit to fill the requirement, assuming that unit would be available at execution. IP

127 IP TPFDD WORKSHEET FORCE DATA ELEMENTS UNIT DATA ELEMENTS ULN UTC U L C S P L T F R A G Force Description P E R S P A X B U L K S/T O V E R S/ T O U T S/ T N A T UIC Unit Name P R O V O R G S E R V I C E FRN F R A G MOVEMENT DATA ELEMENT ORIGIN INTERMEDIATE POE POD DESTINATION GEOLOC RLD M O D E S O U R C E GEOLOC I L O C A R R I L O C D E P S T O P C D M O D E S O U R C E GEOLOC ALD M O D E S O U R C E GEOLOC EAD LAD M O D E S O U R C E GEOLOC RDD 120

128 IP-530M: TPFDD Elements Matching Exercise LESSON OBJECTIVE: The objective of this lesson is for each student to complete a Time- Phased Force and Deployment Data (TPFDD) matching exercise. SAMPLE OF BEHAVIOR: Relate the correct TPFDD element and term with its definition. Directions: Match the following TPFDD terms with their corresponding definitions. TERM DEFINITION TERM DEFINITION ALD UTC POE POD Origin PROVORG Destination FRN EAD ULN RDD RLD ILOC Mode & Source Bulk PAX PERS UIC 1. Date that the supported combatant commander requires a force to be at the employment location. 2. Six-character code that identifies a specific unit. 3. Three to five character code that uniquely identifies a force requirement in a plan. 4. Number of passengers in the record requiring non-organic transportation. 5. Type and provider of transportation from origin to POE to POD to destination. 6. Place where a force boards a strategic (inter-theater) lift asset. 7. Three-to-seven character data element comprised of the FRN and, possibly, SPLIT or FRAG codes. 8. Five-digit alphanumeric code that identifies a type of unit capability (force capability). 9. Earliest date a force can enter a port of debarkation (POD). 10. Home station of the force being moved. 11. Place where a force finishes the strategic (inter-theater) lift portion of the movement. 12. Date a force will be ready to begin loading onto strategic (inter-theater) lift assets. 13. Place where a force stops for training or other delay prior to arrival at the beddown destination. 14. Location where a force is to be employed. 15. Total number of personnel authorized for a UTC. 16. Recommended organization that will provide the force. 17. Cargo that fits on a 463L pallet. 18. Date a force is to be prepared to leave its origin. IP 530M

129 IP-531: Force Planning - Combat Forces LESSON OBJECTIVE: The objective of this lesson is for each student to make combat forces flow and bed down recommendations. SAMPLES OF BEHAVIOR: 1. Know how air objectives and operation phasing affect combat force flow. 2. Produce a combat force prioritization. 3. Defend initial bed down selection. 4. Develop combat force bed down solutions. NOTES: 122 IP 531-1

130 IP 532: Force Planning Combat Support LESSON OBJECTIVE: The objective of this lesson is for each student, given references, to develop a time phased force and deployment database (TPFDD) focused on Combat Support forces. SAMPLES OF BEHAVIOR: 1. Identify the unit type codes (UTCs) needed to support combat operations at an air base. 2. Prepare a prioritized TPFDD using Air & Space Expeditionary Task Force (AETF) Force Modules with selected forces at the beddown location. 3. Know the advantages of the AETF Force Modules in TPFDD development. NOTES: IP

131 IP-533: Support Planning Exercise LESSON OBJECTIVE: The objective of this lesson is for each student to compute support/sustainment requirements based on given planning factors. SAMPLES OF BEHAVIOR: 1. Identify unit type code (UTC) and number of UTCs to support sustainment requirements. 2. Select the class of supply. 3. Evaluate resources available through War Reserve Material (WRM), Acquisition and Cross- Servicing Agreement (ACSA), and Operational Contract Support (OCS). 4. Calculate sustainment requirements. 5. Identify the agency for sourcing. NOTES: 124 IP 533-1

132 IP-535: UTC Posturing and Coding LESSON OBJECTIVE: The objective of this lesson is for each student to apply knowledge gained during the unit type code (UTC) posturing and coding process. SAMPLES OF BEHAVIOR: 1. Develop postured UTCs from authorizations. 2. Recognize home station requirements. 3. Compute the P-Code for the deployable and associate UTCs. 4. Apply UTCs to teaming. CODE Rank QTY 6KABC 6KDEF 6KGHI 6K 6K 6K 6K 6K A UTC Home O-4 1 O-3 3 O-2 1 E-7 3 E-6 5 E-5 10 E-4 11 E-3 11 TOTAL NOTES: IP

133 REFERENCE DOCUMENTS Unit Manning Document SORTS-DOC UTCs FAM / MAJCOM Additional UTCs 126 IP 535-2

134 P-Code 1 st Character Identifies deployable capability: D: Standard Deployable UTC (D-UTC) A: Associate UTC (A-UTC) 2 nd Character Represents how a UTC record may be utilized under surge conditions: D-UTCs (P,W, or X) A-UTCs (P,W, or X) P: Designates the UTC records that are required to fight from home station and have a direct CCDR mission. Example: Serving at the tip of the Korean Spear, controlling the high ground in space, and operating, maintaining, and securing the ICBM force. W: Assigned to each UTC in a unit that when combined or aggregated, represents the maximum simultaneous deployment capability of the unit for contingencies, up to and including major theater war. X: Defines the minimum home station requirement of the unit. P: Equals the unit s home station in-place wartime mission. W: Represents that the authorizations included in the A-UTC would be available for tasking during all conditions. However, these positions must be tasked via a standard deployable UTC. X: Equals at home wartime surge requirements. IP

135 IP-536: Force Readiness Reporting Exercise LESSON OBJECTIVE: The objective of this lesson is for each student, given data, to determine unit and unit type code (UTC) readiness status. SAMPLES OF BEHAVIOR: 1. Produce resource readiness assessment for a notional unit. 2. Produce a capability readiness assessment. 3. Produce AEF UTC Reporting Tool (ART) status for three notional UTCs. 4. Defend a UTC assessment. 5. Differentiate between Defense Readiness Reporting System (DRRS) and AEF UTC Reporting Tool (ART). NOTES: 128 IP 536-1

136 EXERCISE PLAN 1. Overview: This exercise should reinforce lecture/seminar instruction. Review material from Instructional Periods (IPs): a. IP-324, Force Readiness Reporting b. IP-320, FAM 2. Situation: Today you will use the information provided in this handbook to complete a Resource and Capability assessment for DRRS, and an ART assessment for the 99 th Communications Flight assigned to Dogwood AB, Luna. On the following pages, you will find information normally contained in a DOC statement along with other pertinent data and worksheets to fill out the required reports. The following information is available about the unit: 3. Scenario: In addition to 45 military authorizations, the 99 th Communications Flight has 24 civilian positions authorized. Critical personnel are officers who have a critical Air Force Specialty Code (AFSC) as their duty or primary AFSC and airmen who have a critical AFSC as their control or primary AFSC. Of the 45 military positions, only one is not considered critical. For in-place generation or mobility missions, the wartime personnel requirement is determined by the wartime requirements on the Unit Manning Document (UMD). For this exercise consider all military positions wartime required. None of the civilian positions are designated as critical or emergencyessential. There are currently 22 civilians assigned/available. 21 civilians have completed duty position training. None are required to have mobility training. The unit is designated as a fixed communications unit with a mobility mission, and, as such, all military members require duty position and mobility training. Of the 41 military members assigned, 36 have completed the duty position training, and 34 have completed mobility training. All 41 people are considered available for deployment purposes. All 41 people can be used to fill Designed Operational Capability (DOC) statement requirements. This unit is required to have 12 3kw generators and currently possesses all items. However, only 7 of 12 required 3kw generators are in proper working order. Estimated time to repair or replace exceeds unit DOC statement response time. QUICK REFERENCE CHART Military Authorizations 45 Critical Military Authorizations 44 Wartime Required Military Authorizations 45 Military Members Assigned 41 Critical Military Members Assigned 41 Military Members Duty Position Trained 36 Military Members Mobility Trained 34 Civilian Authorizations 24 Critical Civilian Authorizations 0 Emergency-Essential Civilian Authorizations 0 Civilian Personnel Assigned 22 Civilian Personnel Duty Position Trained 21 IP

137 RESOURCE READINESS STEP 1: Review the scenario outlined earlier to determine the number of critical personnel. ITEM TO NOTE: Units compute the personnel C-level, for total and critical personnel, based on the availability of funded, wartime required personnel. For in-place generation or mobility missions, the wartime personnel requirement is determined by the wartime requirements on the UMD. The lower P-level from total or critical personnel is used to determine the personnel resource area P- level. STEP 2: DETERMINE PERSONNEL RATINGS. Fill in the numbers under this step using information in scenario above. Remember total personnel is all military authorizations and civilians if applicable. Do not count civilians unless they are critical or mission essential. a. TOTAL PERSONNEL 1. TOTAL Personnel AVAIL/ASSIGNED 2. TOTAL Authorized (Call this Auth-Req) 3. Divide (Available/AUTH-Required) X 100, then round up or round down. AVAIL /AUTH-REQ X 100 = = P - The result is called P rating. Review the results and fill in P rating based on chart below. Round numbers <.5 down and >=.5 up to nearest percentage P-LEVEL TOTAL CRITICAL P P P P b. CRITICAL PERSONNEL in this unit based on AFI are: 17DX, 2S0X1, 3EXXX, 3DXXX. Use information from scenario to complete the following. 1. TOTAL Critical Personnel AVAIL/ASSIGNED 2. TOTAL Critical Auth-REQ (Call this C-AUTH-REQ) 3. Divide (Avail/AUTH-Required) X 100, then round up or down AVAIL /C-AUTH-REQ X 100 = = P - Review results from total personnel and critical personnel ratings. Choose lowest rating. Copy results into Summary on page 5. P-LEVEL TOTAL CRITICAL P P P P IP 536-3

138 STEP 3: DETERMINE EQUIPMENT AND SUPPLIES ON HAND RATING. Units with a mobility only mission use the LOGDET for each UTC it is required to support. Units compute the equipment and supplies S-level for combat essential and support equipment and supplies based on the availability of wartime required equipment and supplies. Equipment and supplies items are considered available if they are assigned to the unit and are physically present or can be present within the prescribed unit response time. This information is in the scenario paragraph 3. Insert appropriate S-level into Summary on page 5. AVAILABLE /REQUIRED X 100 = = S- S-LEVEL CMBT ESS SUPPORT NON-ACFT UNITS S S S S STEP 4: DETERMINE EQUIPMENT CONDITION RATING. Units compute the equipment condition R-level for combat essential and support equipment based on the availability of wartime required equipment. Equipment items are considered available if they are possessed by the unit and are, or can be, made mission ready within the prescribed unit response time. The formula for equipment condition computation is: the number of equipment items mission ready and available divided by the number possessed (not to exceed the wartime requirement number) multiplied by 100 then round up or round down. This information is contained in the scenario paragraph 3. (Hint: not all essential equipment is in proper working order). EQUIPMENT CONDITION WORKSHEET ASSIGNED/AVAIL MISSION READY /POSSESSED X 100 = = R- Copy results into Summary on page 5. R-LEVEL ACFT UNITS NON-ACFT UNITS R R R R IP

139 STEP 5: DETERMINE TRAINING RATING. Training required for your unit is indicated the DOC Statement. Determine the number of personnel required to be trained as designated in the scenario paragraph. The number you establish as assigned required training may not exceed UMDauthorized or UTC-required total personnel. Fill in the blanks below with type of training and numbers of members trained/assigned. TYPE 1 TRAINING NAME (Duty Position training is now TRSA1) NUMBER TRAINED /NUMBER ASSIGNED X 100 = % TYPE 2 TRAINING NAME (Mobility training is now TRSA2) NUMBER TRAINED /NUMBER ASSIGNED X 100 = % Use the lowest result. Result % Place in Training block on Summary worksheet. TNG UTC T-LEVEL PERCENT T T T T-4 Summary Category Rating Personnel P- Equipment S- Equipment Condition R- Training T- Overall C- Fill in the overall rating. The overall rating is equal to the lowest of any individual category. Commander s remarks are not required in this exercise. 132 IP 536-5

140 Capability Readiness Report 1. Situation: The 99 th Communications Flight has been tasked within its CORE METL for supporting the MEDCOM combatant commander with the Mission Essential Task (MET) below. This task comes directly from the AFUTL and is to be performed at a deployed location across the range of military operations. 2. Scenario: During the last BRONZE FLAG exercise 4 months ago, the 99 th Communications Flight deployed to a training base in Venus. During the 3 week exercise, deployed base voice systems operated at a 99.8 % in commission rate with only severe events such as power outages and extreme weather causing disruption. On average, NIPR systems required about 2 hours of offline time per week for systems maintenance and upgrades. However, SIPR systems averaged approximately 4 hours downtime per week. Task Number Task Description Condition Number Condition Descriptors Communications Operations Flight DETAILS TA Title Establish, Operate and Maintain Baseline Information Exchange Establishment and implement at a tactical communications system that provides voice, data, facsimile, seamlessly and securely in an operator friendly environment. (JP 3-13, JP 6-02) CONDITIONS C Title Communications Connectivity Description Continuous (operates with almost The degree to which communications can be no interruptions) maintained up and down the chain of command and horizontally. STANDARDS MEASURE SCALE CRITERION Percent >= 95 M2 -- System redundancy incorporated among commanders, headquarters, and units M3 -- Of operations delayed, disrupted, or degraded due to improper establishment and implementation of tactical communications system Percent <= 1 3. Tasking: Use the information in the paragraph above and the excerpt from AFI to assess the 99 th Communications Flight ability to perform the task. (Hint: you could calculate the percentage of downtime for the different systems using 168 hours in a week and then compare it to criterion. Or, these percentages could be combined into a percent of total communications downtime, and then compared to the criterion.) a. Yes b. Qualified Yes c. No IP

141 Excerpt from AFI , Force Readiness Reporting AFI , 3 Mar 2016 Chapter 8 Capability Readiness 8.1. General Rules. Capability Readiness reporting assesses the unit s ability to execute the unit s designed mission. It is coupled with information gleaned from the Resource Readiness Assessment to provide a complete assessment of the unit s capability and capacity to perform. Capability Readiness Assessments require close integration of OPLANs, Concept of Operations (CONOPS), training, evaluations, inspections, exercises, and SMEs responsible for different aspects of a unit s readiness. The MET OPRs draw on their expertise, and the unit's ability to perform the task when making mission assessments. Commanders will use the mission assessments along with the results of training, evaluations, inspections, exercises, their Resource Readiness Assessment, and ART reports to support their Capability Readiness Assessment. The capabilities-based approach identifies the responsibilities of individuals and organizations in the form of tasks, conditions, and performance standards. The assessment of resulting performance is captured in DRRS with Capability Readiness Assessments to validate Air Force and Joint training, and indicate unit task/mission readiness Task Readiness Assessments. Commanders are responsible for assessing their unit s ability to accomplish the tasks to prescribed performance standards under specified conditions. This assessment should be based upon observed performance, resource availability, and military experience and judgment. However, when observed performance is not recent, assessed performance will be used. The currency of observed performance depends on many factors: complexity of tasks, type of exercise, size, unit personnel changeover, experience, etc. The ultimate authority is the unit commander All assessments will be documented in accordance with the following definitions: Yes (Y/Green): Unit can accomplish task to established standard(s) and condition(s) Qualified Yes (Q/Yellow): Unit can accomplish most of the task to standard under most conditions. The specific standards and conditions that cannot be met as well as shortfalls or issues impacting the unit's ability to accomplish the task must be clearly detailed in the MET assessment No (N/Red): Unit is unable to accomplish the task to prescribed standard(s) and condition(s) at this time Anticipated change date in DRRS defaults to 30 days into the future. Units will change the default date to the date they anticipate a change in their rating If a unit is reporting Y and there is no anticipated change over the next 12-month period, the anticipated change date will be 12 months from the current report date Commanders will assess a current status and an anticipated status. 134 IP 536-7

142 Remarks are mandatory whenever a Qualified Yes or No assessment is used, or a Yes assessment is used when guidelines would indicate a Qualified Yes or No. ART REPORT 1. Overview: In IP-324, Force Readiness Reporting, you learned the AF, via AFPC/DP2, must plan, configure, schedule, prepare and assess UTCs for rotational support as well as wartime taskings. The AEF UTC Status Reporting Tool (ART) is designed to support the aforementioned goals. ART allows AEF-allocated units the ability to report UTC level readiness data. It allows immediate updates and ready access to an aggregate UTC status for all levels of command with sufficient depth of information to make informed decisions on the employment of forces for AEF operations. It further provides a means for identifying and analyzing actionable indicators of change. It is SIPRNET web-based, and the report can be viewed by anyone with SIPRNET access. ART also reviews the capability of a UTC in four areas (Equipment/Supply, Equipment Condition, Personnel and Training). 2. Situation: You are assigned to the 99 th Communications Flight. Your squadron is assigned eight UTCs; however you are only responsible for assessing the three UTCs directed by the DOC Statement (6KABC, 6KDEF, and 6KGHI). Unlike resource readiness assessment, there may not be clear and quantifiable rules on how to assess the unit. Based on these limited rules, the commander s determination is accepted as accurate. Remember, the commander does have to justify the outcome. The 99 th Communication Squadron s DOC response time is 24 hours. 3. Tasking: Read UTC assessment excerpt from AFI on the following pages. Then, read the three scenarios and assess the readiness of the UTC in each scenario. A manpower and personnel roster and UTC specific LOGDETs have been provided to aid you in determining your assessment of Green, Yellow or Red. Base your rating on personal experience and the AFI excerpt. Be prepared to explain and/or defend your results in seminar discussion. Excerpt from AFI , Reporting Status of Aerospace Expeditionary Forces 3.4. UTC Assessments. Assessments are based on all aspects of the UTC to include: (1) the ability to perform the capability defined by the Mission Capability (MISCAP) Statement, (2) can fulfill the standard manpower requirements, and (3) can fulfill the complete equipment requirements. The Logistic Force Packaging Subsystem (LOGFOR) Logistics Detail (LOGDET) and Manpower Force Packaging System (MANFOR) of the Manpower and Equipment Force Packaging System (MEFPAK) will be used to maintain the manpower and equipment requirements Response Time. If a UTC is on a DOC statement, then the UTC readiness assessment is based on resources that are expected to be mission ready and available within their DOC response time. Unless otherwise directed the UTC must be mission ready and available within 72 hours of tasking depending on the UTC requirements. IP

143 MISCAP provides a brief description of the capability for which the UTC is designed and may provide authorized substitutions to AFSCs, skill levels, grades, and SEIs. If no restrictions or substitutions are listed refer to Attachment 4 for AFSC consideration LOGFOR provides a list of equipment the UTC requires to perform the mission MANFOR contains the manpower detail required to provide the capability for a standard UTC Commanders provide an assessment of UTC readiness based on the unit's ability to provide the UTC for mission execution at any time Commanders rate each UTC against the unit's current ability to deploy and employ the UTC. Areas to be considered are personnel, training, equipment or supply, and equipment condition. Personnel must be fully qualified without deployment limitations and have all required mission and skill level training complete IAW applicable directives and instructions. Equipment must be serviceable and available for deployment Equipment and supplies on hand reporting includes the status of LOGFOR equipment and supplies required to support the UTC. It may indicate budget and supply problems when details are known. Commanders determine the readiness status based on the availability of mission required equipment and supplies. Items are considered available if they are assigned to the unit, physically present at the unit or have been deployed by the unit with an expectation of return The equipment condition area is used to determine the combat essential and support equipment that can be made ready within the UTC's response time to undertake the mission. Units assess the condition of equipment based on whether the available UTC required equipment (as determined in paragraph ) is in working order and mission ready The training assessment area indicates the status of training needed to support the mission for which a UTC is designed as described in the UTC Mission Capability (MISCAP). All personnel assigned to a UTC must have all required UTC and skill level training completed IAW applicable directives and instructions at the time of assessment. Individual training not required by the UTC (MISCAP or manpower detail) will not affect the UTC readiness assessment but will be captured for deployment readiness tracking Units should report the status of UTCs as stand-alone requirements. For rainbow UTCs where a UTC has both personnel and equipment requirements, but shares the equipment with a sister organization already deployed, the UTC should be assessed as Red, since it does not currently have the required equipment prior to deployment. For a rainbow UTC, a comment should be entered to indicate the status of the shared equipment Commanders are expected to use their judgment during assessments of missing or deficient capabilities, e.g. a shortage of one computer may not make a UTC red, but a shortage of one generator may. Remarks should reflect training requirements and/or resource actions necessary to improve the readiness status. 136 IP 536-9

144 In addition and independent of the readiness stoplight (Green, Yellow, Red) assessment, each unit will indicate if a UTC is tasked to deploy and, if tasked, whether it can meet theater specific requirements including line remarks within deployment timeline When skill level and/or grade substitutions, not explicitly allowed in the MISCAP but authorized IAW AFI guidance, are used in ART reporting, they will be noted using the Standard Assessment Remark of Skill Level or Grade, and drive an assessment equivalent to the assessment found in guidance within Attachment 4 of this AFI Commanders will continue to accomplish Readiness assessments even if the capability is deployed. When conducting such assessments units will presume that the health of the ALN has not changed unless circumstances/information warrants otherwise. Whether or not an ALN is deployed, has no impact on the readiness assessment. If a UTC is deployed and was being assessed as Green, commanders will continue to assess the UTC as Green unless circumstances/information warrants otherwise. For UTCs that were deployed while being assessed Yellow or Red, commanders will continue with that assessment until circumstances/information warrants upgrading the assessment Comments regarding ULN and RDD-type information must be applied to the TASKING ASSESSMENT REMARK not CC Comments Assess the overall health of a UTC. The UTC represents a capability that is assessed using the category areas described in paragraph The overall assessment will be rated using the following guidelines and the ART Monitor Assessment checklist (Attachment 2). Think of the monthly assessment as a Yes/No process (Figure 3.1). Additionally, a Yes/No process can be used when assessing if a UTC is tasked to deploy and if it can meet theater specific requirements (Figure 3.2) Green. The complete UTC to include the exact MANFOR and LOGFOR equipment with only MISCAP explicit substitutions, or green skill level, or grade substitutions (see Attachment 4). All required deployment training for the UTC can be accomplished within 72 hours of notification or sooner if subject to more stringent criteria Yellow. The UTC has a missing or deficient MANFOR or LOGFOR requirement, but that missing or deficient capability does not prevent the UTC from being tasked and accomplishing its mission in a contingency and/or AEF rotation. This includes AFI approved standard substitutions. Provide a detailed explanation in remarks. Describe the condition, the corrective action and provide a projected get-well date. In the event that a skill level or grade is dependent only on a members promotion it still needs to be noted and, if not listed in Attachment 4, still drives a Yellow Readiness Assessment at a minimum Red. The UTC has a missing or deficient capability that prevents the entire UTC from being tasked and accomplishing its mission in a contingency and/or AEF rotation. Provide detailed explanation of the shortfall in remarks. Describe the shortfall, the corrective action and provide a get-well date Black (Incorrectly postured). UTCs are assessed incorrectly postured when the UTC is postured against the unit in UTA and the unit commander believes this to be in error based on a IP

145 comparison of authorizations to postured positions. An explanation must be provided in the commander s remarks section to explain why the unit commander believes the UTC was postured in error. Assigning this rating in ART will automatically generate an to the MAJCOM ART POC, raising the issue with the MAJCOM FAM to help determine whether or not the UTC is correctly postured. A detailed explanation is to be provided in the of why the UTC should not be postured in UTA. For coordination and resolution, this information will be forwarded to the MAJCOM FAM responsible for posturing the UTC in UTA After each refresh, a change report is produced and available through the reports tab. Change reports are kept within the application for three months. The owning organization is responsible for follow-up and review of their unit changes. 138 IP

146 TASKING Your task is to assess the readiness of the three ART reportable UTCs and recommend a readiness rating (Green, Yellow, and Red) to your commander. UNIT MANPOWER & PERSONNEL ROSTER (UMPR) AFSC TITLE GRADE AUTH ASSGND *UNAVAIL Officers 17DX COMM OFFICER DX COMM OFFICER DX COMM OFFICER Enlisted 7-Level (E-6 & E-7) 3D176 AIRFIELD SYS CFMN 1 1 3D173 RF TRANS SYS TECH CFMN 2 2 3D171 CLIENT SYS CFMN 1 1 3D072 CYBER SYS OPS CFMN 1 1 3D172 CYBER TRANS SYS TECH CFMN 1 1 3E072 ELEC POWER PROD CFMN 1 1 8F000 FIRST SERGEANT 1 1 Enlisted 5-Level (E-4 & E-5) 3D155 RADAR SYS JNMN D153 RF TRANS SYS TECH JNMN D156 AIRFIELD SYS JNMN 1 1 3D151 CLIENT SYS JNMN 1 1 3D053 CYBER SURETY JNMN 1 1 2S051 SUPPLY MGMT JNMN D051 KNOWLEDGE OPS MGT JNMN D052 CYBER SYS OPS JNMN 3 3 3D054 COMPTR SYS PROG JNMN D152 CYBER TRANS SYS TECH JNMN 2 2 3E052 ELEC POWER PROD JNMN 1 1 Enlisted 3-Level (E-2 & E-3) 3D135 RADAR SYS APP 2 2 3D131 CLIENT SYS APP 3 2 3D133 RF TRANS SYS TECH APP 2 1 2S031 SUPPLY MGMT APP 1 1 3D032 CYBER SYS OPS APP 2 2 3D034 COMPTR SYS PROG APP 1 1 3E032 ELEC POWER PROD APP 1 1 TOTAL *UNAVAIL column indicates those personnel already assigned against additional UTCs (6KGHI, 6KJKL, and 6KMNO) tasked to the 99 CF. IP

147 SCENARIO ONE UTC 6KABC: UTC 6KABC has eight people assigned to the UTC. Of the eight people assigned, two are on medical profile. One of the three 3D052s has a broken leg; the other person, a Capt 017D3, has a mental disorder. The sergeant with the broken leg has their medical profile expiring in one month from today. The other person s medical profile, for the mental disorder, will expire one year from today. Both people on medical profiles are NOT worldwide qualified. What is the assessment for this UTC? Explain your assessment. MEFPAK data for UTC 6KABC: Title: C-E NETWORK OPS AND SECURITY MISCAP: AUGMENTS UTC 6KNS1 TO EXPAND AFFOR NOSC-D SERVICES. INCLUDES EXPERIENCED NOSC CREW COMMANDER, ENTERPRISE CONTROLLERS, ENTERPRISE DEFENDERS, AND NOSC HELP DESK FOR ONE SHIFT AT AFFOR NOSC- D. MAY SUBSTITUTE ONE (1) HIGHER OR QUALIFIED ONE (1) LOWER GRD/SKILL- LEVEL. REVIEWED: MAY 19 Manpower detail UTC AFSC Title SEI Grade FAC Quantity 6KABC 017D3 COMM OFFICER 03 38D1 1 6KABC 3D052 CYBER SYS JNMN 38D1 3 6KABC 3D072 CYBER SYS CFMN 38D1 1 6KABC 3D053 CYBER SURETY JNMN 38D1 1 6KABC 3D172 CYBER TRANS SYS TCH CFMN 38D1 1 6KABC 3D032 CYBER SYS APP 38D1 1 LOGDET: None. 140 IP

148 SCENARIO TWO UTC 6KDEF: UTC 6KDEF has four people assigned to the UTC. Of the four people assigned, one TSgt, 3D173, is facing UCMJ charges for marijuana use (DAV Code: 35) and is confined to base, however the person is otherwise worldwide qualified. Two 3D133s are required; only one is assigned. The UTC is missing two folding chairs and both fire extinguishers. The multimeter is due calibration in one month and was sent to the on-base PMEL early. During a scheduled maintenance inspection, one of the KIV-7 encryptors was low on power output and has parts on order. What is the assessment for this UTC? Explain your assessment. MEFPAK data for UTC 6KDEF: Title: C-E GROUND MULTIBAND TERMINAL MISCAP: QUAD-BAND/DUAL-HUB SATCOM TERMINAL PROVIDES HIGH-BANDWITH SATCOM IN C, X, KU AND KA BANDS (50 MB/S MAX AGGRECATE). SYSTEM INCLUDES 2.4M ANTENNA, AND MAY SIMULTANEOUSLY DRIVE SEPARATELY- TASKED ANTENNA (UTC 6KAB5 OR 6KABS) FOR OPERATION AS DUAL-HUB OR TWO INDEPENDENT HUBS, LINKING UP SIX SPOKES EACH. DSCS AND INTELSAT CERTIFIED. TERMINAL CONTROL AND MONITORING EQUIPMENT MAY BE REMOTED 1.2KM FROM TERMINAL EQUIPMENT. REQUIRES 12KW POWER SOURCE (FROM UTC 6KLS1 OR EQUIV). AIRLIFT BY C-130 OR LARGER. BOS NOT INCLUDED. BB/LB/SB/MB. DEPLOYING COMMANDER MAY SUBSTITUTE ONE-UP; ONE-DOWN SKILL LEVEL. REVIEWED: 4 MAR 19 Manpower detail: UTC AFSC Title SEI Grade FAC Quantity 6KDEF 3D173 RF TRANS SYS CFMAN 38A1 1 6KDEF 3D153 RF TRANS SYS JNMN 38A1 1 6KDEF 3D133 RF TRANS SYS APP 38A1 2 IP

149 LOGDET: UTC NSN Nomenclature QTY CCC Weight 6KDEF CT 463L PALLET, HCU-6/E 1 J3D 290 6KDEF CT TOP NET, HCU-15/C 1 J3D 25 6KDEF CT SIDE NET, HCU-7/E 2 J3D 20 6KDEF DUNNAGE 3 J3B 15 6KDEF KIV-7 ENCRYPTOR 2 J3B 80 6KDEF TENT, GP SMALL 1 J3B 280 6KDEF EXTERIOR LIGHTS 1 J3B 140 6KDEF CAMO WDLD RADTRAN 4 J3B 55 6KDEF CAMO SUPPORT WDLD 4 J3B 65 6KDEF 8145P511452F REUSEABLE CONTAINR 1 J3B 210 6KDEF 8145P511452F REUSEABLE CONTAINR 1 J3B 300 6KDEF CHAIR, FOLDING 4 J3B 10 6KDEF GENERATOR 3KW 2 D3B 165 6KDEF CAMO DSRT RADTRAN 4 J3B 55 6KDEF FIRE EXTINGUISHER 2 D3B 23 6KDEF TOOLBOX (PORTABLE) 1 J3B 45 6KDEF CABLE-FIELD WIRE, 2PR 1 J3B 40 6KDEF TABLE FIELD 2 J3B 25 6KDEF CAN FUEL 5GAL 2 D3B 40 6KDEF IM33 RS-449 INTERFACE MOD 2 J3B 40 6KDEF TOOL KIT,ELEC SYS 1 J3B 110 6KDEF JUG, INSULATED 2 J3B 10 6KDEF 8145P511452F REUSEABLE CONTAINR 1 J3B 200 6KDEF GAL STEEL DRUM W/COVER 1 D3B 570 6KDEF 5895GMTSPARES SPARES #1 CASE 1 J3B 196 6KDEF 8145P511452F REUSEABLE CONTAINR 1 J3B 190 6KDEF TRASH CAN 32GAL 1 J3B 15 6KDEF PLYWOOD, 3/4 IN 2 J3B 35 6KDEF MULTIMETER 1 J3D IP

150 SCENARIO THREE UTC 6KGHI: UTC 6KGHI has five people assigned. Of the five people assigned, one SSgt, 3D151, is not current on weapons training. (Policy at this location is JIT for all mobility training) The SSgt, 3D152, is on a medical profile for six months from today and is not worldwide qualified. All others are available for deployment. The two pieces of plywood were used during a unit party, as were the folding chairs. The plywood was painted with the unit emblem; three of the chairs are badly stained and bent. One of the side nets (HCU-7/E) has a tear in the netting. MEFPAK data for 6KGHI: Mission Capability Statement: PROVIDES MANAGEMENT AND AUGMENTATION OF TDC ELEMENTS. INCLUDES WGM, MAINTENANCE CONTROL, OPERATIONAL TENT, AND ADMINISTRATIVE SUPPLIES. SEPARATELY TASK 6KNYD FOR AEW COMSEC MANAGEMENT, 6KMJ7 FOR COMMAND AND ACCOUNTING FUNCTIONS. FOR SUSTAINING ROTATIONS TASK UTC S 6KTDO AND 6KNZ5. MAY SUBSTITUTE ANY 3D0XX AFSC FOR 3D152, OR 3D151. ONE M-1078 OR EQUIV REQUIRED FOR ROAD MOBILITY (NOT INCUDED). CS IS NOT INCLUDED. MB/LB/SB/BB. MAY SUBSTITUTE ONE (1) HIGHER OR QUALIFIED ONE (1) LOWER GRD/SKILL-LEVEL. REVIEWED: MAR 19 Manpower Detail: UTC AFSC Title SEI Grade FAC Quantity 6KGHI 3D151 CLIENT SYS JNMN 38A1 1 6KGHI 3D173 RF TRANS SYS TECH CFMN 38A1 1 6KGHI 3D171 CLIENT SYS CFMN 38A1 1 6KGHI 3D051 KNOWLEDGE OPS MGT JNMN 38D1 1 6KGHI 3D152 CYBER TRNS SYS TCH JNMN 38A1 1 LOGDET: UTC NSN Nomenclature QTY CCC Weight 6KGHI CT 463L PALLET HCU-6/E 1 J3D 290 6KGHI CT TOP NET, HCU-15/C 1 J3B 25 6KGHI CT SIDE NET, HCU-7/E 2 J3B 20 6KGHI DUNNAGE 3 J3D 15 6KGHI PLYWOOD 4x8x1/2 2 J3D 20 6KGHI 5419-COMMERCIAL BOX, TENT 1 J3D KGHI CAMO, PER DEST 12 J3B 510 6KGHI CAMO, SUPPORT KIT 12 J3B 200 6KGHI 8145-COMMERCIAL BOX, TENT LIGHTING 2 J3B 125 6KGHI FIELD DESK, W/SUPPLIES 1 J3B 135 6KGHI 5450-COMMERCIAL TABLE, FOLDING 12 J3B 10 6KGHI CHAIR, FOLDING 20 J3B 50 6KGHI MOBILITY BIN LG BTM 1 J3B 1575 IP

151 IP-537: Transportation/Movement Planning Exercise LESSON OBJECTIVE: The objective of this lesson is: In Part, given the contents and guidance provided in Deployment Redeployment LOI and MEDCOM supplemental LOI, produce transportation feasible Time-Phased Force and Deployment Data (TPFDD) records. In Part 2, adapt an existing TPFDD to meet changing conditions. SAMPLES OF BEHAVIOR: 1. Translate the contents/guidance provided by the CJCS LOI. 2. Summarize the contents/guidance provided by the Supplemental (MEDCOM) LOI. 3. Produce multi-modal TPFDD records IAW Deployment Redeployment LOIs. 4. Create a split record in the given TPFDD. 5. Know the purpose of Joint Flow and Analysis System for Transportation (JFAST). Overview: This exercise introduces the student to both the Deployment Redeployment and supplemental letters of instruction (LOI). The planning scenario below will test the student s ability to interpret the MEDCOM Supplemental LOI and apply that information while completing movement requirements. Notes to Planner: Being an experienced planner, you ve researched and are aware of the following planning factors: a. FRN/ULNs format is specified in the Supplemental LOI. You are responsible for developing the FRN/ULN for these two records based on the AFMED assignment table (F-2). b. When counting backward in a Time-Phased Force and Deployment Data (TPFDD), we logically count exclusively. Therefore, C030 minus three days is C027. In contrast, inclusive typically for EAD/LAD windows includes the first and last day as full days. Therefore, C030, C029, and C028 are three days, inclusive. Remember, EAD LAD windows are 3-days for Air; 7-days for Sea, inclusive. c. IAW USTRANSCOM guidance and Joint Flow and Analysis System for Transportation (JFAST), dedicated Military Surface Deployment and Distribution Command (SDDC) rail movement is 528 miles per day; convoy truck movement is 400 miles per day. d. Mileage between Hurlburt and the following Seaports of Embarkation (SPOEs) is: Jacksonville (335), Savannah (410), and Beaumont (576). (SPOE Table is F-6.) You are required to choose the best SPOE. e. Sealift transit times in Table F-3 include two days upload time at the SPOE; you are required to add two days download at the Seaport of Debarkation (SPOD) after arrival (LAD). 144 IP 537-1

152 f. Joint Reception, Staging, Onward Movement, and Integration (JRSO&I) i. Airlift: JRSO&I not required to be included (APOD = Dest; M/S = X/X). ii. Sealift: JRSO&I equals one day EXERCISE PART 1 1. Task: Develop a unit type code (UTC) Movement Schedule for an Air Shipment. (This is an instructor facilitated task.) a. You will be acting as both the AFMED supported and ACC supporting civil engineering (CE) planners, and will determine the appropriate means of transportation for a large CE force package (UTC). The UTC you ll be moving is a 4F9R3, a REDHORSE team from the 823rd CES (ACC), Hurlburt AFB, FL. The equipment (633 STons) and personnel (120) are required to be at Kingfisher, Mercury by C030. Using guidance in the AFMED FRN/ULN Assignment Table develop an appropriate FRN/ULN. Then, using the MEDCOM Supplemental LOI, determine the C-dates at each of the key points along the transportation network. Plan backward, taking into consideration JRSO&I, port handling (on-load and off-load), transit times, etc. When planning, note, but do not compute, the airlift/sealift apportionment in Tables F-12 & F-13. b. Display your results on the timelines in the charts below, determining the FRN/ULN and C- days ending with logical RLDs at the origin. NOTES: IP

153 2. Task: Using guidance and tables in the MEDCOM Supplemental Deployment/Redeployment LOI -- build portions of a TPFDD for combat forces across the entire theater (data utilized from deliverable produced in IP-531 Force Planning Exercise) and build portions of a TPFDD for Combat Support forces and Sustainment. (UTC, RDD and destination data provided). Example of Combat Forces data from IP-531 Example of Combat Support Forces data FM ID ULN UTC UTC TITLE Origin Name AUTH PAX RLD ALD BKH 4BBAA XFBK5 BBS 01 KITCHEN MOBILE MKT Holloman Afb 0 0 BKH 4BCAA XFB11 BBS WATER DISTRIBUTION SYSTEM Holloman Afb 0 0 BKH 4BCBA XFB12 BBS INITIAL WATER SYSTEM Holloman Afb 0 0 BKH 4BCCA XFB13 BBS WATER DIST LOOP Holloman Afb 0 0 BKH 4BCDA XFBE8 BBS 04 POWER 750KW GENERATOR Holloman Afb 0 0 BKH 4BDAA XFBJ1 BBS 01 TECH/SUPV TM Holloman Afb BKH 4BDBA XFBK3 BBS 01 KITCHEN-DINING 9-1/03 TT Holloman Afb 0 0 BKH 4BEAA XFBKA BBS HOUSEKEEPING SET Holloman Afb 0 0 BKH 4BEBA XFBL4 BBS 01 LATRINE PUMPER TRL Holloman Afb 0 0 BKH 4BECA XFBL8 BBS 04 SHOWER/SHAVE TT Holloman Afb 0 0 BKH 4BEDA XFBLA BBS 04 LATRINE TT Holloman Afb 0 0 BKH 4BFAA XFBLS BBS 01 SELF HELP LAUNDRY Holloman Afb 0 0 BKH 4BFBA XFBW7 BBS 03 ROWPU Holloman Afb 0 0 BKH 4BFCA XFBW7 BBS 03 ROWPU Holloman Afb 0 0 M/S POE POE EAD LAD M/S POD APOD M/S Dest DEST Exercise Part 2 1. Task: Develop a UTC Movement Schedule for a Split Shipment. a. Earlier, you worked with your instructor to build an Air Transportation record for the REDHORSE unit at Hurlburt Field. Now, you ll split that Air record and build a Sealift record for moving all of their cargo. b. You will be acting as both the AFMED supported and ACC supporting civil engineering (CE) planners, and will determine the appropriate means of transportation for a large CE force package (UTC). The UTC you ll be moving is a 4F9R3, a REDHORSE team from the 823rd CES (ACC), Hurlburt AFB, FL. The equipment (633 STons) is required to be at Kingfisher, Mercury (MY) by C030. Referring back to the ULN you previously assigned to the Air record, make appropriate changes and develop an appropriate FRN/ULN. Then, using the MEDCOM Supplemental LOI, Section II, B (page 8-11) and Tables F-3 thru F-7 (pages 11 14), and the Note to Planner below, determine the best ports to use (SPOE and SPOD), and the C-dates at each of the key points along the transportation network. Plan backward, taking into consideration 146 IP 537-3

154 JRSO&I, port handling (on-load and off-load), transit times, etc. When planning, note, but do not compute, the airlift/sealift apportionment in Tables F-12 & F-13. b. Display your results on the timelines in the charts below, determining the FRN/ULN, C-days, and seaports, ending with logical RLDs at the origin. LAD = RDD minus (download a POD + JROS&I) ALD = EAD minus (upload at POE + POE-to-POD transit) RLD = ALD minus (Origin to POE transit) MEDCOM LOI Section II Tables F-3 (Pg. 11) Sealift Transit Times F-5 (Pg. 13) Common User APODs / SPODs F-6 (Pg. 13) CONUS Common-User SPOEs F-7 (Pg. 14) MEDCOM Common-User SPODs / APODs 2. Task: Observe the refinement of a TPFDD utilizing JFAST. This guided discussion is designed to demonstrate the process of refining and estimating the transportation feasibility of a possible military course of action. Students will observe actions typically performed by the combatant command (CCMD) staff and USTRANSCOM in order to conduct Transportation Refinement functions. NOTES: IP

155 IP-538: Expeditionary Site Planning Exercise LESSON OBJECTIVE: The objective of this lesson is for each student, given planning materials, to assess the ability of an installation to support the commander s mission. SAMPLES OF BEHAVIOR: 1. Assess the support capabilities of given installation. 2. Analyze Time-Phased Force and Deployment Data (TPFDD) forces that will operate from an installation. 3. Compare known capabilities against operational requirements. 4. Brief potential shortfalls, limiting factors (LIMFACs), and overages at given installation. NOTES: 148 IP 538-1

156 IP-540: Execution Planning Exercise LESSON OBJECTIVE: The objective of this lesson is for each student, given a notional scenario, to apply planning principles and processes to deliver relevant planning products. SAMPLES OF BEHAVIOR: (Situation Awareness) 1. Summarize force availability, major constraints for deployment, situation update, and command relationships. 2. Analyze bed down potential for Mercurian bases. 3. Assess noncombatant evacuation support at MEDCOM bases. (Planning, COA Development) 1. Identify major concerns for bed down of aircraft, to include POL, for both courses of action (COA). 2. Identify impacts due to changes in air objectives in crisis action planning versus deliberate planning. 3. Recommend a COA based on operations planning group (OPG) identified advantages and disadvantages. (Planning, Detailed Planning) 1. Using the unit type code (UTC) availability data, update Time-Phased Force and Deployment Data (TPFDD) sourcing. 2. Develop an intra-theater airlift strategy. 3. Recommend distribution of munitions from the prepositioned ship. 4. Determine additional force requirements (RFF). IP

157 5. Update records in TPFDD to reflect changes in destinations. (Execution) (time permitting) 1. Discuss deployment, employment, Joint Reception, Staging, Onward Movement, and Integration (JRSO&I) and redeployment of forces. NOTES: 150 IP 540-2

158 ACRONYM LIST AADC Area Air Defense Commander AALPS Automated Air Load Planners System AAR After Action Report AC Active Component ACA Airspace Control Authority ACC Air Combat Command ACR Authorization Change Request ACS Agile Combat Support ACSA Acquisition and Cross-Servicing Agreement ADCON Administrative Control ADP Automated Data Processing ADS Authorized Data Source ADVON Advanced Echelon (also known as Initial Support Element) AEF Air & Space Expeditionary Force AEFC Air and Space Expeditionary Force Center AEFI AEF Indicator AEFC AEF Center Superseded See AFPC/DPW AEFPP Air & Space Expeditionary Force Presence Policy AEFSG AEF Steering Group AEG Air Expeditionary Group AES Air Expeditionary Squadron AETC Air Education and Training Command AETF Air & Space Expeditionary Task Force AETF FMs Air and Space Expeditionary Task Force Force Modules AEW Air Expeditionary Wing AF Air Force AF-IT Air Force Input Tool AFAFRICA Air Forces Africa AFCAP Air Force Contract Augmentation Program AFCC Air Force Component Command - Superseded See AFCHQ AFCENT (9 AF) Air Forces Central AFCHQ Air Force Component Headquarters - Superseded AFEMS Air Force Equipment Management System AFEODESL Air Force EOD Equipment and Supply Listing AFEUR Air Forces Europe AFFOR Air Force Forces AFI Air Force Instruction AFISRA Air Force Intelligence, Surveillance, and Reconnaissance Agency AFJET Air Force JOPES Editing Tool AFKOR (7 AF) Air Forces Korea AFMA Air Force Manpower Agency AFMC Air Force Materiel Command AFNORTH (1 AF) Air Forces Northern AFOG Air Force Operations Group Acronyms-1 151

159 AFOSI Air Force Office of Special Operations AFPAC Air Forces Pacific AFPC Air Force Personnel Center AFPC/DPW AFPC Directorate of AEF Operations AFPEC Air Force Planning and Execution Community AFPM Air Force Planners Memorandum AFQT Air Force Query Tools AFRC Air Force Reserve Command AFSC Air Force Specialty Code AFSLMO Air Force Senior Leader Management Office AFSOC Air Force Special Operations Command AFSOF (23 AF) Air Forces Special Operations Forces AFSOUTH (12 AF) Air Forces Southern AFSPC Air Force Space Command AFSS Air Force System Service AFSTRAT GS (8 AF) - Air Forces Strategic - Global Strike AFSTRAT SP (14 AF) - Air Forces Strategic Space AFSVA Air Force Services Agency AFT Analysis Feasibility Tool AFTRANS (18 AF) Air Forces Transportation AFUTL Air Force Universal Task List AFVC Air Force Verification Capability AGE Aerospace ground Equipment AI Air Interdiction AIA Air Intelligence Agency - Superseded See AFISRA ALD Availability to Load Date ALERTORD Alert Order AMC Air Mobility Command ANG Air National Guard AOC Air Operations Center AOR Area of Responsibility APEX - Adaptive Planning and Execution System APOD Aerial Port of Debarkation APOE Aerial Port of Embarkation APS Afloat Prepositioning Ship ARC Air Reserve Component ARPC Air Reserve Personnel Center ART AEF UTC Reporting Tool AS Allowance Standards ASO AFFOR Staff Officer ASPEN Aerospace Planning and Execution Network ATC Air Traffic Control ATO Air Tasking Order A-UTC Associate UTC AUTH Authorized Personnel AVD Available Date (WMP) AVL Availability Date (WMP) BaS&E Base Support & Expeditionary Planning Tool 152 Acronyms-2

160 BDR Battle Damage Repair BEAR Basic Expeditionary Airfield Resources BEEF Base Engineer Emergency Force BES Budget Estimate Submission BIDES Basic Identity BLA Base Level Assessment BOS Base Operating Support (see also Expeditionary Combat Support) BOS-I Base Operating Support Integration BPLAN Base Plan BSE Base Support Element BSP Base Support Plan BSPC Base Support Planning Committee C-MAJCOM Component MAJCOM C-NAF Component Numbered Air Force C2 Command and Control C2ISR Command & Control, Intelligence, Surveillance, and Reconnaissance C3 Command, Control and Communications CAA Conventional Air to Air CAF Combat Air Forces CAG Conventional Air-to-Ground (WMP) CAF/LSC Combat Air Forces Logistics Support Center-Superseded, see GLSC CAS Close Air Support CAT Crisis Action Team CBLP Computer-Based Logistics Planning Program CBRN Chemical, Biological, Radiological, Nuclear CBRNE Chemical, Biological, Radiological, Nuclear, and high-yield Explosives CCC Cargo Category Code CCDR Combatant Commander CCJO Capstone Concepts for Joint Operations CCIR Commander s Critical Information Requirement CCMD Combatant Command CCO Complex Contingency Operation CDC Career Development Course CDF Cargo Deployment Function CED Contingency, Exercise, and Deployment Orders CEI Critical Employment Indicator CENTAF Superseded AFCENT CFAST Collaborative Force Analysis, Sustainment and Transportation CFM Career Field Manager CFR Code of Federal Regulations CIN Cargo Increment Number CJCS Chairman of the Joint Chiefs of Staff CJCSI Chairman of the Joint Chiefs of Staff Instruction CJCSM Chairman of the Joint Chiefs of Staff Manual CMD Command CMOS Cargo Movement Operations System CNFG Load Configuration COA Course of Action Acronyms-3 153

161 COB Collocated Operating Base COCOM Command Authority COG Center of Gravity COMACC Commander Air Combat Command COMAFFOR Commander Air Force Forces CONOPs Concept of Operations CONPLAN Concept Plan CONUS Continental United States CONR CONUS NORAD Region COTS Commercial-off-the-Shelf CPA Chairman s Program Assessment CRE Contingency Response Element CPG Contingency Planning Guidance CPO Consolidated Planning Order - Superseded See CPS CPR Chairman s Program Recommendation CPS Consolidated Planning Schedule CRA Chairman s Readiness Assessment CRAF Civil Reserve Air Fleet CRC Control and Reporting Center CRD (Supported) Commander s Required Delivery Date CRF Cargo Reception Function CRG Contingency Response Group CRE Contingency Response Element CRM Command Remarks CRM Command Remark Code CRO Command Reporting Organization CRS Chairman s Readiness System CS&P Competitive Sourcing and Privatization CSA Combat Support Agency CSAF Chief of Staff, United States Air Force CSAR Combat Search and Rescue CSG Carrier Strike Group CSP Campaign Support Plan CTK Combined Tool Kits D&S Deterrence and Strike DB Defense Budget DCA Defensive Counterair; Derivative Classification Authority DCAPES Deliberate and Crisis Action Planning and Execution Segments DCC Deployment Control Center DCS Deputy Chief of Staff DEPID Deployment Indicator DEPORD Deployment Order DEST Destination DII COE Defense Information Infrastructure Common Operating Environment DIRLAUTH Direct Liaison Authorized DISA Defense Information Systems Agency DLA Defense Logistics Agency DMLSS Defense Medical Logistics Standard Support 154 Acronyms-4

162 DOC Designed Operational Capability DOC Statement Designed Operational Capability Statement DOCID DOC Identifier DOD Department Of Defense DODAAC Department of Defense Address Activity Codes DOTMLP Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel, and Facilities DPPG Defense Planning & Programming Guidance DPT Data Pattern Traffic DPWG Deployment Process Working Group DQT Dynamic Query Tool DRI Date Required In-place DRMD Deployment Requirements Manning Document DRRS Defense Readiness Reporting System DRU Direct Reporting Unit DSCH CSTR Discharge Constraint DSOE Deployment Schedule of Events DTR Defense Transportation Regulation EAD Earliest Arrival Date ECS Expeditionary Combat Support ECAST Enhanced Contingency-Rotational AEF Scheduling Tool EDA Excess Defense Articles EETL Extended Estimated Tour Lengths EM Equipment Management EME Equipment Management Element EMP/DEP Employment/Deployment (date) (WMP) EMS Equipment Management Section EMTF Expeditionary Mobility Task Force EOD Explosive Ordnance Disposal ERR TCC Pre-Edit Check Error Code ESL Equipment and Supply List ESORTS Enhanced Status of Resources and Training System ESP Expeditionary Site Plan ESSP Expeditionary Site Survey Process EST Enroute Support Team ESTA Enroute Support Team - A ESTB Enroute Support Team - B ETL Estimated Tour Length EW Electronic Warfare EXORD Execution Order FAB Field Assistance Branch FAC Functional Account Code FAM Functional Area Manager FDO Flexible Deterrent Option FEDLOG Federal Logistics Record FIC Force Indicator Code FID Foreign Internal Defense FLAG DATE Date the SSF was set Acronyms-5 155

163 FM Force Module FM Functional Manager FMF Foreign Military Financing FMID Force Module Identification Code FMS Foreign Military Sales FOA Field Operating Agency FOC Full Operational Capability FOL Forward Operating Location FORCE Fuels Operational Readiness Capability Equipment FORCE DESC Describes a Standard Force FRAG Fragment or Fragmentation FRN Force Requirement Number FS Flightline Support FSC Federal Stock Class FSE Fuels Support Equipment FSL Faculty Seminar Leader FTN Force Tracking Number FUNCPLAN Functional Plan FYDP Future Years Defense Program GAC-P Global Ammunition Control-Point GATES Global Air Transportation Execution System GCC Geographic Combatant Command GCCS Global Command and Control System GEF Guidance for Employment of the Force GEO Geographic GEO CODE Geographic Location Code GEO NAME Displays the Long Name of a Location GEOFILE Geographic Location File GEOLOC Geographic Location GFM Global Force Management GFMAP Global Force Management Allocation Plan GFMB Global Force Management Board GFMIG Global Force Management Implementation Guidance GLSC Global Logistic Support Center GMFP Global Military Force Policy GPS Gallons Per Sortie (WMP) GSA General Services Administration GSU Geographically Separated Unit GSORTS Global Status of Resources and Training System GTM Global Transportation Management GTN Global Transportation Network GWD Get Well/Worse Date HADR Humanitarian Assistance/Disaster Relief HAF Headquarters Air Force HNS Host Nation Support HQ Headquarters HUMRO Humanitarian Relief Operations IA Individual Augmentee 156 Acronyms-6

164 IAW In Accordance With ICODES Integrated Computerized Deployment System IDO Installation Deployment Officer IDP Installation Deployment Plan IDRC Installation Deployment Readiness Cell IDS Integrated Deployment System IE Information Environment IFO Integrated Financial Operations IGC Integrated Data Environment/Global Transportation Network Convergence IL Intermediate Level ILO In-Lieu-Of ILOC Intermediate Location ILOCARR Intermediate Location Arrival Date ILOCDEP Intermediate Location Departure Date IMA Individual Mobilization Augmentee IMET International Military Education and Training IMP Inventory Management Plan IMSC Installation Mission Support Center IO Information Operations IOC Initial Operating Capability IPB Intelligence Preparation of the Battlespace IPB Illustrated Parts Breakdown IPL Integrated Priority List IPR In Progress Review IPR Installation Personnel Readiness Element IRC Information Related Capability IRO Installation Reception Officer IRR Individual Ready Reserve IS Infrastructure Support ISR Intelligence, Surveillance, and Reconnaissance ISU Internal Slingable Unit IT Information Technology ITV In-Transit Visibility IW Irregular Warfare JABS Joint Action Brief Sheet JACCE Joint Air Component Coordination Element JACO (Service) Joint Action Coordinating Office JAOC Joint Air Operations Center JAOP Joint Air Operations Plan JCRM Joint Capabilities Requirements Manager JCS Joint Chiefs of Staff JDDE Joint Deployment and Distribution Enterprise JDTC Joint Deployment Training Center JET Joint Expeditionary Tasking JET JOPES Editing Tool JFACC Joint Force Air Component Commander JFAST Joint Flow and Analysis System for Transportation JFC Joint Force Commander Acronyms-7 157

165 JFP Joint Force Provider JIPOE Joint Intelligence Preparation of the Operating Environment JMD Joint Manpower Document JMNA Joint Military Net Assessment JOA Joint Operations Area JOPES Joint Operation Planning and Execution System JOPESREP Joint Operation Planning and Execution System Reporting Structure JOPP Joint Operation Planning Process JOPPA Joint Operation Planning Process for Air JP Joint Publication JPD Joint Planning Document JPEC Joint Planning and Execution Community JPERMS JOPES Permissions Software JPG Joint Planning Guidance; Joint Programming Guidance JPP Joint Presence Policy JQRR Joint Quarterly Readiness Review JRSO&I Joint Reception, Staging, Onward Movement, and Integration JS Joint Staff JSCP Joint Strategic Campaign Plan JSPS Joint Strategic Planning System JSR Joint Strategy Review JTF Joint Task Force JWCA Joint Warfighting Capabilities Assessment LAA Limited Asset Availability (Enabler) LAD Latest Arrival Date LC Lesser Contingency LCOM Logistics Composite Model LD/HD Low Density/High Demand - Superseded. See LS/HD LFF Logistics Factors File LIMFAC Limiting Factor LLD Line Level Detail LMSR Large, Medium-Speed RO/RO LOGDET Logistics Detail LOGFAC Logistics Feasibility and Analysis Capability Tool LOGFOR Logistics Force Packaging Module LOGMOD Logistics Module LOGMOD-BASE Logistics Module System Base LOI Letter of Instruction LRO Logistics Readiness Officer LRPG Long Range Planning Group LS/HD Limited Supply/High Demand LSA LOGMOD Stand Alone LSA Logistics Sustainability Analysis LSSS Logistics Support, Supplies or Services MAC MAJCOM Code MAF Mobility Air Forces MAJCOM Major Command MANFOR Manpower Force Packaging System 158 Acronyms-8

166 MANPER B - Manpower and Personnel Module - Base Level MARAD Maritime Administration MCDS Modular Cargo Delivery System MDS Mission Design Series MEFPAK Manpower and Equipment Force Packages METL Mission Essential Task List MFE Manpower Force Element MFEL Manpower Force Element List MHE Material Handling Equipment MICAS Mobility Inventory Control and Accountability System MIPR Military Inter-departmental Purchase MILDEC Military Deception MilPDS Military Personnel Data System MIS Military Information Support MISCAP Mission Capability MISO Military Information Support Operations MLSA Mutual Logistics Support Agreement MMG Master Mobilization Guide MNF Multinational Force MODE Preferred mode of transportation MOE Measure of Effectiveness MOG Maximum on Ground MOI Missile Oriented Item MOOTW Military Operations Other Than War MOP Measure of Performance MPES Manpower Programming and Execution System MPE Military Personnel Element MPF Maritime Prepositioning Force MPF Military Personnel Flight- Superseded See MPE MPRC Manpower & Personnel Readiness Center MRA MEFPAK Responsible Agency MRE Meals Ready-to-Eat MPS Maritime Prepositioning Ships MSC Military Sealift Command MSO Military Service Obligation MTONS Measurement Tons MUG Multiple UTC Group MW Major War NAF Numbered Air Force NAT Not Air Transportable NATO North Atlantic Treaty Organization NBC Nuclear, Biological, and Chemical NDS National Defense Strategy NEAF Numbered Expeditionary Air Force NEO Noncombatant Evacuation Operation NFAF Naval Fleet Auxiliary Force NGB National Guard Bureau NIPRNET Non Secure Internet Protocol Router Network Acronyms-9 159

167 MNCC National Military Command Center NMS National Military Strategy NONBASELINE Free text field for POC information NSC National Security Council NSCS National Security Council System NSDAB Non-Self Deployable Aircraft and Boats NSN National Stock Number NSO National Security Objectives NSS National Security Strategy OA Operational Area OCA Offensive Counter Air OCI Offensive Counterintelligence - Superseded See IO OCP Operational Capabilities Package OCS Operational Contract Support OFAMO Office of FAM Oversight OMB Office of Management and Budget ON CALL Preplanned, identified force or material requirement without designation OPCON Operational Control (Authority) OPLAN Operation Plan OPORD Operation Order OPR Office of Primary Responsibility OPSEC Operation Security OPTEMPO Operations Tempo ORI Operational Readiness Inspection ORIGIN Beginning point of deployment where unit is located ORM Operational Risk Management OSD Office of the Secretary of Defense OSI Office of Special Investigation OTH ULN transport other than TRANSCOM OUTSIZE (OUT) Refers to type of cargo OVERSIZE (OVR) Refers to type of cargo PAA Primary Aircraft Authorized - Superseded See PMAI PACAF Pacific Air Forces PACOM U.S. Pacific Command PAS Personnel Accounting Symbol PAX Passengers PB President s Budget PBD Program Budget Decisions PBR Program Budget Review PC Project Code P-Code Posturing Code PDF Personnel Deployment Function PDM Program Decision Memorandum PDS Personnel Data System PERS Personnel Strength Authorized PERSCO Personnel Support for Contingency Operations PERSTEMPO Personnel Tempo PIC Parent Indicator Code 160 Acronyms-10

168 PID Plan Identification Designator PIF Problem Indicator Flag PIN Personnel Increment Number PLANORD Planning Order PM Partial Mobilization PMAI Primary Mission Aircraft Inventory PME Professional Military Education POC Point of Contact POD Port of Debarkation POE Port of Embarkation POL Petroleum, Oils, and Lubricants POM Program Objective Memorandum POMCUS Prepositioning of Materiel Configured to Unit Sets POTUS President of the United States POV Privately Owned Vehicle PPBE Planning, Programming, Budgeting, and Execution PR Personnel Recovery PRC Presidential Reserve Call-up PROVORG Providing Organization PRU Personnel Readiness Unit - Superseded. See PRF PS Personnel Support PSRB Prioritization and Sourcing Review Board PTDO Prepare to Deploy Order PWRS Prepositioned War Reserve Sets QDR Quadrennial Defense Review RC Reserve Component RCC Reception Control Center RCC Regional Combatant Commander RDD Required Delivery Date READY Resource Augmentation Duty RecNum Record Number RFAP Rotational Forces Allocation Process RFC Request for Capabilities RFF Request for Forces RLD Ready to Load Date (Origin) RMD Resource Management Decision RO/RO Roll-on/Roll-Off ROMO Range of Military Operations RPD Redeployment Date RPU Reception Processing Unit RPWG Reception Process Working Group RQT Rapid Query Tool RRF Ready Reserve Fleet RSO&I Reception, Staging, Onward Movement and Integration RSP Readiness Spares Package SA Security Assistance SA Strategic Attack SBSS Standard Base Supply System Acronyms

169 SC Strategic Communication SCP Security Cooperation Plan SDDC Military Surface Deployment and Distribution Command SDDG Shipper s Declaration for Dangerous Goods SDOB Secretary of Defense Orders Book SEAD Suppression of Enemy Air Defenses SECAF Secretary of the Air Force SecDef Secretary of Defense SEI Special Experience Identifier SF Security Forces SGR Sortie Generation Rate SHI Special Handling Indicator SIC Status Indication Code SIOP Single Integrated Operational Plan SIPRNET Secret Internet Protocol Router Network SIPT Scheduling Integrated Product Team SITREP Situation Report SJA Staff Judge Advocate SOF Special Operations Forces SOS System of Systems SOUTHCOM Southern Command SPG Strategic Planning Guidance SPLITIND Split Shipment Indicator SPOD Seaport of Debarkation SPOE Seaport of Embarkation SRC Service Reserved Code SRC Source Code SRI Sortie Rate Indicator SROC Senior Readiness Oversight Council SRT DUR Sortie Duration (WMP) SRT RT Sortie Rate (WMP) SSAN Social Security Account Number SSF Schedule Status Flag SSG Standard Systems Group ST Short Tons SSTR Stability, Security, Transition, and Reconstruction STAMP Standard Air Munitions Package STEP Survey Tool for Employment Planning STON Short Tons STRAPP Standard Tanks Racks, Adapters, and Pylons Package TA Target Audience TACC Tanker/Airlift Control Center TACON Tactical Control (Authority) TAG The Adjutant General TALCE Tanker/Airlift Control Element - Superseded. See CRG T-AVB Marine Aviation Logistics Support (Ro/Ro) Container Ship TCC Transportation Component Command TCN Transportation Control Number 162 Acronyms-12

170 TCN Third Country National TCP Theater Campaign Plan TFA Total Force Assessment TMO Transportation (or Traffic) Management Office TOA Table of Allowance TPFDD Time-Phased Force and Deployment Data TPFDL Time - Phased Force and Deployment List TPFDD LOI Time-Phased Force and Deployment Data Letter of Instruction TRAP Tanks, Racks, Adapters and Pylons TRO Training and Readiness Oversight TRS Transportation Status Flag TSCP Theater Security Cooperation Plan TSE Tactical Support Element TUCHA Type Unit Characteristics TUCHA ICD Type Unit Characteristics Status Indicator Code TUDET Type Unit Equipment Detail TYPREP Type Unit Data Report UAM User Account Maintenance UCC Unified Combatant Commander UCP Unified Command Plan UDC Unit Descriptor Code UDCC Unit Deployment Control Center UDM Unit Deployment Manager UIC Unit Identification Code UJTL Universal Joint Task List ULC Unit Level Code ULN Unit Line Number UMD Unit Manning Document UN United Nations UNAAF Unified Actions Armed Forces URF Unit Request Form USAFA United States Air Force Academy USAFE United States Air Forces in Europe USAFRICOM United States African Command U.S.C. United States Code USCENTCOM United States Central Command USCG United States Coast Guard USEUCOM United States European Command USNORTHCOM United States Northern Command USPACOM United States Pacific Command USSOCOM United States Special Operations Command USSOUTHCOM United States Southern Command USSTRATCOM United States Strategic Command USTRANSCOM United States Transportation Command UTA Unit Training Assembly UTA UTC Availability UTC Unit Type Code UTM UTC Management Acronyms

171 VAL Vehicle Authorization List VEO Violent Extremist Organization VISA Voluntary Intermodal Sealift Agreement WAA Wartime Aircraft Activity WAAR Wartime Aircraft Activity Report WARNORD Warning Order WCDO War Consumables Distribution Objective WFHQ Warfighting Headquarters - Superseded WG Wing WMD Weapons of Mass Destruction WMP USAF War and Mobilization Plan WPARR War Plans Additive Requirements Report WPES War Planning & Execution Systems WRM War Reserve Materiel / War Readiness Materiel WRMM WRM Managers WRMNCO WRM Non Commissioned Officer WRMO WRM Officer WRMPM WRM Program Manager WSTA Weapons System Table of Allowances 164 Acronyms-14

172 Contacts LeMay Center/WE 401 Chennault Circle Maxwell AFB, AL DSN: Commercial: Fax: CWPC on the web: - Select Courses then scroll down for Contingency Wartime Planning Course Administration CWPC Chair Maj Trent Fritz DSN: trent.fritz@us.af.mil Mobile Education Teams Mr. Jason Benton DSN: jason.benton.2@us.af.mil CWPC Registrar Mr. Jason Benton DSN: jason.benton.2@us.af.mil Faculty Maj Trent Fritz DSN: trent.fritz@us.af.mil Mr. Jason Benton DSN: jason.benton.2@us.af.mil Mr. Mark Black DSN: mark.black.17@us.af.mil Mr. Bill Sheppard DSN: billie.sheppard.2@us.af.mil Capt Shenique Russ DSN: shenique.russ.3@us.af.mil Mr. Wade Johnson DSN: wade.johnson.15@us.af.mil DSN Call from Maxwell: Dial: 94+ seven digit number DSN Call To: Maxwell: 493-XXXX Gunter 596-XXXX Commercial Off Base: Dial: ten digit number On Base: Maxwell XXXX Gunter XXXX EMERGENCY: Command Post Sick-Call: Medical (0700) Dental (0645/1145) Contacts 165

173 Planner Resources Key Websites AEF Online CJCS Directives Joint Doctrine LeMay Center Additional Courses JAOPC DCAPES JOPES(JTC) JCRM Expeditionary Center Courses Expeditionary Site Survey Process (ADLS) LOG 299 Combat Logistics (AFIT) LOG 399 Strategic Logistics Management (AFIT) Steady-State Campaign Planning Courses (ADLS) Steady State Campaign Support Planning Course, Blackboard Course alog?sortcol=name&numresults=25&type=course&id=_22_1&s ortdir=ascending 166 Resources

174 Chart Based on JP 5-0

175 Warfighting Education Division Flag Officer Courses Joint Flag Officer Warfighting Course (JFOWC) Combined/Joint Force Air Component Commander Course (C/JFACC) Senior Joint Information Operations Application Course (SJIOAC) Cyberspace Operations Executive Course (COEC) Professional continuing education Contingency Wartime Planning Course (CWPC) Information Operations Fundamentals Application Course (IOFAC) Joint Air Operations Planning Course (JOAPC) Steady State Campaign Support Planning Course (SSCSPC)