cjcsm 3500.03, joint training manual, 1 june 1996, ch 2

CJCSM 3500.03(with changes 1, 2, 3, and 4)

JointTraining Manualfor the

Armed Forcesof the

United States

1 June 1996

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CJCSM 3500.031 June 1996

2

7. Effective Date. This instruction is effective upon receipt.

For the Chairman of the Joint Chiefs of Staff:

CARLTON W. FULFORD, JR.Major General, USMCVice Director, Joint Staff

Enclosures:See Table of Contents

CJCSM 3500.031 June 1996

i

DISTRIBUTION

Distribution A, B, C, and J plus the following:

Copies

Secretary of Defense........................................................ 5President, National Defense University............................ 5Commandant, Armed Forces Staff College....................... 5Commandant, National War College................................ 5Commandant, Industrial College of the Armed Forces..... 1Commander, Joint Warfighting Center............................ 20

CJCSM 3500.031 June 1996

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(INTENTIONALLY BLANK)

CJCSM 3500.03 CH 428 September 1998

LIST OF EFFECTIVE PAGES

The following is a list of effective pages for CJCSM 3500.03. Use this listto verify the currency and completeness of the document. An “O”indicates a page in the original document.

PAGE CHANGE PAGE CHANGE

1 thru 2 O D-A-1 thru D-A-4 3 i thru x O D-B-1 thru D-B-2 O I-1 thru I-2 O D-C-1 thru D-C-4 3 II-1 thru II-6 O E-1 thru E-6 O III-1 thru III-6 O F-1 thru F-2 O IV-1 thru IV-18 O G-1 thru G-4 O V-1 thru V-22 O H-1 thry H-4 O VI-1 thru VI-30 O I-1 thru I-4 4 VII-1 thru VII-26 O J-1 thru J-4 O A-1 thru A-8 O K-1 thru K-16 O B-1 thru B-12 O L-1 thru L-8 O B-A-1 thru B-A-2 O L-A-1 thru L-A-4 O C-1 thru C-16 O M-1 thru M-2 O C-A-1 thru C-A-2 O N-1 thru N-4 O C-B-1 thru C-B-2 O O-1 thru O-16 2 D-1 thru D-4 1 GL-1 thru GL-12 O

iii

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CCJJCCSSMM 33550000..003311 JJuunnee 11996666

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CChhaannggee NNoo.. DDaattee ooff CChhaannggee DDaattee EEnntteerreeddNNaammee ooff PPeerrssoonnEEnntteerriinngg CChhaannggee

CChhaannggee 11 2277 OOccttoobbeerr 9977

CChhaannggee 22 1122 FFeebbrruuaarryy 9988

CChhaannggee 33 66 AApprrii ll 9988

CChhaannggee 44 2288 SSeepptteemmbbeerr 9988

..

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J-7 CJCSM 3500.03 CH 1DISTRIBUTION: A, B. C, J. S 27 October 1997

CHANGE 1 TO CJCS MANUAL 3500.03

1. Holders of CJCSM 3500.03, 1 June 1996, "Joint Training Manual forthe Armed Forces of the United States," are requested to make thefollowing changes:

Page Substitution

Remove Page(s) Add Page(sl

D- 1 through D-4 D- 1 through D-4D-A-1 through D-A-4 D-A-1 through D-A-4NONE D-C-1 through D-C-6

2. Summary of the changes is as follows:

• A new Annex (Annex C to Appendix D) that provides a sampleformat for notification procedures, provided for more clarity.

• Verbiage to amplify the requirement for and timelines fornotification.

• Updates to message addressees.

3. When the prescribed action has been taken, this transmittal shouldbe filed behind the record of changes page in the basic document.


Dennis C. BlairVice Admiral, U.S. NavyDirector, Joint Staff

CHAIRMAN OF THE JOINTCHIEFS OF STAFF

INSTRUCTION

CJCSM 3500.03 CH127 October 1997

DISTRIBUTION

Distribution A, B. C, and J plus the following:

Copies

Secretary of Defense.......................................................................5President, National Defense University ...........................................5Commander, Armed Forces Staff College ........................................5Commandant, National War College ...............................................5Commandant, Industrial College of the Armed Forces ....................1Commander, Joint Warfighting Center .......................................... 20

2

J-7 CJCSM 3500.03 CH-2DISTRIBUTION: A,B,C,J,S 12 February 1998

CHANGE 2 TO JOINT TRAINING MANUAL FOR THE ARMED FORCES OFTHE UNITED STATES CJCSM 3500.03

1. Holders of CJCSM 3500.03, 1 JUNE 1996, “JOINT TRAINING MANUALFOR THE ARMED FORCES OF THE UNITED STATES,” are requested tomake the following changes:

a. Page Substitution

Remove Page(s) Add Page(s)

None O-1 through O-16

2. Summary of changes: Adds a new appendix on the Joint TrainingCourse Development and Management Process.

3. When the prescribed action has been taken, this transmittal should befiled behind the record of changes page in the basic document.


DENNIS C. BLAIRVice Admiral, U.S. NavyDirector, Joint Staff


NOTICE

CJCSM 3500.03 CH-26 February 1998

2


J-7 CJCSM 3500.03 CH 3DISTRIBUTION: A, B,C,J,S 6 April 1998

CHANGE 3 TO CJCSM 3500.03, “JOINT TRAINING MANUAL FOR THE ARMEDFORCES OF THE UNITED STATES”

1. Holders of CJCSM 3500.03, 1 JUNE 1996, “JOINT TRAINING MANUALFOR THE ARMED FORCES OF THE UNITED STATES,” are requested to makethe following changes:

Page Substitution

Remove Page(s) Add Page(s)

D-A-1 through D-A-4D-C-1 through D-C-3

D-A-1 through D-A-4D-C-1 through D-C-4


a. Update of USD(P) addressees to reflect changes in theirorganization.

b. Addition of environmental considerations sub-paragraph.

c. Addition of force protection considerations sub-paragraph.

d. Addition of a standardized location for electronic homepage exercisebriefs.

e. Deletion of obsolete/redundant information requirements.

3. When the prescribed action has been taken, this transmittal should befiled behind the record of changes page in the basic document.

STEPHEN T. RIPPEMG, USAVICE DIRECTOR, JOINT STAFF

JOINT STAFF NOTICE

CJCSM 3500.036 April 1998

DISTRIBUTION

Distribution A,B,C, and J plus the following:

Copies

Secretary of Defense .............................................................................. 5President, national Defense University ................................................... 5Commandant, Armed Forces Staff College.............................................. 5Naval War College .................................................................................. 5Commandant, Industrial College of the Armed Forces ............................ 1Commander, Joint Warfighting Center1 .............................................. 20

2

J-7 CJCSM 3500.03 CH 4DISTRIBUTION: A, B, C, J, S 28 September 1998

CHANGE 4 TO CJCSM 3500.03, “JOINT TRAINING MANUAL FOR THEARMED FORCES OF THE UNITED STATES”

1. Holders of CJCSM 3500.03, 1 June 1996, “Joint Training Manual forthe Armed Forces of the United States,” are requested to make thefollowing changes:

Page Substitution

Remove Pages Add Pages iii iii Appendix I, I-1 through I-4 Appendix I, I-1 through I-4


a. Deletion of the Joint Warfighting Center designation as a separateoperating agency of the Joint Staff.

b. Addition of the USACOM JWFC role for Joint Training Systemsupport for the Combat Support Agencies.

3. When the prescribed action has been taken, this transmittal shouldbe filed behind the record of changes page in the basic document.

4. This notice is approved for public release; distribution is unlimited.DOD components (to include the combatant commands), other Federalagencies, and the public may obtain copies of this notice through theInternet from the CJCS Directives Home Page. The address is as follows:


NOTICE

CJCSM 3500.03 CH 428 September 1998

http://wwwdtic.mil/doctrine/jel/cjcsd.htm. Copies are also availablethrough the Government Printing Office on the Joint Electronic LibraryCD-ROM. For the Chairman of the Joint Chiefs of Staff:

DENNIS C. BLAIRVice Admiral, U.S. NavyDirector, Joint Staff

2

CJCSM 3500.031 June 1996

vii

Table of ContentsPage

Chapter I. Introduction I-1Purpose I-1Key Documents to Support Joint Training I-1JTM Update Schedule I-1

Chapter II. Overview of Joint Training II-1General II-1Military Training II-1Intent of Joint Training II-4Five Tenets of Joint Training II-5Summary II-6

Chapter III. The Joint Training System III-1Overview III-1The JTS: Processes and Products III-1The JTS is Maturing III-5

Chapter IV. Requirements: Developing the JointMission Essential Task List

IV-1

A Warfighting Focus IV-1Establish the JMETL IV-2UJTL as a Common Language IV-3UJTL Applications IV-5JMETs Considerations IV-6JMETL Supporting Task IV-6Common Joint Tasks IV-7JMETL Development Process IV-8Establishing Requirements IV-15Products and Milestones IV-16Summary IV-16

Chapter V. Plans: Preparing the Joint Training Plan andthe Joint Training Schedule

V-1

Introduction V-1The CJCS Joint Exercise and Training Program V-3JTP Process V-5Adding Exercises to the JTMS V-21Products and Milestones V-21Summary V-21

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Page

Chapter VI. Execution: Training to Standard VI-1General VI-1Executing Common Task Training Programs VI-2Executing Individual Joint Training VI-3Executing Collective Joint Training VI-4Summary VI-29

Chapter VII. Assessment: Linking Joint Training toImproving Joint Readiness

VII-1

General VII-1Training Proficiency Assessments VII-3CJCS Capability Assessment VII-10CJCS Evaluation Program for Joint Operations and CINC-Sponsored Exercises

VII-24

Assessment Phase Summary VII-25Joint Training System Summary VII-26

Appendix A--Joint Exercise Coordination Procedures A-1

Appendix B--Joint Training Plan Format B-1

Appendix C--Transportation Planning C-1

Appendix D--Significant Military Exercises D-1

Appendix E--Exercise-Related Construction E-1

Appendix F--Developing Countries Combined Exercise Program

F-1

Appendix G--Key Suspenses Associated with Joint Training G-1

Appendix H--Joint Exercise and Training Event Planning Milestones

H-1

Appendix I--Joint Warfighting Center Organizational Description and Support Capabilities

I-1

Appendix J--Joint Training Management: The Joint Exercise Directive

J-1

Appendix K--The After Action Review Process K-1

Appendix L--GCCS Support for Joint Training Events L-1

Appendix M--Defined Issue Format (Sample) M-1

Appendix N--Joint Staff Master Scenario Events List Item Levels

N-1

Glossary GL-1

CJCSM 3500.031 June 1996

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Letter from the Chairman of the Joint Chiefs of Staff

First, and foremost, the Joint TrainingSystem described in this manual isfocused on warfighting. We must trainthe way we intend to fight. Our effortsmust also ensure that resources areefficiently applied to develop andmaintain an integrated and flexiblejoint force. As a goal, combatantcommands and the Services shouldcontinue to develop complementarymethodologies to better allocate jointtraining resources, thereby increasingjointness by improving the quality ofjoint training. Commanders at allechelons should honestly andaggressively define and assess theirjoint training requirements.

The specific objective is to develop ajoint training and exercise programthat bolsters combatantcommanders’ ability to execute theNational Military Strategy (NMS)while simultaneously maintainingreadiness as a prerequisite todeterring aggression and respondingto crisis. The desired end state is theimproved readiness of joint forces, atraining and exercise strategy better aligned with the NMS, improvedinteroperability, and a more stable process for optimizing the application ofscarce Service resources.

JOHN M. SHALIKASHVILI Chairman

of the Joint Chiefs of Staff

GOAL

TRAIN THE ARMED FORCES TO OPERATESUCCESSFULLY IN WAR OR MILITARY

OPERATIONS OTHER THAN WAR (MOOTW).

OBJECTIVES AND PRIORITIES

• PREPARE FOR WAR• PREPARE FOR MOOTW -- PRIORITIZED BY EACH COMBATANT COMMANDER

• PREPARE FOR MULTINATIONAL / INTERAGENCY OPERATIONS

CJCSM 3500.031 June 1996

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CJCSM 3500.031 June 1996

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CHAPTER I

INTRODUCTION

1. Purpose. The Joint Training Manual (JTM) provides an overview of the JointTraining System (JTS) and outlines procedures for implementing its integralparts. The manual is designed to assist the joint training community indeveloping requirements, creating joint training plans, executing those plansand assessing training proficiency. The JTS is designed to state requirementsin terms of Joint Mission Essential Tasks (JMETs), associated conditions thatdescribe the mission environment, and commander-approved joint standards.Once the collective joint trainingrequirements of the combatant commandsare understood, the supporting commandsand Services can best allocate scarceresources to address them. Primarily, thismanual describes the overall architecture ofthe JTS and procedures for operating withinthis system.

2. Key Documents to Support Joint Training (See Figure I-1). The JTM isderived from the Joint Training Policy (Chairman of the Joint Chief of StaffInstruction (CJCSI) 3500.01) and the Joint Training Master Plan (JTMP, CJCSI3500.02). CJCSI 3500.01 establishes policy for planning and conducting jointand multinational training and emphasizes the training philosophy of trainingthe way you expect to fight. The JTMP provides guidance from the Chairman ofthe Joint Chiefs of Staff to the combatant commands, Services, Joint Staff, andDefense agencies for planning and conducting joint training events on acyclical basis. The JTMP also identifies the ways and coordinates the means toimplement a "mission-to-task" (requirements-based) joint training system.Thus, the JTM describes the JTS and defines the methods to accomplish thegoals stated in Joint Training Policy and the JTMP.

3. JTM Update Schedule. This version of the JTM is considered an iterativedocument. Changes are expected as the comprehensive JTS is fully installedand executed. After JTS installation, the JTM will be revised. At that point,this manual will become enduring.

The JTM provides anoverview of the Joint TrainingSystem and outlines proced-ures for implementing itsintegral parts.

CJCSM 3500.031 June 1996

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Procedures

FORTHE ARMED FORCES

OF THE UNITED STATESCJCSM 3500.03

1 JUNE 1996

JOINT TRAININGMANUAL

J O TNI

S TA FFCH IE FS O F

Policy

FORTHE ARMED FORCES

OF THE UNITED STATES

JOINT TRAINING

POLICY

CJCSI 3500.0121 NOVEMBER 1994

CJCSM 3500.04

UNIVERSAL JOINTTASK LIST

15 MAY 1995

VERSION 2.1

JOINTDOCTRINE/

JTTP

Reference Documents

CJCS NOTICE 3501

30 JUNE 1995

C

JCS

J

OINT TRAINING

M

ASTER SCHEDULE

FY 1997-FY 2001 AND

UPDATED 1996 SCHEDULE

JOINT TRAINING PLANFY1996-FY 2001UPDATE AUG 95

HeadquartersUnited States

European Command

FORTHE ARMED FORCES


JOINT TRAININGMASTER PLAN

1998

J O TNI

S TA FFCH IE FS OF

CJCSI 3500.02A8 DECEMBER 1995 PLANS

Programs

Figure I-1. Key Documents Supporting Joint Training

CJCSM 3500.031 June 1996

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CHAPTER II

OVERVIEW OF JOINT TRAINING

1. General. The primary purpose of joint training is to prepare US forces toconduct joint and multinational operations. Above all, the JTS is designed toensure the Armed Forces of the United States are trained to fight and win ournation’s wars. The JTS (Figure II-1) provides an integrated, requirements-based methodology for aligning training programs with assigned missionsconsistent with command priorities and available resources. This systememphasizes a direct linkage between the National Military Strategy (NMS),combatant command mission requirements, and training. The ultimate resultis trained and ready personnel able to effectively execute joint andmultinational operations.

The Joint Training System

λλ Derived F rom National MilitaryDerived F rom National MilitaryS trategy and Ass igned Mis s ionsS trategy and Ass igned Mis s ions

S tated in T erms OfS tated in T erms OfJoint Miss ion E ssential T asks ;Joint Miss ion E ssential T asks ;Conditions ; and Joint S tandardsConditions ; and Joint S tandards

λλ Driven by T rainingDriven by T rainingR equirements , T rainingR equirements , T rainingAudience and T oolsAudience and T ools

Creates Joint T raining PlanCreates Joint T raining PlanAnd E s tablishes ObjectivesAnd E s tablishes ObjectivesT o Meet R equirementsT o Meet R equirements

λλ Joint T raining Conducted byJoint T raining Conducted byCJCS & CombatantCJCS & CombatantCommandsCommands

λλ Commander Assesses:Commander Assesses:υυ T raining E ffectivenessT raining E ffectivenessυυ Joint R eadinessJoint R eadiness

Identify Ability to Meet Joint S tandards :Identify Ability to Meet Joint S tandards :S trengths/Deficiencies in Doctrine,S trengths/Deficiencies in Doctrine,Organization (Force S tructure),Organization (Force S tructure),T raining, Materiel & E ducationT raining, Materiel & E ducation

B ased on Commander’s IntentB ased on Commander’s Intent& Joint Doctrine/JT T P& Joint Doctrine/JT T P

Commanders E valuate E ach E ventCommanders E valuate E ach E ventCommon T asks Addressed by JointCommon T asks Addressed by Joint

Force IntegratorsForce Integrators

IMPROVE IMPROVE JOINT FORCEJOINT FOR CERE ADINE S SR E ADINE S S

Requirements Plans

E xecutionAssessments

Guidance Provided and S chedules Guidance Provided and S chedules Deconflicted by the CJCSDeconflicted by the CJCS

Figure II-1. The Joint Training System

2. Military Training. The way in which the Armed Forces train has evolvedwith the nature of the strategic environment. Military training has shifted fromtraining to meet the demands of component-style warfare, as experienced inWorld War II, to the more modern multinational and joint warfare (See FigureII-2).

CJCSM 3500.031 June 1996

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History of Military Training

1940 1950 1960 19701970 19801980 19901990 20002000

World War II Korean War Vietnam War DesertStorm

COMPONENT WARFARECOMPONENT WARFARE JOINTINTEROPERABILITY

AIR LANDAIR LANDBATTLEBATTLE

Multinationaland

Joint Warfare

JOINTJOINTTRAININGTRAININGSYSTEMSYSTEM

DesertOne

Goldwater-Nichols Act

Figure II-2. History of Military Training

a. Joint Training Criteria. The distinctions between the different categoriesof military training are important because they ultimately determine whowill be the proponent for each type of training, and who should provideresources. Two criteria are used to determine whether a particular trainingactivity is joint:

(1) Criterion 1: Applies Joint Doctrine. The primary criterion relates tothe question, “is a particular training activity based on joint doctrine,tactics, techniques, or procedures?” For example, although two or moreServices may train together, such training, if based on Service doctrine,tactics, techniques, or procedures (including technical training) isclassified as either inter-Service or component interoperability training--not joint training. Inter-Service training may include common trainingbetween two or more Services for certain skills such as cooks, motorvehicle operators, or corrections personnel. Alternatively, Service-sponsored component interoperability training might include air-to-airrefueling between aircraft from different Services. Although Service-sponsored interoperability training is a vital component of jointreadiness, it is not joint training since it applies Service doctrine, tactics,techniques, procedures, or equipment.

CJCSM 3500.031 June 1996

II-3

(2) Criterion 2: Sponsored by a Joint Command. The second criteriondeals with the level of joint force command and staff, and is in two parts:first, training is considered joint when it responds to specific operationalrequirements established by a joint force commander (JFC)(i.e., acombatant commander, joint task force (JTF) commander, or joint forcecomponent commander preparing for a specific operational mission); or,second, when the training is intended to train joint forces or joint staffsfor missions derived from joint mission requirements analysis.

b. Military and Joint Training Definitions. A broad spectrum of trainingand exercise events are sponsored at various command levels. Militarytraining spans those events that fall within the following categories:

(1) Category 1: Service Training (US Only). Military training based onService policy and doctrine to prepare individuals and interoperableunits. Service training includes basic, technical, operational, andcomponent-sponsored interoperability training in response to operationalrequirements deemed necessary by the combatant commands to executeassigned missions.

(2) Category 2: Component Interoperability Training (US Only). Operational training based on joint doctrine or joint tactics techniquesand procedures (JTTP) in which more than one Service componentparticipates. This training normally includes CINC or Service initiativesto improve responsiveness of assigned forces to combatant commanders.Conducted under the auspices of a component commander, the purposeis to ensure interoperability of combat, combat support services, andmilitary equipment between two or more Service components.

(3) Category 3: Joint Training (US Only). Military training based on jointdoctrine to prepare joint forces and/or joint staffs to respond tooperational requirements deemed necessary by combatant commandersto execute their assigned missions.

(4) Category 4: Multinational Interoperability Training. Military trainingbased on allied, joint, and/or Service doctrine, as applicable, to prepareunits in response to National Command Authority (NCA)-approvedmandates. The purpose is to ensure interoperability of combat and combat support forces, and military equipment between US Servicecomponent(s) and other nation(s) forces.

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(5) Category 5: Joint/Multinational Training. Military training based onmultinational, joint, and/or Service doctrine, as applicable, to prepareunits in response to NCA-approved mandates. The purpose is to preparejoint forces under a multinational command arrangement.

(6) Category 6: Interagency/Intergovernmental Training. Military training based on NCA-derived standard operating procedures, asapplicable, to prepare interagency and/or international decision makersand staffs in response to NCA-approved mandates.

3. Intent of Joint Training. The intent of joint training is to provide a focusand framework for integrating core Service training programs--both individualand collective--illustrated in Figure II-3. Service training develops proficiencyin the specific skills and capabilities the Army, Navy, Air Force, Marines, andCoast Guard bring to the joint arena. The Services also provide coreinteroperability capabilities, consistent with their defined roles and missions.

INDIVIDUAL JOINTTRAINING

COLLECTIVEJOINT TRAINING

SERVICETRAINING

(INDIVIDUAL ANDCOLLECTIVE)

SPONSORED BY: CJCS and COMBATANT COMMANDS

SPONSORED BY: COMBATANT COMMANDS DOD AGENCIES SERVICES

SPONSORED BY: SERVICES ARMY NAVY AIR FORCE MARINES COAST GUARD

Figure II-3. Joint Training Builds on Service Training

Joint training requirements may be met through both individual joint trainingand collective joint training programs. Joint organizations (e.g., Defenseagencies) and Services will have varying responsibilities for individual jointtraining. Collective joint training, however, remains primarily a responsibilityof joint commands, focusing on force integration issues. The scope of thismanual focuses on collective joint training. As the JTS matures and thismanual is revised, individual joint training will also be addressed in similardetail.

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4. Five Tenets of Joint Training. Joint force commanders synchronizethe actions of air, land, sea, space,and special operations forces toachieve strategic and operationalobjectives. Success depends uponwell-integrated forces trained to fightas a team. The Joint Training Policyestablishes and discusses the tenetsof joint training. These tenets areintended to guide commanders andstaff in devising their trainingprograms. Briefly:

a. Warfighting Mission Focus. The central theme of the JTS is the focus onthe combatant commands’ primary warfighting missions. By focusing onassigned warfighting missions, training is intentionally linked to the mostdangerous as well as most likely missions assigned to the combatantcommands via the Joint Strategic Capabilities Plan (JSCP).

b. Train the Way You Intend to Fight. Joint training events should bedesigned to reflect actual operational requirements. Conditions shouldrepresent worst-case constraints and assumptions from operation plans. Standards should reflect actual combat performance requirements.

c. Commanders Are the Primary Trainers. Commanders at all echelons areresponsible for preparing their commands to accomplish assigned missions.The JTS is ultimately a tool for the commander. Commanders are alsoresponsible for the accuracy, integrity, and proper distribution of jointtraining assessments.

d. Apply Joint Doctrine. Effective training must be based on the conceptslikely to be employed in actual operations. Joint doctrine establishes thefundamentals of joint operations and provides guidance on how to bestemploy forces to achieve assigned objectives. Joint Pub 1, “Joint Warfarefor the Armed Forces of the United States,” Joint Pub 0-2, “Unified ActionArmed Forces (UNAAF),” and supporting doctrinal publications describecommon procedures and uniform operational methods that permitcommanders and organizations to plan and adjust to rapidly changingsituations.

e. Centralize Planning, Decentralize Execution. In actual operations,centralized planning and decentralized execution are intended to provide

TENETS OF JOINT TRAINING

1. MAKE WARFIGHTING THE MISSION FOCUS

2. TRAIN THE WAY YOU INTEND TO FIGHT

3. COMMANDERS ARE THE PRIMARY TRAINERS

4. APPLY JOINT DOCTRINE5. CENTRALIZE PLANNING,

DECENTRALIZE EXECUTION

CJCSM 3500.031 June 1996

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organizational flexibility. Decisions are made where and when necessary bysubordinate commanders consistent with available resources and thesuperior commander’s intentions, priorities, and mission objectives. Training methods should mirror operational techniques withoutconstraining the on-scene commander.

5. Summary. The JTS defines a multi-step approach to identify requirements,develop plans, and execute joint exercise and training events. Further,strengths and shortcomings are documented and recommendations areadvanced to enhance the subsequent training programs.

CJCSM 3500.031 June 1996

III-1

CHAPTER III

THE JOINT TRAINING SYSTEM

1. Overview. The JTS (See Figure III-1) defines a multi-step approach toidentify requirements, plan, execute, and assess joint training events. The firststep is to develop joint training requirements documented in the commandJoint Mission Essential Task List (JMETL). Next, the combatant commands’develop Joint Training Plans (JTPs) based on their JMETL. Required trainingevents identified in the JTPs are scheduled. Schedule extracts are consolidatedand published within a single document--the CJCS Joint Training MasterSchedule (JTMS). Combatant commands then execute training events,evaluate training proficiency and assess the results. Finally, strengths andshortcomings are documented and recommendations developed to enhancefuture training programs or provide training input to other programs.

Joint Training System Key Components

FY 96/FY 97 INSTALLATIONINSTALLATION COMPLETE

JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS

JMETLsREQUIREMENTS COMMON

JOINT TASKS

UNIVERSALJOINT TASK

LIST

JOINTCONDITIONS

JOINTSTANDARDS

REQUIREMENTS PLANS

JOINTTRAININGMASTER

SCHEDULE

JOINTTRAININGMASTER

PLAN

MODELINGAND

SIMULATIONPLANS

COMPONENT TRAINING PLANS

CINC JOINTTRAINING PLANS

JOINT TRAINING MANUAL

JOINTMIISSION

TRAININGGUIDES

CJCS READINESSSYSTEM

JWCA

RAP

ASSESSMENTS

CJCSCOMMENDED

TRAININGISSUES

JOINT CENTERFOR

LESSONS LEARNED

JPMESpecial Areasof Emphasis

Joint DoctrineDevelopment

Program

CJCS-SPONSOREDEXERCISES

SERVICERESOURCES

JFI TRAININGPROGRAMS

CINC-SPONSOREDEXERCISES

JOINT COURSES

EXECUTION

EVALUATION

JAARS/JULLS

MODELINGAND

SIMULATIONTOOLS

JWFC

Figure III-1. Joint Training System Key Components

2. The JTS: Processes and Products. There are specific processes andproducts associated with each phase of the JTS (see Figure III-2).

CJCSM 3500.031 June 1996

III-2

CINC JOINT TRAININGPLANS

CINC JOINT EXERCISESCHEDULES

CJCS JTMS

Joint Training System: Process and Products

ASSESSSTATUS

OF TRAINING

• REPLICATE MISSION CONDITIONS• APPLY COMBAT STANDARDS• EXERCISE PLANS AND DIRECTIVES• COLLECTION MANAGEMENT PLAN

CREATETRAINING

PLAN

• APPLY COMMANDER’S INTENT• SET JOINT TRAINING OBJECTIVES• DESIGN TRAINING EVENT PROGRAM• DEFINE OPTIMUM TRAINING MEANS/VENUE• MATCH FORCES/IDENTIFY AUDIANCE

EXECUTE JOINT TRAINING

DEVELOPTRAINING SCENARIO THAT INCORPORATES

JMETL

COMMANDERSEVALUATETRAINING

IDENTIFYRELEVANT

CONDITIONSFOR EACH

TASK

DETERMINEMISSION

STANDARDS

IDENTIFYJOINT MISSION

ESSENTIALTASKS

JAARS

TRAINING PROFICIENCYEVALUATION

ISSUES

JULLS

DEVELOP COMMAND JMETL

MISSIONS

JMETL

ST 2.1

ST 4.1.1

OP 1.1.6

OP 3.1

OP 4.4

OP 5.0

OP 6.3

MRC LRC HA PO NEO

T P T N T

U U

P TP

N P

T P T T U

TP

P T T P U

COMMONJOINT TASKS

STATUS OF TRAINING

CJCS COMMENDEDTRAINING ISSUES


JPME SPECIAL AREASOF EMPHASIS

JOINT DOCTRINEDEVELOPMENT

PROGRAM

JOINT WARFARECAPABILITY

ASSESSMENTS

REMDIAL ACTIONPROJECTS

REQUIREMENTS PLANS

EXECUTION

ASSESSMENT

Figure III-2. Joint Training System: Process and Products

In subsequent chapters, this manual will detail each phase, the productsassociated with each phase, the format of each product and the associatedsuspenses. In general, the four phases of the JTS are:

a. Phase I: Requirements. Thepurpose of this phase is toinstall the methodology andtools to translate strategy tomissions to tasks. Themission-to-task JTS revolvesaround clear statements of jointrequirements. This phase usesmajor inputs including:analysis of operation plan(OPLAN, CONPLAN, functionalplan) missions resulting fromJSCP planning tasks, joint doctrine, and the Universal Joint Task List(UJTL) as an interoperability tool. The end products are each combatant

INPUTS PROCESS OUTCOME

PHASE I -- REQUIREMENTS

JSCP/OPERATION PLANMISSION ANALYSIS

JOINT DOCTRINE

UJTL

MISSION TO TASKREQUIREMENTS

ANALYSIS

JMETL

COMMON JOINT TASKS

CJCSM 3500.031 June 1996

III-3

command’s JMETL, and a multi-command list of common joint tasks. Chapter IV will provide a detailed discussion of the requirements phase andthe development and use of the JMETL.

b. Phase II: Planning. Once command requirements are approved andtraining readiness assessments are considered, joint training plans andexercise schedules are developedto address the JMETLrequirements. The objective is toincrementally install task,conditions and standards intojoint training and exerciseprograms. The products of thisphase are the CINC JTPs, CINCJoint Exercise and TrainingSchedules, and the CJCS JTMS. Chapter V discusses theplanning phase and associatedactivities.

c. Phase III: Execution

(1) The actual conduct and evaluation of joint and multinational trainingevents and the support infrastructure to support a joint training eventare the focus of the execution phase. Both collective joint training eventsand individual joint training events contribute to the personnel “train up”process in preparation for joint operations. Within this phase, discretejoint training exercises andevents are planned, prepared,executed, and evaluated. Moreover, standardized trainingdevelopment tools andautomated products assisttrainers in executing JMETL-based training events. As partof the execution phase,commanders are responsible forsystematically evaluating eachtraining exercise or event todetermine the level of training proficiency attained for each JMET-derivedtraining objective. Evaluation is an internal command responsibility,intended to determine whether specific training objectives were met. Inaddition to the actual training received, the products of this phase arethe Joint After-Action Report (JAAR) task proficiency observations,


PHASE II -- PLANNING

JMETL

COMMON JOINT TASKS

CJCS GUIDANCE

TRAINING PROFICIENCYASSESSMENT

CREATETRAINING

PLAN


CINC JOINT EXERCISE &TRAINING SCHEDULES

CJCS JTMS


PHASE III -- EXECUTION

EXECUTEJOINT

TRAINING

JAAR

TRAINING PROFICIENCYEVALUATIONS

JULL

IDENTIFY ISSUES


CINC JOINT EXERCISE &TRAINING SCHEDULES

CJCS JTMS

CJCSM 3500.031 June 1996

III-4

command training proficiency evaluation, Joint Universal LessonsLearned (JULLs) and issues.

(2) Ultimately, joint training depends on the efficient and effectiveexecution of joint exercises and training events. Most of these activitiesfall under the CJCS Exercise Program consisting of those activitiessponsored by the CJCS and those sponsored by the individualcombatant commanders. These two categories can be further dividedinto subcategories of joint training exercises or events depending on size,political sensitivities, and actual training techniques. Other programs--such as the Significant Military Exercise Program, the Exercise RelatedConstruction Program, and the Developing Country Combined ExerciseProgram are closely related to the execution of the CJCS Joint Exerciseand Training Program. Chapter VI details the execution and evaluationphase of these training events.

d. Phase IV: Assessment. The final phase of the JTS is the assessmentprocess. While commanders evaluate training proficiency during everytraining exercise or event, the assessment phase allows the commander touse aggregated results from alltraining events to judge theircommands overall missioncapability. Assessmentssynthesize multiple trainingevent evaluations with thecommander’s assessment ofJMET proficiency. Theassessment phase completesthe joint training cycle. Theproducts of this assessmentserve to inform future trainingplans or, when high value issues are raised, near-term training plans mayrequire adjustment to focus on those critical shortcomings or deficiencies. This snapshot of a command’s proficiency in accomplishing JMETs directlyreflects the command’s ability to perform assigned missions. Therefore, thisassessment may be reported out by the command as input to CJCS andcombatant command readiness reporting systems. Finally, systemic issuesrequiring resolution outside the purview of the organization are defined,analyzed, corrected and returned to the joint community for validation. Refer to Chapter VII for an in-depth look at the training functions of theassessment phase.


PHASE IV -- ASSESSMENT

ASSESSTRAINING

PROFICIENCY,REPORT

READINESSAND ANALYZE

ISSUES

TRAINING PROFICIENCY ASSESSMENTS

CINC TRAINING READINESSASSESSMENTS

CJCS CAPABILITIESASSESSMENT

CCTI

RAP

JAAR


OPERATIONALASSESSMENTS

JULL

CJCSM 3500.031 June 1996

III-5

3. The JTS is Maturing. Per the JTMP, CJCSI 3500.02A, the JTS is maturingand will be fully implemented during the 1996-1998 training cycle. Over thenext year we will modify, correct, and update the JTS and this manual as wecomplete JTS installation. Those key components, not yet fully installed, willcontinue to mature and be fully operational by FY 1998. The ultimate goal isto achieve unity of effort as we strive to maximize the value of our trainingdollar investment in pursuit of the highest possible state of joint readiness.

CJCSM 3500.031 June 1996

III-6


CJCSM 3500.031 June 1996

IV-1

CHAPTER IV

REQUIREMENTS

DEVELOPING THE JOINT MISSION ESSENTIAL TASK LIST



JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS


JOINT TASKS

UNIVERSALJOINT TASK

LIST

JOINTCONDITIONS

JOINTSTANDARDS

REQUIREMENTSPLANS

JOINTTRAININGMASTER

SCHEDULE

JOINTTRAININGMASTER

PLAN

MODELINGAND

SIMULATIONPLANS




JOINTMIISSION

TRAININGGUIDES


JWCA

RAP

ASSESSMENTS

CJCSCOMMENDED

TRAININGISSUES

JOINT CENTERFOR

LESSONS LEARNED



Program


SERVICERESOURCES



JOINT COURSES

EXECUTION

EVALUATION

JAARS/JULLS

MODELINGAND

SIMULATIONTOOLS

JWFC

Figure IV-1

1. A Warfighting Focus

a. Requirements Exceed Resources. A common dilemma faced by manycommanders is that too many requirements chase too few resources.Beyond the constraint imposed by limitations of money, people, or facilitiesis the major constraint of time available. Some hard trade-offs are requiredto ensure balance between programs that most often compete for the sameresources (i.e., between joint and Service training, or joint training of multi-apportioned forces). Choices must be made to ensure that the tasksessential to accomplishing the most important warfighting missions aretrained before other less critical training requirements in joint as well asService training programs.

CJCSM 3500.031 June 1996

IV-2

b. Focus on Warfighting. To ensure the most effective allocation of limitedtraining resources, commands should identify their requirements based onmission priorities. Commanders must designate a “main effort” to focustheir organizations and resources on the highest priority, most criticalobjectives to enhance both operational effectiveness and efficiency. Trainingfor war remains the highest training priority. This broad warfighting focusis directed by the NMS, while the JSCP provides more specific guidance fororganizations at combatant command level and below. Typically, trainingemphasis should favor preparing for Major Regional Contingencies (MRCs)over training for Lesser Regional Contingencies (LRCs). For unitsapportioned to more than one MRC theater, training emphasis should favorthe earliest apportioned MRC.

2. Establish the JMETL. Each combatant commander derives specificmissions to answer planning tasks assigned in the JSCP, and is also assignedspecific missions by the NCA directives and treaty obligations. The JointTraining Policy (CJCSI 3500.01) directs commanders to document their jointtraining requirements through the development of their respective JMETL withassociated conditions and standards. The JMETL is that subset of joint tasksthat each combatant commander determines essential to accomplishing thecommand’s missions. An essential task is defined as one where the missionhas a high probability of failure if it is not accomplished successfully. A JMETwith its associated condition(s) and standard(s) defines a joint missioncapability requirement. Defense agencies reporting to the Chairman of theJoint Chiefs of Staff and the Service component commanders also developmission essential task lists (METL)--Agency METLs (AMETLs) and Servicecomponent METLs, respectively. Just as JMETL tasks are used to derivetraining objectives for the combatant commands in the planning phase of theJTS, the AMETLs and Service component METLs are used to derive trainingobjectives for their organizations.

CJCSM 3500.031 June 1996

IV-3

Universal Joint Task List

JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS


JOINT TASKS

REQUIREMENTSCJCSM 3500.04


15 MAY 1995

VERSION 2.1

UNIVERSALJOINT TASK

LIST

JOINTCONDITIONS

JOINTSTANDARDS

PURPOSE

Provides a common traininglanguage

KEY CONCEPTS

• Institutionalizes requirements-based, “train-to-task” jointtraining system, incorporatingstrategic, operational, andtactical tasks

• Prescribes varying conditionsinfluencing task execution

• Identifies standards to tasksfor commander performanceevaluations

Figure IV-2: Universal Joint Task List

3. UJTL as a Common Language. The Chairman of the Joint Chiefs of Staffdeveloped and approved the UJTL as the basis from which the joint forcecommanders establish their JMETLs (see Figure IV-2). The UJTL (CJCSM3500.04) provides a structured listing of tasks that describe the functionalcapabilities that joint force commanders may require to execute their assignedmissions. The tasks contained in the UJTL are organized by the levels of war(strategic, operational, and tactical) as shown in Figure IV-3. The strategic levelof war is further divided into two parts: national and theater. To facilitate thelinkage between Service component training and joint training, the Servicesdevelop Tactical Task Lists to complement the UJTL. These lists include thosetasks that enable respective Service units to accomplish their missions insupport of the joint force commander (JFC). They along with the UJTL providea common language for linking Service tactical level tasks to joint operationallevel and strategic level tasks. In developing their AMETLs, the Defenseagencies use the common language resident in the UJTL to help define theircontribution to the success of the combatant commands.

CJCSM 3500.031 June 1996

IV-4

U.S. ARMY TACTICAL TASK LIST

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DE

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U.S. AIR FORCETACTICAL TASK LIST

UN

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A

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E

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U.S. NAVALTACTICAL TASK LIST

DE

PARTMENT OF THE N

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UN

ITED STATES OF AM

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ICA


OPERATIONALAccomplish Objectives of Subordinate Campaigns and Major Operations

STRATEGIC NATIONALAccomplish Objectives of National Military Strategy

OP 1CONDUCT

OPERATIONALMOVEMENT & MANEUVER

OP 2DEVELOP

OPERATIONALINTELLIGENCE

OP 3EMPLOY

OPERATIONALFIREPOWER

OP 4PROVIDE

OPERATIONALSUPPORT

OP 5EXERCISE

OPERATIONALCOMMAND & CONTROL

OP 6PROVIDE

OPERATIONALPROTECTION

SN 1CONDUCT STRATEGIC

DEPLOYMENT &REDEPLOYMENT

SN 2DEVELOP

STRATEGICINTELLIGENCE

SN 3EMPLOYFORCES

SN 4PROVIDE

SUSTAINMENT

SN 5PROVIDE

STRATEGIC DIRECTION& INTEGRATION

SN 6CONDUCT

MOBILIZATION

SN 7CONDUCT

FORCEDEVELOPMENT

TA 1CONDUCT MANEUVER

TA 2DEVELOP

INTELLIGENCE

TA 3EMPLOY

FIREPOWER

TA 4PERFORM COMBATSERVICE SUPPORT

TA 5EXERCISE COMMAND

& CONTROL

TA 6PROVIDE MOBILITY& SURVIVABILITY

ST 5PROVIDE THEATER

STRATEGICCOMMAND

AND CONTROL

ST 6PROVIDE THEATER

PROTECTION

ST 7ESTABLISH THEATER

FORCEREQUIREMENTS AND READINESS

ST 8DEVELOP AND

MAINTAIN ALLIANCEAND REGIONAL

RELATIONS

ST 1CONDUCT INTRATHEATERSTRATEGIC DEPLOYMENT,

CONCENTRATION, ANDMANEUVER OF FORCES

ST 2DEVELOP THEATER

STRATEGICINTELLIGENCE

ST 3EMPLOYTHEATER

STRATEGICFIREPOWER

ST 4SUSTAIN

THEATER FORCES

STRATEGIC THEATERAccomplish Objectives of Theater and Campaign Strategy

TACTICALAccomplish Objectives of Battles and Engagements

Figure IV-3: Universal Joint Task List

a. Organization of the UJTL. Each of the three levels of war is described bytasks normally associated with that level. For example, at the operationallevel of war the UJTL is organized around the following major joint tasks:

(1) Conduct Operational Movement and Maneuver. (OP 1)

(2) Develop Operational Intelligence. (OP 2)

(3) Employ Operational Firepower. (OP 3)

(4) Provide Operational Support. (OP 4)

(5) Exercise Operational Command and Control. (OP 5)

(6) Provide Operational Protection. (OP 6)

b. Each of the major joint tasks is further defined by a hierarchy ofsubordinate tasks. The major tasks serve to establish the context for thesubordinate tasks. As a technique, a combatant command could selectfrom the subordinate tasks (ST 1.1.1) when establishing his JMETL, sincethe subordinate tasks provide greater resolution and are more readily linked

CJCSM 3500.031 June 1996

IV-5

with conditions and standards than the joint tasks. Another technique is toselect a higher level task (ST 1.1) that encompasses broad activities ofsubordinate commands.

JOINT EXERCISE & TRAINING

FRAMES REQUIREMENTS BASEFOR JOINT TRAINING EVENTS

OPERATIONALOPERATIONALPLANSPLANS

OPLANSOPLANS

JOINTJOINTDOCTRINE/DOCTRINE/

JTTPJTTP

COMMON LANGUAGE FORIMPLIED/SPECIFIED TAS KS

ACQUISITION SYSTEM

COMMON STRUCTURE & LANGUAGE FOR STATING

OPERATIONAL REQUIREMENTS

STRUCTURAL LINKTO CROSS REFERENCETRAINING & DOCTRINE

JOINT PME

ALIGN CINC MISSION PRIORITIESTO JPME LEARNING OBJECTIVES

JMRR JOINT READINESS SYSTEM

PROVIDES STRUCTURED METHODOLOGY

LINKS NATIONAL MILITARY STRATEGY TO OPERATIONAL JOINT TASKS

JWCA

COMMON LANGUAGE FORCAPABILITY ASSESSMENTS

Universal Joint Task ListApplications

UNIVERSAL JOINT TASK LISTUNIVERSAL JOINT TASK LIST

NATIONAL

TACTICAL

OPERATIONAL

THEATER

JSIMSDATA BASE

PROVIDES DESCRIPTIONOF THE MISSION SPACE

Figure IV-4: Universal Joint Task List Applications

4. UJTL Applications. The UJTL is often used as a tool outside the JTS. (seeFigure IV-4). For instance it provides the common language to expresspotential requirements and issues for consideration in several other areas toinclude: the Acquisition/Modernization System, the Joint Readiness System,Capability Assessments, Joint Professional Military Education (JPME), acommon cross reference guide for joint, interoperability, and Servicecomponent training, and a linkage of all these areas to joint doctrine.

CJCSM 3500.031 June 1996

IV-6


UNIVERSAL JOINT TASK LISTUNIVERSAL JOINT TASK LIST

NATIONAL

CONDITIONS FOR JOINT TASKSCONDITIONS FOR JOINT TASKS

CIVIL ENVIRONMENT

PHYSICAL ENVIRONMENT

MILITARY ENVIRONMENT

JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS


JOINT TASKS

REQUIREMENTSCJCSM 3500.04


15 MAY 1995

VERSION 2.1

UNIVERSALJOINT TASK

LIST

JOINTCONDITIONS

JOINTSTANDARDS

TASKS

• Strategic Level Tasks- National Military Tasks- Theater Tasks

• Operational Level Tasks• Tactical Level Tasks

CONDITIONS

• Physical Environment• Military Environment• Civil Environment

STANDARDS(included in V3.0, Aug 96)

Two Parameters• Measure• Criterion

Figure IV-5: Elements of the Universal Joint Task List

5. JMETs Considerations. There is no preset limit on the number of JMETsthat can be selected by a combatant commander. Indeed, many, if not all, ofthe tasks described on the UJTL will be accomplished by a combatantcommander in the normal conduct of operations. The selection of tasks asJMETs identifies those tasks that are essential to mission accomplishment.Therefore, the JMETs should receive sufficient training resources to ensurethat a high degree of proficiency is achieved and maintained. The JMETLDevelopment Handbook, published December 1995, provides a detailedexplanation of other JMETL considerations as well as the development ofJMETL tasks, conditions, and standards (see Figure IV-5).

6. JMETL Supporting Task. Based on mission analysis, supporting tasks areidentified by staff sections and subordinate elements. Supporting tasks for aJFC are performed by subordinate elements of the command that directlycontribute to mission accomplishment, but are not designated as commandJMETL. Such supporting tasks may be designated as JMETL by thesubordinate commands and approved by the JFC. Conditions and standardsfor these tasks are also derived by the supporting component and approved bythe JFC. For example, a combatant commander may select, Employ Theater-

CJCSM 3500.031 June 1996

IV-7

Wide Command and Control Warfare (C2W) (ST 5.5) as a JMET. Supportingtasks that must be performed by subordinate elements to accomplish the C2Wtask might include, Collect Information on Theater Strategic Targets (ST 2.2.2)and, Identify Operational Vulnerabilities (ST 2.3.6).

7. Common Joint Tasks. Common joint tasks are selected by multiple jointforce commanders through the mission analysis process as common to theexecution of joint operations. These joint tasks can be performed by:supporting commands for multiple supported commands--command-linkedtasks; integrated force elements or joint staffs within a joint operating area--common operational tasks; or by multiple Service components achieving abattlefield objective--Component Interoperability tasks.

a. Command-Linked Tasks, Conditions and Standards. These tasks depictthe interfaces between supported and supporting commands. Command-linked tasks are performed by supported commands and are key to theaccomplishment of supporting command or agency JMETs. Conditions andstandards for these tasks are mutually derived between supported andsupporting commands or agencies. Typically, command-linked tasks depictthe relationships between supported and supporting commands at theStrategic National (SN) and Strategic Theater (ST) task levels. Conditionsand standards for these tasks are mutually derived between supported andsupporting commands. For example, a USTRANSCOM JMET, ConductDeployment and Redeployment (SN 1.2), would require the supportedcommander to have a command-linked task, Determine Forces and Cargo tobe Deployed (ST 7.1.4). If the supported command does not accomplish ST7.1.4 or executes it poorly, then USTRANSCOM will have difficultyexecuting SN 1.2. By identifying command-linked tasks, the supportingand supported commands can ensure that these tasks receive adequateand mutual attention.

b. Common Operational Joint Tasks, Conditions and Standards. Commonoperational joint tasks depict activities conducted by or for multiplesupported commands under similar conditions and to a common jointstandard. These tasks, selected by multiple combatant commands throughthe mission analysis process, describe a list of core joint competenciesfundamental to the conduct of joint operations. The Chairman of the JointChiefs of Staff, with United States Atlantic Command (USACOM) as theexecutive agent for the Chairman, develops the list of common operationaljoint tasks with assistance from other combatant commanders, the JWFC,and the Joint Staff--for approval by the Chairman. The list of common jointtasks is reviewed annually and included in the JTMP (see Figure IV-6). Thecommon tasks are used by USACOM and USSOCOM, as the Joint Force

CJCSM 3500.031 June 1996

IV-8

Integrators (JFIs) to train CONUS-based forces to a set of common tasks,conditions, and standards.

PURPOSE

Aggregates commonJMETLs from combatant

commanders

KEY CONCEPTS

• Developed from CombatantCommands and Servicesinputs

• Approved by CJCS

• Used by USACOM andUSSOCOM as Joint ForceIntegrators

CommonJoint Tasks

FORTHE ARMED FORCES



1998

CJCSI 3500.2A8 December 1995

JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS

JMETLsREQUIREMENTS

UNIVERSALJOINT TASK

LIST

JOINTCONDITIONS

JOINTSTANDARDS

REQUIREMENTS

COMMONJOINT TASKS

Figure IV-6: Common Joint Tasks

c. Component Interoperability Tasks. These tasks are performed by morethan one Service component to meet the mission-derived conditions andapproved standards of the combatant commands. These requirements willbe addressed by the combatant commands, in coordination with respectiveService components, to facilitate scheduling and improve focus on jointdoctrine. Development of Component Interoperability Tasks is still evolvingin a collaborative effort among the Services, the Service components, thecombatant commands, and the Joint Staff.

8. JMETL Development Process

CJCSM 3500.031 June 1996

IV-9

a. Step 1: Review AssignedTasks and Mission Analysis.Developing a JMETL beginswith a review of all tasksresulting from assignedmissions to a commander bythe JSCP, assigned by otherNCA directives, or by treaty.This task review andsubsequent mission analysisaids in identifying the exactrequirements of eachindividual mission so thatthey are clearly understood.The command developingthe JMETL must understandthe mission objectives (desired end-state) of each planning task, theintermediate objectives leading to the mission objectives, the forces thathave been assigned or apportioned, the joint doctrinal methods foraccomplishing the mission objectives, and any time constraints orrequirements on the accomplishment of the commander’s goals. Much ofthis information is available from the commander’s mission analysis,mission statement, and concept of operations for existing operations plansor plans in development. While the JMETL is a primary input to the JTS, itsdevelopmental foundation is primarily within the purview of war andoperations planners. Planners and trainers should work closely to ensureJMET selection is fully aligned with operational planning. (See Figure IV-7).

• Step 1: Review assigned tasksand mission analysis.

• Step 2: Review joint doctrine.• Step 3: Identify tasks associated with

each mission.• Step 4: Align tasks by mission phase.• Step 5: Describe conditions.• Step 6: Establish standards.• Step 7: Identify supporting tasks and

command-linked tasks.• Step 8: Develop JMET selection

criteria.• Step 9: Select JMETs.• Step 10: Approve the JMETL.

CJCSM 3500.031 June 1996

IV-10

Defining Joint WarfightingCapability Requirements

JME T L L INKS JOINT T R AINING T AS KS T O NAT IONAL MIL IT AR Y ST R AT EGY

WHAT

“WHAT T ASKS,UNDE RWHAT

CONDIT IONS ,PERF ORME D T O

WHATS T ANDARD.”

RE ST AT E D MIS S IONCOMMANDE R ’S

INT E NTAND CONCEPT OF

OPE RAT IONS

INT E GRAT ION

HOW

JME T L

JOINTDOCTRINE/

JTTP

JS CP

OPL ANS

MISSIONANALYSIS

CJCSM 3500.04


15 MAY 1995

VERSION 2.1

NationalMilitaryStrategy


JOINT TASKS

UNIVERSALJOINT TASK

LIST

JOINTCONDITIONS

JOINTSTANDARDS

REQUIREMENTS

JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS

Figure IV-7: Defining Joint Warfighting Capability Requirements

b. Step 2: Review JointDoctrine. The next step isto review applicabledoctrine in relation to thespecified operational planfor each mission todetermine how best toaccomplish the tasks. Inaddition to mission specificconsiderations, jointdoctrine and associatedJTTP can provide insightinto the definition of JMETLstandards. It is from thisreview of operation plans,coupled with the knowledgeof doctrine, that the combatant command determines what tasks must beperformed to accomplish the missions.

• Step 1: Review assigned tasks andmission analysis.





CJCSM 3500.031 June 1996

IV-11

c. Step 3: Identify Tasks Associated with Each Mission. At this point, thecombatant command developing a JMETL should review the UJTL todetermine which applicable joint task is associated with each identifiedmission and who performs it. Some tasks will be performed by acombatant commander and his staff. Other tasks will be performed by aJTF commander and staff, and others will be performed by a functionalcomponent or by a Service unit. The product of this step is a listing of alljoint tasks, derived from the UJTL, associated with each mission and thecommand echelon responsible for task accomplishment. The definition ofeach UJTL task should be examined to determine the key activities orfunctions that would indicatethe level of commandresponsible foraccomplishing that task.

d. Step 4: Align Tasks byMission Phase. Everyoperation normallyprogresses through fivephases: (1) pre-hostilities; (2)lodgement; (3) combat andstabilization (4) follow-through; and (5) post-hostilities. The identifiedtasks should be linked withthe phase or phases of anoperation to which they aremost applicable. Knowingwhen a task is performed aids in identifying the exact conditions and,subsequently, the applicable standard. One technique to display theserelationships is through operational templates (see Figure IV-8). Additionaldetails regarding the use of operational templates can be found in theJMETL Handbook. An automated tool to create these templates will also beavailable by fall 1996.


• Step 2: Review joint doctrine.• Step 3: Identify tasks

associated with each mission.• • Step 4: Align tasks by mission

phase.• Step 5: Describe conditions.• Step 6: Establish standards.• Step 7: Identify supporting tasks and



CJCSM 3500.031 June 1996

IV-12

OP 4.4.1Provide Field

Services

Mission Objectives• Establish distribution system• Maintain security• Transition relief effort to others

Conceptof Operations

CampaignPlan

Joint ForceCommander

Mission

OP 1.1.2Conduct

IntratheaterRedeployment

of Forces

OP 4.5.1Provide forMovement

Services in Theaterof Opns/JOA

OP 6.5Provide Securityfor Operational

Forces andMeans

OP 1.1.2Conduct

IntratheaterDeployment

of Forces

OP 5.1.1CommunicateOperationalInformation

OP 4.5.2Establish Priorities

and SupplyOperational

Forces

OP 4.7.5Coordinate

Politico-MilitarySupport

OP 5.4Direct and Lead

SubordinateOperational Forces

OP 2.3.2Analyze and

EvaluateOperational Areas

Figure IV-8: Example Operational Template

e. Step 5: DescribeConditions. Conditions arevariables of theenvironment that affect theperformance of tasks. TheUJTL lists conditions whichare divided into three broadcategories: physical,military, and civilenvironments. Thecombatant commandselects the conditions thatmost effect accomplishmentof a JMET as it relates to amission. The selectedconditions should bedirectly related to task accomplishment.



each mission.• Step 4: Align tasks by mission phase.• • Step 5: Describe conditions.• Step 6: Establish standards.• Step 7: Identify supporting tasks and



CJCSM 3500.031 June 1996

IV-13

f. Step 6: EstablishStandards. Standardsprovide a way of expressingthe degree of proficiency towhich a joint organization orforce must perform a JMETunder a specified set ofconditions. A standardconsists of two parameters:a measure and a criterion.A measure provides acommon basis for describingvarying levels of taskperformance. The criterionis set by the commander anddefines acceptable levels of performance. For example, for the task Mobilizeat Home Station (SN 6.3), possible measures are the number of days toassemble forces and the percent of personnel who report fully equipped andtrained, while the criterion might be 10 days and 94 percent. Thecombination of the measure and the criteria form the standard (i.e., forcesshould assemble in 10 days with at least 94 percent of personnel fullyequipped and trained). Ideally the standards directly reflect how “well” atask must be accomplished to achieve the desired mission objective.Therefore, it is critical that the measure be appropriate to the “level” of theidentified JMET. Sometimes, it is easier to identify measures for JMETsthat have been identified at the 3 or 4 digit level (e.g., Process MovementRequirements (ST 1.1.1) or Conduct Surface/Subsurface FirepowerInterdiction of Operational Forces/Targets (OP 3.2.5.2)) than it is for JMETsat the 1 or 2 digit level (e.g., Provide Theater Strategic Command and Control(ST 5) or Conduct Operational Maneuver (OP 1.2)). Using the criteria thathave been identified, select the measure or measures that reflect the taskcontribution to mission accomplishment. The combatant commanderapproves the standards and conditions for each identified JMET.

• Step 1: Conduct mission analysis.• Step 2: Review doctrine.• Step 3: Identify tasks associated with

each mission.• • Step 4: Align tasks by mission phase.• Step 5: Describe conditions.• • Step 6: Establish standards.• Step 7: Identify supporting tasks and



CJCSM 3500.031 June 1996

IV-14

g. Step 7: Identify Supporting Tasks and Command-Linked Tasks. Eachcandidate JMET may have one or more supporting and/or command-linkedtasks. The identification of these supporting and command-linked tasksprovides a greater degree of detail useful when establishing the criteria todetermine which candidate JMET is actually an essential task.Additionally, identification of the supporting and command linked tasks andactivities provides a greater level of detail that is necessary for developing atraining plan based on theJMETL.

h. Step 8: Develop JMETSelection Criteria. Thenext step is to develop thecriteria that will be used toselect a task as a JMET.Examples of possiblecriteria that could be usedto select a task as anessential task include:

(1) Criticality andimportance of the task tomission success.

(2) Number of missionsthe task supports.

(3) The type of mission supported (major regional contingency vs. lesserregional contingency).

(4) Commander’s guidance.

i. Step 9: Select JMETs. Using the defined criteria, the candidate JMETsare reviewed and the “essential” tasks are identified. Use of a JMET versusMissions Matrix (Figure IV-9) may assist the JMET selection process. Thetasks not selected are not unimportant, but are of lesser importance thanthe “essential” tasks or JMET. The combined JMETs form the JMETL.



each mission.• • Step 4: Align tasks by mission phase.• Step 5: Describe conditions.• Step 6: Establish standards.• Step 7: Identify supporting

tasks and command-linkedtasks.

• • Step 8: Develop JMETselection criteria.

• • Step 9: Select JMETs.• Step 10: Approve the JMETL.

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IV-15

JMET MRC LRC PKO NEO HAST 5.1.1 X XST 8.1 X X X X XOP 1.1.2 X X X X XOP 2 X X X X XOP 5.4 X X X X XOP 6.1 X XTA 4.3 X X

Figure IV-9. JMETs Versus Missions Matrix

j. Step 10: Approve theJMETL. The commanderapproves his command’sJMETL with supporting andcommand-linked tasks.Ideally, this approval will bebased on the validation ofthe criteria and associatedrating and weighting thatwere used to determine theJMETs.

9. Establishing Requirements. Each approved JMETL, with its associatedconditions and standards, potentially becomes the requirement-basis for thenext lower level of command or staff element. The combatant commander’sJMETL specifies the mission capability requirement for the theater as a whole.When a subordinate JFC (e.g. CJTF) exists, the CINC JMETL becomes therequirement base for the subordinate commander JMETL and depicts how theywill support the combatant commander for the specific assigned mission.When the subordinate commander JMETL is approved by the combatantcommander, it becomes the requirement base for the assigned components tofurther derive component (J)METLs. (See Figure IV-10)






CJCSM 3500.031 June 1996

IV-16

JTF JOINT TRAINING REQUIREMENTS

COMMANDER’S GUIDANCE

CJTFMISSION

MISSIONDERIVED

TASKSCONDITIONS

& STANDARDS

JTFJMETL

JOINT FORCECOMPONENTCOMMANDER

MISSION

COMPONENTTASKS

CONDITIONS& STANDARDS

COMPONENTJMETL

JSCPNCA ORDER

CINC’SMISSIONS

MISSIONSMISSIONS

JJMMEETTLL

ST 2.1ST 4.1.1OP 1.1.6OP 3.1OP 4.4OP 5.0OP 6.3

1 2 3 4 5

X X X X XX X

X XXX X

X X X X XXX

X X X X X

MISSIONDERIVED

TASKSCONDITIONS

& STANDARDS

(J)METL

DIVISION,DIVISION,MEF, CVBGMEF, CVBG

WINGWINGMISSIONMISSION

MISSIONDERIVED

TASKSCONDITIONS

& STANDARDS

METL

CORPS,CORPS,EAF, FLT,EAF, FLT,MAGTFMAGTF

MISSIONMISSION

COMMANDER’S APPROVAL

Figure IV-10

10. Products and Milestones. The products of the JTS requirements phaseare the combatant command JMETL and the respective (J)METLs for other jointtraining audiences. The format for the JMETL is described in Appendix B.Combatant commander-level JMETLs are submitted to the CJCS for review onan annual basis, and included as Tab C of the CINC JTP. Supported commandJTPs are submitted by March, and supporting command JTPs by May, eachyear.

11. Summary. The requirements phase of the JTS identifies mission-basedtraining requirements expressed in the common language of the UJTL. At thecombatant command level, each command selects appropriate joint tasks toconstruct their JMETL. The resulting combatant command JMETLs arereviewed by the CJCS and reside in each command’s JTP. The JTP is fullydeveloped in the planning phase of the JTS, training events are actuallyconducted in the execution phase of the JTS, and periodic assessment isconducted in the assessment phase of the JTS to inform its next cycle. FigureIV-11 describes the linkage vehicles or products between the requirementsphase and the subsequent plans phase.

CJCSM 3500.031 June 1996

IV-17


IDENTIFYRELEVANT

CONDITIONSFOR EACH

TASK

DETERMINEMISSION

STANDARDS

IDENTIFYJOINT MISSION

ESSENTIALTASKS

DEVELOP COMMAND JMETL

MISSIONS

JMETL

ST 2.1

ST 4.1.1

OP 1.1.6

OP 3.1

OP 4.4

OP 5.0

OP 6.3

MRC LRC HA PO NEO

T P T N T

U U

P TP

N P

T P T T U

TP

P T T P U

COMMONJOINT TASKS

STATUS OF TRAINING

REQUIREMENTS

Figure IV-11. JTS Process and Products - Requirements Phase

CJCSM 3500.031 June 1996

IV-18


CJCSM 3500.031 June 1996

V-1

CHAPTER V

PLANS

PREPARING THE JOINT TRAINING PLANAND THE JOINT EXERCISE AND TRAINING SCHEDULE

1. Introduction. The plans phase of the JTS begins with the approved JMETLand the common joint tasks--the products of the requirements phase. (SeeFigure V-1)



JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS


JOINT TASKS

UNIVERSALJOINT TASK

LISTJOINT

CONDITIONSJOINT

STANDARDS

REQUIREMENTS

PLANS

JOINTTRAININGMASTER

SCHEDULE

JOINTTRAININGMASTER

PLAN

MODELINGAND

SIMULATIONPLANS




JOINTMIISSION

TRAININGGUIDES


JWCA

RAP

ASSESSMENTS

CJCSCOMMENDED

TRAININGISSUES

JOINT CENTERFOR

LESSONS LEARNED



Program


SERVICERESOURCES



JOINT COURSES

EXECUTION

EVALUATION

JAARS/JULLS

MODELINGAND

SIMULATIONTOOLS

JWFC

Figure V-1: The Joint Training System

a. Joint Training Plans. This phase involves development of JTPs at allechelons of the command to meet the training requirementsdocumented in the combatant command JMETLs. The JTPs form thebasis for resource deconfliction in terms of time, personnel and fundingultimately expressed in a joint exercise and training schedule. The jointexercise and training schedule is then executed and evaluated in theexecution phase of the JTS.

CJCSM 3500.031 June 1996

V-2

b. JTMP. To initiate the process, the Joint Training Master Plan (CJCSI3500.02), depicted in Figure V-2, provides CJCS guidance fordevelopment of individual plans, communicates the CJCS CommendedTraining Issues (CCTI’s), identifies common requirements in the form ofcommon joint task lists. Future CJCS JTMPs will address joint trainingprograms from a global perspective based on the resource requirementsidentified in the individual combatant command JTPs.

Joint Training Master Plan1998

PURPOSE

Provides Chairman’s guidance toCINCs, Services, Joint Staff, andDefense agencies for planningand conducting joint training

events and joint exercises

KEY CONCEPTS

• Identifies ways and coordinatesmeans to implement “mission-to-task”(requirements-based) joint trainingsystem

• Desired end state is- Improved readiness- Training and exercise strategy

better aligned with the NationalMilitary Strategy

- Improved interoperability- Stable process for applying Service

resources.

FORTHE ARMED FORCES



1998


PLANS

JOINTTRAININGMASTER

SCHEDULE

MODELINGAND

SIMULATIONPLANS




JOINTMIISSION

TRAININGGUIDES

JOINTTRAININGMASTER

PLAN

Figure V-2: The Joint Training Master Plan

c. CINC JTPs. CJCS policy requires combatant commanders submit anannual JTP. The CINC JTP achieves eight objectives:

(1) Documents, in general terms, the missions that the combatantcommanders may have to accomplish.

(2) Restates the JMETL and associated supporting tasks used to identifythe requirements for joint and CINC-sponsored componentinteroperability training.

CJCSM 3500.031 June 1996

V-3

(3) Provides the commander’s training guidance to subordinate andsupporting commands. The key elements that shape this guidanceinclude:

(a) Joint doctrine and JTTP.

(b) Goals and priorities of higher command--(i.e., at combatantcommand level, this includes the NCA issues and the CJCSCommended Training Issues).

(c) Supporting and subordinate command capabilities.

(d) Resources available.

(4) Specifies the training audiences (staffs and forces) that requiremultinational, joint, and/or component interoperability training.

(5) Identifies the training objectives planned for specified trainingaudiences. Note: Since specific training objectives may change betweenJTP publication and exercise execution, they should be crafted to allowcommand flexibility and refined as the event or exercise planningmatures.

(6) Identifies the joint training events required to accomplish the trainingobjectives of selected joint training audiences.

(7) Communicates combatant commander’s priority for each trainingevent so that supporting commands, Services, other Defense agencies,and the Joint Staff can make informed supporting decisions.

(8) Identifies resources required to support the training events.

2. The CJCS Joint Exercise and Training Program. The CJCS Joint Exerciseand Training Program is the Chairman’s principal vehicle for achieving jointand multinational training. The exercises within the program provide anopportunity to stress strategic transportation and C4I systems and evaluatetheir readiness and supportability across the full range of military operations.Additionally, exercises and training events demonstrate US resolve andcapability to project military presence anywhere in the world in support of ournational interests and commitments to our allies. The CJCS Joint Exerciseand Training Program has three components all requiring development andsubmission of JTPs: 1) CJCS-Sponsored Exercises, 2) USACOM/USSOCOM

CJCSM 3500.031 June 1996

V-4

Common Joint Task Training Programs, and 3) CINC-Sponsored Joint TrainingPrograms. Excerpts from these plans are consolidated within the JTMS.

a. CJCS-Sponsored Exercise Program. This exercise program is describedwithin the JTMP and developed for training audiences at the Joint Staff andNCA level. Training is typically focused on strategic national level jointtasks. The exercises within this program provide training for national leveldecision makers and their staffs, aid in determining the readiness andeffectiveness of worldwide C4I, and exercise appropriate plans andprocedures in crisis response situations. J-7, JETD, is the Joint Staff officeof primary responsibility (OPR) for this program.

(1) CJCS - Sponsored Command Post Exercises (CPX). The Chairmansponsors one major CPX each year (POSITIVE FORCE) to provide theJoint Staff, Military Services, appropriate unified commands, and combatsupport agencies the opportunity to train together. Participation by theNCA, OSD, federal civil departments and agencies, and subordinateorganizations having significant roles in crisis situations is encouraged.The goal of these exercises is to provide major mobilization play every 2years. POSITIVE FORCE CPXs may be preceded by briefings andseminars to fully prepare participants for issues that will be addressed inthese exercises.

(2) Seminars, Briefings, War Games, and Mini-CPXs. The Chairmansponsors other training events (POSITIVE RESPONSE). War games andshort-duration CPXs may be used to train senior decision makers andtheir staffs on key action procedures. These more narrowly focusedtraining events address topics that do not require lengthy exercise play toaccomplish the training objectives.

(3) No-Notice Interoperability Exercises (NIEXs). These exercises(ELIGIBLE RECEIVER) are conducted in accordance with CJCSI 3510.01,“No-Notice Interoperability Exercise Program,” and provide training thatis planned and executed with little or no notice to the participants.NIEXs focus on C4I and interoperability issues. Normally, two of theseexercises are conducted each year. They may take the form of a CPX,FTX, or a combination of both.

(4) NATO Crisis Management Exercises. NATO Crisis ManagementExercises are conducted annually and are designed to practice and testprocedures for NATO crisis management response with emphasis onresponse options, the NATO Precautionary System, and the generation offorces with associated rules of engagement.

CJCSM 3500.031 June 1996

V-5

b. Common Task Training Programs. USACOM’s JTP focuses on commonoperational joint tasks by training commanders and joint staffs to operateas joint task forces and JTF components ready to meet the requirements ofthe USACOM AOR or those of supported commands. Additionally, thiscommander and staff training prepares participants to be effective membersof any future JTF or JTF functional staff. USSOCOM’s JTP will include jointtraining focused on preparing joint special operations forces for worldwidemissions. These JTPs will establish both the desired end-state of theirindividual training program and the concise identification of training events,training objectives, training audiences, funds, forces, facilities, and supportnecessary to achieve the desired end-state. These JTPs are based upon thecommon operational joint tasks with associated conditions and standardsand not any single combatant command’s JMETL. These JTPs will becoordinated with the other combatant commands and briefed at theworldwide conferences.

c. CINC-Sponsored Joint Training Programs

(1) CINC-sponsored exercises and training events are scheduled andexecuted by the combatant commands. A number of these trainingevents are further coordinated with the Joint Staff and supportingagencies.

(2) Joint and multinational training events range from small unitdeployments through full scale field training exercises. Political andresource constraints may affect these activities, shaping their type andscope. Regardless of size and required resources, all training events areoriented toward improving readiness by training to missionrequirements.

(3) Each CINC’s JTP categorizes CINC-sponsored joint exercisesaccording to the six categories of training discussed in Chapter II. Thisallows supporting organizations and agencies to anticipate whichexercises and joint training events will require their participation. Thegoal is to give visibility to balancing requirements of regional engagementand joint training objectives.

3. JTP Process. Based on the input from the requirements phase, ananalytical process is used to align joint training requirements to a cohesiveplan for meeting those requirements. This process will identify the jointtraining audience; develop training objectives to accomplish the JMET; selectthe training method (academic, CPX, FTX); and outline a summary of the

CJCSM 3500.031 June 1996

V-6

events and resources required to accomplish the training objectives. Thecommand’s JMETL forms the foundation for the training requirements analysisprocess. Joint training requirements and training objectives are derived fromthe JMETL.

a. Step 1: Analyze JMETs. The focusof the analysis is on the JMETs withassociated conditions and standards.The procedures used to accomplish thetask (i.e., how it is done) are detailed ina combination of joint doctrine/JTTPand command standard operatingprocedures (SOPs). Useful tools toassist JMET analysis are the JointMaster Training Guides (MTGs).Subject matter expertise should bereceived from each appropriateorganization identified with taskaccomplishment responsibility.

b. Step 2: Refine the TrainingAudience. Analysis of each JMET andthe command echelon responsible for the accomplishment of the task willaid in identifying training requirements and audiences. The audiences maybe functional (e.g., J-2, J-3, etc.), centers (e.g., Joint Operations Center(JOC), Joint Intelligence Center (JIC), etc.), or Joint Force Components (e.g.,JFACC, etc.) depending on the organizational arrangement within thecommand. For example, if the combatant command headquarters staff isidentified as responsible for accomplishing a JMET-ST 6.4.3, Assess Effectof Theater Deception Plan, further refinement would identify the J-2 withinthe staff with task responsibility. A review of procedures contained in JTTPand/or SOPs would identify what process the J-2 must do to accomplishthis task. This analysis is repeated for each JMET selected and results inidentifying staff processes that may require joint and/or interoperabilitytraining. With the combatant commander’s training plan as a guide,components can develop their support training plans to address joint andinteroperability training issues.

Joint Training Plan Process1. Analyze JMETs2. Refine Training

Audience3. Perform Training Audience

Assessment4. Formulate Commander’s

Training Guidance5. Develop Training Objectives6. Determine Training Method7. Design & Schedule Training

Events8. Publish Joint Training Plan9. Resource & Submit Joint

Exercise Schedule

CJCSM 3500.031 June 1996

V-7

c. Step 3: Perform Training AudienceAssessment. The training audienceassessment compares the audience’scurrent levels of training proficiencyagainst the desired levels ofproficiency. From this initial trainingproficiency assessment additional jointtraining requirements or needs can beidentified. Note: Once the JTScompletes a full cycle (Requirements,Planning, Execution, Assessment) thecommander’s assessment (JTS PhaseIV) will provide the foundation for thisportion of JTP development.

(1) The initial assessment of thepotential training audience requires a judgment as to how well theycurrently perform the required procedures to accomplish the task. (Dothey need training?) While ultimately this is the commander’s decision,the leadership of each potential audience identified should makerecommendations about the current training proficiency of that group(i.e., the directorate of the functional organization (J3, J4,) the director ofthe specific boards or centers (JOC Director, JIC Director, etc.), or inputsfrom joint force component commanders).

(2) The training proficiency assessment of the audience requires reviewof existing data from previous events and operations, as well as dailyactivities of the group. Where no data exists, an estimate of trainingproficiency in relation to the prescribed standard should beaccomplished. Without the data from the assessment phase of the JTS,an initial estimate should be made to establish a point of departure foridentifying the training requirements of the organization.

Joint Training Plan Process1. Analyze JMETs2. Refine Training Audience3. Perform Training

Audience Assessment4. Formulate Commander’s



Exercise Schedule

CJCSM 3500.031 June 1996

V-8

d. Step 4: Formulate Commander’sTraining Guidance. The commander’straining guidance is a narrativediscussion based upon the overallassessment of the command’s trainingproficiency. The guidance describesthe commander’s intent, the desiredend-state for that training period, keyareas of focus, and current “real world”circumstances including the political,economic, and security factorsaffecting the regional strategy.Additionally, CJCS commendedtraining issues should be consideredwhen formulating this guidance.

e. Step 5: Develop Training Objectives.The training requirements (JMETL) arethen translated and consolidated into training objectives required to bringthe identified training audience(s) to prescribed standards. The trainingobjectives are derived from, and linked to, JMETs (What proceduralprocesses need to be performed to accomplish the task?), under whatconditions (materials, location, and methods), and to what standards ofperformance (How do you know when the task has been completed?).

(1) A training objective describes:

(a) Specific Performance requirements (procedures and processes) forthe training audience.

(b) The Training Situation is derived from the JMET task andconditions. The training situation describes the operationalenvironment for the specified audience.

(c) The Level of Performance derived from the standards in the JMET.It describes how well the audience should perform in order to meetthe training objective. Note that the Level of Performance may or maynot directly equate to the JMET standard. (i.e., multiple trainingobjectives may be required before the audience is capable ofperforming the task to the required standard.)

(2) Multiple training objectives may be prescribed for each JMET. Forexample, given JMET ST 1.1.1, Process Movement Requirements, and a

Joint Training Plan Process1. Analyze JMETs2. Refine Training Audience3. Perform Training Audience

Assessment4. Formulate

Commander’s TrainingGuidance

5. Develop TrainingObjectives

6. Determine Training Method7. Design & Schedule Training


Exercise Schedule

CJCSM 3500.031 June 1996

V-9

Joint Movement Center as a training audience, a sample trainingobjective might be:

f. Step 6: Determine Training Method(s).For each of the identified trainingobjectives, the JTP should include adetermination of how the task couldbest be accomplished. The selection ofthe most appropriate training method isa key element of the entirerequirements-based training system.Matching the tools to the trainingproficiency level of the training audienceapplies directly to the most efficient andeffective use of scarce trainingresources. The appropriate trainingmethod is selected based on severalfactors: the level of training proficiencyof the training audience, theperishability of training, and timeavailable to train. Large, resource intensive CAXs are one choice, butacademic seminars, briefings, courses, table top staff exercises or CPXs maybe just as effective and efficient. Many of these training tools exist throughvarious sources and, once identified, assistance from various sources can berequested. Training methods can be categorized into two general groups,individual joint training and collective joint training. By its nature,collective joint training is the more resource consuming of the two categoriesand generally is built upon the foundation created by individual jointtraining. Each of these two major categories can be further divided intospecific methods. The general discussion that follows should serve only as astarting point for detailed discussions and decisions regarding the selectionof training methods.

“Produce an Intratheater Movement Plan [performancederived from the task] given a stated theater course of action(COA), a published mission letter of instruction (LOI), andapportioned theater lift assets [situation derived fromconditions]. Movement Plan conforms to CINC standardsand selected COA and is within available lift constraints (JP4.0 Annex D; JP 4-01.3 JTTP for Movement Control) [Levelof Performance].”



Training Guidance5. Develop Training Objectives6. Determine Training

Method7. Design & Schedule Training


Exercise Schedule

CJCSM 3500.031 June 1996

V-10

(1) Individual Joint Training. Jointacademic courses, OSD, Defense agency,combatant command, or Service-sponsoredevents, are offered to prepare individuals toperform duties in joint organizations or tooperate uniquely joint systems (e.g., JointIntelligence Support System). Also,individual joint training may be required aspart of a train-up phase within a CINC-sponsored joint training event. Inall cases, curricula will be derived from joint doctrine. The Joint CourseCatalog published and maintained by the JWFC, provides a synopsis ofworldwide training resources by describing formal courses of instructionoffered by Services, Service components, Defense agencies, or combatantcommands. Furthermore, other methods exists that may not be in theJoint Course Catalog, but which also suffice for individual joint training.

(a) Joint Individual Training Requirements. While joint individualtraining requirements are emerging, there is currently an ad hocrequirement definition process. The JWFC is developing a jointcourse development process to identify and prioritize combatantcommander training requirements which are not otherwise addressedby existing programs or courses. As these requirements andsupporting policy evolve, the JTM will expand its scope to includethem. Meanwhile, other methods exist that also suffice for individualjoint training. These methods range from reading lists andprogrammed texted to computer based instruction.

(b) Reading Lists and Programmed Texts. A flexible style of training,reading lists and programmed texts serve as either a precursor to theother training or wholly satisfy the intended outcome of training. Thelack of interaction and remediation are the greatest disadvantages tothis method; where flexibility, self-pacing, and relatively low cost areits strengths. Resource commitments at the low end--the reading list--are a few man-hours. At the high end--programmed texts--includetraining development resources that can either be provided from in-house assets or obtained off-the-shelf. Professional development ofprogrammed texts is the highest cost alternative.

(c) Platform Instruction. Platform instruction involves everythingfrom formal lecture to small informal workshops and seminars. Theadvantages of platform instruction include interaction, applicability toall training levels, remediation, and measurement. Disadvantagesinclude instructor requirements, time (instructor and participants),

Individual Joint TrainingReading Lists/

Programmed TextPlatform Instruction

Facilitated InstructionComputer-Based Training

Joint Standardized Programs of Instruction

CJCSM 3500.031 June 1996

V-11

and possible facility needs. In all cases, platform instruction requirescourseware development, instructor development, and appropriatepresentation media. Resources can be taken from existing assets,acquired off-the-shelf, or contracted. Additional costs may includetravel and per diem.

(d) Facilitated Instruction. Similar to platform instruction, this type oftraining requires the special talents of trained facilitators. They helpguide participants to their own training conclusions that greatly aidsin the internalization or valuing of the material and is the greatestadvantage of this method. Facilitated instruction is most appropriateto higher training levels and for senior leadership seminars andworkshops. The availability of facilitators and the man-hoursrequired by participants are the only disadvantages. Resourcerequirements are similar to platform instruction. These trainedfacilitators are normally found in Mobile Training Teams that may beprovided by several organizations. Designed to “train the trainers,”these teams provide tailored instruction and courseware to assistinstructors with classes, seminars, and conferences, or provide fullinstruction of staff trainers. Capabilities will eventually includeinteractive lessons and networked instruction.

(e) Computer-Based Training (CBT). The highest initial cost ofacademic methods, CBT can include everything from advanced “page-turners” to embedded part task trainers that provide performancetraining, analysis, remediation, and measurement. This trainingmethod, after the initial high investment, has a low life cycle cost.Additionally, CBT has the potential for centralized studentmanagement, lesson update, and trend analysis. CBT offers a varietyof presentation media and adapts to the best learning method of theuser. A training disadvantage is the lack of person-to-personinteraction, but with new advances in video teleconferencing andnetworking this is only a short term problem. High initial investmentcosts are the largest drawback to other than a phased implementationstrategy.

(f) Joint Programs of Instruction (JPOI). JPOI’s are standardizedlesson plans available to joint instructors to support academicseminars and formal joint courses. They are modular in design andfocus instructors on the relevant joint training objectives, andperformance requirements for executing a joint task, or series oftasks, to standard.

CJCSM 3500.031 June 1996

V-12

(2) Collective Joint Training. Forcedrawdowns and increasing operationaltempos have placed greater emphasis onthe discipline embodied in the JTPdevelopment process. This disciplinedprocess ensures that collective trainingevents are developed with the detailnecessary to produce a balancedtraining program to meet diverse needs. A balanced training programshould include a variety of training events--classroom academics,seminars, war games, CPXs, field training exercises (FTXs), and possiblyrehearsals. The JTP sets the stage for efficient execution of an effectivetraining program that will achieve the commander’s goals.

(a) Collective Joint Training Requirements. Training objectivesderived form the JMETL and supporting tasks form the requirementsbase. Note that a supported command’s training event or exercisemay also encompass the requirements (i.e., supporting commandJMETL, component command METL, or command-linked tasks, etc. )of other commands. Also, before a final decision is reached on thechoice of method for satisfying a collective joint training requirement,the following criteria from CJCS Joint Training Policy must besatisfied: (1) the training must be requirements-based; (2) the jointtraining event model or simulation, if applicable, must be able totrain task(s) to the required conditions and standards of realism setby the commander; (3) Modeling & Simulation (M&S) efforts must beappropriately scaled, based on clear identification of primary trainingaudiences for each event; (4) joint training events requirements mustkeep overhead support needs to a minimum--the recommended ratioof supporting or secondary audiences should not exceed 1 to 1; and(5) the choice of joint training events must be both cost efficient aswell as mission effective in training tasks to standard. If all fivecriteria are satisfied, and especially if the particular type of jointtraining event is to be computer assisted, one of the most importantdecisions that needs to be made is which of the available models andsimulations is most appropriate to the purpose and goals of theexercise. Selecting the appropriate model(s) for a training event is justas important and has the same resource implications as making thechoice between a seminar or FTX. These models can be used alone orin conjunction with FTXs and CPXs, can be either manual orcomputer-assisted exercises (CAXs), and offer both advantages anddisadvantages.

Collective Joint TrainingJoint Master Training Guides

Operational Rehearsal

Joint Field Training Exercises

No-Notice Interoperability Exercise

Command Post Exercise

Computer-Assisted Exercise

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(b) Joint Master Training Guide (MTG). Assembled in a single volume,these documents are derived from joint doctrine and usually focus onspecific joint organizations requiring tailored training. A standardized“playbook”, MTGs include tasks organized on a mission and/orfunctional basis grouped with supporting tasks and associatedconditions and standards. These training tools are designed forcommanders to better organize and focus joint collective training forunits or personnel. An example is the JTF HQ Master Training Guide.

(c) Operational Rehearsals. The focus of a rehearsal program is toprepare commanders, staffs and assigned forces for known crisisoperations. Once a contingency response option has been identified,the supported commander will specify rehearsal requirements.Typically, a rehearsal program will employ a combination of CPXs,CAXs as well as field training events, as time permits.

(d) Joint Field Training Exercises. An exercise performed in the fieldunder simulated operational conditions, joint field training focuses onperforming tasks at the tactical level of war and typically exercisesjoint tactics, techniques and procedures. The target audience isintegrated units at echelons below the JFC. The emphasis is placedon CINC-sponsored interoperability requirements derived fromoperational mission analysis. FTXs may also satisfy multinationalinteroperability training requirements. Supported commands areresponsible for coordinating, scheduling, providing joint expertise andtransportation funding for Joint FTXs within their JTPs.

(e) No-notice Interoperability Exercises (NIEX). NIEX support crisisplanning procedures and focus on interoperability and C4I issues in ashort-fused, crisis response environment. Exercise planning is veryclose hold to optimize realistic training. Normally, one to two NIEXsare conducted by the CJCS each year.

(f) Command Post Exercise. A training event designed to practiceand/or demonstrate current command and control capabilities. In aCPX, forces are typically simulated. This type of exercise can beconducted with US forces only, or in conjunction with multinationalpartners.

(g) Computer-Assisted Exercises. We must effectively match ourtraining tools to the audience to achieve cost savings throughemerging technology. Joint simulations are ideally suited to traincommanders and staffs in decision making, especially at higher

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V-14

echelons. Unlike traditional CPXs that are bounded by scripting andcontrol limitations, simulations can create and manage a very detailedexercise environment that allows commanders the freedom to makedecisions--right or wrong--and get realistic feedback on the results.Automated simulations can link with real world C4I systems to allowcommanders and their staffs to train in their wartime commandlocations. They can use normal C4I systems without employing largenumbers of lower-echelon personnel. It may be more effective andless expensive to have commanders and staffs participate incomputer-driven distributed simulations at their home stations thanto transport them to a central simulation site. On the other hand,such training cannot replace individual or unit FTX training. Therange of simulation options include:

• Corps Battle Simulation (CBS). Brigade and above, groundcombat model.

• Air Warfare Simulation Model (AWSIM). Operational/Strategicair combat model.

• Research, Evaluation, and Systems Analysis (RESA). BattleGroup/Joint integration model. Naval theater combatsimulation.

• Marine Air Ground Task Force Tactical Warfare System (MTWS).Expeditionary, Littoral, and Amphibious theater warfare model.

• Joint Theater-Level Simulation (JTLS). Theater level jointoverview model.

• Joint Conflict Model (JCM). High resolution, sub-theatersimulation.

• Joint Electronic Combat, Electronic Warfare Simulation(JECEWSI). Jamming (close-in & far-off) model which can beintegrated into larger simulations such as AWSIM, MTWS, andRESA.

• Aggregate-Level Simulation Protocol (ALSP). Software protocolwhich facilitates interplay between Service models.

• Joint Simulation System (JSIMS). JSIMS will supportcombatant commands, Services, and JTF training by simulating

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V-15

the actions and interactions of all ground, air, space, and seaentities within a designated area of operations. Initial operatingcapability is due in FY 1999 with full operational capability in

FY 2003. • Global Command and Control System (GCCS). The actions and

reactions of major participants in the crisis action system canbe simulated using GCCS.

g. Step 7: Design and ScheduleTraining Events. The end result of thisprocess will be the command JTP thatwill identify training recipients,prioritized training needs andobjectives, and means and methods tosatisfy training objectives. It shouldinclude not only how training will beaccomplished in collective joint trainingevents, but also how prerequisitetraining, such as individual jointinstruction, that builds to a collectivejoint training event will beaccomplished. Ideally, the JTP wouldoutline a building block approach totraining in that each training activitywould build on previous training and prepare the forces and/or staff for thenext training event. The sum total of all training events should meet therequirements as expressed in the JMETL.

(1) Joint Training Event Design. The grouping of training audience,training objectives, and training methods will aid in the design of trainingevents. For each audience, the list of training objectives developed,combined with the assessment of the level of proficiency of the audience,defines the overall training requirements of the command. Thoseaudiences assessed as needing training should, as a minimum, beincluded in the training plan. Analysis of these requirements assists inidentifying the scope and scale of the event required. For example, if theJoint Operations Center (JOC) is determined to be responsible for beingproficient in 40 training objectives, and JOC personnel’s currentproficiency assessments reveals them proficient in 15 objectives based onperformance in current operations, a training requirement of 25 trainingobjectives for the JOC exists. For these 25 objectives, academicinstruction was selected as the method to train 7, while 18 objectives



Training Guidance5. Develop Training Objectives6. Determine Training Method7. Design & Schedule

Training Events8. Publish Joint Training Plan9. Resource & Submit Joint

Exercise Schedule

CJCSM 3500.031 June 1996

V-16

required a CPX supported by M&S. This process identifies three requiredtraining events: one block of individual joint instruction, and 2 CPX’sannually for JOC personnel.

(2) The resource requirements identified when designing events providethe supporting organizations a first look at the overall requirements theymust provide. Early identification of these requirements will assist inboth a smoother allocation process but also in documenting the supportrequirements in the outyear programming process (i.e., coursewaredevelopment, M&S development, lift funding, support manpower billets,etc.).

(3) Two important programs closely related to the CJCS ExerciseProgram are the Exercise-Related Construction (ERC) Program and theDeveloping Country Combined Exercise Program (DCCEP). These areexplained in Appendixes D and E.

(4) The event design process must also address those exercises requiredto meet the requirements of regional strategy execution. Whereverpossible, events required for joint training should be incorporated intoexercises required for regional engagement. All exercises that require aSignificant Military Exercise Brief (SMEB), should be considered forinclusion in the JTP. SMEB-only exercises do not have to be categorizedin Tab G of the JTP, but should be electronically transmitted in theexercise schedule submission. The SMEB is described in Appendix D.Only where the training objectives are incompatible with the requireddesign of these regional engagement events should an additional event beadded to the existing schedule. This process will assist the commands inreducing the scope and scale of joint exercises by focusing on the specificaudiences and training objective’s required. In some cases, existingexercises can be downscaled, consolidated, or even eliminated.

(5) For planning purposes, resources required to support these exercisesshould be identified at the macro level. The detailed cost figures will berefined in the Execution Phase. Included here should be an estimate ofair and sea lift required, large scale equipment requirements (e.g., ALSP)support organizations (e.g., JWFC technical support and exercisesupport), as well as any other resources requirements that can beidentified at this time. In addition to JWFC, there are currently severalorganizations that provide support for joint training. They include theJoint Command and Control Warfare Center (JC2WC), the Joint TacticalAir Operations Group (JTAO), the Joint Communications SupportElement (JCSE), the Joint Military Intelligence Training Center (JMITC),

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V-17

and Defense agencies reporting to CJCS. These Defense agencies (DIA,DLA, DISA, DMA, DNA, etc.) are integral to the joint exercise program.Their participation in CINC- and CJCS-sponsored exercises is scheduledand published in the CJCS JTMS. Joint organizations and agenciespublish a plan detailing their support to joint training.

(6) Exercise and Training Conferences

(a) The Worldwide Joint Training Conference held in September setsthe stage for joint training planning throughout the upcoming year.J-7 hosts the conference, updates training guidance and resourceallocation, reviews JMETs, resolves training issues, and identifiespotential scheduling problems. Attendees come from unifiedcommands, Services, Defense agencies, and other activities.

(b) The CINC Exercise and Training Scheduling Conference is theformal coordination vehicle for developing the command’s trainingprogram. Normally scheduled in the fall, these conferences haveattendees from component commands, supporting joint commands,the Joint Staff, Services and other agencies. Conferees discuss theoverall direction of training programs, resolve conflicts such astransportation and supportability, eliminate redundancy and planwithin the existing and forecast resource constraints. The combatantcommand exercise and training scheduling conference will addressjoint training requirements for exercises within the CJCS exercise andtraining program on a 3 years cycle (i.e., the conferences conducted inOctober-December 1997 will address resource requirements throughFY 2001, but focused primarily on executing the FY 1999 program.Exercises for FY 2002 and 2003 will be addressed for POM planningpurposes and future planning.)

(c) Key to a successful CINC Exercise and Training SchedulingConference is a well-focused Worldwide Joint Training Conference andactive participation of informed component command representatives.Unresolved scheduling differences should be referred to the Joint StaffJ-7/JETD for resolution prior to the Worldwide Exercise SchedulingConference. The major goal of these conferences is to facilitate eachCINC’s development of their Joint Exercise and Training Schedules.

(d) After the CINC Exercise and Training Scheduling Conference, theapplicable CINC exercises become the command’s Joint ExerciseSchedule and forwarded to J-7/JETD electronically by 15 Decembereach year for review (see Appendix D). This submission should cover

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the POM years and will form the basis for deconfliction within theworldwide conferences.

h. Step 8: Publish Joint TrainingPlan. Annex B provides detailedguidance on the format for the JTPsthat are submitted to J-7 JETD andmade available to respective Servicecomponents and supporting agencies.Component Training Plans and METLsthat support the CINC JTPs are in theevolutionary stage of development. Asthe combatant commands promulgatetheir JTPs, Service components will beable to align the individual and unittraining programs in accordance withthe guidance of their respective jointforce commander(s). The foundation ofmilitary training readiness is providedby the Services. Accordingly, theintent is to ensure balance is achieved between joint and Service trainingprograms. Aligning the components mission essential tasks and trainingprograms with the combatant commands training program enhances theefficiency and effectiveness of training for all units and staffs. Linking plansand schedules ensures that Service training will not be disrupted in order tosupport joint training. Given adequate prior planning, both Service andjoint training objectives may be captured within the context of similartraining events.




Events8. Publish Joint Training

Plan9. Resource & Submit Joint

Exercise Schedule

CJCSM 3500.031 June 1996

V-19

i. Step 9: Resource and Submit JointExercise Schedule

(1) Exercise schedules aresubmitted to the Joint Staff inEXSCHED format, for POMplanning purposes, in December ofeach year. These summaries areelectronically updated quarterly.The Joint Staff uses the summariesto deconflict transportation andother resources. Resourcedisconnects will be addressed asissues in the worldwide exercisescheduling conference.

(2) A worldwide exercise scheduling conference is held each year inFebruary and includes representatives from the Joint Staff, combatantcommands, Services, and other appropriate government agencies.Conference goals include discussion of the overall direction of the CJCSExercise and Training Program, evaluation of last year’s program,resolution of resource conflicts, distribution of exercises throughout eachplanning year, assessment of funding levels and program objectives, andbriefing of the proposed CJCS Exercise Evaluation program for thefollowing fiscal year.

(3) After this conference, combatant commands correct their exerciseschedules and resubmit them to the Joint Staff J-7/JETD, by 15 March.Any changes made after this point need to be fully coordinated with thesupporting commands, combatant commands, and Services, and shownto the supported combatant commands components. Evidence of thiscoordination should be submitted along with the action. Once thissubmission is received, overall CJCS exercise schedule is publish as partof the CJCS JTMS (by 15 July). As seen in Figure V-3, the CJCS JTMS isthe annual culmination of months of development by the Joint Staff,CINCs, and Services.




Events8. Publish Joint Training Plan9. Resource & Submit

Joint Exercise Schedule

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V-20

CJCS Exercise Program DevelopmentProcess

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

CJCSExercise

EvaluationProgram

WorldwideTraining

Conference

CINC Exercise SchedulingConferences

CINCExercise

Summaries

CINCs

Joint Staff

CJCSJOINT

TRAININGMASTER

SCHEDULE

Jul

AmendedExercise

Summaries

SchedulingConference

CJCSReview

(PlanningYear)

CINCJointTrainingPlans

CJCS Reviews

Execution

Year

Budget

Year

WorldwideExercise

CJCSGuidance

Figure V-III. Exercise Scheduling Process

(4) Joint organizations requirements that support joint training should bescheduled and published within the respective supported commands’joint exercise schedules. Other considerations would include:

(a) Supported commands will coordinate the required interface withsupporting commands and agencies in developing joint training plans.Supporting commands should allocate resources based on the overallrequirements of all supported commands and agencies, as coordinatedby the Chairman of the Joint Chiefs of Staff and the Joint Staff.

(b) Supporting commands will base their resource allocations on thesupported command JMETL and AMETLs. Tasks deemed “untrained”by the supported commander should be given priority.

(c) As the definition of specific combatant command requirementsmature, a refined prioritization process will evolve. Until this definitionexists, the Chairman of the Joint Chiefs of Staff will assist in theresolution of resource conflicts, when necessary. Appendix A containsadditional guidance regarding coordination.

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4. Adding Exercises to the JTMS. Exercises proposed by the combatantcommands for addition to the CJCS JTMS will be forwarded to the J-7/JETD,by message or presented at scheduling conferences and must:

a. Be fully coordinated with and approved by appropriate Services,commands, and agencies that provide support for the exercise.

b. Provide as much lead time as possible to avoid disruption of scheduledunit training plans and to ensure submission of transportationrequirements.

c. Be funded from within the command’s allocated Joint and Serviceexercise funding unless the Joint Staff identifies an alternative.

5. Products and Milestones. The products of the planning phase are thecombatant commands JTPs and Joint Exercise Schedules. The supportedcommand JTPs are submitted every March, supporting command in May,covering the execution year +2 (i.e., 3 year overlapping training cycle) and arereviewed by the Chairman of the Joint Chiefs of Staff every June. JTPs arerevised annually. For example, the JTP submitted in March, 1997 will addressjoint training requirements for FY 99, 00, 01. The Joint Exercise Schedules willbe forwarded every December and refined in March, in the format prescribed bythe Joint Staff, for consolidation in the CJCS JTMS. Planning joint training is acontinual process. As recent training is evaluated, current training is beingexecuted and future training is being scheduled. (See Appendix G).

6. Summary. The planning phase of the JTS identifies the trainingrequirements and training methods. Requirements are derived from theJMETL/AMETL and translated into training objectives based on specifictraining audience needs. Training methods are selected to make best use ofavailable resources and generally include academic and joint exercise options.The results of the training requirements and training assessment analyses aredocumented in the JTP and the Joint Exercise Schedules becoming the basisfor the joint training conducted in the execution phase of the JTS (See FigureV-4).

CJCSM 3500.031 June 1996

V-22



CINC JOINT EXERCISESCHEDULES

CJCS JTMS

CREATETRAINING

PLAN

• APPLY COMMANDER’S INTENT• SET JOINT TRAINING OBJECTIVES

• DESIGN TRAINING EVENT PROGRAM• DEFINE OPTIMUM TRAINING MEANS/VENUE

• MATCH FORCES/IDENTIFY AUDIANCE

PLANS

Figure V-4: JTS Process and Products - Plans Phase

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CHAPTER VI

EXECUTION

TRAINING TO STANDARD

1. General. The JTS Execution Phase (Figure VI-1) embodies the conduct ofdiscrete joint training events and exercises as designated in the JTPs andexercise schedules. Joint training events are often executed where individualjoint training events contribute to the “train up” process in preparation forcollective joint training or actual joint operations.



JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS


JOINT TASKS

UNIVERSALJOINT TASK

LIST

JOINTCONDITIONS

JOINTSTANDARDS

REQUIREMENTS PLANS

JOINTTRAININGMASTER

SCHEDULE

JOINTTRAININGMASTER

PLAN

MODELINGAND

SIMULATIONPLANS




JOINTMIISSION

TRAININGGUIDES


JWCA

RAP

ASSESSMENTS

CJCSCOMMENDED

TRAININGISSUES

JOINT CENTERFOR

LESSONS LEARNED



Program


SERVICERESOURCES



JOINT COURSES

EXECUTION

EVALUATION

JAARS/JULLS

MODELINGAND

SIMULATIONTOOLS

JWFC

Figure VI-1: The Joint Training System

a. Joint training event execution needs to remain flexible in application dueto the volatile nature of world politics. Commanders retain the ability tomodify and change the scope of any event in order to maximize the trainingvalue of each training activity, to include rehearsal for actual operations.

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VI-2

b. Joint Training EventExecution--“A Cycle within ACycle.” The joint exercise lifecycle describes the planning,preparation, execution, and post-exercise and evaluation stagesrequired to successfully execute adiscrete joint training event. The joint exercise life cycle begins with anexercise planning stage where training objectives are refined and thetraining audience, and training method designated. The JTP provides initialresource and other important information to begin exercise planning. Onetechnique used to manage the life cycle is to form a joint training eventteam. If used, the joint training event team is usually comprised of adesignated team leader (lead action officer), and cross functional teammembers from the commander’s staff (staff POCs). This core team developsplans of action and milestones that include the commander at criticaldecision points. During the preparation stage, preparatory training isconducted, scenarios are refined, and the AAR Collection Management Planis developed. The Facilitated After-Action Reviews are conducted in theexecution stage. During the post-exercise and evaluation stage normalpost-exercise requirements are met such as the Joint After-Action Report(JAAR) and the commander evaluation of training proficiency.

2. Executing Common Task Training Programs

a. USACOM focuses on common operational joint tasks in order to trainUSACOM commanders and staffs to operate as JTFs, ready to meet theneeds of both USACOM and supported combatant commands, uponrequest (See Figure VI-2). Additionally, this commander and staff trainingprepares participants to be effective members of any future JTF or JTFfunctional component staff.

b. USSOCOM also tailors their execution of joint training in order to focuson training joint special operations forces for common joint specialoperations tasks. However, commanders are still responsible to evaluatethe training proficiency of the designated training audiences to performunder established conditions to common standards. USACOM andUSSOCOM will brief the results of their training evaluations at theworldwide joint training conference and may be required to report theresults of their training to supported commands, as appropriate. Theseresults will be used by the other combatant commands to tailor theirtraining.

Joint Exercise Life Cycle• Planning Stage• Preparation Stage• Execution Stage• Post-Exercise & Evaluation Stage

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VI-3

Figure VI-2: USACOM Exercise Training Audience

3. Executing Individual Joint Training. Individual training can cover a widerange of subjects from the fundamentals of joint planning to the specifics of aparticular joint system. The goal of individual joint training is generally totrain individuals or small groups (e.g., a specific staff section) to an appropriatelevel so that they may be able to effectively integrate into a collective trainingenvironment (i.e., CINC-sponsored exercise).

a. Planning Individual Joint Training Events. The planning for individualjoint training events begins with adjusting and refining the trainingaudience, training objectives, training method, and resources allocated fromthe JTP. Individual joint training builds on Professional Military Educationand is often accomplished in academic style training environments.Planning begins with an analysis of the individual’s training proficiency ascompared to where they need to be to constructively contribute in acollective joint training event, exercise or operation. Based upon thisassessment, appropriate training content areas are selected. In some cases,the best training method may be to send the individual to specific individualtraining courses as discussed in the Joint Course Catalog. In other cases,mobile training can be coordinated to present the training. A thirdtechnique may be for the command to present the instruction or conductthe training using materials developed internally or externally.

b. Preparing for Individual Joint Training Events. Preparation for individualjoint training events may be as simple as reviewing “on the shelf” lessonplans, or as complex as preparing training materials from scratch. Once thetraining materials are prepared; instructors, facilitators, and evaluatorsshould be identified and trained. In progress reviews should be held toensure administrative and training issues are discussed and coordinated.The commander should be briefed on the training approach, the AARconcept of operations and the collection management plan, if applicable.

c. Conducting Individual Joint Training. The execution of these jointtraining events is no different than the collective joint training event. Thetraining audience must perform the training objectives to a certain

Training Audience Primary Training Focus Secondary Training FocusUSACOM component core staffs Nucleus-potential JTF/funct components Augmentee-JTF/functional componentsOther USACOM personnel Augmentee-JTF/functional componentsOther CINC core staffs Nucleus-JTF/functional components Augmentee-JTF/functional componentsOther CINC personnel Staff training or as augmentees

CJCSM 3500.031 June 1996

VI-4

standard. An evaluation process for these types of training events may bewritten tests, verbal tests, or actual demonstration of the task or collectivewritten products, briefing or demonstrations.

d. Individual Joint Training Post Event Activities. The evaluation of thetraining must occur with a resulting training proficiency evaluationaccomplished by or for the commander and normal post-event reportsoccurring. The commander verifies that the training audience metprescribed standards. Training proficiency evaluations will be assignedbased on an individual’s ability to perform certain tasks in order to preparethem to constructively participate in collective training events. The intent ofthis evaluation is not to overburden a command by keeping track of allthese evaluations, but to ensure that subsequent collective training eventsare designed within understanding the individual’s ability to perform pre-requisite tasks.

4. Executing Collective Joint Training. Collective joint training is characterizedby a joint organization, headquarters, joint task force, a joint staff, or otherjoint force components (training audiences), under designated conditions, tomeet a given collective standard. Examples of collective joint training eventsare seminars, war games, command post exercises, FTXs, and CAXs, orcombinations of the above. Executing discrete joint training events usuallyinvolve a series of planning conferences designed to walk the commander andthe entire joint training event team from concept through the submission of theJAAR.

a. Exercise Planning Stage. The exercise planning stage begins with thecompletion of the Initial Planning Conference (IPC) and ends with the Mid-Planning Conference (MPC) for each exercise. After the MPC, thecommander approves the course of action and exercise plans. During thisstage, the sponsoring command should review training requirements andmethods to coordinate outside participants and support. Next, the

Note: A Computer Assisted Exercise (CAX) is just one ofmany joint training methods or techniques. For thepurposes of this manual, the CAX is used as an EXAMPLEbecause the CAX illustrates all the steps in the jointexercise life cycle. Other training methods such as CPXs,FTXs, Seminars, and Wargames Life Cycles’ can beadapted as necessary.

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sponsoring command should direct participation from subordinatecommands and invite participation or request support from other unifiedcommands, agencies, and Services.

(1) Step 1: Refine TrainingObjectives and Model. Duringthe planning stage, combatantcommander’s trainingobjectives specific to theexercise are refined andconfirmed. The geographicCINC’s training objectivesinclude relevant trainingrequirements from thesupporting combatantcommander’s JMETLs, theService components’ METLs,and those derived from defenseagency AMETLs. To meet thesetraining objectives and providethe vehicle for training, anexercise scenario and road towar is outlined and a draftOpposing Forces (OPFOR)campaign plan is developed.The model selected in the JTSplanning phase (for computerassisted exercises) is reviewedfor appropriateness in light ofthe specific training objectivesand commander’s guidance.The model must provide anaccurate replication of friendly forces, enemy forces, and the physicalenvironment in which the forces will be expected to operate. The modelis selected which most accurately creates the conditions to test thetraining objectives and meet the commander’s training goals. Events andcircumstances that cannot be replicated in the model must be accountedfor in other ways. (i.e., a scripted event in accordance with the MSEL)See Appendix L for further details on automated system support.

Joint Exercise Life Cycle• Planning Stage1. Refine Training Objectives and

Model2. Establish Exercise Objectives3. Prepare Drafts, Plans and Outlines4. Prepare the Scenario & Road to War5. Prepare Opposition Campaign Plan &

Friendly Forces Plans and Directives6. Conduct Initial Transportation

Planning7. Plan the AAR8. Conduct the IPC9. Draft the Exercise Directive10. Approve Plans11. Prepare the MSEL12. Develop the AAR Concept of Operations13. Determine Logistics and Transportation Requirements14. Conduct the Mid-Planning Conference• Preparation Stage• Execution Stage• Post-Exercise & Evaluation Stage

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VI-6

(2) Step 2: Establish ExerciseObjectives. Exercise objectivesare also established early on inexercise planning and aresynchronized with the trainingobjectives. Exercise objectivesmay include mission objectives;test, evaluation, andimprovement of operationalconcepts; treaty and theaterstrategy requirements (likepresence and access), and thepromotion of multinationalcooperation. A joint exerciseobjective is a specific statementof purpose, guidance, and/ordirection for a training event.Some examples of exerciseobjectives, other than trainingare:

(a) Testing, evaluation, andexercising of the political,military, and civil emergencyaspects of the nation’s crisismanagement arrangements,procedures, plans, new equipment, concepts or doctrinal techniques.

(b) Testing, evaluation, and improvement of the readiness andeffectiveness of joint forces, headquarters, and agencies.

(c) The testing, evaluation, and exercising of joint contingency anddefense plans (operational rehearsal).

(d) The promotion of mutual understanding, confidence, andcooperation among forces and individual Service personnel in jointoperations.

(e) The maintenance of presence within and access to an identifiedregion or country.

Joint Exercise Life Cycle• Planning Stage1. Refine Training Objectives and Model2. Establish Exercise Objectives3. Prepare Drafts, Plans and Outlines4. Prepare the Scenario & Road to War5. Prepare Opposition Campaign Plan &



CJCSM 3500.031 June 1996

VI-7

(3) Step 3: Prepare DraftsPlans and Outlines. The plans,outlines, and draft documentsprepared during the exerciseplanning stage are normallypresented to and approved bythe commander in coordinationwith the exercise director.These products include theOutline Exercise Directive andTime-Phased Force andDeployment Data (TPFDD)Letter of Instruction (LOI). TheOutline Exercise Directive listsall training activities andassociated training objectivesthat will be completed.Seminar lessons, MINIEXtraining, and other plannedtraining activities (individualjoint training, on the jobtraining, hands-onfamiliarization, etc.) areincluded. Further, the OutlineExercise Directive covers thecontents of the basic exerciseplan and the specific annexesto be included in the final product. Both of these products are finalizedin the exercise planning stage. The sponsoring command developsTPFDD LOI prior to the IPC. The TPFDD LOI provides units necessaryguidance to do initial transportation planning. Refer to JP 5-03.1,JOPES Volume I for the format of the TPFDD LOI. Refer to Appendix Jfor a more detailed discussion and format for the Exercise Directive.

Joint Exercise Life Cycle• Planning Stage1. Refine Training Objectives and Model2. Establish Exercise Objectives3. Prepare Drafts, Plans and

Outlines4. Prepare the Scenario & Road to War5. Prepare Opposition Campaign Plan &



CJCSM 3500.031 June 1996

VI-8

(4) Step 4: Prepare theScenario and Road to War forboth friendly and OPFOR.Exercise scenarios are basedupon Defense PlanningGuidance, OPLANassumptions, the NationalIntelligence Estimate, commandmission statements, and flagofficer inputs. The scenarioprovides the current andhistorical overview regardingthe political, military, social,and economic situation in the“crisis” area. The road to war isa chronology of specific,significant events leading up tothe current situation or crisis.Nominally, the road to warrequires a 180 day buildup.During the road to warselection, the sponsoringcommand should select thephase(s) of the Crisis ActionProcedures that are completedat STARTEX. See Appendix Lfor detailed information.

(5) Step 5: Prepare Opposition Campaign Plan and Friendly ForcesPlans and Directives. The Campaign Plan consists of “. . . a series ofrelated military operations aimed at accomplishing a strategic oroperational objective, normally within a given time and space.” Exerciseplanning documents (i.e., warning, planning, and alert orders, evaluationrequests, commanders estimates, etc.) represent the synthesis of thescenario and road to war, training objectives, and force structure oroperational order of battle. These documents must be rooted in thestated training objectives and be specifically designed to enable thetraining audience to develop plans and perform specified tasks so thattheir proficiency can be evaluated. Campaign plan components typicallyinclude:

(a) Command Relationships. Briefly describe the broad commandrelationships between the supported combatant commander and the

Joint Exercise Life Cycle• Planning Stage1. Refine Training Objectives and Model2. Establish Exercise Objectives3. Prepare Drafts, Plans and Outlines4. Prepare the Scenario & Road to

War5. Prepare Opposition Campaign

Plans & Friendly Forces Plansand Directives

6. Conduct Initial TransportationPlanning

7. Plan the AAR8. Conduct the IPC9. Draft the Exercise Directive10. Approve Plans11. Prepare the MSEL12. Develop the AAR Concept of Operations13. Determine Logistics and Transportation Requirements14. Conduct the Mid-Planning Conference• Preparation Stage• Execution Stage• Post-Exercise & Evaluation Stage

CJCSM 3500.031 June 1996

VI-9

supporting combatant commanders, and any allies, other forces oragencies, and the types of principal subordinates and their delegatedauthorities for the campaign. Include specific multinationalrelationships with allies. Detailed information may be included in acommand relationships annex.

(b) Situation. Briefly describe the composite conditions,circumstances, and influences of the theater strategic situation thatthe plan addresses.

1. National and Multinational Strategic Direction. Provide asummary of national and multinational strategies, interests,intentions and criteria for termination, or decision or policystatements, directives, letters of instruction, memorandum orstrategic plans (JSCP, UCP) including a global campaign plan,received from higher authority, that apply to the plan.

2. Enemy Forces. Provide a summary of pertinent intelligence andcounterintelligence data on the enemy including the location anddisposition of its forces, concept of operation, strategic andoperational objectives, and key decisive points at its tactical,operational, and strategic depths.

3. Friendly Forces. Include information about friendly forces notassigned to the combatant command that may directly affect thecommand. Describe the strategic intent of the US and members ofany multinational coalition or alliance, and the intent of adjacentand supporting US combatant commands.

4. Assumptions. State reasonable assumptions for allparticipants applicable to the plan as a whole.

(c) Mission. State the key strategic tasks of the combatantcommander and his intent for the purpose and relationships toachieving national security, multinational and military objectives ofthe strategic and military endstates in accordance with the exitstrategy (termination conditions). Consider post-conflict activities.

(d) Concept of Operation

1. Strategic Concept of Operation. State the commander’sstrategic vision, intent and design. Include mobilization,deployment, employment, sustainment, and redeployment of all

CJCSM 3500.031 June 1996

VI-10

participating forces, activities, and agencies. Address theaterstrategic objectives, organization of operating areas, and thephases of the campaign to include timing (tempo, duration,opportunities, sequencing).

2. Phasing. Address each phase of the campaign with regard tothe concept of operations, objectives, tasks, and timing. Relatethese aspects of each phase to achievement of the overall campaignobjectives. Address each phase as a step in the logical sequence ofthe campaign, at the end of which a major reorganization of forcesmay be required in order to progress to the next significant action.

(e) Logistics. Briefly describe the concept for theater sustainment forthe campaign with information and instructions applicable to thecampaign by phase. Logistics phases must complement the theaterstrategic employment phases.

(f) Command and Control. Describe the subordinate command andcontrol relationships for the campaign. Describe when shifts incontrol are anticipated during the campaign. The focus should be onunity of effort and decentralized execution.

CJCSM 3500.031 June 1996

VI-11

(6) Step 6: Conduct Initial Transportation Planning. Prior to the IPC,the sponsoring command should estimate the forces and resourcesrequired to accomplish the exercise. Often forces and support resourcesmay require transportation to the exercise location. Transportationrequirements are defined in a GCCS TPFDD. The scheduling commandinitiates a GCCS TPFDD and enters the real-world transportationrequirements prior to the IPC. Additionally, the sponsoring commandbegins planning of reception, staging, and onward movement (RSO) forarriving personnel and cargo. For a CAX, the number of people may besmaller than a major FTX,but planning for movementfrom origin to the exercisearea--even if it is awargaming center in theContinental US--isnecessary for a good eventstart. The schedulingcommand must also planredeployment (See AppendixC for details).

(7) Step 7: Plan the AAR.The AAR process serves aunique role in providing tothe commander trainingaudience data andinformation in order toassist the evaluation of theaudience’s trainingproficiency (i.e., “T” Trained,“P” Needs Practice, or “U”Untrained).

(a) Based upon priorinformation such as theexercise objectives, thejoint training objectives, the training audience, the training method(Computer Assisted Exercise in this case), the duration of the event,the level of distribution of the event (directing the physical locations ofthe training audience), the personnel and equipment available, andthe number and type (formal or informal) of Facilitated After ActionReviews (FAARs) requested--the AAR Concept of Operations is drafted.




CJCSM 3500.031 June 1996

VI-12

These factors largely determine the scope of the AAR process effortand resources required.

(b) Also, based upon these factors the framework for structuring theAAR process is developed. The framework is formalized in an AARConcept of Operations and is included in the Exercise Directive.

(8) Step 8: Conduct the IPC.The purpose of the IPC is toapprove the exercise design andexercise parameters inaccordance with thecommander’s guidance. Thetraining audience, trainingobjectives, training method,road to war, exercise scenario,exercise directive, campaignand operations plan/order(incorporating CJCSCommended Training Issues)are approved in draft format.Simulation supportrequirements and the AAR frontend analysis are reviewed andlogistical requirements areoutlined and synchronized withthe resources allocated in theJoint Training MasterSchedule. However, the keyoutcome of the IPC isdevelopment of the draftexercise milestones. Theexercise milestones detail theschedule for the timely completion of the many actions required toensure a successful joint training event.




CJCSM 3500.031 June 1996

VI-13

(9) Step 9: Draft the ExerciseDirective. After the IPC, theexercise directive is refined andapproved. The ExerciseDirective includes exerciseassumptions and STARTEXconditions. For example,Presidential Reserve Call Upnormally occurs before partialmobilization. OPLANs andOperations Orders provideinput to the exercise data basebuild. Further, ExerciseDirective Annexes andsupporting plans are developedto provide guidance andinformation supporting thebasic event directive. Theguidance and informationcontained in the exercisedirective and its annexes maybe supplemented bysubordinate commanddirectives, supporting plans,letters of instruction, or orders.

(10) Step 10: Approve Plans

(a) Exercise Control Plan (ECP). The ECP describes the concept,organization, functions, responsibilities and procedures forconducting the exercise. It outlines the control organization, providescontroller instructions, and “White” Cell (control group) procedures.The ECP is normally an annex to the Exercise Directive.

(b) Joint Exercise Control Group (JECG) Plan. This plan outlines theorganization (See Figure VI-3), procedures, and responsibilities of theJECG. Included are the various cells for the control of thesimulation(s) and model(s), observer/controllers, senior mentors,scenario, support, AAR, and OPFOR. This plan is either a stand aloneitem or replaced by a JECG manual containing the same material.




CJCSM 3500.031 June 1996

VI-14

JECG Director

COMOPFOR

RolePlayers

SupportedCINC LNOs

SupportingCINC LNOs

SpecialStaff

LogisticsSupport Cell

ModelEvents Cell

ExerciseEvents Cell

IntelSupport Cell

Joint Doctrine Cell

Site ControlSite ControlSite ControlSite Control

(JTF HQ)

Sim TechControl

MasterScenario Mgr

Admin Support

Briefing Support

ChiefController

Trng Obj Cell

MSEL Tracking Cell

Exercise Director

AAR/ObserverCell

Senior Mentor

Figure VI-3: Proposed JECG Organization

(c) CAX Data Base Build. The simulation data base is the aggregateof the models and constitutes the forces, capabilities, locations, andphysical environment of the exercise. The data base build defines theforces to be replicated in the model (“the players”) and is based upondata base build documents, such as the Operation Order and forcelists. Model managers are identified and they are responsible forcollecting data base documents from the players. The variousdocuments are sorted and input into the models. The results of theplanning stage data base build is Data Base Test #1. The successfulresults are archived for future use.

(d) Simulation Control Plan. This plan describes the concept,organization, functions, and responsibilities of the simulation controlcenters. The plan also outlines instructions for simulation controland training at both the instructor/controller level and foraugmentees (gamers) on workstation procedures. Guidelines formodel instructors and technical personnel are also provided in theplan. The Simulation Control Plan is normally an appendix to theExercise Control Plan. Finally, instructions for using GCCS as part ofthe control plan is at Appendix L.

CJCSM 3500.031 June 1996

VI-15

1. Technical Control Plan. This plan describes the concept,organization, functions, and responsibilities for the technicaloperations of the models and simulation sites. It providessimulation architecture and configuration, provides crash recoveryprocedures for the models and provides detailed information on alltechnical procedures. The Technical Control Plan is normally anappendix to the Simulation Control Plan.

2. Communications Plan. This plan describes the concept,functions, and responsibility for communications. It providesprocedures to allow gamers to practice communications in theMINIEX. Additionally, the Communications Plan establishes thecommunications architecture and telephone directory for theexercise. The communications plan is normally an annex to theSimulation Control Plan or exercise directive.

(11) Step 11: Prepare theMaster Scenario Events List.First, an exercise-specific taskand training objective matrix isdeveloped. This matrix definestraining objectives that matchJMETs and the requirementsfor MSEL items to generate therequired training (see FiguresVI-4 and VI-5). This step allowsevaluation of the feasibility ofachieving objectives. Feasibilityincludes schedule, cost,technology, and operationalrisks. Schedule feasibilityconsiders the time available toplan, execute, and evaluate theevent. Cost feasibilityconsiders the resourcesrequired to plan, execute, andevaluate the event. Technicalfeasibility considers theavailability of technology tosupport the planning,execution, and evaluation ofthe event. Finally, operationalrisk assessment considers the likelihood and impact of an unanticipated




CJCSM 3500.031 June 1996

VI-16

disaster (such as an aircraft crash or friendly fire incident) resulting fromexecution of the event. Events that are not schedule, cost, technology,and operationally feasible should be considered for elimination and thejoint training accomplished by other means or under other conditions.

(a) Events that are feasible are integrated into an exercise functionalarea and schedule matrix. This matrix defines each exercise eventand the functional area responsible for developing the event and itsimplementing materials. (See Figure VI-4). Exercise planners thenmay use the Joint Exercise Management Program (JEMP) MasterScenario Events List (MSEL) software to develop the MSEL data basefor the exercise. The MSEL is an exercise control document and mustnot be disclosed to exercise players. Foreknowledge of exercise eventsmay invalidate evaluation and training assessment. The exercisescenario and MSEL are essential to development of the AAR CollectionManagement Plan. Appendix N describes Joint Staff MSEL Levels.

(b) Prepare Master Scenario Events List Implementation Tools.Planned exercise events that require MSEL items to ensureaccomplishment (see Figure VI-5) need a means to make the eventhappen. The actual message, document, phone call script, face-to-face encounter script, or other tools are “implementers.” Thesponsoring command’s exercise planning team, in cooperation withsupporting commands and agencies, drafts implementers anddistributes them to exercise controllers to input to the exercise at thetime and by the means specified in the MSEL. For large or complexexercises, the sponsoring command may add an implementerconference before or in place of the Final Planning Conference (FPC).

(c) The MSEL Matrices are included in the Exercise Director’sHandbook. The Exercise Core Scenario is covered as an integral partof the Exercise Operations Plan/Order and derived from theCampaign Plan and road to war. The Core Scenario and MSEL arealso essential to the development of the AAR Collection ManagementPlan.

CJCSM 3500.031 June 1996

VI-17

JTF TRAINING OBJECTIVESITEM

1=Will Happen2= Should Happen3= May Happen4=Will Not Happen UJTL TASK/ #

#1

Exercise CAP & stand up a

JTF

#2

Exercise joint interoperability

and JTTP

#3

Develop OPLAN

and TPFDL

#4

Validate force flow

#5

Exercise jointSustainment

#6

Exercise joint intelligence

#7

Exercise joint communication

#8

Exercise jointdeception

#9

Exercise joint rear operations

#10

Exercise joint med support & patient tracking

#11

Exercise theater missle defense

#12

Provide input to USACOM forJTMP & UJTL

1

Gain & Maintain AirSuperiority in

Theater of Operations(OP 1.5.3)

~ 4 ~ 2 2 3 3 3 2 ~ 4 1

2 ~ 3 ~ ~ 3 2 3 3 2 ~ 3 1

3 ~ 3 ~ ~ 3 2 3 3 2 ~ 3 1

4 ~ 3 ~ ~ ~ 2 2 3 2 ~ 3 1

5 ~ 4 ~ ~ ~ 4 2 3 3 ~ 4 1

6

7

8

Synchronize/Integrate Operations

(OP 5.4.4)

Suppress EnemyAir Defenses (OP 3.2.4)

Develop OperationalTarget Information

(OP 2.3.3.2)

Provide AirspaceControl

(OP 6.1.3)

Figure VI-4: MSEL Management Matrix

Matrix Number System

A “1” means the task/event will happen (MSEL event not required). There isa high probability that the event will occur to support the training objective either withinthe normal operation of the chosen platform or previously defined “work arounds” willbe employed under the direction of the senior controller(s) to make it happen within theboundaries of the chosen platform.

A “2” means the task/event should happen (MSEL event may be required).There is a high probability that the event will occur to support the training objective if itfalls within the normal operation as above and the training audience chooses certaindoctrinal courses of action that are consistent with the exercise design concept.

A “3” means the task/event may happen (MSEL event will probably berequired). This event will not normally occur as defined in #1, above. This categoryprobably requires scripting.

A “4” means the task/event will not happen (MSEL event will be required).The normal operation of the platforms and “work arounds” as defined in #1, above, willnot generate specific JMET-related activity to support the training objectives. Thiscategory requires pre-scripting.

Figure VI-5: MSEL Legend

CJCSM 3500.031 June 1996

VI-18

FUNCTIONAL AREADATE11 Oct 99 (E00)CENTCOM C029 EVENTPACOM C-09 NBR OBJECTIVES

RQMTS

DOS Request Hostage Support 010300 1, 9

NCA Direct Hostage Support 010700 1, 9

Restarting Kurdish Relief Estimate 011200 6, 9

CINC Daily Validation Message (Late) 011600 1, 9

J3

AIR

PACOM Requests Reinstatement of Air Evac Channel 010100 1, 4

Foreign Flag Acft Offer 011900 2, 8

C-141 Delay (Engine Change) 012800 1

C-17 Diversion (Weather) 012900 1

C-141 Diversion (Runway Damage)) 013200 1, 4

AMC Request Use of AETC Assets 011700 8

SURFACE

Rail Accident, Concord CA. 011800 4, 9

Foreign Flag Ship Offer 012100 2, 8

FSS CASREP (Boiler Tubes) 010600 1, 4

PACOM Requests Hospital Ship Allocation 011000 1

CAP JS Drafts Alert Order 011400 7, 9

Publish Daily SITREP 012400 9

J4

LOGISTICS USACOM J4 Questions Container 010800 8, 9Management Policy

Tech Orders for WRM AGE Missing 010900 9

25K Loader WRSK Not Arrived in AOR 011500 8MOBILIZATION J2 Requests Reserve Personnel Augmentation 013000 9

Press Request for Details of PSRC 013100 9, 12

J6 C4S CENTCOM Requires Secure INMARSAT 011300 2, 9

USCINCPAC Initiates Crisis News Group 010200 9

J2MRC-WEST MRC-W Intel Report for 1200Z 010400 5

MRC-W Intel Report for 2359Z 012500 5

MRC-EAST MRC-E Intel Report for 1200Z 010500 5

CAT Requests Airfield Threat Data 012700 9

J1 & Special Staff CRAF Crews Request Chem Gear 011100 9

Personnel SITREP Analysis 012600 9

AMC Requests Personnel Backfill 012200 9

PACOM Requests Medical Evacuation Support 012201 8CONOPS

Note: Some event descriptions have been modified to ensure sample table isUnclassified.

Figure VI-6. Sample Functional Area and Schedule Matrix (USTRANSCOM CPXExample for Day One)

CJCSM 3500.031 June 1996

VI-19

(12) Step 12: Develop the AARConcept of Operations. TheAAR planning includes thefollowing key actions (referAppendix K for details).

(a) Front end analysis ofcommand documents,doctrine publications, andthe command JMETL.

(b) Collection of the draftExercise Directive, standardoperating procedures, andoperations orders.

(c) Identification of AARobserver requirements andphysical, augmentation,communications, andadministrative supportrequirements.

(d) Development ofpreliminary trainingrequirements for observersand augmentees.

(e) Decision briefing for the commander on the AAR Concept ofOperations. (Usually in conjunction with MPC commander’s brief.)




CJCSM 3500.031 June 1996

VI-20

(13) Step 13: Develop Logisticsand TransportationRequirements. Based uponresource constraints specifiedin the Joint Training Plan andExercise Schedule, the overallsupport logistics andtransportation requirementsare captured and briefed. Also,prior to the Mid-PlanningConference (MPC), thescheduling command shouldrequire the supportingcommands and agencies toidentify all forces and resourcesallocated to the exercise. Theseforces and resources are usedto source the schedulingcommand’s requirements in theGCCS TPFDD. Additionally,USTRANSCOM and itsTransportation ComponentCommands normally createdraft schedules based on thesourced TPFDD and thennegotiate transportationarrangements and cost at theMPC (See Appendix C for details).

(14) Step 14: Conduct the MPC. This conference finalizes the draftplanning documents from the IPC and ends the planning stage. TheExercise Director usually accepts and approves these technical andsupport plans, the Operations Plan and Order, and the Exercise Directivefor the commander. The Exercise Milestones are updated from the IPCand dates are set for data base tests #2 and #3. (Note, data base testsare for CAX only, it is unnecessary for FTX’s and excluded from GCCSCPXs unless in conjunction with a CAX.) Final planning meetings areconducted and manning requirements for gamers and the JECG arefinalized. A final validation of the exercise directives is completed at thispoint in the life cycle. (See Appendix C for transportation planningactivity at the MPC.) The MPC marks the end of the planning stage andentry into the preparation stage.



Planning7. Plan the AAR8. Conduct the IPC9. Draft the Exercise Directive10. Approve Plans11. Prepare the MSEL12. Develop the AAR Concept of Operations13. Determine Logistics and Transportation Requirements14. Conduct the Mid-Planning

Conference• Preparation Stage• Execution Stage• Post-Exercise & Evaluation Stage

CJCSM 3500.031 June 1996

VI-21

b. Exercise Preparation Stage.During the preparation stage, theapproved exercise directive andsupporting plans are distributed;pre-exercise training is developedand conducted; the data base isfinalized and tested; and theTPFDD is validated. The FPC is also conducted to ensure the completion ofall required milestones prior to STARTEX. The full Exercise Directive isbriefed at the FPC as well as the AAR Collection Management Plan--the finalcheck to ensure that the exercise design provides the opportunity to capturedata related specifically to the training objectives.

(1) Step 1: Prepare andConduct Seminars.Seminars set the stage forthe exercise to follow. Thesemay also be in the form ofIndividual joint training.They provide pre-exercisedoctrine training to theparticipants and anopportunity for thecommander to communicateguidance or thecommander’s intent tostaffs. Also, the seminarsallow the participants to wargame courses of action for the exercise,enable the director to identify staff strengths and weaknesses, andprovide remedial training where required. Seminars can be conductedwith the assembled participants or by function.

(2) Step 2: Conduct Data Base Tests. The final data base tests (#2 and#3--CAX only) validate all subsequent changes, verify modelfunctionality, ensure connectivity, help identify fixes, non-fixes forworkarounds and controller procedures, conduct controller training, andprovide dress rehearsal and last chance to fine tune the data base. Thefinal data base includes all the friendly and enemy positions arrayed asat STARTEX on the designated terrain.


Joint Exercise Life Cycle• Planning Stage• Preparation Stage1. Prepare and Conduct

Seminars2. Conduct Data base Tests3. Prepare the AAR Collection

Management Plan4. Conduct the Final Planning

Conference• Execution Stage• Post-Exercise & Evaluation Stage

CJCSM 3500.031 June 1996

VI-22

(3) Step 3: Prepare theAAR CollectionManagement Plan. Thefollowing AAR actions arecompleted in thepreparation stage (refer toAppendix K for detaileddiscussion):

(a) The CollectionManagement Plan isdeveloped (refer toAppendix M fordiscussion and format).

(b) Document “Crosswalk” performed (check for consistency betweendocuments, doctrine review, and SOPs).

(c) Analysts rehearsals and training conducted.

(4) Step 4: Conduct the FPC

(a) The FPC finalizes actions required prior to STARTEX. Milestonesreceive a final review and update, operations plans and orders aredistributed, and simulation gamer augmentees and AAR observermanning is completed, and the AAR Collection Management Plan isapproved. Key actions of the FPC are time-phased force deploymentlist (TPFDD) refinement, concept of operations and MSEL review, asapplicable.

(b) Final Transportation Planning. The FPC should be held before thescheduling command validates transportation requirements toUSTRANSCOM for transportation scheduling. This allows thesupported commander’s exercise planning staff to resolve force andresource issues with the supporting commands and agencies beforevalidation. All deployment, redeployment, and RSO plans should bebriefed at the FPC to ensure timely arrival and departure of exerciseplayers, gamers, and controllers in the exercise area. If the FPC isheld after the scheduling command validates requirements toUSTRANSCOM, then the opportunity to change transportationrequirements at minimum cost is greatly decreased (See Appendix Cfor details).

Joint Exercise Life Cycle• Planning Stage• Preparation Stage1. Prepare and Conduct Seminars2. Conduct Data base Tests3. Prepare the AAR Collection

Management Plan4. Conduct the Final Planning

Conference• Execution Stage• Post-Exercise & Evaluation Stage

CJCSM 3500.031 June 1996

VI-23

c. Exercise Execution Stage. Duringthe execution stage, the exercise isactually conducted. This stage beginswith the deployment to the exercisearea and ends with the final AAR andENDEX activities. The key activitiesoccurring during this stage are:

(1) Step 1: Conduct Deployment. This a deployment of forces andexercise support personnel to the exercise area in accordance with pre-planned TPFDD.

(2) Step 2: Conduct SupportPersonnel Training. TrainJECG members, responsecells, communicationsinterface personnel, andshould include the lowerechelon personnel within thetraining audiences. Thistraining is designed to informthe entire exercise supportteam on the road to war,scenario, the Exercise ControlPlan and the AAR CollectionManagement Plan.

(3) Step 3: Execute the AARProcess. Commander’s arerequired to evaluate everytraining event to capturetraining audience proficiency. Specifically, the AAR process ensures jointtraining event design provides opportunities for observations and datathat is generated, captured, and correlated against each trainingobjective. This process requires extensive planning, detailed preparationand coordinated execution. The AAR process provides the commanderthe data to conduct issue identification and readiness reporting asappropriate during the JTS assessment phase. A detailed description ofthe AAR process is at Appendix K. The following techniques are offeredand could be tailored to FTX, CAX, CPX, etc.

(a) Establish AAR operations center.


Joint Exercise Life Cycle• Planning Stage• Preparation Stage• • Execution Stage1. Conduct Deployment2. Conduct Support Personnel

Training3. Execute the AAR Process4. Conduct the MINIEX5. Conduct the COMMEX6. Conduct the STARTEX Conference7. Conduct Daily JECG & “White Cell”

Briefings8. Conduct Mid and Final AARs9. Execute Redeployment• Post-Exercise & Evaluation Stage

CJCSM 3500.031 June 1996

VI-24

(b) Train observers (augmentees).

(c) Execute the collective management plan and develop TaskPerformance Observations (TPOs). TPOs are the sum of a trainingaudience, training objective with conditions, standards associated andcollated with all of the data both from the model and observer reportsalong with an executive summary in order for the commander toreview and make a training proficiency evaluation.

(4) Step 4: Conduct MINIEX.The MINIEX provides astructured, controlledenvironment in which allparticipants play. It providesan opportunity to conductadditional practice exerciseevents and a forum toconduct cell, gamer, andcontroller training. Otherbenefits of the MINIEXinclude: refinement ofinternal SOP actions;validation of communications;shift change schedules andinterface requirements; andMSEL validation.

(5) Step 5: ConductCOMMEX. The objectives of the COMMEX are to ensure tactical andsimulation communications are operable; refine communication SOPactions, validate communications reliability, and validate gamer andparticipant communications interfaces. Again, all participants shouldtake part.

(6) Step 6: Conduct the STARTEX Conference. The STARTEX conferenceprovides the final opportunity for the commander and the JECG toreview the status of any issues and officially begin the exercise. After theSTARTEX conference the Exercise Director will direct the MSEL andsimulation begun.

(7) Step 7: Conduct Daily JECG and White Cell Briefings. Thesebriefings for the JECG internally and the entire “White Cell” are designed

Joint Exercise Life Cycle• Planning Stage• Preparation Stage• • Execution Stage1. Conduct Deployment2. Conduct Support Personnel Training3. Execute the AAR Process4. Conduct the MINIEX5. Conduct the COMMEX6. Conduct the STARTEX

Conference7. Conduct Daily JECG & “White Cell”

Briefings8. Conduct Mid and Final AARs9. Execute Redeployment• Post-Exercise & Evaluation Stage

CJCSM 3500.031 June 1996

VI-25

to ensure the control of the exercise is continuing smoothly. They willreview the MSEL management matrix to ensure the exercise is producingdata for every training objective.

(8) Step 8: Conduct the Midand Final AARs. These AARsare critical training events.They are designed to be “selfdiscovery” learning sessions bythe commander and thetraining audience. Thefacilitator uses collatedobserver and model data calledTPOs to develop “story lines”for the facilitator to use whenassisting the training audiencediscover for themselves whathappened during the training;and how they can capture thepositive training results andcorrect the identified trainingdeficiencies.

(9) Step 9: Execute Redeployment. Real-world deployment of exerciseplayers, gamers, and controllers is executed according to schedulingcommand validated TPFDD and USTRANSCOM-produced transportationschedules. Depending on the size and duration of the exercise,redeployment may start before the exercise is complete (see Appendix Cfor details).

d. Post-Exercise andEvaluation Stage. This stageincludes the AAR Post-Exercise and Evaluationactions.

Joint Exercise Life Cycle• Planning Stage• Preparation Stage• • Execution Stage1. Conduct Deployment2. Conduct Support Personnel Training3. Execute the AAR Process4. Conduct the MINIEX5. Conduct the COMMEX6. Conduct the STARTEX Conference7. Conduct Daily JECG & “White

Cell” Briefings8. Conduct Mid and Final AARs9. Execute Redeployment• Post-Exercise & Evaluation Stage

Joint Exercise Life Cycle• Planning Stage• Preparation Stage• Execution Stage• Post-Exercise & Evaluation

Stage

CJCSM 3500.031 June 1996

VI-26

(1) Step 1: Gather Internal (JECG) Observations. Observations shouldbe gathered to examine the effectiveness and efficiency of the exercise.For example, recommendations may be made as to the worth of aparticular simulation to model certain mission profiles.

(2) Step 2: Prepare Commander’s Summary. The AAR Facilitator isresponsible to prepare and deliver the commander’s summary whichrelates training data stated as TPOs specifically to each trainingobjective. It is acomprehensivedocument consisting ofseveral chapters thatreplay the entire trainingevent and provides dataand information relateddirectly to each trainingobjective. While theFAAR focuses on four toseven major issues, thecommander’s summaryreport is the mechanismto provide TPOs on all ofthe training objectives.The commanderssummary is normallycompleted within 20days of the completion ofthe training event.

(3) Step 3: Conduct Training Proficiency Evaluations. Based upon theTPOs and input from the staff and subordinate commanders, thecommander evaluates the training proficiency of the training audience toaccomplish the training tasks to standard. The commander rates eachtasks as “T” (trained), “P” (needs practice), “U” (untrained), or “N” (notobserved/not trained).

(a) “T” (trained) means that the training audience can successfullyperform the task to standard

(b) “P” (needs practice) means that the training audience can performthe task with some shortcomings. The shortcomings are not severeenough to require complete training.

Joint Exercise Life Cycle• Planning Stage• Preparation Stage• Execution Stage• Post-Exercise & Evaluation Stage1. Gather Internal (JECG)

Exercise Observations2. Prepare Commander’s

Summary3. Conduct Training Proficiency

Evaluations4. Conduct Internal Analysis to Identify

Issues or Lessons Learned.5. Document Issues or Lessons Learned

for Assessment Phase Input6. Submit JAAR

CJCSM 3500.031 June 1996

VI-27

(c) “U” (untrained) means that the training audience cannot performthe task to standard.

(d) “N” (not observed) means that either no TPOs were captured inorder to relate a training proficiency evaluation to a training audienceor not enough data was captured to make a judgment. This can alsoinclude objectives not trained by design.

(4) Step 4: ConductInternal Analysis toIdentify Issues orLessons Learned.Depending on the TPOsand other datacaptured thecommander may directan internal analysis beconducted to determineif there is enoughinformation to fullyidentify an issue foreither external remedialaction, or one thatcontained ways toovercome shortcomingsthat may benefit other joint commands (lesson learned).

(a) Issue identification is conducted within the relevant command byrelating the TPOs to specific domains illuminating the root of thedeficiency--doctrine, materiel, training, joint education, andorganization.

(b) Lessons Learned. If during the exercise the command maydiscover or develop a specific technique, procedure, or work aroundthat was particularly effective in accomplishing a specific task tostandard. If the commander believes this lesson learned does notrequire any analysis or further action and may be useful to others hemay direct the lesson learned be prepared for submission to the JCLL.

Joint Exercise Life Cycle• Planning Stage• Preparation Stage• Execution Stage• Post-Exercise & Evaluation Stage1. Gather Internal (JECG) Exercise

Observations2. Prepare Commander’s Summary3. Conduct Training Proficiency Evaluations4. Conduct Internal Analysis to

Identify Issues or LessonsLearned.

5. Document Issues or Lessons Learned forAssessment Phase Input

6. Submit JAAR

CJCSM 3500.031 June 1996

VI-28

(5) Step 5: DocumentIssues or LessonsLearned for AssessmentPhase Input. This stepprovides information toinform the JTSassessment phase. If theissue or lesson learnedwarrant externalconsideration, thecommander uses thisdata in the developmentof his JAAR.

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Figure VI-6: JTS Assessments


Observations2. Prepare Commander’s Summary3. Conduct Training Proficiency


Issues or Lessons Learned.5. Document Issues or Lessons

Learned for Assessment PhaseInput

6. Submit JAAR

CJCSM 3500.031 June 1996

VI-29

(6) Step 6: SubmitJAAR. In this step, theJAAR is prepared andsubmitted. The JAARprovides the officialdescription of a jointtraining event oroperation and identifiesthe exercise lessonslearned. JP 1-03.30“Joint After ActionReporting,” directs thesupported commanderof joint exercises tosubmit an AAR inJULLS format to theJoint Staff, J-7Evaluation and Analysis Division (EAD), within 90 days of completion.The JAAR may include the combatant commander's assessment of howcomponent, multinational, and JMET derived joint training objectiveswere met during the exercise. Also, JAARs may be requested in similarformat to document operational assessments. In this case, therequirement for submission of an operational JAAR is specified in theCJCS Execute Order. Both exercise and operational JAARs are archivedin the JCLL data base.

5. Summary. The JTS Execution Phase conducts discrete exercises identifiedin the JTP and Exercise Schedule. Execution encompasses Exercise LifeCycle--planning, preparation, execution, and post-exercise and evaluationstages. TPOs, identified issues, and lessons learned informs the final phase ofthe JTS--Assessment. Figure VI-7 describes the linkage vehicles or productsbetween execution and assessment.


Observations2. Prepare Commander’s Summary3. Conduct Training Proficiency


Issues or Lessons Learned.5. Document Issues or Lessons Learned

for Assessment Phase Input6. Submit JAAR

CJCSM 3500.031 June 1996

VI-30


• REPLICATE MISSION CONDITIONS• APPLY COMBAT STANDARDS• EXERCISE PLANS AND DIRECTIVES• COLLECTION MANAGEMENT PLAN

EXECUTE JOINT TRAINING

DEVELOPTRAINING SCENARIO THAT INCORPORATES

JMETL

COMMANDERSEVALUATETRAINING

EXECUTION

JAARS


ISSUES

JULLS

Figure VI-7. JTS Process and Products - Execution Phase

CJCSM 3500.031 June 1996

VII-1

CHAPTER VII

ASSESSMENT

IMPROVING JOINT READINESS

1. General. The assessment phase of the Joint Training System describes howthe collective training results are translated into future requirements forsubsequent training cycles, command readiness reports or capabilityassessments. As tools for commanders, three assessments are made. First,training proficiency assessments are designed to assist the commander inadjusting present or future training plans, or reports out lessons learned foruse by other commands. Second, the status of joint training is available tosupport combatant command readiness assessments--primarily a reportingvenue for the CRS and other systems requiring readiness information. Readiness related issues can be retained in the command or be passed toexternal sources for remedial action and resolution. The third type ofassessment is the CJCS capability assessment. In this case, readiness andtraining issues are identified across commands as shortcomings in doctrine,organization, training, education and materiel. These systemic issues are thenmanaged through the Issue Resolution Cycle--issue definition, issue analysis,issue correction, and issue validation (within the context of a training event oroperation). Capability assessments derived from exercises provide inputs intothe Joint Warfighting Capabilities Assessments, Remedial Action ProjectProgram, Joint Doctrine Development Program, Professional Military EducationReview Process, and Chairman’s Commended Training Issues. The JointCenter for Lessons Learned provides an overarching capability to collect andmanage defined issues, assist issue analysis, track issue correction andvalidation, and finally archive the entire process so lessons need not berelearned. The JTS assessment phase feeds-back both training and otheroperational results to begin the next cycle of joint training requirements andplans development.

a. The Requirement for CJCS Assessments. Title 10, US Code, directs theChairman of the Joint Chiefs of Staff to advise the Secretary of Defense oncritical deficiencies and strengths in force capabilities identified during thepreparation and review of contingency plans (section 153(a)(3)(c)). Thestatute further requires the Chairman to establish, after consultation withthe combatant commands, a uniform system for evaluating thepreparedness of each combatant command to carry out assigned missions(section 153(a)(3)(d)), and a uniform system for reporting readiness of thecombat support agencies to perform with respect to war or threat to nationalsecurity (section 193(c)).

CJCSM 3500.031 June 1996

VII-2

b. Joint Readiness. Readiness must account for the strategic, operationaland tactical levels of war. Readiness at the strategic level is defined as thesynthesis of readiness at the operational and tactical levels. Readiness atthe operational level must consider the joint perspective. Joint readiness isdefined as the combatant commands ability to integrate and synchronizeready combat and combat support forces to execute his assigned missionsbased upon their theater concept of operations. Readiness at the tacticallevel is primarily measured through the units of the Services. Unitreadiness is defined as the ability to provide capabilities required by thecombatant commands to execute their assigned missions. To provide theCJCS the information necessary to fulfill his requirement as established inTitle 10, the CJCS readiness system was implemented to assess both unitand joint readiness. Unit readiness is assessed by unit commanders andreported through the Services. Joint readiness is assessed and reported bythe combatant commands. Each level of readiness has unique metrics. Unit readiness metrics focus on people, training, and equipment. Jointreadiness is assessed against key functional areas that enable combatantcommands to integrate and synchronize forces. The readiness assessmentsare, by nature, subjective--the measures and metrics do not definereadiness by themselves. They are tools used by those responsible forreadiness--unit and joint force commanders.

c. The JTS and Joint Readiness. The purpose of the JTS is to improve jointreadiness through quality joint training. The JMETLs and supporting tasksprovide a clear and common framework for assessing joint training resultsback to the requirements phase of the JTS. Furthermore, therequirements-based JTS establishes a uniform system for joint trainingproficiency assessments that directly supports joint readinessassessments.(Figure VII-I)

CJCSM 3500.031 June 1996

VII-3



JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS


JOINT TASKS

UNIVERSALJOINT TASK

LISTJOINT

CONDITIONSJOINT

STANDARDS

REQUIREMENTS PLANS

JOINTTRAININGMASTER

SCHEDULE

JOINTTRAININGMASTER

PLAN

MODELINGAND

SIMULATIONPLANS




JOINTMIISSION TRAINING

GUIDES


JWCA

RAP

ASSESSMENTS

CJCSCOMMENDED

TRAININGISSUES

JOINT CENTERFOR

LESSONS LEARNED



Program


SERVICERESOURCES


CINC-SPONSOREEXERCISES

JOINT COURSES

EXECUTION

EVALUATION

JAARS/JULLS

MODELINGAND

SIMULATIONTOOLS

JWFC

Figure VII-1: The Joint Training System

d. Assessment of Common Joint Task Training. Since USACOM’s JointForce Integrator (JFI) training is based upon all combatant commander’sJMETLs (contained in the Common Operational Joint Task List), and is focused on training and preparing individuals to operate in a common jointenvironment, they will necessarily modify the procedures described in thischapter. The same applies to USSOCOM for their Common SpecialOperations Joint Tasks. However, USACOM and USSOCOM will assess theoverall status of their JFI training program to prepare commanders, staffs,and individuals by describing the status of joint training and generally howwell the commanders, staffs, and individuals were trained to those commontasks, under common conditions, to specific common standards. USACOMand USSOCOM will report on assessment of these training programs at theWorldwide Training Conference and brief Common Operational Joint Taskand Common Special Operations Joint Tasks future training plans at theWorldwide Exercise Scheduling Conference.

2. Training Proficiency Assessments. During the execution phase, the JTP isexecuted by conducting each joint exercise and training event. The training

CJCSM 3500.031 June 1996

VII-4

proficiency of each individual JMET-derived training objective is evaluatedthrough an embedded AAR process. Periodically, the commander assesses thecommand’s overall training proficiency based on the aggregated results of jointexercise and training events and actual operations conducted during theassessment period. Since the JMETL reflects those essential tasks that mustbe accomplished in order to successfully accomplish the mission, the trainingproficiency assessment of those JMETs and associated supporting tasks formsa reflection of the command’s ability to accomplish the mission. The results ofthis assessment leads the commander to one or more of the following actions:

a. Input to Future Joint Training Plans. If the commander determinesduring the assessment that the deficiency can be corrected within theresources allocated, with no outside assistance, and simply requires moretraining, then he will direct the assessment results be included in futuretraining. Commanders should focus their training resources and efforts onJMETL tasks assessed U (Untrained), P (Needs Practice), or N (NotObserved/Not Trained). An assessment of T (Trained) in any given task orJMET means full capability to perform that JMET, under establishedconditions, to standard. T (Trained) is the goal. However, some tasksrequire continuous training because skills are perishable if not practiced ona regular basis. Therefore, some tasks assessed as T (Trained) may beincluded as valid requirements for subsequent JTPs.

b. Adjust the Current Joint Training Plan. If during the evaluation of ajoint training event a deficiency or shortfall is deemed critical to missionaccomplishment, the commander may elect to revise current training plansto immediately correct that identified deficiency within the current trainingcycle. Commanders should understand that this decision may have drasticshort term impacts on joint and Service training events that are alreadyplanned.

CJCSM 3500.031 June 1996

VII-5

Training Audience Assessment

CINC CJTF Subunified Functional Service Unit OtherJMET CINC Staff 1 2 3 4 5 1 2 3 4 5 JFACC JFMCC JFLCC JSOTF A N F M 1 2 3 4 1 2 3 4ST 1 T P U N O OST 7.1.6 P PST 6.1 T PST 5.3.2 T P P P U U NST 5.1.4 P TST 4.2.4 T T P P P P P P P P T T T TST 2.1 P T T P P T T OOP 6.2.4 P P P P P P P P P P P U U P U U U UOP 4.1 T T T T P T T T T T P P P P

Matrix Key:CJTF 1: MEF Subunified 1: USF Unit 1: Component Input Other 1: FEMA

2: FLT 2: USF 2: Component Input 2: DIA3: AF 3: CMD 3: Component Input 3: DOS4: CORPS 4: 4: Component Input 4:5: NAVSPECWARGRU 5:

Legend: Blank=N/A U=Untrained T=Trained N=Not observed/unknown P=Needs Practice O=Potentialtraining audience X=Planned Task

Figure VII-2

CJCSM 3500.031 June 1996

VII-6

c. Report Out Lessons Learned. Fromthe commander’s assessment or duringthe evaluation of a specific joint trainingevent, the command may discover thatthey have developed a particulartechnique, procedure, or work aroundthat was particularly effective inaccomplishing the training to standard. The command may also discoverremedies to problem areas that may beapplicable to other joint commands. These lessons learned may be reportedthrough the Joint Center for LessonsLearned for use by the entire jointcommunity. The lesson learned shouldbe fully documented and include thetask, conditions, and standards to assistothers in determining applicability to their particular operational situation.

d. CINC Readiness Assessment. The joint training proficiency assessmentcan also be used as an aid for reporting joint readiness. If a trainingstrength or deficiency reflects readiness status, the combatant commandermay include the assessment in the Joint Monthly Readiness Report (JMRR). The JMRR is the central component of the CJCS Readiness System (CRS). The CRS focuses on near term (execution and budget years) readinessissues. If the strength or deficiency appears to impact long term readiness,the JMRR may inform the Joint Warfighting Capabilities Assessment(JWCA) process. While the JWCA process focuses on longer term issues itmay review and work short term readiness issues as well through the JointReadiness JWCA team. This same information may be reported to otheragencies requesting status reports because these strengths, deficiencies orshortcomings are based on demonstrated training proficiency againstestablished standards. Inputs may also be included in the quarterlyReadiness Report to Congress prepared by the joint staff. This typeassessment is generally only a reporting venue. However, defined issuesrequiring correction or validation generated from CINC readinessassessments are transferred to the CJCS capability assessments programsfor correction.

Lesson Learned

• A technique, procedure or workaround that allowed the task to beaccomplished to standard basedupon a identified shortcoming ordeficiency within a specific commandor circumstance which may beapplicable to others in similarcircumstances.

• A changed behavior based uponprevious experiences whichcontributed to missionaccomplishment.

CJCSM 3500.031 June 1996

VII-7

MISSIONS

JMETL

ST 2.1ST 4.1.1OP 1.1.6OP 3.1OP 4.4OP 5.0OP 6.3

LRC PO HA NEOMRCMRCC1C1 C1C1 C1C1 C1C1

C1C1

C1C1 C1C1

C1C1

C1C1C4C4

C4C4 C4C4 C4C4

C4C4 C4C4

C1C1 C1C1 C1C1

C1C1

C1C1

C1C1

C1C1

C1C1 C1C1 C1C1

C2C2

C3C3

C2C2C2C2

Missions

JMETL

Commander’s Assessment:C1 for Training

Figure VII-3

(1) The CRS (JMRR). The CRS is oriented towards a current assessmentof the military’s ability to fight and meet the demands of the NationalMilitary Strategy. The CRS and its JMRR should be the primary methodthe commander uses to report his readiness capability. There are jointtraining proficiency implications embedded in any readiness assessment. Consequently, the JMRR provides an excellent opportunity forcommanders to elevate concerns generated from the execution of theirjoint training plans. The JMRR is conducted using one of three distinctformats each month:

(a) The Full JMRR is the Service, CINC, and Combat Support Agencyassessment reported and briefed quarterly. The Full JMRR may berequired by the Chairman on short notice to assess readinessimplications of a military significant event.

(b) The By-Exception JMRR is conducted during the month after aFull JMRR is conducted and reports changes to readiness byexception.

(c) The Feedback JMRR is conducted during the month prior to theFull JMRR and reports on the status of actions to address readinessdeficiencies raised by the CINCs, Services, and combat supportagencies. The feedback JMRR may also generate Defined Issuesrequiring analysis, correction and validation within the JTS.

CJCSM 3500.031 June 1996

VII-8

Chairman’s Readiness System

PURPOSE

Establishes Uniform Policyand Procedures for

Assessing and Reporting theCurrent Readiness of US

Armed Forces

KEY CONCEPTS

• Chairman’s Readiness System(CRS) Provides DOD Leadershipa current focus and macro-levelassessment of the Military’sreadiness in Carrying out theNational Military Strategy

• Assessment Performed by theCINCs, Services and CombatSupport Agencies (CSAs)

MISSIONS

JMETL

ST 2.1ST 4.1.1OP 1.1.6OP 3.1OP 4.4OP 5.0OP 6.3

LRC PO HA NEOMRCMRCC1C1 C1C1 C1C1 C1C1

C1C1

C1C1 C1C1

C1C1

C1C1C4C4

C4C4 C4C4 C4C4

C4C4 C4C4

C1C1 C1C1 C1C1

C1C1

C1C1

C1C1

C1C1

C1C1 C1C1 C1C1

C2C2

C3C3

C2C2C2C2

JWCA

RAP

ASSESSMENTS

CJCSCOMMENDED

TRAININGISSUES

JOINT CENTERFOR

LESSONS LEARNED



Program


Figure VII-4: Chairman’s Readiness System

(2) The Services, combatant commands, agencies, and Directors, JointStaff Directorates provide a POC to the Joint Staff, J-3 ReadinessDivision to coordinate JMRR preparation and to assist in the preparationof a collaborative report to the Feedback JMRR to address readinessdeficiencies raised through the JMRR. The Vice Chairman of the JointChiefs of Staff chairs the JMRR. The Services assess and report unitreadiness (the ability to provide capabilities required by the CINCs toexecute their assigned missions) in the JMRR, while the CINCs assessand report joint readiness (the CINCs ability to integrate and synchronizeready combat and support forces to execute his assigned missions). Joint Training readiness is a pillar of joint readiness and is embedded ineach of the readiness functional areas. CINC assessments also includespecific comments on the adequacy of support by the combat supportagencies, where appropriate.

(3) Joint readiness assessments are identified by eight functional areas. There are joint training proficiency implications in each functional area. The Joint Readiness Functional Areas are:

CJCSM 3500.031 June 1996

VII-9

(a) Joint Personnel. Joint personnel consists of the followingcomponents for assessment purposes: joint headquarters manninglevels, joint personnel systems capability, augmentation capability,headquarters deployability, Reserve component availability, andcomponent personnel fill. Office of Primary Responsibility (OPR) is theJoint Staff J-1.

(b) Intelligence/Surveillance/Reconnaissance (ISR). ISR is describedby the following components for assessment purposes: intelligencesystems capabilities; intelligence personnel and training;interoperability of intelligence systems and personnel; mobility ofintelligence systems and assets; vulnerability of intelligence systemsand assets; mapping, charting, and geodesy; and the collection,processing, production, and dissemination of intelligence information. OPR is the Joint Staff J-2.

(c) Special Operations. Special operations is described by thefollowing components for assessment purposes: direct action;unconventional warfare; PSYOP; civil affairs; foreign internal defense;counterterrorism; special reconnaissance and special operations-unique intelligence, logistics, training, and equipment. OPR is theJoint Staff J-3/SOD.

(d) Strategic Mobility and Sustainability. Mobility as a functionalarea is described by the following components for assessmentpurposes: strategic airlift, strategic sealift, spacelift, special operationsmovement, intratheater mobility, and throughput. OPR is the JointStaff J-4.

(e) Logistics/Sustainment. Logistics/sustainment consists of thefollowing components for assessment purposes: pre-positioned assetsafloat and ashore, munitions, health service support, equipment thatfacilitates movement, equipment maintenance capability, and otherclasses of supply. OPR is the Joint Staff J-4.

(f) Infrastructure. Infrastructure is any fixed transportation structureand is described by the following components for assessmentpurposes: road networks, airfields, seaports, rail networks, waterdistribution, fuel distribution, beddown for personnel and equipment,and power generation. OPR is the Joint Staff J-4.

(g) Command/Control/Communications/Computers. The ability todirect forces in the accomplishment of the commanders will and to

CJCSM 3500.031 June 1996

VII-10

maintain near real time communications throughout the organization.OPR is the Joint Staff J-6.

(h) Joint Headquarters Capability. Joint headquarters capabilityconsists of the following components for assessment purposes: jointtraining and exercises, joint headquarters/JTF organization, jointdoctrine, planning, personnel availability, UJTL derived JMETsassessment, allocation of forces for JTF headquarters, and JULLsfrom prior operations. OPR is the Joint Staff J-7.

(4) The Senior Readiness Oversight Council (SROC) is briefed by theVCJCS and the Service Chiefs monthly on the warfighting assessmentsbased on the JMRR reports. (See Figure VII-5).

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Figure VII-5: JTS System Assessments

3. CJCS Capability Assessment. If during the commander’s assessment it isdetermined that the source of the deficiency does not allow training tostandard, that issue is identified, defined, and analyzed within the commandand reported to higher headquarters or the Joint Staff. As discussed inChapter V, Execution, issue identification occurs as a direct result of the AARProcess. If the command elects to submit the issue for resolution, the issueshould be defined as comprehensively and fully documented as possible.

CJCSM 3500.031 June 1996

VII-11

a. Issue Definition. The defined issue should consider aspects of doctrine,training, organizations, modernization, and education causes and effects. (See Figure VII-6) Given this information, the higher headquarters or thejoint staff can further analyze the defined issue, work solutions across theentire joint community and give the issue with corrections noted back to thereporting commander so that he can include the issue in the requirementsphase of the JTS and validate the deficiency has been corrected throughfuture joint training events or operations.

JOINT F OR CE COMMANDER

AR MYCOMPONENT

AR MY F ORCES(AR F OR)

NAVYCOMPONENT

NAVY F ORCE S(NAVF OR)

AIR FOR CECOMPONENT

AIR FOR CE F ORCES(AF F OR)

MAR INE COR PSCOMPONENT

MAR INE COR PSF OR CES (MARF OR)

JOINT F ORCE S PECI ALOPS COMPONENT

F OR CES /CAP ABILIT YMADE AVAIL ABLE

JOINT F ORCE LANDCOMPONENT

JOINT F ORCE AIRCOMPONENT

JOINT F ORCE MARIT IMECOMPONENT




Model For Change

MATERIEL

LEADERDEVELOPMENT

ORGANIZATION(FORCE STRUCTURE)

JSCPJSCP

JOINTJOINTDOCTRINEDOCTRINE

OPLANSOPLANS

MISS IONMISS IONANALYSISANALYSIS

JMETL sJMETL sREQUI REME NT SREQUI REME NT S

COM M ONCOM M ON

OPERAT IONALOPERAT IONALJ OINT TASKSJ OINT TASKS

UNIVERSALUNIVERSALJOINT TASKJOINT TASK

LISTLIST

J OINTJ OINTCOND ITIONSCOND ITIONS

J OINTJ OINTSTAND ARDSSTAND ARDS

REQUIREMENTS PLANS

JOINTJOINTTRAININGTRAININGMASTERMASTER

SCHEDULESCHEDULE

JOINTJOINTTRAININGTRAININGMASTERMASTER

PLANPLAN

MODELINGMODELINGANDAND

SIMULATIONSIMULATION

COM PONENT COM PONENT T RAINING PL ANST RAINING PL ANS

CINC JOINTCINC JOINTTRAINING PLANSTRAINING PLANS

JOINT TRAININGJOINT TRAINING

MANUAL MANUAL

JOINTJOINTSTANDARDIZEDSTANDARDIZED

Prog rams of Prog rams of InstructionInstruction

CJCS-SPONS OREDCJCS-SPONS OREDEXE RCIS ESEXE RCIS ES

SERVICESERVICERESOURCESRESOURCES

USACOM JFIUSACOM JFITRAININGTRAININGPROGRAMPROGRAM

CINC-SPONS OREDCINC-SPONS OREDEXE RCIS ESEXE RCIS ES

JOINTJOINT COURSE S COURSE S

EXECUTION

EVALUAT IONEVALUAT ION

JAARS/JULLSJAARS/JULLS

CRSCRSJWCAJWCA

RAPSRAPS

ASSESSMENTS

CJCSCJCSCOM MENDE DCOM MENDE D

TRAININGTRAINING

ISSUESISSUES

JOINT CENT ERJOINT CENT ERFORFOR

LES SONS LE ARNEDLES SONS LE ARNED

TRAINING

Joint DoctrineCapstone and Keystone

Primer

15 July 1994DOCTRINE

Figure VII-6: A Model for Change

(1) Doctrine. Doctrine sets forth the fundamental principles by whichmilitary forces guide their actions in support of objectives. It isauthoritative, and will be followed except when, in the judgment of thecommander, exceptional circumstances dictate otherwise. During theexecution of joint training, potential doctrinal voids may be discoveredrequiring new doctrine development or adjustments and revisions ofexisting doctrine to ensure that the entire joint community is beingguided through the execution of operations through a common frame ofreference--doctrine. New doctrine or changes to doctrine are donethrough the Joint Doctrine Development Program as discussed in JointPublication 1-01.

CJCSM 3500.031 June 1996

VII-12

(2) Training. Training occurs in one of six categories; Service,component interoperability, joint, multinational interoperability,joint/multinational, and interagency. Training enhances individual andunit ability to perform specified tasks. Joint individual training and jointcollective training are conducted to enhance joint readiness. Trainingaspects of identified issues are either included in future training plandevelopment, immediately integrated into current training plans, orpostponed until the other aspects of the issue are corrected (doctrine,materiel, organizations (force structure), and/or education) in order toallow further attempts to accomplish the tasks to the establishedstandard. Without related issue resolution, training events will oftensimply illuminate the deficiency time and time again.

(3) Materiel. Deficiencies andshortcomings in this area involvecurrent equipment or supplycapabilities and their ability tointeract and interoperate jointlythat cause significant problems inaccomplishing the task tostandard or make accomplishmentof standard impossible. Recommendations may eithercorrect current equipment ordemonstrate a need for acompletely new modernizationinitiative to assist in resolving the issue. Recommendations in this areaare normally handled through the Services, using the Joint MonthlyReadiness Report and/or through the JWCA process.

(4) Education. Leader development occurs throughout the personnel lifecycle and is the cumulative result of training and education, experienceand self-development. Professional Military Education (PME) is the pillarof leader development that provides systematic instructions ofprofessionals enhancing their knowledge of the science and art of war. The PME system is a progressive, cumulative process preparing officersfor successive levels of responsibility within the levels of war. JPME isthat portion of PME concentrating on instruction in joint matters. JPMEinstills knowledge of broad joint warfare concepts found throughout therange of military operations as codified in joint doctrine. (CJCSI1800.01) Commanders may reasonably expect that graduates of JPMEcourses have a basic knowledge of joint concepts, processes, and

Issue• A shortcoming or deficiency

identified during training oroperations that precludes training tostandard and requires focusedproblem solving.

• Defined and analyzed in terms of

doctrine, training, education,material, and organizations (forcestructure) to facilitate correction andvalidation.

CJCSM 3500.031 June 1996

VII-13

systems appropriate to their grade and level of PME. Graduates of otherjoint courses as identified in the Joint Course Catalog can be expected tohave additional knowledge and be trained in the specific areas related tothe course(s) completed. The level of PME attained in concert with anyother joint course completion by a given individual must be consideredas a factor in the training proficiency assessment before an accurateJoint Training Plan can be finalized. Leader development issues relatedto education are elevated through the Professional Military EducationReview Process (PMERP) sponsored by the J-7/MED, Joint Staff. Leaderdevelopment issues related to specific joint courses (existing or required)are elevated to the Joint Course Development Process sponsored by theJoint Warfighting Center, Training Division.

(5) Organization. Shortcomings may be discovered in this area when,during joint training events, the amount of forces required are notavailable to meet the standard or they are not fundamentally organizedcorrectly. The combatant commands have the responsibility and areempowered to organize forces assigned to their command in any way theydeem fit. However, when systemic force structure deficiencies are noted,the Services may be called upon to make certain organizationaladjustments or adjust amount of forces because the accomplishment ofcertain tasks do not provide sufficient capability to accomplish tasks tostandard. The primary source to correct these deficiencies is through theCRS and the JSPS.

b. Issue Resolution Process. Once commanders make theirtraining readiness assessmentsand identify issues through aninternal analysis of observeddeficiencies in terms of doctrine,training, education, materiel,and organizations then thecommander may direct the issuebe fully defined. Externalreporting of issues is veryvaluable to the commanderbecause it provides a means forcommanders to gain visibilityand obtain remedies for definedissues outside their internalcontrol. These programs are the CRS, the Joint Warfighting CapabilitiesAssessment and its JROC-CINC Conferences, the Remedial Action Projects

Issue Resolution Process

• Step 1: Issue is submitted by CINC.• Step 2: Issue is refined by JCLL.• Step 3: JCLL forwards issues to

Joint Staff.• Step 4: Joint Staff assigns OPR for

issue correction.• Step 5: OPR reports that issue is

corrected and ready for validation.• Step 6: Issue for validation is

designated in the JTMP.• Step 7: CINCs validate.• Step 8: JCLL archives.

CJCSM 3500.031 June 1996

VII-14

Program, the Joint Doctrine Development Program, the Joint StrategicPlanning System’s Integrated Priority List, and the Professional MilitaryEducation Review Process recommendations to the Military EducationCoordinating Council. The purpose of the CJCS Capability Assessment is toprovide the commander a single entry point into these external programsand a single source for receiving new training requirements based uponexternal issue resolution.

(1) Step 1: Issue issubmitted by CINC. Theprimary method to packageand communicatedeficiencies discoveredduring training is through anissue definition process. Thisstep is linked directly to thePost-Exercise & EvaluationStage of the execution phasewhen the commander electsto report the issue outsidethe command. The identifiedissue is then as completelydefined as possible. In theconduct of a single event orexercise, some deficiencies are noted. The deficiencies may or may notbe considered a significant command issue by itself. On the other hand,when the same deficiency is noted over multiple exercises (e.g., operatingin multiple multinational command arrangements causes consistentinability to meet standard when apportioning air assets) withimplications to other commands, the respective command shouldadvance the issue for further definition and resolution. Further,commands categorize the deficiency in terms of doctrine, training,materiel, education, and organization aspects, possible implications andrecommendations. This general analytical method will also allow for thedefined issue to be reduced to its parts for individual aspect correctionwithin the appropriate staff, agency or program and then integrated intoone coordinated and complete corrective action before being returned tothe command for validation within the context of joint training events oractual operations. For example, if the organizational structure or newdoctrine is written to accommodate more effective multinationalcommand arrangements then the way that organization is employeddoctrinally, trained, equipped, or its personnel educated may also beaffected. A sample format for defined issues is set forth in Appendix N.


• • Step 1: Issue is submitted byCINC.

• Step 2: Issue is refined by JCLL.• Step 3: JCLL forwards issues to





CJCSM 3500.031 June 1996

VII-15

(2) Step 2: Issue is refinedby JCLL. The JCLL willmanage the automatedanalysis tools and archiveRAPs, JAARs, JULLs, andissues. The JWFC providesan analytical supportcapability to the JCLL andthe entire joint community. Both operationalassessments specified in theExecute Order as well asjoint training assessmentsand lessons learned areentered into the master database, part of the JCLL. Lessons learned are then available for futureexercise and operational planning. The analytical arm of the JCLLconducts quality assurance of all inputs to ensure the input iscategorized correctly and stored using the UJTL as its Dewey DecimalSystem. Also, the JCLL receives the defined issues from combatantcommands, refines the definition by correlating the information with datacollected from other commands, and forwards the defined issue to theJoint Staff J7/EAD for action. A supporting data base in the JCLL willprovide the capability to track the deficiency through analysis,correction and validation. Finally, the issues are archived for futurereference. The specific responsibilities of the JCLL are:

(a) Receive, catalog, and publish the lessons learned submitted by thejoint community. These lessons learned require no analysis and areoffered to the entire community as better alternatives based upon theexperience of one reporting command or agency.

(b) Perform Front End Quality Assurance to every input (observationor Defined Issue) to ensure clarity and completeness.

(c) For analysis purposes, tag each defined issue to the UJTL andcross checks both horizontally and vertically using the UJTLconstruct.

(d) Assist the community with issue resolution.

(e) Conduct Analysis.


• Step 1: Issue is submitted by CINC.• • Step 2: Issue is refined by JCLL.• Step 3: JCLL forwards issues to





CJCSM 3500.031 June 1996

VII-16

(f) Support the RAP Steering and Working Groups.

(g) Conduct independent issue identification and definition at thedirection of the CJCS or the Joint Staff.

(h) Assist all users in research requests.

(i) Prepare products as appropriate.

(j) Conduct JULLS data base maintenance and distribution.

(k) Conduct JULLS software controls administration.

(3). Step 3: JCLL forwards issues to Joint Staff.

(a) Once the JCLL hascompleted the front endanalysis and hascompletely defined theissue per the format atAppendix N, it will forwardthe issue to the J-7 with adispositionrecommendation.

(b) The J-7 will thenforward the defined issuewith recommendations tothe most appropriateexisting Joint Staff OPRfor correction. The normal routing will be through the Director of theJoint Staff or through the J-7’s normal staff responsibilities.


• Step 1: Issue is submitted by CINC.• Step 2: Issue is refined by JCLL.• • Step 3: JCLL forwards issues to





CJCSM 3500.031 June 1996

VII-17

(4) Step 4: Joint Staffassigns OPR for issuecorrection. The Joint Staffhas several establishedprocedures to resolveidentified and defined issuesincluding the RAP Program,the JMRR, the JSPS, theJWCA programs, the JointDoctrine DevelopmentProcess, the JointProfessional MilitaryEducation Review Process.

(a) One method is theCJCS Remedial Action Project (RAP) Program. The RAP Program isdesigned to correct deficiencies identified through operations, theexecution of the Joint Training System, or other sources (See FigureVII-7). A RAP is a shortcoming in existing policies, supportingstrategies, plans, procedures, materiel, or forces that may becorrected by specific action. The JCLL supports RAP Working Groupand Steering Group by conducting front-end analysis of definedissues, and provides defined issues to the RAP Working Group andSteering Group for consideration. Oversight of the CJCS RAPprogram resides with the Director, Joint Staff, while J-7 has staffpurview. The objective of the CJCS RAP program is to improve jointwarfighting capability through the following means:

1. Identify real world impediments to US warfighting capability. These problems will normally be documented as a result of JointAARs received from operations or from joint training events. However, inputs from any source consistent with the objectives ofthe RAP program are encouraged. A designated source of RAPinputs is the JMRR through its Feedback JMRR report. Ifappropriate, representatives from the RAP Working Group (J-7/EAD) will attend the Feedback JMRRs to effect the hand off ofdefined issues and OPRs.

2. Assign responsibility for issue correction.

3. Review and track the status of issue resolution.



Joint Staff.• • Step 4: Joint Staff assigns OPR for




CJCSM 3500.031 June 1996

VII-18

CJCS Remedial Action Project(RAP)

CJCS RAP Steering Group• Major Players include OSD, Joint

Staff, Unified Commands,Services, Combat SupportAgencies and JWFC

• Manages the program• Approves disposition of each new

Defined Issue• Designates the OPR to conduct

Issue Resolution• Monitors the progress of each

RAP toward resolution• Approves corrective action

completion and validation

PURPOSE

Identifies deficiencies in existingpolicies, doctrine, training,

leader development, organization(force structure), and materiel

KEY CONCEPTS• Provides recommendations

on actions necessary torectify deficiencies

• Archives Issues for futureuse

• Updated twice a yearCJCS READINESS

SYSTEM

JWCA

ASSESSMENTS

CJCSCOMMENDED

TRAININGISSUES

JOINT CENTERFOR

LESSONS LEARNED



Program

RAP

CJCS RAP STATUS REPORT

1 SEPTEMBER 1995

SECRET NOFORN

SECRET NOFORN

CLASSIFIED BY: MULTIPLE SOURCES

DECLASSIFY ON: OADR

DRAFT WORKING PAPERS

DESTROY WHEN NO LONGER NEEDED

Figure VII-7: Remedial Action Project Program

4. Once the RAP Steering Group has approved a Project forvalidation they will pass that issue to the J-7/JETD for inclusionin the JTMP to communicate issues requiring validation. In thisway, the joint training community can expect trainingrequirements from a single source, as opposed to every Joint StaffOPR whose issue requires validation, designate corrective actionscomplete and ready for testing, review validity of the effectivenessof corrective actions, and close RAPs that have been successfullytested. Results of the meetings are published in a CJCSmemorandum. Changes to the annual status report that resultsfrom the meeting are produced after each steering group meeting. Detailed instructions and procedures for CJCS RAP program arecontained in CJCSI 5716.01, the CJCS Remedial Action ProjectsProgram.

(b) Joint Warfighting Capabilities Assessments (JWCA). The JWCAprocess assesses joint warfighting capabilities to support the CJCS’sstatutory responsibility to assess defense programs and providealternative programming recommendations and budget proposals tobetter meet strategic priorities and the priorities of the combatant

CJCSM 3500.031 June 1996

VII-19

commanders. As currently structured, the JWCA provides inclusiveexaminations of joint warfighting areas (Strike; Land and LittoralWarfare; Strategic Mobility and Sustainability; Sea, Air and SpaceSuperiority; Deterrence and Counterproliferation; Command andControl; Intelligence, Surveillance and Reconnaissance; InformationWarfare; Regional Engagement and Presence; and Joint Readiness)and a comprehensive view of intersecting capabilities. Members of theJoint Staff, Services, Defense agencies, Office of the Secretary ofDefense, and unified commands participate in this process. Jointtraining proficiency is an important aspect of many of those categoriesand specifically within the Joint Readiness JWCA. Additionally,longer term issues identified in the JMRR may be referred to theJWCA for consideration. The JROC will determine whether a JWCAteam will assess a given JMRR deficiency. In the event that aproposed JMRR deficiency is not addressed by the JWCA process, theissue may be passed to the RAP Program. JWCA team findings andrecommendations are presented to the Joint Requirements OversightCouncil (JROC), the CINCs and the Joint Chiefs. Insights from thisprocess are provided to the CJCS as input to the Chairman’s ProgramRecommendations (CPR) and the Chairman’s Program Assessment(CPA) which influence the Defense Planning Guidance (DPG) anddefense program respectively.

CJCSM 3500.031 June 1996

VII-20

Joint Warfighting CapabilitiesAssessment

PURPOSE

Provide the CJCS a capabilitesbased assessment of broad

mission areas across Serviceand Defense Agency Lines

KEY CONCEPTS

• Assessments conducted by teamsfrom the Joint Staff, UnifiedCommands, Services, OSD andDefense Agencies

�Findings are presented to the JointRequirements Oversight Council(JROC) for their consideration

OSDSERVICES CINCSJOINTSTAFF

DODAGENCIES OTHERS

STRIKE

LAND & LITTORAL WARFARE

STRATEGIC MOBILITY & SUSTAINABILITY

SEA, AIR, & SPACE SUPERIORITY

DETERRENCE/COUNTERPROLIFERATION OF WMD

COMMAND & CONTROL

INTELLIGENCE, SURVEILLANCE AND RECONNAISSANCE

REGIONAL ENGAGEMENT/PRESENCE

INFORMATION WARFARE

JOINT READINESS


RAP

ASSESSMENTS

CJCSCOMMENDED

TRAININGISSUES

JOINT CENTERFOR

LESSONS LEARNED



ProgramJWCA

Figure VII-8: Joint Warfighting Capabilities Assessment

(c) Professional Military Education Review Process (PMERP). Feedback on PME curricula currency, quality, and validity is availablethrough a variety of sources. The sources include the combinedactions of the individual colleges, conferences, Military EducationCoordination Conference (MECC) meetings, and formal feedbacksystems used by the various PME components.

1. CJCSI 1800.01 Officer Professional Military Education Policyprovides guidelines and procedures for the joint commander toaffect the individual education of officers before they arrive at thecommand. Specifically, the head of other DOD activities, toinclude CINCs, will periodically review and recommendmodifications to JPME content based on joint mission experienceand requirements.

2. Special Areas of Emphasis (SAEs) emerging or existing areasnot included in learning areas and objectives may be identified asSAEs. These areas may or may not be supported by a maturedoctrinal base. SAEs serve to highlight OSD, Service, combatantcommand, Defense agencies, and joint staff curricula coverage

CJCSM 3500.031 June 1996

VII-21

concerns. SAEs keep JPME on the leading edge of jointwarfighting. The joint staff develops, coordinates, staffs, andmaintains the list of SAEs.

3. Annually, the Joint Staff sponsors conferences focused on thestatus and adequacy of PME. The Military Education CoordinationConference is chaired by the Director, Joint Staff. The MECCWorking Group is chaired by the Chief, Military EducationDivision, J-7, Joint Staff. Also, the Joint Staff hosts jointeducation conferences on specific topics of interest to the jointwarfighting community and supporting educational institutions.

(d) Joint Doctrine Development Program (JDDP). The JDDP isdiscussed in detail in JP 1-01, “Joint Publication System, JointDoctrine and Joint Tactics, Techniques, and Procedures DevelopmentProgram.”

1. New Doctrine. Proposal for the development of new doctrinemay be submitted at any time by a Service Chief, a combatantcommander, a Director, Joint Staff directorate or the Commander,JWFC to the Joint Doctrine Directorate, J-7, Joint Staff bymessage or letter. There are four processes of the JDDP; initiation,development, approval, and maintenance. The development of anew doctrinal publication takes about two years. The semiannualJoint Doctrine Working Party is the preferred method forintroducing project proposals.

2. Changes to Doctrine. Administrative and substantive changesare submitted IAW CJCSI 5711.01. Urgent changes are submittedvia priority message to the J-7, Joint Staff and the publicationsLead Agent. Routine changes are submitted to the Joint DoctrineDirectorate, J-7, Joint Staff.

3. Revisions to Doctrine. Scheduled revisions to doctrine will becompleted on a 5-year cycle beginning with the effective date of thepublication. Out of cycle revisions are considered on an as-neededbasis.

(e) The Chairman’s Readiness System (CRS). The CRS is an excellentmechanism to elevate organization and force structure issues throughthe Joint Staff J-3 to the Services for resolution through their normaltitle 10 responsibilities.

CJCSM 3500.031 June 1996

VII-22

(5) Step 5: OPR reports thatissue is corrected and readyfor validation. The OPRreports issue correctioncomplete and recommendsthe issue be returned to theCINC for validation. The J-7will forward the correctedissue documentation to thecombatant commanders forvalidation in a Joint TrainingEvent or operation.

(6) Step 6: Issue forvalidation is designated inthe JTMP. The JTMP will designate those issues requiring validation. Ifthe issue is systematic across multiple commands or describes a majorreadiness deficiency, it will be elevated to a Chairman’s CommendedTraining Issues (CCTIs). CCTIs are special-interest items developed fromall-source lessons learned, readiness reports, operational assessments,and those issues that have been corrected in the joint staff and requirecombatant command validation. These issues are incorporated into theJTMP to ensure appropriate visibility by the combatant commands indeveloping their JTPs as part of the Chairman’s training guidance. Eachcommand may make CCTI recommendations to the CJCS through the J-7 (JCLL) on training issues they have determined require specific trainingfocus. CCTIs are reviewed every two years to remove those which havemet the standard, those that require continued focus, and new issues. Each command considers these CCTIs for special emphasis in theupcoming training cycle. Moreover, each command should assess thesetasks in relation to their theater conditions as a key training readinessindicator.




issue correction.• • Step 5: OPR reports that issue is

corrected and ready for validation.• • Step 6: Issue for validation is


CJCSM 3500.031 June 1996

VII-23

PURPOSE

Ensure appropriate visibility bythe combat commands of

special-interest items

KEY CONCEPTS

• Developed from all-source lessonslearned

• Issues should be considered by CINCsjoint exercise and training planners

• CCTI Categories

• Issues for Immediate Action

• Issues for Ongoing Action• Issues for Validation

CJCS Commended TrainingIssues


JWCA

RAP

ASSESSMENTS

JOINT CENTERFOR

LESSONS LEARNED



Program

CJCSCOMMENDED

TRAININGISSUES

FORTHE ARMED FORCES



1998


Figure VII-9: Chairman’s Commended Training Issues

(a) Issues for Immediate Action. These issues are identified by theCJCS as training deficiencies based on operational assessments, thecurrent readiness program, the joint warfighting capabilitiesassessments, and/or any number of other methods which bringspecific items to the attention of the CJCS and will be specificallyincluded in joint training plans.

(b) Issues for On-going Action. To improve long-term interoperabilityand enhance jointness, these issues are commended to focus on ajoint vision. Many of these issue are based on emerging jointdoctrine/JTTP, reported readiness shortfalls within the JMRR, and/orJWCA recommendations. As doctrine matures, it is the commanders’responsibility to ensure joint procedures are understood, tested, andexercised. These issues identify those emerging areas where inclusionwithin training events provides clear feedback as to the relative worthof these initiatives to correct previously identified shortcomings anddeficiencies or to integrate new initiatives into the joint operationalworld.

CJCSM 3500.031 June 1996

VII-24

(7) Step 7: CINCs validate. These issues then becomevalid training requirementswhich are included in theJTP and tested within thecontext of joint exercises oroperations. When the CINC’sreport back to the J-7 JETD,through the Joint Center forLessons Learned, that theissue has been validated thenit will be removed, archivedat JCLL and published, asappropriate. If the CINCdetermines it has not beenvalidated then the issue will be returned with recommendations to theOPR through the JCLL.

(8) Step 8: JCLL archives. The JCLL will archive the entire issueresolution history for future reference.

4. CJCS Evaluation Program for Joint Operations and CINC-SponsoredExercises.

a. Pursuant to title 10, US Code, Section 153, the primary purpose of theCJCS Evaluation Program is to provide an independent assessment of thepreparedness of the combatant commands to carry out their assignedmissions as demonstrated during selected joint operations and CINCsponsored joint training events. The term assigned missions includes thoseidentified in the JSCP, UCP and approved OPLANs and CONPLANs. TheJoint Staff, J-7, Evaluation and Analysis Division (J-7 EAD) executes theCJCS Evaluation Program.

b. The CJCS Evaluation Program supports the Chairman by providing anindependent field assessment and by documenting issues of interest to thejoint community. The Joint Exercise Evaluation Program is a fiscal yearprogram initiated one year in advance. Combatant commanders nominatetwo major field training exercises and two major command post/computerassisted exercises for consideration. Each nomination list the CCTIsaddressed and identifies JMET derived training objectives. The Joint StaffJ-7/EAD develops a draft joint training event evaluation plan based upontraining objectives, timing, and resource availability. The draft evaluationschedule is briefed at the annual Worldwide Scheduling Conference. The






designated in the JTMP.• • Step 7: CINCs validate.• • Step 8: JCLL archives.

CJCSM 3500.031 June 1996

VII-25

final plan is released by message and approved by the Director, Joint Staff,as part of the JTMS.

c. The Joint Staff J-7/EAD is responsible for the Chairman’s JTF oversightprogram. The focus of this program is to conduct on site assessments ofreal-world joint operations. The assessments focus on selective portions ofthe joint operation which are of current operational interest of the Chairmanand the joint community. Coordination for operations assessments areconducted with the appropriate combatant commands.

5. Assessment Phase Summary. During the assessment phase of the JTS (SeeFigure VII-10), joint commanders must carefully assess their trainingproficiency and capture why the training standard was or was not achieved. Commanders then take action designed to continue favorable results or correctthose deficiencies within their purview. If corrective action is needed outsidetheir purview, commanders should communicate those deficiencies to theirhigher headquarters or the joint staff for resolution. The essence of theassessment phase is that it is the commander’s tool to decide where and howtraining information is reported and acted upon both internal and external tothe command. Commanders at all levels know that to increase readiness thecorrection of deficiencies identified through training and operations must bemanaged by exception so that the same mistakes are not made time and again. The assessment phase completes the joint training cycle and, if carefully andaggressively executed, will demonstrate the worth of the system.

Joint Trainin g System: Process and Products

ASSESSSTATUS

OF TRAINING

CJCS COMMENDEDTRAINING ISSUES


JPME SPECIAL AREASOF EMPHASIS

JOINT DOCTRINEDEVELOPMENT

PROGRAM

JOINT WARFARECAPABILITY

ASSESSMENTS

REMDIAL ACTIONPROJECTS

ASSESSMENT

Figure VII-10: JTS Process and Products - Assessment Phase

CJCSM 3500.031 June 1996

VII-26

6. Joint Training System Summary. The JTS provides a systematic approachto training that identifies mission-based training needs in the RequirementsPhase; packages those prioritized training requirements in a joint training planin the Planning Phase; conducts and evaluates cost effective and efficienttraining in the Execution Phase; and gathers and analyzes the collective resultsof joint training in the Assessment Phase. In short, the Joint Training Systemrepresents an interlocking series of disciplined, logical, and repeatableprocesses that are designed to continuously improve joint readiness.



JSCP

JOINTDOCTRINE

OPLANS

MISSIONANALYSIS


JOINT TASKS

UNIVERSALJOINT TASK

LIST

JOINTCONDITIONS

JOINTSTANDARDS

REQUIREMENTS PLANS

JOINTTRAININGMASTER

SCHEDULE

JOINTTRAININGMASTER

PLAN

MODELINGAND

SIMULATIONPLANS




JOINTMIISSION

TRAININGGUIDES


JWCA

RAP

ASSESSMENTS

CJCSCOMMENDED

TRAININGISSUES

JOINT CENTERFOR

LESSONS LEARNED



Program


SERVICERESOURCES



JOINT COURSES

EXECUTION

EVALUATION

JAARS/JULLS

MODELINGAND

SIMULATIONTOOLS

JWFC

Figure VII-11: Joint Training System