BY ORDER OF THE COMMANDER AIR FORCE GLOBAL STRIKE COMMAND AIR FORCE GLOBAL STRIKE COMMAND INSTRUCTION 10-602 4 APRIL 2017 Operations HEADQUARTERS AIR FORCE GLOBAL STRIKE COMMAND OPERATIONAL CAPABILITY REQUIREMENTS MANAGEMENT COMPLIANCE WITH THIS PUBLICATION IS MANDATORY ACCESSIBILITY: Publication and forms/imts are available for downloading or ordering on the e-publishing website at www.e-publishing.af.mil. RELEASABILITY: There are no releasability restrictions on this publication. OPR: HQ AFGSC/A5PP Supersedes: AFGSCI 10-103, 6 Jul 2012 Certified by: HQ AFGSC/A5P (Col Robert T. Ewers III) Pages: 26 This instruction replaces Air Force Global Strike Command Instruction (AFGSCI) 10-103, Capabilities Based Operational Requirements and AFGSCI 10-604, Global Strike Operational Weapon Systems Management. This instruction implements AFPD 10-6, Capability Requirements Development and extends the guidance in the Air Force Directorate of Operational Capability Requirements (AF/A5R) Capability Development Guidebooks replacing Air Force Instruction (AFI) 10-601, Operational Capability Requirements Development. It provides HQ AFGSC directorate responsibilities and process information for submission of operational capability requirements documents and supporting documentation for Headquarters Air Force approval in accordance with the Joint Capabilities Integration and Development System (JCIDS). This instruction also defines teams that support HQ AFGSC operational requirements development. Finally, this instruction provides Initial Operational Capability (IOC)/Full Operational Capability (FOC) criteria for AFGSC weapon systems. Note: Requirements validation for system modifications is accomplished IAW the AFGSC supplement to AFI 63-131. This instruction applies to Headquarters Air Force Global Strike Command (HQ AFGSC) and its assigned Numbered Air Forces (8th Air Force and 20th Air Force), including subordinate units. This publication applies to all Regular Air Force, Air Force Reserve, and Air National Guard personnel within AFGSC staff elements who develop, review, approve, manage, or use Air Force operational capability requirements documents. This publication may be supplemented at any level, but all direct Supplements must be routed to the OPR of this publication for coordination prior to certification and approval. Users of this instruction must notify AFGSC/A5PP of conflicts between this instruction and other directives, instructions, or technical orders.
2 AFGSCI10-602 4 APRIL 2017 AFGSC A5/8 is the waiver approval authority for non-tiered requirements in this publication. Waiver requests shall contain compelling justification and must be submitted formally through AFGSC/A5PP. There are no wing or below compliance items. Ensure that all records created as a result of processes prescribed in this publication are maintained in accordance with Air Force Manual (AFMAN) 33-363, Management of Records, and disposed of in accordance with the Air Force Records Information Management System (AFRIMS) Records Disposition Schedule (RDS). Refer recommended changes and questions about this publication to the Office of Primary Responsibility (OPR) using the AF IMT 847, Recommendation for Change of Publication; route AF IMT 847s from the field through the appropriate functional s chain of command. SUMMARY OF CHANGES This document has been substantially revised and needs to be completely reviewed. This document replaces and supersedes AFGSCI 10-103, 6 Jul 2012 and AFGSCI 10-604, 1 Dec 2009. 1. Capabilities-Based Operational Requirements Process Overview.... 2 2. AFGSC... 4 3. Overview.... 14 4. Weapons System Team (WST)... 15 5. Purpose... 17 Attachment 1 GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 21 Attachment 2 SAMPLE DIVISION ENDORSEMENT MEMORANDUM 25 Attachment 3 SAMPLE MAJCOM ENDORSEMENT MEMORANDUM 26 1. Capabilities-Based Operational Requirements Process Overview. This section identifies key AFGSC processes supporting warfighter capability needs (requirements) fulfillment. 1.1. This instruction provides guidance to Air Force Global Strike Command (AFGSC) organizations participating in any phase of operational capability requirements management for AFGSC weapon systems. This instruction supplements the guidance in AFPD 10-6, Capability Development and the AF/A5R Capability Development Guidebook and is meant to be used in conjunction with JCIDs and Acquisition guidance listed in the References section of the AF/A5R Guidebooks. 1.1.1. NOTE: For the purpose of this volume, AFGSC weapon systems are defined as those weapon systems and weapon system s support equipment under AFGSC responsibility and acquired and sustained under the DoD 5000 series guidance. 1.2. Headquarters Air Force Global Strike Command (HQ AFGSC). IAW AFPD 10-9, Lead Command Designation and Responsibilities for Weapon Systems, as a Lead Major
AFGSCI10-602 4 APRIL 2017 3 Command (MAJCOM), HQ AFGSC performs organize, train, and equip functions. Additionally, HQ AFGSC provides guidance, prioritization, and oversight to its Acquisition/Sustainment Organizations (A/SO), other acquisition agencies, and the Science and Technology (S&T) communities to ensure future needs are met. 1.3. Operational Capability Requirements Process. AFGSC/A5P is tasked to facilitate AFGSC/CC oversight of operational requirements management for AFGSC weapon systems. As such, AFGSC/A5P manages the AFGSC operational requirements management process to ensure 1) AFGSC fulfills all requirements for HAF coordination and document submission as outlined in the (AF/A5R) Capability Development Guidebook, 2) appropriate leadership coordination and approval of operational requirements documents is accomplished and documented and 3) AFGSC documents meet the HAF standard and are accepted by the AF/A5R Gatekeeper on initial submission. 1.3.1. Electronic Air Force Requirements Oversight Council (eafroc). The eafroc is an AF/A5R-P-managed process used to virtually staff AF operational requirements documents to MAJCOMs and other AF requirements stakeholder organizations to ensure a requirements document is ready for final validation staffing. Per AF/A5R direction, the use of an eafroc is not a return to the past AFROC forum/meeting/membership. AFGSC/A5PP is HQ AFGSC s eafroc process OPR and accomplishes the associated staffing via the Information and Resource Support System (IRSS). Additional IRSS process information and associated AFGSC/A5PP staffing permissions are included in AFGSCI 33-303, Administrative Procedures. 1.4. Nuclear Deterrence Operations (NDO) Requirements and Acquisition Considerations. During the requirement refinement and acquisition phases, the NDO CFLI must consider the following: 1.4.1. Nuclear Certification. The purpose of the Air Force Nuclear Certification Program is to ensure all procedures, software, personnel, equipment, facilities, and organizations are certified before conducting operations with nuclear weapons or nuclear weapon systems. The ICD/CDD/CPD of each weapon system with a nuclear capability or serving as a critical element of the Nuclear Compatibility Certification Statement must identify nuclear certification as a threshold requirement (AFI 63-125). 1.4.2. Training. The training system is an integral part of each weapon system. The training system is a significant cost driver and must not be an afterthought in the acquisition and development of the mission system. The training system must receive the same visibility, funding, and documentation priority as the operational weapon system it supports. In addition, AFGSC shall fund training system modifications if the weapon system is modified or updated, to ensure training systems remain current with systems in the field. Weapon systems should not be modified if there is insufficient funding to modify both the operational system and the training system (AFI 33-2251). 1.5. Urgent Operational Needs (UONs). The AFGSC Requirements Process Manager (AFGSC/A5PP) will facilitate AFGSC coordination and submission of Urgent Operational Needs (UON). 1.6. Requirements Management Certification Training (RMCT). AFGSC/A5PP coordinates RMCT for AFGSC RMCT positions. New AFGSC personnel involved in the
4 AFGSCI10-602 4 APRIL 2017 requirements management process should contact AFGSC/A5PP to ensure all required training is accomplished. Reference the AF/A5R Capability Development Guidebook (Appendix 1) or the JCIDS Manual for a summary of the DAU training requirements. 1.7. IRSS POC. The AFGSC point of contact for the Information and Resource Support System (IRSS) is AFGSC/A5PP, AFGSC.A5PP@us.af.mil or usaf.barksdale.afgsc.mbx.afgsc-a5pp@mail.smil.mil. 2. AFGSC Director of Manpower, Personnel, and Services (AFGSC/A1): 2.1. Provides manpower support and expertise as required. 2.1.1. In accordance with AFI 28-201, Management of Manpower Requirements and Authorizations, develops the Manpower Estimate Report (MER), when tasked by HQ AF. 2.1.2. Serves as an Air Force Global Strike Command Requirements Oversight Council (GSROC) voting member. 2.1.3. Supports Responsible Division (RD) AOs with subject matter expertise, as required, in defining, developing, documenting, approving, and managing AFGSC capabilitiesbased requirements. 2.2. AFGSC Director of Intelligence (AFGSC/A2): 2.2.1. Executes both implementing and operating command Senior Intelligence Officer responsibilities as outlined in AFI 14-111. 2.2.2. Conducts Intelligence Infrastructure Analysis to document intelligence deficiencies, proposed solutions, and assess the level of intelligence for AFGSC missions. 2.2.3. Provides intelligence analysis and intelligence support to the command s capabilities-based requirements development process. 2.2.4. Tracks and reports status to AFGSC A5/8 and/or AFGSC/CC on intelligence issues affecting successful system development and mission accomplishment. 2.2.5. Provides intelligence data on foreign forces/processes and DoD validated Multi- Service Force Deployment scenarios for use in the Integrated Planning Process (IPP) and command studies and analysis. 2.2.6. Performs Cross-Program Analysis of intelligence deficiencies within AFGSC purview to consolidate similar requirements and facilitate development of multi-program solutions. 2.2.7. Oversees development and approves submission of AFGSC request for Intelligence Certification, as required by CJCSI 3170.01. 2.2.8. Leads Intelligence Support Working Group to ensure all intelligence considerations and requirements for the developing system or capability are addressed. 2.2.9. Coordinates with the national intelligence community to produce system-specific Validated Online Lifecycle Threat (VOLT)/System/Capstone Threat Assessments as required.
AFGSCI10-602 4 APRIL 2017 5 2.2.10. Prepares intelligence-related verbiage for JCIDS documents, Capability, Operating Concept, AoAs, Strategic Plans, and other acquisition-associated documents, studies and analyses. 2.2.11. Serves as a GSROC voting member. 2.2.12. Supports the RD AOs with subject matter expertise, as required, in defining, developing, documenting, approving, and managing AFGSC capabilities-based requirements. 2.3. AFGSC Director of Operations (AFGSC/A3): 2.3.1. Acts as the focal point for ICBM Operational Test and Evaluation (OT&E) policy and guidance and coordinates with Lead Command for bomber OT&E (AFI 99-103). 2.3.2. Establishes standards, tasks, and formal training requirements for operations training systems, and provides training expertise and guidance. 2.3.3. Acts as lead in developing, documenting, and issuing tactics for AFGSC weapon systems. 2.3.4. Evaluates the VOLT and other indicators of foreign threats to determine potential impact on operational global strike forces. 2.3.5. Member of ICBM Long-Range Requirements Planning (ILRP) Steering Group. 2.3.6. Appoints a senior aircrew member to the Cockpit Working Group (CWG) (AFI 63-112). 2.3.7. Develops and maintains training and nuclear mission certification programs IAW applicable Technical Order (TO) and AFI(s). 2.3.8. Plans, programs, and budgets for Operations and Maintenance of products and services to be turned over. 2.3.9. Ensures training system concepts and requirements are documented in requirements publications, the System Training Plan (STP) and the Training Systems Requirements Analysis (TSRA), and other contract documents and reviews. 2.3.10. Ensures procedures to maintain training system currency are included in the planning process for new systems or major modifications. 2.3.11. Identifies operational needs and requirements for backup equipment (and/or operations centers) during concept development. 2.3.12. Acts as the MAJCOM focal point for survivability issues (AFI 63-101/20-101). 2.3.13. Provides a Concept of Operations to the Air Force Nuclear Weapons Center (AFNWC) for any AFGSC Lead Command weapon system, to include developmental weapon systems having a nuclear capability or existing nuclear-capable weapon systems. 2.3.14. Coordinates with AFGSC/A1, AFGSC/A4, and AFGSC/A6 to ensure the best planning for manpower to operate and maintain the weapon system 2.3.15. Assists the Acquisition/Sustainment Organization(s) (A/SO) and AFGSC/A6 in performing system configuration management and configuration oversight.
6 AFGSCI10-602 4 APRIL 2017 2.3.16. Serves as the Modeling and Simulation (M&S) area MAJCOM lead for training and Distributed Mission Operations requirements for NC3. 2.3.17. Prioritizes M&S needs for training, exercises/contingency operations, experimentation, and war games. 2.3.18. Appoints a Functional Area Manager to monitor the organizations and infrastructure associated with the ICBM system and AF National Leadership Command Capability (NLCC)/NC3 (AFI 10-201). 2.3.19. Declares Operational Acceptance (OA). 2.3.20. Provides recommendation for Initial Operational Capability/Full Operational Capability (IOC/FOC) declaration to AFGSC/CC. 2.3.21. Provides operational support and expertise to the Single Manager (SM) for identifying and conducting testing as required for modifications to current certified hardware/software items. 2.3.22. Facilitates TO verification and provides updates using the Air Force Technical Order process. 2.3.23. Serves as a GSROC voting member. 2.3.24. Supports the RD AOs with subject matter expertise, as required, in defining, developing, documenting, approving, and managing AFGSC capabilities-based requirements. 2.4. AFGSC Director of Logistics, Installations, and Mission Support (AFGSC/A4): 2.4.1. Provides sustainment/logistics support expertise and technical guidance during the acquisition process. 2.4.2. Serves as the command representative for lifecycle acquisition logistics and sustainment issues. Establishes the secure, interoperable, supportable, sustainable, and useable (SISSU) concepts for the capability solution. 2.4.3. Provides Civil Engineering, Environmental, Infrastructure, Security Forces and Contracting operational support expertise and technical guidance. 2.4.4. Performs engineering and modification management, program execution, and dayto-day operations and management of ICBM Real Property/Real Property Installed Equipment (RP/RPIE) programs. 2.4.5. Acts as OPR for AFGSC nuclear support policy. 2.4.6. Serves as the maintenance focal point for AFGSC weapon systems, to include maintenance policy/organizational structure within the Wings, maintenance data collection policy/requirements, and maintenance career field management. 2.4.7. Provides guidance for the design and execution of the Command s Sustainment, Restoration and Modernizations (SRM) Program. 2.4.8. Acts as the focal point for the overall corrosion control and prevention program, to include co-chairing the relevant Corrosion Prevention Advisory Boards (CPAB): 2.4.8.1. Bomber
AFGSCI10-602 4 APRIL 2017 7 2.4.8.2. ICBM 2.4.8.3. Helicopter 2.4.8.4. Nuclear Command, Control, and Communications 2.4.9. Chairs Product Center reviews to ensure SISSU considerations are incorporated in the development process. 2.4.10. Co-Chairs MAJCOM Requirements Validation Board with AFGSC/A6 to review and validation proposed AF NC3 modifications, including AF Forms 1067. 2.4.11. Co-Chairs MAJCOM Configuration Oversight Board with AFGSC/A6 to validate proposed prioritizations, review recommended solutions and approve and/or certify modification proposals. 2.4.12. Participates in Integrated Concept Teams (ICT) and Integrated Product Team (IPT) and manages Command Weapon Systems Pollution Prevention Program. 2.4.13. Ensures all acquisition logistics/sustainment elements are considered and included as appropriate in acquisition activities. 2.4.14. Reviews system documents for physical security implications. 2.4.15. Participates in security-related manpower validations. 2.4.16. Develops maintenance management guidance and procedures that allow global strike weapon systems and developmental test units to achieve the highest levels of safety, surety, security, readiness, and maintenance productivity. 2.4.17. Participates in initial physical security standard determination as part of the Program Protection Planning process. 2.4.18. Participates in initial and critical sparing determinations. 2.4.19. Ensures all major construction support for weapons system acquisition (AFI 32-1021). 2.4.20. Facilitates TO validation/verification and provides updates as required to the SM for nuclear certified items and weapon systems. 2.4.21. Provides depot level lab repair on certain RPIE items: Minuteman Power Processor and Minuteman Interior Intrusion Detection System. 2.4.22. Serves as a GSROC voting member. 2.4.23. Supports the RD AOs with subject matter expertise, as required, in defining, developing, documenting, approving, and managing AFGSC capabilities-based requirements. 2.5. AFGSC Director of Plans, Programs and Requirements (AFGSC A5/8): 2.5.1. Serves as the AFGSC OPR for JCIDS and all acquisition processes to include as an original classification authority where applicable. 2.5.2. Acts as the OPR and interface for A/SOs and the Wings.
8 AFGSCI10-602 4 APRIL 2017 2.5.3. Facilitates resolution of issues concerning the delivery of new capabilities among all AFGSC and external organizations. 2.5.4. Develops and maintains an accurate Operational Plan Data Document for each nuclear-capable/certified weapon system. 2.5.5. Develops the AFGSC Strategic Recapitalization Plan, identifying prioritized capability requirements for development. 2.5.6. Ensures logistics support integration throughout the requirements process. 2.5.7. Identifies an OPR to establish and maintain a standardized process for authorizing the release of new and modified nuclear certified items to the user. 2.5.8. Ensures Program Objective Memorandum inputs and AFGSC budget actions support all transition activities. 2.5.9. Advocates for the materiel program in the PPBE process. 2.5.10. Ensures funding requirements to obtain and maintain nuclear certifications are included in weapon system PPBE submissions. 2.5.11. Member of the Technology for the Sustainment of Strategic Systems Office, Secretary of Defense (OSD)-level IPT2.5.13. Appoints a senior aircrew member to the CWG. 2.5.12. Ensures operations training, training systems and training funding requirements are incorporated into planning for and acquisition of new systems or major modifications. 2.5.13. Appoints the Weapons System Teams (WST). 2.5.14. Incorporates all MAJCOM weapon system related capability requirements into specific requirements documents (ICD/CDD/CPD or AF Form 1067/Modification Proposal) as appropriate. 2.5.15. Considers human systems integration (HSI)-related considerations and requirements, as appropriate, within Capabilities-Based Assessment, Analysis of Alternatives, Initial Capabilities Document, CDD, CPD, and DCR documents. 2.5.16. Documents nuclear certification as a threshold requirement in the ICD/CDD/CPD for any weapon system to be developed that will maintain a nuclear mission capability. 2.5.17. Defines, develops, and advocates operational capability requirements for intercontinental ballistic missile, bomber, and NC3 weapon systems. 2.5.18. Serves as the M&S area lead for capabilities documents and consolidates M&S needs supporting the JCIDS process. 2.5.19. Advocates for solutions to command-wide M&S needs in the AFGSC corporate process. 2.5.20. Represents AFGSC M&S policies and strategies to external organizations to include; HQ USAF/XIW, AF/A9, and the AF M&S General Officer Steering Group. 2.5.21. Ensures AFGSC M&S applications are in accordance with AFI 16-1001.
AFGSCI10-602 4 APRIL 2017 9 2.5.22. Identifies and prioritizes Science and Technology (S&T) efforts to ensure technology investments are aligned with AFGSC capability priorities and will support near/far term system development. 2.5.23. Incorporates operations training requirements into requirements documents, Training Planning Team (TPT) meetings, and other contract documents and reviews. 2.5.24. Appoints a Program Element Monitor (PEM) during concept development, technology development, and acquisition. 2.5.25. Develops the System Transition Management Plan (STMP) in conjunction with the A/SO(s). 2.5.26. Writes, validates, and staffs the IOC Plan at defined intervals to ensure desired weapons capabilities will be delivered as defined in the CDD/CPD. 2.5.27. Supports turnover activities to COCOM at FOC. 2.5.28. Provides guidance regarding the releasability of information to outside agencies and foreign nationals. 2.5.29. Oversees system compliance with treaty requirements. 2.5.30. Leads PPBE process; provides interface between requirements process and the program portion of the PPBE process. 2.5.31. Leads IPP; provides interface between requirements process and the IPP. 2.5.32. Develops and delivers strategic plans and roadmaps to guide AFGSC capability development and ensure global strike acquisition priorities align with AFGSC Commander and HHQ guidance. 2.5.33. Develops cost constrained Programming Force profiles and semi-constrained Planning Force profiles that optimize Total Obligation Authority and build realistic strategic plans and capability roadmaps. 2.5.34. Develops integrated plans to ensure high priority AFGSC capabilities will be sustained beyond the Future Years Defense Program and identifies new AFGSC capabilities. 2.5.35. Provides global strike related capabilities and operational risk analysis. 2.5.36. Chairs the Site Surveys and Beddown Teams (AFI 10-503). 2.5.37. Assists program proponent with development of the Programming Plan (PPlan), as required (AFI 10-501). 2.5.38. Acts as the liaison between AFGSC units, Numbered Air Forces (NAFs), Defense Threat Reduction Agency (DTRA), Department of Energy (DOE), Nuclear Weapons Directorate, and the A/SO(s) on technical data waivers and Force Development Evaluation. 2.5.39. Chairs the GSROC. 2.5.40. Serves as AFGSC voting member for the Capability Development Council. 2.5.41. Ensures personnel in Requirements Management Certification Training (RMCT) positions complete RMCT.
10 AFGSCI10-602 4 APRIL 2017 2.6. Responsible Division (RD) AOs: 2.6.1. Serve as focal points for developing, coordinating, and gaining approval of AFGSC capabilities-based requirements documents and representing AFGSC in the requirements process throughout the lifecycle of requirements development. 2.6.2. Form and lead ICTs. When the capability is accepted for operational use, responsibility is turned over to the WST or the appropriate MAJCOM sustainment lead. 2.6.3. Provide advocacy and supporting documentation to the AFGSC PEM as part of the PPBE process. 2.6.4. If directed, serve as an AFGSC PEM for programs of record. 2.7. AFGSC Director of Communications (AFGSC/A6): 2.7.1. Serves as AFGSC lead for the Nuclear Command, Control and Communications (NC3) weapon system. 2.7.1.1. Appoints lead command managers (LCMs) for the AF NC3 weapon system. 2.7.2. Responsible for AF NC3 Weapon System (WS) life cycle management and support AFGSC/A3 and AFGSC/A5 for requirements development. 2.7.2.1. Responsible for policies, processes, and health assessment metrics for the AF NC3 WS. 2.7.2.2. Provides sustainment/modernization management expertise and technical guidance during the acquisition process for the AF NC3 WS. 2.7.2.3. Serves as command representative for AF NC3 WS lifecycle acquisition and sustainment issues. Establishes the secure, interoperable, supportable, sustainable, and useable (SISSU) concepts for the capability solution. Chairs Product Center reviews to ensure SISSU considerations are incorporated in the development process. 2.7.2.4. Co-chairs MAJCOM Requirements Validation Board with AFGSC/A4 for review and validation of proposed AF NC3 modifications, including AF Forms 1067. 2.7.2.5. Co-Chairs MAJCOM Configuration Control Board with AFGSC/A4 to validate proposed prioritizations, review recommended solutions and approve and/or certify modification proposals. 2.7.3. Appointed as Authorizing Official for NC3 Systems (AFI 33-210). 2.7.4. Reviews technical data for Information Assurance (IA) accuracy and completeness. 2.7.5. Reviews computer resource and information technology documents as required. 2.7.6. Reviews system documentation for information security implications. 2.7.7. Reviews comprehensive DoD Information Assurance Certification and Accreditation Process package and certifies recommendation for completeness and security certification and accreditation process compliance. 2.7.8. Serves as Chief Information Officer for AFGSC and certifies architecture products. Ensures AFGSC complies with DoD & USAF guidance on the DoD Architectural Framework and develops Service Oriented Architectures.
AFGSCI10-602 4 APRIL 2017 11 2.7.9. Provides communications support expertise and technical guidance during the acquisition process. 2.7.10. Issues an approval or interim approval to operate, connect, or test. 2.7.11. Provides oversight of architecture development and integration across Nuclear Deterrence Operations (NDO) Service Core Function (SCF) and the AF Nuclear Command & Control System (NCCS) in support of capability-based requirements development. 2.7.12. Identifies strategies to implement Net-Centric tenets. This includes capturing the concepts required by the Net-Ready Key Performance Parameter components in the appropriate architecture products. 2.7.13. Ensures cybersecurity is incorporated into program solutions. 2.7.14. Chairs AFGSC, NDO and AF NCCS Architecture Review Boards (AFI 33-401). 2.7.15. Validates certified architecture views as part of ICDs, CDDs and CPDs. 2.7.16. Serves as a GSROC voting member. 2.7.17. Supports the Responsible Division (RD) AOs with subject matter expertise, as required, in defining, developing, documenting, approving, and managing AFGSC capabilities-based requirements. 2.7.18. Ensures personnel in RMCT positions complete RMCT. 2.7.19. Assists AFGSC/A5 in identifying and validating requirements for the NC3 Weapon System in order to pursue materiel and/or non-materiel solutions. 2.8. AFGSC Director of Innovation, Analyses, and Leadership Development (AFGSC/A9): 2.8.1. Tracks and facilitates lessons learned. 2.8.2. Conducts command-wide and functional assessments of current and future nuclear plans, operations, logistics, and sustainment requirements. 2.8.3. Explores operations plans, resource decisions, and budget trade-offs by conducting nuclear resource analysis of war-fighting resources. 2.8.4. Provides analytic support to AFGSC programs within the JCIDS process and Air Force Corporate Structure (AFCS) process. 2.8.5. Coordinates resources and resolution for validated lessons by ensuring organizations make inputs to the PPBE system and ensure closure of DOTMLPF processes. 2.8.6. Serves as a GSROC voting member. 2.8.7. Supports the Responsible Division (RD) AOs with subject matter expertise, as required, in defining, developing, documenting, approving, and managing AFGSC capabilities-based requirements. 2.9. AFGSC Safety ( AFGSC/SE): 2.9.1. Reviews documents for safety issues as required.
12 AFGSCI10-602 4 APRIL 2017 2.9.2. Reviews and supports programs/systems during Test Readiness Reviews, Trial Period Review Panels, and Ops Acceptance Boards for all safety related issues. 2.9.3. Incorporates all MAJCOM safety requirements into specific requirements documents (ICD/CDD/CPD/DCA or AF IMT 1067) as appropriate. 2.9.4. MAJCOM lead for all AFGSC nuclear surety issues. 2.9.5. Serves as a voting member of the Nuclear Weapon System Safety Group (NWSSG). 2.9.6. Oversees all NWSSG studies pertaining to AFGSC weapon systems. 2.9.7. Forwards all proposed modifications, procedural changes, tests, or other activities involving nuclear weapon systems to the Air Force Safety Center Weapon Safety Division. 2.9.8. Oversees the Mishap Prevention Program (AFI 91-202). 2.9.9. Serves as a GSROC voting member, as required by topic. 2.9.10. Responsible for the MAJCOM nuclear certification program and serves as the MAJCOM Nuclear Certification Manager (NCM). 2.10. AFGSC Judge Advocate ( AFGSC/JA): 2.10.1. Reviews all charters requiring cross-command or multi-organization agreements as requested. 2.10.2. Provides legal reviews regarding employment of systems capabilities. 2.10.3. Provides acquisition legal reviews, including fiscal and contracting related legal issues. 2.10.4. Provides advice on environmental issues. 2.10.5. Coordinates with HAF/JA as required during its review of nuclear weapons for legal compliance with domestic and international law (AFI 51-402). 2.10.6. Provides guidance and interpretation on legal issues as requested including but not limited to acquisition, fiscal, environmental, and international law. 2.10.7. Serves as a GSROC voting member, as required by topic. 2.11. AFGSC Public Affairs ( AFGSC/PA): 2.11.1. Acts as the focal point for the conduct of public affairs activities regarding specific programs. 2.11.2. Serves as a GSROC voting member, as required by topic. 2.12. AFGSC Surgeon General ( AFGSC/SG): 2.12.1. Provides expertise on human systems integration (HSI)-related, human performance, and health-related matters. 2.12.2. Reviews/coordinates HSI plan. 2.12.3. Supports environmental surveys/studies/reviews as part of a new program/site or the dismantling and disposal of a deactivated site. 2.12.4. Serves as a GSROC voting member, as required by topic.
AFGSCI10-602 4 APRIL 2017 13 2.13. AFGSC Inspector General (AFGSC/IG): 2.13.1. Develop and coordinate Source of Repair and Assignment Process/Strategic Source of Repair/Depot Source of Repair with AFGSC/A4. 2.13.2. Assesses compliance of Center A/SO and assigned geographically separated units through effectiveness inspections. 2.13.3. Conducts the Initial Nuclear Surety Inspection to establish a unit s Operational Certification prior to employing a new or modified weapon system. 2.13.4. Assess mission effectiveness and mission readiness of the NAF s and Wings IAW AFI 90-201. 2.13.5. Serves as a GSROC voting member, as required by topic. 2.14. AFGSC Financial Management (AFGSC/FM): 2.14.1. Provides budget analysis and monitoring of funding during the year of execution. 2.14.2. Assists requirement owners with submitting unfunded requirements through the AFGSC & AF Corporate Funding Process 2.14.3. Serves as a GSROC voting member, as required by topic. 2.15. AFGSC Chief Scientist (AFGSC/ST): 2.15.1. Provides advice on current and future S&T issues. 2.15.2. Assists A5/8 in identifying S&T efforts to address AFGSC capability gaps. 2.15.3. Facilitates communication between AFGSC and Research & Development organizations, to include academic institutions, Federally Funded Research and Development Centers, University Affiliated Research Centers, DOE National Labs, the National Nuclear Security Administration, DTRA, Defense Advanced Research Projects Agency, National Aeronautics and Space Administration, and Service laboratories. 2.15.4. As Chair of the Air Force Nuclear Chief Scientist Group and the AFGSC Innovation Board, provides access to S&T expertise throughout the Air Force Nuclear Enterprise and the broader nuclear S&T community. 2.15.5. Serves as a GSROC voting member, as required by topic. 2.16. Operational Test Organizations. 2.16.1. Air Force Operational Test and Evaluation Center (AFOTEC). As the Air Force Operational Test Organization, AFOTEC is the default organization to conduct operational testing for ACAT I, IA, II, OSD OT&E Oversight, and may support multi- Service acquisition programs. AFOTEC will also conduct Follow-on Operational Test and Evaluation (FOT&E) for programs as described in AFI 99-103 Para 2.6.3. AFOTEC involvement will end at the completion of FOT&E (or IOT&E or Qualification Operational Test and Evaluation [QOT&E] if no FOT&E required) unless otherwise mutually agreed upon and documented in the TEMP or other documentation. 2.16.1.1. Participates in the Air Force acquisition process without undue influence by development agencies, development contractors, or users.
14 AFGSCI10-602 4 APRIL 2017 2.16.1.2. Co-Chairs ITT along with the A/SO(s), as appropriate. 2.16.1.3. Participates in HPT(s), as required. 2.16.1.4. When directed, manages and/or participates in the planning, conduct, and reporting of multi-service, multi-agency, DoD, and Air Force operational test activities. 2.16.2. AFGSC Operational Test Organizations. AFGSC operational test organizations will conduct required operational testing for ACAT III, non-acat programs, and any program deferred by AFOTEC, except for Bomber programs. Bomber test organizations remain within ACC. AFGSC will also conduct operational testing for all routine post-initial, post-qualification, and post-follow-on OT&E fielded system upgrades, deficiency corrections and sustainment programs. 2.16.2.1. Co-chairs ITT along with A/SO(s), as appropriate. 3. Overview. The AFGSC Requirements Oversight Council (GSROC) is the forum utilized by AFGSC to present command-sponsored operational capability requirements documents (either electronically or in person, as needed) and associated briefings for command endorsement and approval for submission to HAF. Additionally, the GSROC can be used as an approval forum for other HQ AFGSC initiatives affecting AFGSC operational requirements (e.g. AFGSC prioritized capability gaps). Unless waived by the endorsing authority, all requirements documents must be reviewed by the GSROC prior to IRSS submission for Capability Development Working Group (CDWG), Capability Development Council (CDC), eafroc, and Joint Requirements Oversight Council (JROC) approval, as required. AFGSC/A5PP is the point of contact for review of requirement documents prior to GSROC submission. 3.1. Endorsement Memo. 3.1.1. To ensure Division-level endorsement of AFGSC requirements initiatives submitted for HAF review or approval (e.g. Capabilities-Based Assessment notifications, Analysis of Alternatives, draft requirements documents, etc.), AFGSC RD AOs will submit an accompanying endorsement memorandum or e-mail. The format is provided at Attachment 2. 3.1.2. Following completion of the GSROC, AFGSC A5/8 will provide MAJCOM endorsement of potential ACAT III requirements documents and recommend MAJCOM endorsement of ACAT I and II requirements documents to AFGSC/CC and AFGSC/CV, respectively. See Attachment 3 for a sample endorsement memorandum format. 3.1.3. The responsible requirements division (AFGSC/A5B, AFGSC/A5C, AFGSC/A5I, AFGSC/A5Z, or AFGSC/A6A, as applicable) will staff the package for AFGSC CC, CV, or A5/8 signature (dependent on the Acquisition Category). 3.2. External Coordination. AFGSC/A5PP will facilitate staff coordination of requirements documents external to AFGSC. Once the packages are signed, AFGSC/A5PP will submit all completed documents to HAF via IRSS. 3.3. Changes to Requirements. When a change affecting previously validated KPPs or mandatory KSAs is identified, regardless of the level of requirement (KPP, KSA or attribute), the RD AO will coordinate the proposed capability-based requirements changes, to include funding considerations, with all affected stakeholders. The RD AO will coordinate all changes to determine if they will affect the acquisition program baseline. Changes to KPPs and
AFGSCI10-602 4 APRIL 2017 15 mandatory KSAs must be submitted for GSROC approval. Depending on the program s Acquisition Category, the change may require command-level endorsement by AFGSC A5/8, AFGSC/CV, or AFGSC/CC and submission for CDC approval. 4. Weapons System Team (WST). As a lead Major Command (MAJCOM), AFGSC performs organize, train, and equip functions. Additionally, AFGSC provides guidance, prioritization, and oversight to its A/SO (s), other acquisition agencies, and the S&T communities to ensure future needs are met. The Weapons System Team (WST) concept enables these functions through the use of cross-directorate, matrixed teams providing subject matter expertise to address specific issues requiring coordination across HQ AFGSC. The value of the WST lies in creating a team that routinely collaborates on projects and programs, develops continuity, and operates in this capacity rapidly and effectively accomplishing cross-directorate tasks. The WST solicits information for each system from the respective PEMs and appropriate offices and compiles and records the information. AFGSC has established WSTs for AFGSC-responsible weapon systems. Additional information is included in the Air Force Global Strike Command Weapon System Teams Charter. 4.1. Capability Collaboration Teams (CCT). Capability Collaboration Teams (CCTs) derive technology needs from documented capability needs and recommend Science & Technology (S&T) solutions that address those needs. CCTs are comprised of a broad base of SMEs provided by AFGSC, Air Force Nuclear Weapons Center (AFNWC), and the Air Force Research Laboratory (AFRL) but may also include representative from other MAJCOMs and/or centers, as necessary. Reference the AF NDO S&T Governance Charter for more details on CCTs. 4.2. Integrated Concept Team (ICT). The ICT is normally an action officer-level working group. The ICT is formed and chaired by the WST (or designee) who will ensure appropriate AFGSC directorate participation. ICT membership includes, A/SO, NAF, Wings (to include squadrons), IATT Transition Director, and other organizations as determined by the ICT Chair. The ICT assists the WST in defining the requirements and coordinating the requirements documents. The ICT ensures the concepts discussed during the requirements process are incorporated throughout the acquisition process. The ICT will work with AFGSC A5/8 to ensure requirements for continuity of operations are considered. The ICT is responsible for writing the STMP. 4.3. Site Survey/Beddown Team. The site survey/beddown team chair is HQ AFGSC A5/8 with team membership composition from the A/SO and pertinent AFGSC Divisions. The site survey/beddown team will report all activities to the ICT. 4.4. Integrated Product Team (IPT). The Program Manager will form, determine team membership, and lead an IPT to support the development of strategies for acquisition of the new product/service. IPTs may include participation from both government and industry, including program contractors and sub-contractors, as provided for in the contract. 4.5. Training Planning Team (TPT). The TPT is formed by the WST (or designee) and cochaired with Air Education & Training Command. The WST also determines team membership. The TPT is the primary body for identification of training requirements in the acquisition and management of training systems. Membership changes as the program matures and the system are fielded; however, the TPT conducts planning and management activities
16 AFGSCI10-602 4 APRIL 2017 throughout the system life cycle. The TPT is responsible for developing and maintaining the STP. When the system has been OA, the TPT chair transfers to AFGSC/A3. 4.6. Intelligence Support Working Group (ISWG). The ISWG is formed and led by an AFGSC/A2 action officer. The ISWG brings functional representatives from the intelligence, requirements, acquisition, and operations communities together to ensure all intelligence considerations for the system are addressed. The goal of the ISWG is to derive and develop the intelligence requirements and deficiencies, to research and develop potential solutions to the deficiencies, to estimate intelligence costs for intelligence sensitive programs, to create action plans to accomplish those solutions and document the results. 4.7. Activation/Transition Steering Group (ATSG). The purpose of an ATSG is to be an honest broker for the system in transition and ensure the program is resourced, organized, trained and equipped for successful transition from acquisition to operations. The appropriate WST will be responsible for forming and chairing the ATSG. The group is intended to minimize delays or disruption by providing resolution to transition activities caused by unknown or unforeseen events. 4.7.1. Membership. The ATSG team members, typically at the O-6 level, are categorized as charter members or stakeholders. Charters members are AFGSC organizations with responsibilities for requirements, budgets, operations, schedules, program issues and accreditation. Stakeholders are A/SO and Wings, along with other appropriate organizations that influence the operational acceptance and declaration of IOC/FOC, as determined by the charter members. The ATSG may invite new members as needed. 4.8. Integrated Activation/Transition Team (IATT). In general, the IATT supports the A/SO and Wings in developing testing, training, and transitioning new systems to operations with Installation/Base/Site specific tasks. More specifically, the IATT supports initial planning, scheduling, development, installation, training and testing decisions for a new system/program or a significant upgrade/modification to an existing program and provides a means of up channeling concerns to the ATSG. 4.8.1. The IATT is led by a Transition Director, who is designated by the A/SO and Wings, will be physically located at the facility where the new system or upgrade is taking place and reports directly to the A/SO and Wings on an as needed basis. IATT membership includes members who have expertise in the areas required for activating a new system or renovating an existing one. As such, specific IATT composition will vary from team to team. However, each team should have members from the appropriate Wings, squadron liaisons and/or cadre, the developing agency, and testers. The Transition Director will participate in the ICT and provide results/status from the IATT for the updating of the STP, STMP, and IOC plans. 4.8.2. The A/SO and Wings will determine if an IATT is required for a new or modified program/system and the appropriate time to activate the IATT. The A/SO and wing will request/recommend the establishment of the IATT to the appropriate WST, via a formal letter. The WST will coordinate with AFGSC/A1, A3, and A5/8 for the assignment of additional personnel (outside the wing and A/SO) to the IATT as necessary. The IATT is also the direct liaison to the ATSG and supports ATSG activity. The Transition Director for a specific IATT will also serve as an advisory member to the ATSG.
AFGSCI10-602 4 APRIL 2017 17 4.8.3. Upon recommendation by the Transition Director regarding completion of IATT specific tasks and mission, the A/SO and Wings will request deactivation of the IATT to the appropriate WST, who will deactivate the IATT. 4.9. Operational Wing Transition Team. Wings may create internal teams utilizing their own resources to start addressing transition, scheduling, fielding, training, manning and other programmatic issues to facilitate efforts. These wing members may also serve as IATT members. Internal wing transition teams will be deactivated as appropriate by wing leadership. 4.10. Integrated Test Team (ITT). An ITT will be formed during the Concept Studies Refinement phase to create and manage the Test and Evaluation (T&E) strategy for the life of each program. The Program Manager and the Operational Test Organization will co-chair the ITT. Essentially, the ITT fosters a seamless verification process, minimizing transitions between contractor, developmental, and operational testing (AFI 99-103). 4.11. Nuclear Weapon System Safety Group (NWSSG). The NWSSG is composed of representatives from applicable Air Force Major Commands, Combatant Commands, Air Force Security Forces Center, DOE, and DTRA and is chaired by an appointee from AFGSC/SEW. The AFGSC/SE representative is a voting member when the group addresses topics in their organization s area of responsibility. The NWSSG conducts all nuclear weapon system safety studies and operational safety reviews to evaluate Air Force nuclear weapon systems and ensure the DoD Nuclear Weapon Safety Standards are met in weapon system design and operations (AFI 91-102). 4.12. Cockpit Working Group (CWG). The CWG integrates acquisition, test, and flight standards personnel and operational aircrews in cockpit design and configuration at the earliest stages of development and modification. The CWG ensures decisions affecting the cockpit or remote operator station account for human factors and operational environment (AFI 63-112). 5. Purpose. The purpose of declaring Initial Operational Capability (IOC) and Full Operational Capability (FOC) is to announce a partial or complete operational capability of a new or upgraded system to unified commanders, higher headquarters, and AFGSC organizations, as applicable. For upgraded systems, IOC/FOC would only be needed if the system provides a significant new capability. 5.1. IOC/FOC Declaration. The AFGSC/CC is the sole authority for declaration of IOC or FOC for an AFGSC system, but may delegate this authority to the AFGSC/A3. IOC/FOC is declared when an acquired system meets the IOC/FOC Evaluation Criteria as defined in the system s CDD. If a system does not have a CDD, these criteria may be contained in the system s Operational Requirements Document (ORD) or ICD. 5.2. IOC/FOC Applicability. IOC and FOC are terms applying to an operational system going through an acquisition process (JP 1-02). These terms do not apply to units or organizations. A new unit would be activated, not declared IOC. However, a newly activated unit is often part of the IOC decision relating to the system the unit operates. 5.2.1. IOC is the first attainment of the capability to employ effectively a weapon, item of equipment, or system of approved specific characteristics that is manned or operated by an adequately trained, equipped, and supported military unit or force.
18 AFGSCI10-602 4 APRIL 2017 5.2.2. FOC is attained when the full system is delivered and remaining system deficiencies are corrected. 5.3. Resource Assessment. There is no specific Air Force guidance directly linking a specific unit s Resource Assessment Category Level (C-Level) with IOC or FOC. However, IOC and FOC of an operational system indicate a certain capability or readiness and Resource Assessments in the Defense Readiness Reporting System (DRRS) should be a consideration for IOC declaration. Units or organizations should strive to achieve a C-Level of at least C-3 during IOC and a C-Level of C-1 during FOC. 5.4. Multiple IOCs. AFGSC may declare multiple IOCs for systems or equipment supported by multiple Designated Operational Capability (DOC) statements. Additionally, multiple IOCs may be declared for incremental system deliveries. 5.5. Mission Availability and Activation. Once the system can accomplish its mission as defined in the CDD/ORD, generally after operational assessment and turnover, prior to IOC, the applicable Component Commander will determine when the operational unit(s) will begin using the system (mission activation). The Commander will then announce to the applicable Unified Commander when the system is available to support operations along with any limitations. When mission activation is declared prior to IOC, this period will be treated as a Trial Period to exercise and refine operational procedures, training, documentation, logistics functions, and all other processes required to support the mission. This period should also be used to surface any problems or deficiencies so they may be resolved before IOC declaration. 5.6. IOC/FOC Criteria. IOC declaration is event-driven, not schedule-driven. The IOC/FOC example criteria below are the types of criteria that might define the event (operations, equipment, logistics, manpower, facilities, etc.) criteria for declaring IOC/FOC. The IOC/FOC criteria will be tailored as appropriate for each system. The following types of events/items may be included in the criteria: 5.6.1. Successfully meeting the Required Assets Available (RAA) requirements and date. 5.6.2. Successfully completing an OT&E (AFI 99-103) and resolution of discrepancies. 5.6.3. Successfully completing a trial period that demonstrates the system and personnel can perform its assigned mission. 5.6.4. Proper logistics elements to include operational support equipment spares, verified technical manuals, training programs and training courses are in place. 5.6.5. Adequate Resource Assessment C-Level to reflect the appropriate level of system performance, quantities received, operator and maintainer proficiency and an adequate support capability (this includes the operational structure, training, manpower and equipment needed to operate and maintain the system). 5.6.6. Development of other miscellaneous documents during acquisition phases leading up to IOC/FOC. The following is a sample list of the types of documents required prior to OT&E. This list is not all-inclusive and should be tailored for each program. 5.6.6.1. Approved Concept of Operations. 5.6.6.2. Approved and documented IOC/FOC criteria. 5.6.6.3. Approved System Training Plan.