CHAIRMAN OF THE JOINT
CHIEFS OF STAFF
MANUAL
J-7 CJCSM 3511.01A
DISTRIBUTION: A, B, C 30 August 2019
JOINT TRAINING RESOURCES FOR THE
ARMED FORCES OF THE UNITED STATES
References: See Enclosure G.
1. Purpose. This manual implements Chairman of the Joint Chiefs of Staff
(CJCS) policy for planning and managing joint training resources managed by
the Joint Staff J-7, while providing limited visibility into other training
resources where appropriate as prescribed in references a-s.
2. Superseded/Cancellation
a. CJCS Manual (CJCSM) 3511.01, 26 May 2015, “Joint Training
Resources for the Armed Forces of the United States,” is hereby superseded.
b. CJCS Notice (CJCSN) 3511, 16 April 2018, “Combatant Commanders
Exercise Engagement and Training Transformation (CE2T2) Resources
Management Interim Guidance” is hereby canceled.
3. Applicability. This CJCSM applies to the Combatant Commands (CCMDs),
Services, Reserve Components (RCs), the National Guard Bureau (NGB),
combat support agencies (CSAs), the Joint Staff, and other joint organizations.
The required actions for those organizations participating in joint training
events are contained in reference a.
4. Procedures. See Enclosures A-F.
5. Summary of Changes. This revision incorporates CJCSN 3511 “Combatant
Commanders Exercise Engagement and Training Transformation (CE2T2)
Resources Management Interim Guidance.” It has been modified to:
a. Incorporate business rule changes required to reflect the shift in
management authority of the CE2T2 account from the Office of the Assistant
Secretary of Defense for Readiness (OASD(R)) to the Joint Staff.
CJCSM
3511.0lA
30
August
2019
b.
Incorporate
guidance
intended
to
provide
greater
efficiency
and
effectiveness
in
managing
the
CE2T2
account.
c.
Incorporate
updated
processes
for
CE2T2
including
the
Joint
Exercise
Transportation
Program
(JETP),
Joint
Training
Coordination
Program
(JTCP),
as
well
as
other
CE2,
and
Training
Transformation
(T2)
processes.
d.
Provide
a
clear
overview
of
CE2T2
resources.
e.
Provide
guidance
on
Title
10,
U.S.
Code
(U.S.C.),
section
321
concerning
training
with
friendly
foreign
nations.
In
addition,
payment
of
expenses
related
to
such
training
has
been
removed
from
this
document.
6.
Releasability
.
UNRESTRICTED.
This
directive
is
approved
for
public
release;
distribution
is
unlimited
on
the
Non-Secure
Internet
Protocol
Router
Network
(NIPRNET).
Department
of
Defense
(DoD)
Components
(to
include
the
Combatant
Commands),
other
Federal
agencies,
and
the
public
,
may
obtain
copies
of
this
directive
through
the
Internet
from
the
CJCS
Directives
Electronic
Library
at:
<http:/
/www
.
jcs
.
mil/library>.
Joint
Staff
activities
may
also
obtain
access
via
the
Secure
Internet
Protocol
Router
(SIPR)
Directives
Electronic
Library
Websites.
7.
Effective
Date.
This
MANUAL
is
effective
upon
receipt.
For
the
Chairman
of
the
Joint
Chiefs
of
Staff:
Enclosures
A -
Introduction
GLEN D. VANHERCK, Maj
Gen,
USAF
Vice
Director,
Joint
Staff
B -
Combatant
Commanders
Exercise
Engagement
and
Training
Transformation
Enterprise
C -
Combatant
Commanders
Exercise
Engagement
D -
Training
Transformation
-
Joint
National
Training
Capability
E -
Training
Transformation
-
Other
F -
Other
Joint
Training
Support
Capabilities
G -
References
GL-
Glossary
2
CJCSM 3511.01A
30 August 2019
i
TABLE OF CONTENTS
Page
ENCLOSURE A INTRODUCTION
Purpose ................................................................................................. A-1
Background............................................................................................ A-1
Joint Training Resources ........................................................................ A-1
ENCLOSURE B COMBATANT COMMANDERS EXERCISE ENGAGEMENT AND
TRAINING TRANSFORMATION ENTERPRISE
Roles and Responsibilities ...................................................................... B-1
Appendix A – Governance .............................................................. B-A-1
Appendix B – Planning, Programming, Budgeting, and Execution .. B-B-1
Appendix C – CE2T2 Enterprise Business Rules ............................ B-C-1
Appendix D – Funding Process ...................................................... B-D-1
Appendix E – The Joint Exercise Program ...................................... B-E-1
Annex A – Joint Exercise Program Nomination Process ............ B-E-A-1
ENCLOSURE C COMBATANT COMMANDERS EXERCISE ENGAGEMENT
Introduction ........................................................................................... C-1
Purpose ................................................................................................. C-1
Combatant Commanders Exercise Engagement Program Description ...... C-1
Combat Support Agency and Interagency Participation ........................... C-3
Appendix A – Joint Exercise Transportation Program ..................... C-A-1
Appendix B – Service Incremental Funding .................................... C-B-1
Joint Staff J-7 Support to the Combatant Commands .................... C-C-1
ENCLOSURE D TRAINING TRANSFORMATION – JOINT NATIONAL TRAINING
CAPABILITY
Introduction .......................................................................................... D-1
Purpose ................................................................................................ D-1
Joint National Training Capability Program Description ......................... D-2
Joint National Training Capability Organization ..................................... D-2
Funding ................................................................................................ D-3
Appendix A – Joint Training Coordination Program ........................ D-A-1
Appendix B – Global Joint Training Infrastructure ......................... D-B-1
Appendix C – Joint Enterprise Enduring Training Enablers ........... D-C-1
CJCSM 3511.01A
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ENCLOSURE E TRAINING TRANSFORMATION - OTHER
Training and Transformation – Other ...................................................... E-1
Funding Requirements and Component Processes .................................. E-1
Joint Assessment and Enabling Capability ............................................. E-1
Joint Knowledge Online .......................................................................... E-1
Joint Interoperability Division................................................................. E-3
ENCLOSURE F OTHER JOINT TRAINING SUPPORT CAPABILITIES
Purpose ................................................................................................. F-1
Joint Deployment Training Center .......................................................... F-1
Joint Targeting School ............................................................................ F-1
Joint Command, Control, Communications, and Computers Planners
Course ................................................................................................ F-3
Joint Training Information Management System ..................................... F-3
Joint Personnel Recovery Agency Support ............................................... F-3
Joint Center for International Security Force Assistance ......................... F-4
Joint Sourcing Training and Oversight ................................................... F-4
Joint Doctrine Support ........................................................................... F-5
Joint Information Operations Range ....................................................... F-6
Joint Staff J-6 Deputy Director Cyber, Command, Control,
Communications, and Computers Integration ..................................... F-6
ENCLOSURE G REFERENCES ................................................................... G-6
ENCLOSURE GL GLOSSARY ..................................................................... GL-1
FIGURES
1. Out of Cycle Training/Exercise Support Request Format…. ................. B-D-3
2. Joint Exercise Program Nomination Quad Chart .............................. B-E-A-2
CJCSM 3511.01A
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(INTENTIONALLY BLANK)
CJCSM 3511.01A
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A-1 Enclosure A
ENCLOSURE A
INTRODUCTION
1. Purpose. This manual describes joint training resources and resource
management guidelines for CCMDs, Services, RC, NGB, CSAs, Joint Staff, and
other joint organizations to plan, program, budget, and execute joint training in
accordance with (IAW) the policy, guidance, and processes promulgated in
references a-c. This manual provides detailed guidance on joint funding, joint
transportation, and joint training support resources and their processes and
procedures. For the purpose of this manual, the term resource pertains to
funding, materials, personnel, authorities, and other assets available to
support joint training. Reference c defines joint training as training (mission
rehearsals of individuals, units, and staffs) using Joint Doctrine or tactics,
techniques, and procedures to prepare joint forces or joint staffs to respond to
strategic, operational, or tactical requirements that the Combatant
Commanders (CCDRs) consider necessary to execute their assigned or
anticipated missions.
2. Background. DoD Components use the Joint Training System to develop
training requirements, plan, execute, and assess training based on mission-
essential tasks. There is a myriad of joint training resources that support the
execution of joint training. The largest joint training resource is the CE2T2
Defense-Wide account. CE2T2 funds the majority of joint training resources
described herein. It supports both CCDRs’ and Services’ exercises that sustain
readiness and support security cooperation objectives. The ability to maximize
joint training depends on effective management of available joint training
resources to improve joint force readiness.
3. Joint Training Resources. CCDRs must synchronize the command’s joint
training programs, security cooperation planning, Service Component training
programs, as well as external support from other CCMDs, CSAs, and
supporting joint organizations. The ability to maximize joint training depends
upon an understanding and effective management of available joint training
resources to improve joint force readiness. All training resources must be
planned, programmed, budgeted, and executed IAW established policies and
procedures to ensure the most effective and efficient joint training programs.
a. Financial. There are various appropriations available to fund joint
training. The largest funding source for joint training is the Joint Staff
Defense-Wide CE2T2 account, which includes the Operations and Maintenance
(O&M) and Research, Development, Test, and Evaluation (RDT&E)
appropriations. DoD Components have various roles and responsibilities when
using these appropriations to fund joint training. The primary funding source
CJCSM 3511.01A
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A-2 Enclosure A
for joint training is the CE2T2 program. Training with friendly foreign nations
and payment of expenses enhance the readiness of U.S. military forces. Title
10, U.S.C., section 321 enables a Service Secretary or a CCDR to pay, or to
authorize payment, for the expenses of a friendly foreign country (reference o).
b. Transportation. The Chairman, the CCDRs, and their components use
strategic transportation support through the U.S. Transportation Command
(USTRANSCOM) for joint training, multinational/combined training, and joint
pre-deployment training during exercise execution.
c. Joint Training Support. Other training enablers available to DoD
Components for development of their joint training programs are described
below.
(1) Individual joint training, such as academic instruction, distributed
learning, organizational and institutional training, and on-the-job training, are
designed to develop joint core competencies, support joint activities and
programs, or enable joint collective and/or staff training. Individual joint
training can be delivered through Web-based portals such as Joint Knowledge
Online (JKO), military training institutions, commercial training programs, and
locally produced and delivered training.
(2) Joint live, virtual, and constructive training capabilities, seminars,
war games, table-top exercises (TTXs), assessment, and training ranges are
activities used to conduct or support joint training.
CJCSM 3511.01A
30 August 2019
B-1 Enclosure B
ENCLOSURE B
COMBATANT COMMANDERS EXERCISE ENGAGEMENT AND TRAINING
TRANSFORMATION ENTERPRISE
1. Roles and Responsibilities
a. Office of the Under Secretary of Defense for Personnel and Readiness
(OUSD(P&R)) will:
(1) Provide oversight and strategic shaping across all CE2T2 functions.
(2) Oversee and provide Department-wide CE2T2 policy IAW DoD
Directive 1322.18, “Military Training” (reference c).
(3) Develop and promulgate the CE2T2 Program Goals and Objectives
(PG&O), with coordination from the Joint Staff, the Office of the Secretary of
Defense (OSD) staff, and the CE2T2 stakeholder community. The ASD(R)
ensures that the PG&O remains consistent with strategic guidance and
approves the document. During years with no full PG&O publication, ASD(R)
will publish a continuation or guidance letter. The PG&O will drive both the
Program Objective Memorandum (POM) and the Program Execution Plan (PEP)
development.
(4) Conduct program assessment through its Joint Assessment and
Enabling Capability (JAEC) located in the Office of the Assistant Secretary of
Defense for Force Education and Training (OASD/FE&T).
b. The Joint Staff J-7, Joint Force Development Directorate, will:
(1) Execute authority for CE2T2 programming, planning, budgeting,
and execution resource actions, in accordance with the CE2T2 PG&O. This
includes chairing the CE2T2 Program Objective Memorandum panel with co-
chairs from ASD(R) and a rotating representative from a CCMD or Service.
(2) Provide military advice to the ASD(R) and Deputy Assistant
Secretary of Defense for Force Education and Training (DASD(FE&T)) on the
identification of enterprise-wide joint training gaps and deficiency trends, and
joint training and engagement emerging requirements in support of the
development of the PG&O.
(3) Develop and promulgate the annual CE2T2 PEP with coordination
from OSD staff and the CE2T2 stakeholder community. The PEP will be
approved by Director for Joint Force Development, Joint Staff J-7 (DJ-7) and
distributed to stakeholders prior the start of the new fiscal year (FY).
CJCSM 3511.01A
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B-2 Enclosure B
(4) Monitor the execution of CE2T2 funds including but not limited to
commitment, obligation, and execution on a monthly basis in formats
developed with ASD(R). Gather and disseminate monthly execution reporting
to the enterprise and DASD(FE&T). Support ASD(R)’s oversight role by
providing CE2T2 performance data, analytics, investment summaries and
outcomes, and manpower inventories (military, civilian, and contractor).
(5) Comply with Deputy Chief Management Officer policy guidance
(reference d) regarding use of funds for CE2T2 purposes.
(6) Manage and execute the internal reprogramming of CE2T2 funds in
the year of execution.
(7) Implement and monitor accounting and financial reporting
requirements to include improving the effectiveness of Internal Controls Over
Financial Reporting.
(8) Monitor and reconcile monthly CE2T2 program execution with the
Accounting Report Monthly (AR(M))1002, Appropriation Status by Fiscal Year
Program and Subaccounts. Initiate actions to ensure the stakeholders
reconcile execution with the AR(M) 1002.
(9) Establish and maintain resource distribution and tracking methods
in order to achieve Financial Improvement and Audit Readiness or FIAR
standards issued by the OUSD(Comptroller).
(10) Provide input to the POM.
(11) Validate program rigor and discipline by participation in the CE2T2
assessment program.
c. The CCMDs and Services will:
(1) Provide input to the POM.
(2) Provide allocation of funding for planning purposes in support of the
CE2T2 PEP.
(3) Report commitments, obligations and expenditures for year of
execution funds to the Joint Staff Program Managers.
(4) Emphasize the importance of funding via other avenues such as
Integrated Priority Lists and within coordination of the Joint Staff.
CJCSM 3511.01A
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B-3 Enclosure B
(5) CCMDs, IAW reference j, develop, publish, and execute command
joint training plans and joint training programs for command staffs and
assigned forces. CCMDs are responsible and accountable to manage the
execution of their allocated CCMD Training and Exercise resources and serve
as primary members of the CE2 Stakeholder Leadership Team (SLT).
(6) Services under the provisions of Title 10, U.S.C., chapter 6 and IAW
CJCSI 3500.01, provide trained and ready forces for joint employment and
assignment to CCMDs. Services are responsible and accountable to manage
the execution of their allocated Service and U.S. Special Operations Command
(USSOCOM) Joint National Training Capability (JNTC) resources and serve as
primary members of the CE2 SLT and the JNTC Corporate Board (CB).
(7) Validate program rigor and discipline by participation in the CE2T2
assessment program.
CJCSM 3511.01A
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B-4 Enclosure B
(INTENTIONALLY BLANK)
CJCSM 3511.01A
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B-A-1
Appendix A
Enclosure B
APPENDIX A TO ENCLOSURE B
GOVERNANCE
1. CE2T2 Governance. The CE2T2 Enterprise has a governance structure that
consists of four elements. This framework provides a collaborative process to
identify and resolve enterprise-wide program issues at multiple levels.
a. The Senior Advisory Group (SAG) is a three-star body co-chaired by the
DJ-7 and the Deputy Assistant Secretary of Defense for Force Education and
Training (DASD(FE&T)). The SAG convenes to de-conflict unresolved issues
and serves as the fiscal governing body for adjudicating funding allocation
decisions that cannot be settled at a lower level. The SAG provides strategic
direction for all joint training efforts, approves the Program Objective
Memorandum (POM) and priority decisions. If an issue cannot be settled at the
SAG, it will be pushed up to a higher level for review and resolution.
b. CE2T2 Synchronization Board (Sync Board). The Sync Board is
composed of General Officer/Flag Officer/Senior Executive Service (G/FO/SES)
leaders from the Joint Staff J-7 and the OASD(R) with representation from all
CE2T2 stakeholders and other invited parties. This board provides
G/FO/SES-level guidance and decisions on a more routine basis throughout
the year based on stakeholder recommendations. The Sync Board will validate
lower-level decisions and address issues that cannot be resolved at the three O-
6/GS-15-level coordinating bodies.
c. There are three (GS-15/O-6 level) coordinating bodies chaired by Joint
Staff J-7 that meet periodically throughout the fiscal year to frame and resolve
issues and recommend, as required, decisions regarding program policy and
financial execution to the G/FO/SES-level forums:
(1) The Joint Training Principals serves as the overarching CE2T2
program body addressing crosscutting issues affecting all parts of the CE2T2
program to include T2-Other programs. The Joint Training Principals meeting
convenes as required and is chaired by the Joint Staff J-7, Deputy Director,
Program Management Activities (DDPMA). Membership consists of designated
representatives from all CE2T2 programs. The Joint Training Principals
meeting meets as needed to discuss enterprise level topics.
(2) The CE2 Stakeholder Leadership Team (SLT) serves as the CE2
component coordination body established for stakeholders to address CE2
issues in a collaborative venue. The CE2 SLT is chaired by the Joint Staff J-7,
DDPMA. Voting Membership consists of representatives from each CCMDs, the
CJCSM 3511.01A
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B-A-2
Appendix A
Enclosure B
Services, and the Joint Staff J-7 Deputy Directorate for Joint Training (DDJT).
The CE2 SLT meets quarterly.
(3) The JNTC CB is the forum established to address JNTC issues. The
JNTC CB is chaired by the Joint Staff J-7, DDPMA. Voting Membership
consists of representatives from each Service, USSOCOM, and the Joint Staff
J-7 DDJT. The JNTC CB meets quarterly.
CJCSM 3511.01A
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B-B-1
Appendix B
Enclosure B
APPENDIX B TO ENCLOSURE B
PLANNING, PROGRAMMING, BUDGETING, AND EXECUTION
1. CE2T2 Planning, Programming, Budgeting, and Execution. The CE2T2
program allows stakeholders to fund training and exercises aligned with
strategic guidance across all levels of operations, focusing on improving joint
force readiness, improving the joint warfighting capabilities, and evaluating
joint concepts and emerging capabilities.
a. Program Objective Memorandum
(1) Program Objective Memorandum Panel Membership. The Joint Staff
will chair the CE2T2 Program Objective Memorandum (POM) Panel with co-
chairs from CCMD or Service, and OUSD(Personnel and Readiness) in order to
provide a balanced enterprise perspective on the alignment of resources to
strategic priorities and risk to protect joint force equities.
(2) Program Objective Memorandum Adjustments. The POM panel will
make judgments to balance program resources within the topline based on
Department of Defense (DoD) strategic priorities, identified high risk areas,
benefit to the Enterprise, and prior years’ performance (e.g., 2–5 years).
Consistent reallocation of funds across fiscal years will be considered for
permanent reallocation across the Future Years Defense Plan (FYDP) to reduce
enterprise risk during POM review.
(3) Program Objective Memorandum Issues. Significant risk to joint
readiness and mission objectives that cannot be addressed through the POM
review will be considered for submission as an issue by the Joint Staff to the
Deputy Secretary of Defense issues process.
b. Combatant Commanders Exercise Engagement and Training
Transformation Program Budget Review Request
(1) Program Budget Review (PBR) requests are an annual process to
gather stakeholder requirements, analyzes them, and then prioritizes the
funding based on strategic guidance from OSD and Joint Staff.
(2) Requirements are submitted on an annual basis using the PBR form.
Specific instructions for submitting and assessing PBRs can be found in the
PEP Development and Assessment Guidance.
CJCSM 3511.01A
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B-B-2
Appendix B
Enclosure B
(3) CCMDs may submit PBRs for Adaptive Training Capability (ATC)
investment funding through an appropriate sponsor, i.e., a Service, USSOCOM,
or Joint Staff J-7.
c. CE2T2 Program Execution Plan
(1) The CE2T2 PEP provides the program of record as submitted in the
President’s Budget for the year of execution. The PEP encapsulates the
execution plan for all CE2T2 program components in a single integrated
document.
(2) Directives, strategic documentation and other higher-level guidance
from OSD and the CJCS inform the development of the CE2T2 PEP.
(3) The CE2T2 PEP aligns resources to priorities outlined in the current
National Defense Strategy, the CJCS’s Joint Training Guidance and the
priorities established in CE2T2 Program Goals and Objectives (PG&O).
(4) The CE2T2 PEP may change from the President’s Budget (PB)
position to what is enacted in the Appropriation Act due to congressional
marks. The enacted CE2T2 PEP is the final position for the current fiscal year.
d. Financial terminology. The DoD Financial Management Regulation
7000.14-R (reference g) provides the following definitions.
(1) Commitment. An administrative reservation of funds based on firm
procurement requests, unaccepted customer orders, directives, and equivalent
instruments.
(2) Obligation. Amount representing orders placed, contracts awarded,
services received, and similar transactions during an accounting period that
will require payment during the same, or a future, period. This includes
payments for which obligations previously have not been recorded and
adjustments for differences between obligations previously recorded and actual
payments to liquidate those obligations.
(3) Expenditure. A charge to an account or an actual disbursement of
funds in return for goods or services.
CJCSM 3511.01A
30 August 2019
B-C-1
Appendix C
Enclosure B
APPENDIX C TO ENCLOSURE B
COMBATANT COMMANDERS EXERCISE ENGAGEMENT ENTERPRISE
BUSINESS RULES
1. Decision Making
a. The chair (Joint Staff J-7 DDPMA) of the SLT and CB can call for a vote
on issues when there is a minimum quorum of at least 80 percent of voting
members. Decisions are rendered with a simple majority of the voting
members.
b. G/FO/SES from a stakeholder organization or lower body chairs can
push forward and higher-level chairs can pull up for review any issue that
needs to be resolved through the CE2T2 governance structure.
2. Realignment of Claimant Funds across Program Budget Lines. Claimants
are accountable and responsible to execute program budget lines as defined in
the signed CE2T2 Program Execution Plan. In order to maintain claimant
flexibility and manage risk within the year of execution, funds may be realigned
from one program budget line to another (with the exception of SIF as outlined
in paragraph 6) under the following criteria:
a. Full year appropriation has been approved.
b. Transfer completed no later than (NLT) end of the third quarter of the
fiscal year (3QFY).
c. Up to $1.5 million or 5 percent of the originating program budget line,
whichever is greater, may be moved annually after notification to Joint Staff
J-7. Request(s) totaling more than the aforementioned will require Sync Board
approval.
3. Realignment of Funds across the Joint Exercise Transportation Program.
Resources budgeted for exercise transportation may need to be realigned due to
exercise adjustments and unforeseen circumstances during the fiscal year.
The reallocation of excess transportation funds will revert, in priority order, to
the following:
a. The sponsoring CCMD for reallocation, as JETP, within the sponsor’s
Joint Exercise Program (JEP). There is no deadline or funding limit; however,
notification to the Joint Staff J-7 JETP Manager is required.
b. The sponsoring CCMD for reallocation to another JEP requirement
within the CCMD (SIF or Training and Exercises (T&E)). Reallocation
CJCSM 3511.01A
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B-C-2
Appendix C
Enclosure B
request/notification to Joint Staff J-7 is required. The deadline for any
reallocation to be completed is NLT end of 3QFY. CCMD must identify to
DDPMA the amount and corresponding levels of approval for moving to other
program elements which are defined in paragraph 2.c. Excess funds identified
post 3QFY revert to realignment of JETP Funds.
c. Joint Staff/J-7 management for reallocation within the JETP.
d. Other high-priority CE2T2 unfunded requirements (UFRs) as identified
through the annual enterprise UFR process.
4. Joint Exercise Transportation Program ELLIPSE funding. Each year two
Geographic CCMDs (GCCs) have a level III ELLIPSE event scheduled. JETP
funding fenced for ELLIPSE exercises will be split between those two GCCs with
level III events in the current fiscal year. DDPMA maintains and publishes the
ELLIPSE cycle listing by fiscal year through the POM years for reference.
Unused ELLIPSE funding will revert to the JETP Manager for reallocation
within the two ELLIPSE exercises first where an identified ELLIPSE
requirement is defined, then for reallocation within JETP, and if not required
made available for the annual CE2T2 enterprise UFR process.
5. Funding Returns. Claimants are to notify Joint Staff J-7 of any funding
that will be returned due to unforeseen circumstances with funding returns
completed NLT end of 3QFY. Any returns past this deadline increase risk to
fully execute available CE2T2 resources. Late returns will be documented at
turn in and in the annual report along with any extenuating circumstances to
be considered during following FY marks and POM deliberations. Funding
return guidelines apply to funds expiring at the end of the current year (i.e.,
Operations & Maintenance (O&M), second-year Research, Development, Test
and Evaluation, and third-year procurement).
6. CE2 Enterprise SIF Business Rules. The following details the management
of SIF.
a. CCMDs own the SIF requirements and the Services execute the funding
for the CCMDs.
b. Service Incremental Funding (SIF) funds Service incremental costs for
participation in CE2-eligible JEP events as identified by the CCMD, exclusive of
JETP-funded requirements.
c. The sponsoring CCMD holds the first right of refusal for unexecuted SIF
for a particular exercise during the year of execution and may reallocate
unexecuted SIF toward another SIF requirement. CCMDs may:
CJCSM 3511.01A
30 August 2019
B-C-3
Appendix C
Enclosure B
(1) Reallocate unexecuted SIF toward another SIF requirement within
the respective Service Component program supporting the CCMD; or
(2) Reallocate unexecuted SIF towards another Service Component
within the CCMD after concurrence with the respective Service Components
and Service Headquarters.
d. Following unexecuted SIF notification by the Service Component to the
sponsoring CCMD and if reallocation by the sponsoring CCMD is not made IAW
SIF Business Rule c(1) or c(2), the Service managing SIF has the authority to
reallocate unexecuted SIF towards another CCMD exercise supported by their
forces after concurrence with the CCMDs impacted by any reallocations.
e. CCMD Service Components will submit CCMD validated UFRs in
accordance with current UFR business rules. The Service Headquarters will
then submit the approved UFRs by exercise in accordance with current UFR
Business Rules.
f. Service Headquarters are required to provide an initial SIF Spend Plan by
exercise to account for SIF allocations for the year of execution.
g. Service Headquarters will post a monthly SIF report in the CE2T2
Program Tracking Tool NLT the seventh day of the following month. The SIF
Monthly Report Format is provided via separate correspondence.
7. Joint National Training Capability Joint Training Coordination Program
Business Rules
a. JTCP resources movement of personnel (including temporary duty costs)
and equipment for planning and executing joint training events. It does not
cover operational costs.
b. JTCP only provides support to JNTC-Accredited Service Programs.
c. The JTCP working group (WG) meets monthly to coordinate exercise
support. Frequent collaboration between Services/USSOCOM is encouraged to
enhance communication and supportability.
d. Budget allocations for the services are locked after the agreements list is
finalized by the end of 3Q. New requests will be tracked as an Unfunded
Requirement by the JTCP Manager as UFRs. Program manager will submit
consolidated unfunded requirements as required to the JTCP Manager who will
validate each UFR, and if no funds are available, the Program Manager will
submit the UFR to CE2T2 UFR process.
CJCSM 3511.01A
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Appendix C
Enclosure B
e. Aircraft or munitions support will be planned without the maintenance
travel tail unless no other option is available for the training venue.
f. Allied support is coordinated via JTCP, but no JNTC funding is provided.
Participation is “pay to play” indefinitely.
g. JTCP is authorized for U.S. Non-Governmental Agencies (NGOs) and U.S.
- Other Government Agencies (OGAs).
h. Working documents are maintained by the CE2T2 DDPMA Division.
i. Joint Staff J-7/DDPMA/CE2T2 Division (J-7/PMA/CE2T2) develops
JTCP PBR.
j. Working Group prioritizes the working agreements and determines
funded and unfunded requirements by stakeholder based on the projected
budget.
(1) Stakeholders prioritize their requirements and internal funding
allocations separately.
(2) Only supportable requirements will be allocated funding.
(3) Unfunded priorities will be reviewed at monthly meetings and may be
funded as uncommitted/unexecuted funds become available during the fiscal
year.
k. Services/programs receiving support will development requirements in
order to fund the providing Service/Agency.
l. Supporting Service will fund as appropriate to subordinate commands.
m. Realignment of Joint Training Coordination Program Funds. Resources
budgeted for exercises may need to be realigned due to exercise adjustments
and unforeseen circumstances during the fiscal year. The reallocation of JTCP
funds will revert, in priority order, to the following:
(1) The Service/USSOCOM for reallocation, as JTCP, within the
sponsor’s JTCP. There is no deadline or funding limit; however, notification to
the Joint Staff J-7 JTCP Manager is required.
(2) The Service/USSOCOM for reallocation to another JTCP stakeholder
within JTCP. Reallocation request/notification to the Joint Staff J-7 JTCP
Manager is required. Excess funds identified post 3QFY revert to the Joint
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Appendix C
Enclosure B
Staff J-7 JTCP Manager. The deadline for any reallocation to be completed is
NLT end of 3QFY.
(3) Joint Staff J-7 management for reallocation within the JTCP.
(4) Other high-priority CE2T2 unfunded requirements (UFRs) as
identified through the annual enterprise UFR process.
8. Joint National Training Capability Program Budget Review Business Rules
a. JNTC Direct PBRs may only be submitted as “Ready for Assessment” to
budgetary control limit. ATC PBRs are submitted to the requirements.
b. All ATC PBRs will be scored by voting members.
c. ATC PBRs will be funded from 1-n down to highest ranking PBR that can
be fully funded.
(1) Any residual funding will be considered as follows:
(2) Partial fund next ranking PBR if a reasonable outcome can be
achieved and stakeholder can accept partial funding.
(3) If not, continue down the list in rank order and repeat the process
until funding is exhausted.
d. After 1-n allocations are complete, each stakeholder may recommend one
unfunded PBR (of equal or less value) to replace one or more PBR(s) above the
cut line.
(1) Stakeholders will be limited to one move per appropriation.
(2) A majority of the CB is required to make changes.
(3) Any residual funds will follow the previous step.
e. A stakeholder can request reassessment if they believe one or more of
their PBRs were improperly scored. If the CB agrees via majority vote, the
PBR(s) will be reassessed and the 1-n allocation re-accomplished.
f. A stakeholder can request review of a PBR if the stakeholder requires
more information or clarification.
g. If a majority cannot be achieved on a final distribution, budget
recommendation will be forwarded to CE2T2 governance for adjudication.
CJCSM 3511.01A
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Appendix C
Enclosure B
h. Unfunded ATC PBRs do not automatically roll to a CE2T2 UFR list.
Submit UFRs through the CE2T2 UFR Data Call process in the year of
execution.
i. All cuts to ATC funding will be taken from the lowest priority ATC PBRs
first, then moving up the scored list until funding equals the cut.
j. If funding becomes available within the ATC PBR process, then it will be
used to fund the next PBR in-line.
CJCSM 3511.01A
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Appendix D
Enclosure B
APPENDIX D TO ENCLOSURE B
FUNDING PROCESS
1. CE2T2 Funding Process
a. Funds Execution
(1) DDPMA will request cash allocation plans and load them into the
CE2T2 Program Tracking Tool (CPTT) at the start of fourth quarter. These
plans will also be used to issue “subject to availability of funds” (SAF)
documents if requested by stakeholders. Once the fiscal year begins,
stakeholders will have the opportunity to update their cash allocations at
certain times of the year. CPTT includes individual sub-program lines for each
stakeholder and appropriation. Each stakeholder is required to update
monthly obligations within CPTT by the seventh of every month.
(2) Requirements will be funded via Military Interdepartmental
Purchasing Request (MIPR) or Funding Authorization Documents (FAD) in
accordance with the individual stakeholder’s requirement.
b. Unfunded Requirements (UFR). Stakeholders may submit UFRs to the
Joint Staff J-7 Deputy Directorate for Program Management Activities (DDPMA)
to compete for funding returned to the CE2T2 enterprise. Joint Staff J-7
DDPMA will coordinate with stakeholders to provide an enterprise-
recommended prioritized UFR list to the Sync Board for approval.
c. Out of Cycle Requests for Joint Staff Support
(1) General. Requests for Joint Staff J-7 DDJT support for CCMD and
Service Joint exercises, training, Joint Task Force (JTF) forming, and
operational assistance outside of the programmed schedule of work is
processed using an “Out of Cycle Request (OoCR).” An OoCR is generally
defined as a CCMD, Service, or subordinate command request for training
support from DDJT that is not part of the annual CE2T2 PEP. The Joint Staff
J-7 procedures are outlined in detail in the Joint Training Event Handbook,
published by the Deputy Director, Joint Training. The detailed processes are
designed to ensure OoCR are received, evaluated, and approved well in advance
to the start of critical planning or execution dates of the desired support. The
OoCR will be approved at Joint Staff DJ-7 or DDJT level depending on the
support requirement threshold.
(2) CE2T2-funded requests must be submitted at least 60 days prior to
anticipated support to facilitate proper coordination and de-confliction. Non-
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Appendix D
Enclosure B
CE2T2 funded requests must be submitted at least 120 days prior to
anticipated support.
(3) Preliminary inquiries from commands to DDJT points of contact are
encouraged prior to an OoCR submission, but not mandated. This initial
coordination enables the DDJT Divisions to conduct an early assessment of the
requirement, validate support, and recommend optimum dates and options to
shape the request appropriately.
(4) Joint Staff J-7 will be the approval authority for support to joint
events requested by CCMDs and Services or related to CJCS guidance. DDJT
is responsible for processing all requests and determining the Joint Staff J-7
approval authority.
(5) Standards. CCMDs, Services, or subordinate commands will submit
a formal written request using the sample format outlined in Figure (1), signed
by the requesting general officer/flag officer/senior executive service
(G/FO/SES), to DDJT. Requests not originating from CCMDs or Services
require the same submission with an endorsement from the sponsoring CCMD
or appropriate Service-level G/FO/SES. Upon receipt of a formal OoCR, DDJT
will initiate the formal adjudication process. The supportability criteria
includes priority, suitability, feasibility, risk to the DDJT program of work, and
funding. Requesting organizations will be formally notified of the approval
decision detailing the level of DDJT support and detailed estimated costs.
Upon approval, the OoCR becomes a part of the Joint Staff J-7 program of
work. Organizations will also document their OoCR support requirements in
Joint Training Information Management System (JTIMS), if applicable, under
event details as appropriate – forces/participants; expenses; and
range/simulations.
(6) Funding. Potential funding avenues include some portion of the
Combatant Commander’s Exercise Engagement and Training Transformation
(CE2T2) or Overseas Contingency Operations (OCO) funding codes and
processes for funding Global Response Force, JTF Headquarters (HQs), CCMDs
current programmed or Service JNTC events.
(a) CE2T2 Funded Requests. DDPMA must be notified at least 30
days in advance so that a line of accounting (LOA) may be provided if contract
services are required. A memorandum of agreement or DD Form 1144 with O-
6 level signatures, is required and must be forwarded to DDPMA.
(b) Non-CE2T2 Funded Requests. A DD Form 1144 Support
Agreement with Comptroller signatures is required IAW Joint Staff Comptroller
policy. Upon DD Form 1144 approval, funds must be provided by the
requesting organization using a MIPR if contract services are required.
CJCSM 3511.01A
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Appendix D
Enclosure B
(c) Government Travel. If government travel is required, the requesting
organization must provide a Defense Travel System cross-org NLT 30 days prior
to support.
Title: OUT OF CYCLE SUPPORT REQUEST
1. Submitted by: (Requesting Organization) Proposed exercise for support:
2. Description: Provide a detailed description of the support requested (i.e., what will
the support enable) followed by a brief summary of what is to be accomplished.
Provide desired details of support, such as Exercise Control, Exercise Planner,
Deployable Training Teams makeup, Staff Assist Visit focus areas, Joint Training
Enterprise Network, Information Operations Range, World News Network, opposing
forces, warfighting expertise, training event dates, locations, technical support, and
modeling and simulations capability. The description should be written such that it
can be easily understood by someone not familiar with the subject matter. Avoid
wordy sentences, technical terms, jargon, and acronyms.
3. Justification: Provide a clear statement of the requirement, focused on how the
project directly supports readiness and the Combatant Command’s (CCMD’s)
warfighting mission, theater campaign plan (CP), etc.
4. Funding Plan: Detailed cost estimates should be listed in this section. In
particular, temporary duty requirements, contractual services, and equipment
purchases must provide detailed unit costs, rates, and descriptions to include
contractual vehicles and acquisition contracts to be used. Type of funding to be used,
i.e., CE2T2 or other (specify).
5. Provide separate answers to the following questions:
(a) Why this request is considered unforeseen or emergent?
(b) Joint Staff, J-7 T&E support may be available to support the request, but
funding will normally be borne by the requesting command. How much internal
funding is the CCMD or Service applying to cover the cost of the training support?
(c) What is the impact of failure to provide the out-of-cycle exercise/training
support?
(d) Is there an out-year budget requirement to fund this initiative? If so, how
will this requirement be addressed for future years?
(e) What significant training event does this effort support?
6. CCMD Point of Contact: Name, rank, office, phone number.
7. Approving Authority: (Combatant Commander or Deputy Combatant Commander).
Figure 1. Out of Cycle Support Request
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Appendix D
Enclosure B
(INTENTIONALLY BLANK)
CJCSM 3511.01A
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Appendix E
Enclosure B
APPENDIX E TO ENCLOSURE B
THE JOINT EXERCISE PROGRAM
1. General. The JEP is a principal means for CCDRs to maintain trained and
ready forces, exercise their contingency plans, and support their theater CP
engagement activities. CCDR designated JEP events train to both mission
capability requirements described in the command Joint Mission-Essential
Task List (JMETL), as well as support theater and/or global security
cooperation requirements as directed in CCMD or global campaign plans
(GCPs). CCDR designated JEP events include CCMD Service Component, joint,
and multinational training events. JNTC-accredited Service and U.S. Special
Operations Command (USSOCOM) component training program events are
included within the JEP. All JEP designated events must be listed in JTIMS
and may be nominated for Combatant Commander Exercise Engagement and
Training Transformation (CE2T2) funding. CCDR’s and Services must annually
update in JTIMS the events within the JEP that are CE2T2 funded.
a. Exercises are added to the CE2-funded list through the process
described in this appendix. Once events are approved for CE2 funding IAW
these procedures, exercise planners are responsible for correct identification of
CE2-funded events in JTIMS. This is done in the details tab of the event in
JTIMS by selecting the event type. Most CE2 funded events will be identified
as “CE2 JEP Event” and “CCMD JEP Event.” Additional comments on the
event can also be placed under the event type.
b. Joint exercises are provided to the Joint Staff J-7 by their CCMD
sponsor for inclusion in the JEP based on the following criteria:
(1) Meet the definition of a Joint Exercise as defined in joint training
policy (reference a). A joint exercise is a joint military maneuver, simulated
wartime operation, or other CJCS- or CCDR-designated event involving joint
planning, preparation, execution, and evaluation.
(2) Be fully coordinated with appropriate Services, commands, and
agencies expected to provide support for the exercise. Coordination must
include a transportation supportability assessment by USTRANSCOM, when
applicable.
(3) Show a direct relationship to the CCMD’s mission capability
requirements described in the command JMETL or theater security cooperation
requirements documented in the CP.
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Appendix E
Enclosure B
(4) Able to be funded from within the command’s existing POM
submissions for CE2 funding (JETP, SIF, CCDR Training and Exercises) or
other CCMD/Service funds for the year(s) of execution.
c. The JEP does not fund non-U.S. costs or foreign military interaction
activities; only exercises in the JEP are eligible for transportation funding
under the JETP Element.
2. Component Nominations to Combatant Commanders
a. Joint Exercise Program Nomination. CCMDs will use the following steps
to nominate an exercise for inclusion in the JEP.
(1) Notify the Joint Staff/J-7 NLT end of FYQ3 for exercises to be
executed during the following fiscal year. New JEP events will be published in
the JTIMS prior to notification.
(2) Joint exercise name must meet reference c guidelines and be
approved by the CCMD Code Word, Nicknames, and Exercise Term (NICKA)
point of contact.
(3) New JEP events will be briefed using the JEP nomination process
quad chart in Annex A to this Appendix by the sponsoring CCMD at the next
regularly scheduled CE2 SLT meeting for the information of all stakeholders.
(4) For any new JEP events that need to be added past the required
timeline, the following guidelines are provided:
(a) Event must be fully coordinated with supporting
commands/agencies.
(b) A funding plan must be identified for execution.
(c) The event is published in JTIMS.
(d) The event has CCMD Deputy Commander approval.
(e) Joint exercise name must meet reference c guidelines and be
approved by the CCMD Code Word, Nicknames, and Exercise Term (NICKA)
point of contact.
3. Exercise Drops and Changes. If a CCMD determines they no longer require
CE2 funding for a particular JEP event or the event is no longer needed in the
JEP, the CCMD may remove the exercise from the list of CE2-funded JEP
events by notifying the Joint Staff J-7 in writing. The CCMD must either delete
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Appendix E
Enclosure B
the event or remove the event type criteria, “CE2 JEP event,” in JTIMS to
signify this event is no longer part of the JEP or no longer receives CE2
funding. JNTC-accredited programs must be updated in JTIMS if they are
removed from JNTC.
CJCSM 3511.01A
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Appendix E
Enclosure B
(INTENTIONALLY BLANK)
CJCSM 3511.01A
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Annex A
Appendix E
Enclosure B
ANNEX A TO APPENDIX E TO ENCLOSURE B
JOINT EXERCISE PROGRAM NOMINATION PROCESS
1. General. In order for a new event to be nominated to the JEP, stakeholders
will submit two documents, an Information Paper and a Quad Chart.
Examples are provided below in paragraphs 2 and 3.
2. Information Papers. Sponsoring commands will submit narratives as
information papers. The following headings will be included as a minimum:
a. Purpose. Define the purpose of the information paper.
b. Discussion
(1) New Exercise Name. If applicable, include a discussion of how the
name may change as the exercise matures.
(2) Background. Discuss commander’s guidance that generated the
creation of a new exercise. Why is this event needed?
(3) Exercise Concept. Briefly discuss the scale and scope of the
exercise. Include timeframe of exercise execution.
(4) Linkage to Joint Strategic Campaign Plan. Describe how the
proposed exercise supports any of the following: GCP, CCDR Campaign Plan
(CCP), Integrated Contingency Plan (ICP), Regional Campaign Plan (RCP) and
Globally Integrated Base Plan (GIBP). Paragraph or table citation may be used
to keep unclassified.
(5) USTRANSCOM and component command supportability
assessments. Present a summary of comments from the regional Service
Components and the initial transportation supportability assessment from
USTRANSCOM. These comments will serve as a baseline for additional
assessments from Service higher HQ and joint force providers.
(6) Funding. Discuss the overall budget for the new exercise and what
CE2 funds will be required to support the new exercise (JETP, SIF, CCDR
Training & Exercises). Provide sufficient detail so Service SIF managers can
adequately assess supportability. Identify if additional funding will come from
other sources. The narrative must show that the new exercise can be funded
from within the command’s existing POM submission for CE2 or other CCMD
funds for the year of execution. Identify if additional funds will be sought in
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Annex A
Appendix E
Enclosure B
follow-on POM submissions. Identify if Title 10, U.S.C., section 321 will be
sought for eligible partner nations.
3. JEP nomination Quad Chart. The following quad chart is the second of two
documents to support the nomination of a new exercise to the CE2 JEP. This
quad chart is briefed by the sponsoring command at the first quarter CE2 SLT
in December.
Proposed New JEP CE2 Event
(Combatant Commanders may tailor header to command format.)
Map showing exercise location(s)
Key Dates
Proposed
CDC: mmm/yyyy
IPC: mmm/yyyy
MPC: mmm/yyyy
FPC: mmm/yyyy
Execution: mmm/yyyy
Combatant Command JSCP Linkage: show
linkage to GCP, CCP, ICP, RCP, and/or GIBP.
(Paragraph or table citations may be used to keep
unclassified.)
The 5 W’s Resources
Who: Countries involved.
What: Type of exercise.
Where: Identify locations.
When: If specific dates are unknown,
identify FY and quarter of execution.
Why: What is the purpose of the
exercise?
(For example: Military engagement spanning
spectrum of regular/irregular warfare; Support to
military and regional security; U.S./Coalition
interoperability, etc.)
End State: One or two bullets
describing the intended outcome of the
event.
Combatant Command # xx of xx priority event
Types of Units: Units/Personnel:
(estimate)
TAC Air
AWACS
Mechanized Infantry Bn
ARG/MEU
SOF/ODA
Brigade HQ Staff
(List for example purposes only. Tailor to specific needs.)
Projected CE2 Costs:
1.
2.
JETP: $x.xM
SIF: $x.xM
(Identify by Service)
CCDR T&E: $x.xM
UFR: $x.xM
(If required)
Figure 2. Joint Exercise Program Nomination Quad Chart
CJCSM 3511.01A
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C-1 Enclosure C
ENCLOSURE C
COMBATANT COMMANDERS EXERCISE ENGAGEMENT
1. Introduction. The Combatant Commanders (CE2) program provides
resources to the CCMDs, Joint Staff, and support agencies that support a
realistic training environment for CCDRs to maintain trained and ready forces,
exercise their concept plans (CONPLANS), operations plans, and CPs, and
conduct joint and multinational training.
2. Purpose. The purpose of this appendix is to describe the CE2 program and
codify the methods and procedures for CCMDs and Services to access CE2
resources through the governance structure. The subordinate programs
described in this appendix are the significant programs within CE2.
3. Combatant Commanders Exercise Engagement Program Description. CE2
provides resources for individual and collective joint training requirements
identified in CCDR’s Joint Training Plans (JTP) and CPs. This program
identifies resources as three major categories of funding for CCMD and Service
participation in joint training: transportation, a CCDR training and exercises
account, and incremental funding for Service participation.
a. The CE2 program is comprised of stakeholders from the CCMDs,
Services, and Joint Staff J-7.
b. The CE2 SLT is the coordination body established for stakeholders to
address CE2 issues in a collaborative venue. The CE2 SLT is comprised of
primary and advisory members and is chaired by Joint Staff J-7 DDPMA.
Primary members consist of representatives (principal plus two) from each
CCMD, the Services, and the Joint Staff J-7 Deputy Directorate for Joint
Training (Joint Staff J-7 DDJT). Primary members are the voting members for
their organization and request realignment of resources through the program
manager and prioritize allocation of discretionary spending. Advisory members
support the SLT coordination and collaboration process and do not vote.
Standing advisory members are from the OUSD(P&R)/FE&T and DDPMA Joint
Staff J-7. The CSAs and other organizations may become advisory members by
invitation from a primary member and approval by the SLT chair.
c. The CE2 SLT meets quarterly either by Secure Video Teleconference or in
person as resources allow.
d. The Joint Staff J-7 serves two distinct functions for CE2 - program
management and program execution.
(1) Combatant Commanders Exercise Engagement Program
Management. The Joint Staff J-7, DDPMA, has program management
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C-2 Enclosure C
authority for CE2T2 and chairs the CE2 SLT. DDPMA convenes the CE2 SLT
quarterly and as required to address significant issues for CE2. DDPMA
ensures an enterprise-wide perspective across the entire CE2T2 account for the
benefit of the joint force, working in conjunction with OUSD(P&R)/FE&T to
ensure oversight of CE2. DDPMA also centrally manages JETP, JTCP, and
ATC.
(2) Combatant Commanders Exercise Engagement Program Execution.
Joint Staff J-7 DDJT executes CE2 programs that benefit the entire joint force
and, in this role, serves as a primary member of the CE2 SLT. The Joint Staff
J-7 DDJT executes the J-7 Support to CCMD Exercises and JTIMS programs.
The Joint Staff J-7 Deputy Directorate for Joint Education and Doctrine (Joint
Staff J-7 DD JED) executes the Joint Deployment Training Center (JDTC)
program.
e. CCDR Training and Exercises (T&E) provides funding to CCMDs to
execute the joint training identified in the PEP based upon submitted and
approved Program Budget Request and POM submissions. It funds U.S.
military and civilian personnel travel and per diem for exercise planning
conferences and exercise event support, intra-theater transportation,
consultant advisory and assistance services, equipment and supplies, and
operation and maintenance of training support facilities and equipment.
Funding supports training events, including small scale events through major
command and national-level or command-linked exercises. These events
exercise CCMD key capabilities to ensure readiness to conduct assigned
missions. This program also funds the operation, evaluation, and integration
of solutions to link U.S. and coalition simulation systems, training networks,
simulators, ranges, and training areas into a single high-quality training
environment to support major training events.
f. The Joint Exercise Transportation Program (JETP) funds strategic
transportation to include airlift, sealift, commercial ticket program (CTP), port
handling (PH), the small commercial cargo program (SCCP), and inland
transportation (IT) for joint training events.
g. SIF defrays the cost incurred by the Services from participating in CE2
eligible events. Appendix C to Enclosure C provides a detailed description and
process for SIF.
h. J-7 Support to Combatant Commands provides direct joint exercise
support and key training enablers.
i. JTIMS provides the CCMDs and Services a Web-based, collaborative
automated tool set supporting all four phases of the joint training system as
mandated in reference b. JTIMS is used to document joint training events for
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C-3 Enclosure C
CE2T2 funding and to manage lift requirements. See references a, b, and m for
detailed JTIMS description and usage.
j. JDTC provides joint operations community, joint exercises, and
Professional Military Education institutions with basic to advanced functional
training and education support on doctrinal command and control (C2)
processes with emphasis on the systems and tools which enable decision
makers to plan and execute joint deployments, global force management, and
situational awareness of forces, equipment, and supplies. Current C2
processes and systems covered in the curriculum include:
(1) Joint Deployment Process with emphasis on the Joint Operation
Planning and Execution System (JOPES).
(2) Global Force Management Process with emphasis on Joint
Capabilities Requirements Manager (JCRM).
(3) Situational Awareness Process with emphasis on Common
Operational Picture (COP).
(4) Situational Awareness Process with emphasis on Integrated Imagery
and Intelligence (I3).
(5) JDTC curriculum and lesson plans are developed in direct
collaboration with the joint operations community and Defense Information
Systems Agency (DISA). In turn, JDTC produces joint certified personnel with
current, relevant knowledge and understanding of the value of information to
decision makers and the competencies to translate complex operational data
into timely, accurate reports. The JDTC has the ability to provide the CCMDs
over-the-shoulder training for academic sessions, staff exercises, joint
exercises, and real-world contingencies, when required, requested, and funded.
4. Combat Support Agency and Interagency Participation. Integration of CSA
and interagency partners in Department integrated operations training
activities is fundamental to achieve mission capability requirements. CCMDs
and Services should program funding for CSA and interagency partners
integration. CE2 funds are authorized for use by CCMDs and Services to help
augment costs associated with CSA and interagency participation in joint
events throughout the Joint Event Life Cycle (JELC) process, including
planning and Master Scenario Event List (MSEL) conferences, academics, and
exercise execution.
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(INTENTONALLY BLANK)
CJCSM 3511.01A
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Appendix A
Enclosure C
APPENDIX A TO ENCLOSURE C
JOINT EXERCISE TRANSPORTATION PROGRAM
1. Purpose. This enclosure provides guidance and procedures for planning
and executing transportation in support of joint training events. Additional
detailed transportation planning guidance is found in reference p.
2. General. Transportation normally includes movement of passengers (PAX)
or cargo from home or mobilization location (origin), to a port of embarkation
(POE), to a port of debarkation (POD), and to a destination in or near the
exercise area. The Services pay for transportation from origin to POE for
personnel going to the exercise, and from POD to destination for personnel
returning from an exercise. Personnel and cargo not accommodated by DoD
transportation use procedures for commercial ticketing and cargo. CE2 inland
transportation (IT) funds pay for transportation of equipment from origin to
POE (going) and from POD to destination (returning), unless equipment is
moved by Service-owned vehicles or paid using Service funds. CE2 IT funds
can pay for transportation of personnel from origin to POE (going) and from
POD to destination (returning), if that transportation occurs via contracted
bus. Costs for transportation from POE to POD and from POD to exercise
destination are normally paid using CE2 JETP funds budgeted and allocated to
the CCMD sponsoring the exercise (hereafter the “sponsoring CCMD”).
USTRANSCOM, as single manager for DoD transportation, works with the
sponsoring CCMD and Service Component Commands to ensure
transportation assets and resources are used effectively to support the joint
training program. Planning, scheduling, and executing transportation involves
national and theater-level Universal Joint Tasks (UJTs). The Organization
Scheduling the Event (OSE) should coordinate training and assessment of
these tasks with supporting commands when creating their JTPs.
3. Planning Conferences and Transportation Planning. Transportation
planning is a fundamental requirement of each planning conference.
Scheduling the conferences before major transportation planning events and
ensuring the correct personnel attend the conference promotes effective use of
resources and assets.
a. Sourcing is normally completed at or shortly after the mid planning
conference (MPC) or at the time-phased force and deployment data (TPFDD)
conference.
b. The MPC should include adequate time for representatives from the
OSE, supporting commands and agencies, USTRANSCOM, and the
Transportation Component Commands (TCCs) to meet and coordinate
transportation requirements. Joint reception, staging, onward movement and
integration (JRSOI) plans and arrangements should be confirmed and
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Appendix A
Enclosure C
requirements added to the database as necessary. The OSE will record
negotiated changes to deployment and redeployment requirements that are
generated at the conference. The OSE will update the deployment and
redeployment databases prior to validation. Airlift and sealift requirements
must be refined to a level that can be sourced and validated according to the
OSE TPFDD letter of instruction and reference p.
c. The final planning conference (FPC) should be held before deployment
TPFDD validation is required. Final confirmation of JRSOI arrangements and
redeployment requirements must be completed at the final planning event.
d. Transportation to and from conferences and planning events can be
funded via SIF and CCDR training and exercise funds. Transportation to and
from the execution phase of an exercise is normally funded via JETP funds.
4. Funds Management. Transportation funding is managed within the CE2 by
the Joint Staff J-7. The current management process, with its coordinated
planning, centralized funding, and decentralized execution, is intended to
prevent degradation of the overall program that could result from conflicting
interests among CCMDs and the Services. The process also allows
commanders the flexibility to determine how to best apply available resources
to accomplish their training requirements. The CCMDs design their own joint
training programs consistent with their geographic and/or functional CCMD
priorities, while the Joint Staff coordinates exercise scheduling and the CE2T2
SAG allocates exercise funding.
5. Planning, Programming, Budgeting, and Execution. In August of each year,
CCMDs, in coordination with their Service Components, will provide the Joint
Staff J-7 with their spending plan by exercise, reflecting both funded and
unfunded requirements for all classes of JETP funding; airlift (including Air
Mobility Command (AMC) or charter air and CTP), sealift, PH, IT, and SCCP
cost estimates. This data will be aggregated and cross-walked to OP-32 codes
to form their Budget Estimate Submission (BES) data covering the next budget
year.
a. Planning. Planning is primarily a CCMD responsibility. For CCDR-
sponsored exercises, transportation requirements are refined for the budget
year and estimated for the next two years. These requirements are in each
CCDR’s JTP in JTIMS as the JTP is the planning document for programming
transportation resources.
b. Programming and Budgeting. Airlift, sealift, PH, and IT estimates serve
as the foundation for the POM submission. At the conclusion of the POM panel
Joint Staff J-7 will provide each CCMD their funding controls which become
the JETP program of record. CCMDs shall update their programs accordingly
in JTIMS, reflecting funded and unfunded exercises. To assist CCMD exercise
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Enclosure C
planners in preparing joint exercise transportation budgets for future years,
representatives from USTRANSCOM J37 Resources and the TCCs costing
teams are available to visit each CCMD annually during CCMD Exercise
Planning and Scheduling Conferences as requested in CCMD calling messages.
The primary purpose of this visit is to assist the CCMDs in planning and
pricing of transportation alternatives, provide feasibility studies to determine
the most cost effective mode of travel, and to develop detailed estimates to use
for budgets and upload into JTIMS. CCMDs should contact USTRANSCOM
J37 resource managers to coordinate scheduling of the Budget Tiger Team at
least 2-3 months in advance.
(1) Distribution of Funds. Based on CCMD spend plans, transportation
funds are distributed from the Joint Staff to AMC for airlift, Military Sealift
Command (MSC) and Maritime Administration (MARAD) for sealift, Surface
Deployment and Distribution Command (SDDC) for sealift/inland
transportation and port handling, and to CCMDs and the Services for
Commercial Ticket Program (CTP) and some PH and IT and cargo shipped
through the SCCP.
(2) Transportation Account Codes. Transportation requirements
satisfied through SDDC for commercial sealift vessels, PH, and IT movement
will be funded through charges against transportation account codes (TAC).
TACs will be established for appropriate JEP exercises by the Joint Staff J7
JETP Manager after coordination with the CCMDs. The Joint Staff JETP
Manager will provide the list of exercise TACs to the Joint Staff Comptroller
who will build appropriate LOAs and submit to Defense Finance and
Accounting Service (DFAS) for inclusion in the Transportation Global Edit
Table. The Joint Staff J-7 JETP Manager will distribute the TAC list to the
CCMDs and Services prior to the start of the execution year. JEP exercise
TACs funded by JETP will have a “Y” in the first position of the TAC indicating
the JEP. The second digit will indicate the Service moving the material. The
last two digits of the TAC identify the name of the CCMD exercise. CCMDs
shall ensure Services and DoD personnel shipping cargo or property for CCMD
sponsored exercises provide the accurate joint exercise TAC on transportation
source documents or movement request orders provided to theater
transportation offices.
(3) Reporting. USTRANSCOM TCCs Comptroller teams will provide
monthly cost reports in Distribution Component Billing System and/or other
Component financial system billing reports from AMC A3Y/FM, MSC N8, or
SDDC G8 as requested by Joint Staff J-7 or USTRANSCOM J37 to provide
enterprise audit trail for JETP funds. CCMDs and Services will provide
expenditure reports described in paragraph 6 below.
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Appendix A
Enclosure C
6. Responsibilities for JETP Execution and Reporting
a. The Joint Staff J-7 JETP Manager will:
(1) Execute oversight of allocation, disbursement, and expenditure of
JETP funds.
(2) Notify the Joint Staff Comptroller, CCMDs and Services of any
changes to the JETP policy that affect budgeted funds or execution.
(3) Provide a JETP spending plan in CPTT that depicts the amount of
JETP funding by month, conforms to yearly targets and is based on CCMD
estimates.
(4) Coordinate the amount of JETP funding for the Services and CCMDs
in support of their requirements, and coordinate distribution of funds through
the Joint Staff Comptroller.
(5) Prepare staffing packages for MIPRs and/or amendments for HQ
AMC and HQ MSC funding.
(6) Reconcile monthly exercise obligation and expenditure reports with
the CCMDs, Services and Joint Staff Comptroller.
(7) Review, along with the Joint Staff Comptroller, Services and CCMDs,
all billings against JETP funding when appropriate.
(8) Adjust the JETP execution financial plan as necessary to ensure the
most efficient use of JETP funding.
(9) Monitor and direct, through the Joint Staff Comptroller, the return
of unexpended funds on a monthly basis dependent on justification provided
by the Services and CCMDs.
(10) Report the actual cost of all JETP categories, by exercise, to the
Services and CCMDs.
(11) Provide a monthly report of JETP funds distributed during the
previous month to the Services and CCMDs.
b. The Joint Staff Comptroller will:
(1) Review MIPRs (and amendments, as necessary) submitted by the
Joint Staff J-7 JETP Manager to ensure availability of funds and to ensure
appropriate administrative control of total Joint Staff funds.
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Enclosure C
(2) Fund JETP expenses upon notification from the Joint Staff J-7 JETP
Manager, subject to availability of funds.
(3) Receive and review monthly Service and CCMD accounting reports
displaying the obligation and disbursement of JETP funds.
(4) Coordinate with the Joint Staff J-7 JETP Manager to recoup
unexpended JETP funds when no longer required, but beginning no later than
21 working days before the end of the fiscal year.
c. Each Service and CCMD will:
(1) Designate a JETP Manager and provide contact information to the
Joint Staff J-7 JETP Manager. The Service/CCMD JETP Manager will serve as
the single point of contact for distribution of JETP funds.
(2) Provide recommended monthly funding requirements for major
claimants based on historical data and/or requests to the Joint Staff J-7 JETP
Manager. Service funding requests which exceed CCMD spend plan must be
coordinated with respective CCMD.
(3) Establish procedures for distributing JETP funds to their
appropriate organizations.
(4) Monitor, review, and process Service and CCMD obligations for JETP
funds.
(5) Service JETP Managers provide monthly accounting reports to the
Joint Staff J-7 JETP Manager reporting the obligation and disbursement of
JETP funds by the 10th day of the month. Accounting reports will include all
JETP funding distributed to the Services, their supported CCMDs and
components.
(6) CCMD JETP Managers provide updated JETP Exercise Closeout
Reports to the Joint Staff J-7 JETP Manager by the 25th of the month.
(7) Record obligations in their respective accounting systems by
exercise in accordance with DFAS Manual Chapter 2 and Chapter 5. The
Service JETP Manager is responsible for coordinating and maintaining the
currency of the unique exercise identifiers.
(8) Act as the central clearing point for subordinate major commands’,
supporting commands’ and other organizations’ requests for JETP funds.
JETP funds will not be issued to claimants that do not have the approval of the
exercise sponsoring CCMD and their Service Program Manager.
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Enclosure C
d. CCMDs additionally will:
(1) Validate TPFDD authorizing requirements to move using JETP
funds.
(2) CCMDs may provide their JETP spend plan, showing budget limits
by JETP category for each exercise, to USTRANSCOM who will distribute it to
the TCCs. CCMDs choosing the spend plan option must send an updated
spend plan to the Joint Staff J-7 JETP Manager and USTRANSCOM by the 5th
day of each month. If the actual transportation solution meets all CCMD
requirements and is within the CCMD-provided JETP budget limit,
USTRANSCOM will schedule the movement.
(3) Provide an exercise point of contact with knowledge of validated
requirement and able to make a decision about whether or not to schedule
movement if the estimated transportation cost exceeds the CCMD-provided
JETP budget limit.
e. Defense Finance and Accounting Service. Each month provide validated
copies of the Standard Form 1080 billings with substantiating documentation
for pre-validation prior to payment.
7. Airlift
a. Background. The Joint Staff J-7 provides overall management for JETP
airlift funds. AMC provides airlift services in support of the JETP. In the
execution year, funds are provided to AMC based on the CCMDs’ exercise
schedules and cost estimates. U.S. European Command (USEUCOM) and U.S.
Africa Command (USAFRICOM) have two additional sources of theater airlift
support from foreign national aircraft (Heavy Airlift Wing and Movement
Coordination Center Europe) in the event that U.S. military/ commercial assets
are unavailable or the requirement is below StratLift minimum thresholds.
b. Planning, Programming, and Budgeting. AMC will provide the Joint Staff
J-7 JETP Manager and CCMDs with planning factors for airlift cost estimates
for exercises to be used in the POM and BES. AMC coordinates with CCMDs
and attends joint exercise planning conferences, as appropriate, to ensure
required transportation planning expertise is available, funding requirements
are considered during the planning process, and to provide detailed cost
estimates to use for budgets and entry into JTIMS. USTRANSCOM will arrange
for AMC participation with the CCMDs as necessary to provide required
technical expertise.
c. Funding. Transportation airlift requirements are validated by the
supported CCMD in coordination with USTRANSCOM J37, prior to funds
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Enclosure C
distribution via MIPR to AMC Financial Management (AMC/FM) at the
beginning of the fiscal year, subject to the availability of funds. The MIPR will
contain funding allocated to the validated exercises and include restrictions
that must be strictly observed to preclude an over obligation of funds. These
funds will be used to reimburse the Transportation Working Capital Fund
(TWCF) for JETP airlift services.
(1) The Joint Staff J-7 JETP Manager will publish annual OSD approved
Working Capital Fund Rates that include updated flying hour rates in JTIMS.
(2) CCMDs will coordinate changes to exercise airlift requirements
monthly or when changes are identified with USTRANSCOM J37 and Joint
Staff J-7, to ensure airlift funding levels at AMC meet required exercise airlift
workload forecasted and booked.
(3) HQ AMC will:
(a) Accrue charges at the OSD-approved TWCF or commercially
contracted rates.
(b) Provide monthly airlift billing information, broken out by exercise,
to the Joint Staff Comptroller, JETP Manager, CCMDS, and USTRANSCOM
J37. Monitor monthly execution rates to prevent exceeding available funding.
(c) In conjunction with DFAS-Indianapolis, inform Joint Staff J-7 at
the end of each fiscal quarter of the status of funds and provide a
recommendation on the amount of unobligated JETP airlift funding to return to
the Joint Staff Comptroller.
(d) Report airlift expenditures to Joint Staff J-7 and USTRANSCOM
J37 within 20 days of the end of the operating month to include the sponsoring
CCMD, exercise name, mission number, type of airframe, number of hours
with details of positioning/depositioning hours, broken out separately, contract
number for commercial aircraft, number of PAX/short tons of cargo, locations
of movement, and total costs. The report must differentiate military airlift from
commercial charter airlift.
d. Special Programs. There are several airlift programs that enable
increased flexibility for the CCMDs and ensure increased capability for the joint
force.
(1) Special Assignment Airlift Missions. The use of Special Assignment
Airlift Mission (SAAM) in support of JETP-funded exercises may be paid on a
by-exception basis for missions that may require changes to the mission
schedule or itinerary execution, e.g., movement of an enroute support team
accompanying deploying or redeploying fighter elements, when there is the
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Enclosure C
possibility of the enroute support team being diverted to, or remaining at, a
location to repair or support fighter aircraft. A 10 percent scheduling savings
is possible if the mission is scheduled and planned through USTRANSCOM J3-
OS SAAM schedulers at least 30 days in advance, for inter-theater exercises,
and no significant changes are made to the schedule within a 30 day window
prior to the exercise. Exercise missions including SAAMs that are required to
stand down for 24 hours or more will be charged the minimum activity rate of
four flying hours per day for each 24 hour period of non-flying. The exercise
sponsoring CCMD must approve the use of all SAAMs and notify the Joint Staff
J-7 JETP Manager of the use of SAAMs by exercise. SAAMs will be billed to the
appropriate JETP Y-TAC for the exercise. Once the SAAM has been approved
by the CCMD, the lift requirement will be included in the validated TPFDD with
the mode source of “AS.” Additionally, the CCMD will forward a copy the
electronic SAAM request or Manual DD Form 1249 SAAM Request to the JETP
Manager identifying the supported exercise, date of approval and include
instructions in the remarks section: “Bill Joint Exercise Transportation
Program TAC Yxxx.” The newsgroup message accompanying the TPFDD will
include in the remarks that the SAAM has been pre-approved by the CCMD
and the DD Form 1249 is being forwarded to USTRANSCOM and AMC through
the SAAM Request System. All SAAMs will be sourced from available resources
using the Joint Chiefs of Staff (JCS) Airlift Priority for exercises. The use of
SAAM does not confer a higher priority for the mission.
(2) Strategic Airdrop. The use of strategic airdrop (SAD) in conjunction
with JETP exercises is intended to provide minimum proficiency training in
long-range (outside the Continental United States (CONUS)) airdrop of
personnel and/or equipment. CCMDs do not receive additional funding for
SAD missions, which will be funded from the sponsoring CCMD’s JETP
allocation, unless prior arrangement is made with USTRANSCOM to fund from
USTRANSCOM’s funding allocation.
(3) Group Operational Passenger System. The use of Group Operational
Passenger System (GOPAX) missions to airlift JEP participants within CONUS,
Alaska, Canada, and Puerto Rico may be cost efficient when the number of
travelers is less than strategic airlift minimum thresholds. Upon receipt of a
validated requirement in a sponsoring CCMD newsgroup, USTRANSCOM and
618 Air and Space Operations Center (AOC) Tanker Airlift Control Center
(TACC) (618 AOC TACC) will determine if GOPAX is feasible. The TACC will
enter passenger requirements into GOPAX and, on receipt of airline offers,
coordinate with the sponsoring command regarding cost and availability of
seats. When missions are contracted, the TACC will assign mission numbers
and enter the mission data into the global decision support system. Upon
mission completion, AMC/FMAT will bill the JETP and AMC/A3Y will report in
the Monthly Flying Hour and Airlift Cost Report.
8. Sealift
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Enclosure C
a. Background. In the execution year, funds are allocated for sealift based
on the CCMDs exercise schedules and cost estimates from USTRANSCOM or
TCC. MSC, MARAD and SDDC provide sealift services in support of the JETP.
b. Planning, Programming and Budgeting. USTRANSCOM, in coordination
with MSC and SDDC, will provide the Joint Staff J-7 JETP Manager and
CCMDs with planning factors for sealift cost estimates for planned exercises to
be used in the POM and BES. USTRANSCOM maintains liaison with CCMDs
and attends joint exercise planning conferences, as appropriate, to ensure
required transportation planning expertise is available, and funding
requirements are considered during the planning process. USTRANSCOM will
arrange for MSC and/or SDDC participation with the CCMDs as necessary to
provide required technical expertise and detailed cost estimates to use for
budgets and entry into JTIMS.
c. Funding. Funding for organic or prepositioning sealift services will be
provided to MSC or Department of Transportation – Maritime Administration
(DOT-MARAD) based on concurrences with USTRANSCOM J37 based on
exercises supported, subject to availability of funds. These funds will be used
to reimburse the TWCF or DOT-MARAD for JETP sealift services.
(1) CCMDs will coordinate changes to exercise sealift requirements with
USTRANSCOM J37 and MSC/SDDC/MARAD as soon as changes are
identified, and will notify Joint Staff J-7 of budget changes.
(2) USTRANSCOM, TCJ37 will:
(a) On receipt of validated exercise requirement via JOPES
newsgroup (with sealift budget limit for movement and mode source) from
CCMD J-7, provide CCMD J-7 (or equivalent exercise organization) with
exercise estimated transportation costs to enable sponsoring CCMD to request
additional funds, reallocate funds within their JETP, or change lift
requirements as needed.
(b) Return un-obligated JETP funds from exercises to the Joint Staff
not later than 60 days after the end of a scheduled exercise. If outstanding
bills remain over 60 days following completion of the exercise, notify the Joint
Staff J-7 JETP Manager, the CCMDs, and the Joint Staff Comptroller with the
rationale for retaining the funds.
(3) MSC, MARAD and SDDC will:
(a) Accrue charges at the contracted sealift rate.
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Appendix A
Enclosure C
(b) Provide credits to the Joint Staff in the event non-exercise cargo
is carried on a per diem vessel.
(c) Report sealift expenditures and financial contract and project
information monthly to USTRANSCOM J37 Resources and Joint Staff J-7 to
include ship type, contract or Project number, per diem days, activation and
deactivation costs, steaming days, port handling, cargo offering, and fuel costs
by CCMD and exercise. MSC and DOT-MARAD will also identify any residual
funds that can be returned no later than 30 days from the execution of an
exercise.
d. Special Programs. There are several sealift programs that enable
increased flexibility for the CCMDs and increase capability for the joint force.
(1) Self-Deploying Watercraft. IAW the 2006 Defense Appropriations Act,
costs associated with the deployment, employment, and redeployment of self-
deploying watercraft in support of a CCDR-sponsored JETP exercise are eligible
for JETP funding. CCMDs must plan this cost into their annual exercise
requirements. CCMDs can use self-deploying watercraft to support a JETP
exercise only after prior coordination with the Joint Staff J-7. The Joint Staff
Comptroller will normally provide funds for self-deploying watercraft to the
Service component via FAD. The receiving Service will report expenditures in
required flash reports and routine JETP reports to the Joint Staff J-7 JETP
Manager, sponsoring CCMD, and Joint Staff Comptroller.
(2) Maritime Pre-positioning Force (MPF). CCMDs can use the MPF, at
their discretion, within their annual JETP budget and following MPF and
exercise planning processes.
(3) Joint Logistics-Over-The-Shore Exercises. The Joint Logistics-Over-
The-Shore (JLOTS) Exercises are the offloading or loading of cargo vessels
offshore, involving Navy logistics over-the-shore (LOTS), and Army LOTS
elements under a Joint Force commander. JLOTS is a key capability that
supports force deployment, intra-theater maneuver, and sustainment. JLOTS
involves the use of Army and Navy lighterage and Ready Reserve Force (RRF)
ships to transport Army lighterage and/or causeway sections into theater.
USTRANSCOM schedules and coordinates the exercise of JLOTS as a
USTRANSCOM sponsored exercise or supporting as part of another CCMD’s
sponsored exercise. A minimum of one liquid and one dry JLOTS event
(separately or combined) should be executed annually – the maximum
possible within present budget constraints – to preserve JLOTS skills.
Preservation of JLOTS capability is critical to support regional CCMD
operational plans and humanitarian assistance and/or disaster relief.
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Appendix A
Enclosure C
(a) USTRANSCOM will coordinate with sponsoring CCMDs to budget
JLOTS within USTRANSCOM allocated JETP. USTRANSCOM provides
centralized estimates for the cost of the strategic lift, PH, and IT required to
transport JLOTS forces and/or cargo in support of operations. USTRANSCOM
also provides estimates of required PH and IT cost requirements to the Joint
Staff J-7 and Services for inclusion in the overall POM input.
(b) JLOTS airlift requirements are incorporated into the TPFDD and
funded by USTRANSCOM out of its existing exercise allocation unless prior
agreement is reached with the supported CCMD to fund this phase of the
operation. Services will fund expenses similarly to other JEP events.
(c) Vessels Supporting JLOTS Deployment and Operations. The
exercise of JLOTS may require the use of a variety of vessels drawn from RRF
assets or commercial industry to include the offshore and tug-barge industries.
RRF vessels include offshore petroleum discharge system tankers, a crane
ship, a lighter aboard ship, or a sea barge ship. Under special circumstances,
JLOTS support may require the use of commercially leased vessels, such as
float on/float off vessels or tug/barge combinations. Expenditures against
these vessels will be charged against the USTRANSCOM sealift allocation, not
the sponsoring CCMD’s sealift allocation. CCMDs that incorporate JLOTS into
their JETP exercises should develop a memorandum of agreement between
themselves and USTRANSCOM to ensure a clear understanding of the division
of costs for their JLOTS-enabled exercise.
(d) Environmental Costs. Environmental costs associated with the
exercise of JLOTS are a Service responsibility, consistent with environmental
costs of other exercises under the JETP. For liquid JLOTS, these costs include
both an environmental assessment, if required, and a spill control plan.
9. Commercial Ticket Program
a. Background. The Commercial Ticket Program (CTP) provides funding
for individual commercial air travel when military airlift or commercial air
charter cannot satisfy the sponsoring command’s transportation requirements
for JETP participants.
b. General. The Joint Staff J-7 JETP Manager manages CTP funding.
Sponsoring CCMDs and USTRANSCOM use CTP to make best use of
transportation assets. CTP funds are distributed through the Service
headquarters or CCMD headquarters to those units that are validated by the
sponsoring CCMD in a TPFDD. CTP funds air travel costs from the commercial
airport nearest to home station to the commercial airport nearest the exercise
location and return, when the return is warranted, and is so indicated on the
CTP authorization. CTP does not cover per diem or movement between the
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Appendix A
Enclosure C
embarkation airport and home station or the debarkation airport and the
exercise location.
c. Procedures
(1) CTP funds can only be used to move personnel who are participating
in a JEP JETP-funded exercise and are included in the CCMD-validated
TPFDD. Participants may include exercise controllers, data collectors,
evaluators, players, and support staff. CTP cannot be used for persons who
are visiting the exercise site but not participating in the exercise or for non-US
government personnel (i.e., contract personnel) who are prohibited from using
travel rates negotiated by the government for employees or uniformed
personnel in accordance with the Joint Travel Regulations. CTP is used only
when USTRANSCOM-provided common-user transportation cannot satisfy the
sponsoring command’s requirements.
(2) The Joint Staff J-7 JETP Manager will coordinate with the Joint Staff
Comptroller to issue CTP funds through sub-allotments. Funds will be
distributed by FAD in the Program Budget and Accounting System or the
appropriate funds distribution system. Funds will be allocated based on
availability of funds, to Service headquarters and CCMDs based on the
sponsoring CCMD’s spending plan. Commands and agencies authorized CTP,
to include CSAs and other authorized DoD and non-DoD agencies, must
coordinate with either their Service headquarters or the CCMD requesting their
participation in the exercise for CTP funding. The Joint Staff J-7 JETP
Manager and the Joint Staff Comptroller will issue funds to the appropriate
Service for issuance to all subordinate units or participants.
(3) The Joint Staff J-7 JETP Manager will develop, issue, and update
guidance outlining specific procedures for the management and distribution of
CTP funds as required.
d. Authorization
(1) Strategic airlift movement requirements will be validated to
USTRANSCOM using a source mode to POD of “AK” air via strategic (AMC,
AMC-contract) aircraft.
(2) Upon sponsoring CCMD TPFDD validation of Unit Line Numbers
(ULN) with a mode source of “AK,” USTRANSCOM Global Operations Center
will aggregate strategic airlift minimum thresholds (either 100 passengers or 15
short tons of cargo) onto common-user lift assets. Passenger requirements
with no aggregate solution will generally be recommended for CTP using a
source mode of “AL,” air via AMC GOPAX/CTP (exercise only) by USTRANSCOM
via newsgroup to the sponsoring CCMD. This recommendation will include the
ULN of those records with no aggregation solution. Once this recommendation
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Enclosure C
is made, it is incumbent upon the sponsoring CCMD to approve/authorize CTP
for those “AK” records. This coordination is time-sensitive based on
commercial ticket availability. Therefore, the decision and CTP authorization
should be accomplished within 14 days after TPFDD validation. The
USTRANSCOM newsgroup message back to the sponsoring CCMD
recommending the use of CTP is the authorization message for the services to
determine ULN eligibility for the use of CTP funds. If exercise objectives require
airlift but do not meet minimum requirements, passenger requirements will be
recommended for airlift solution.
(3) The sponsoring CCMD is responsible for ensuring Service
components and other CCMDs participating in the exercise are in receipt of the
CTP authorization newsgroup and if they are not, will retransmit the CTP
authorization to appropriate commands for action. Establishment of an
exercise address indicator group may facilitate this process. Requests to
increase the amount of CTP funds for an exercise must be directed to and
approved by the sponsoring CCMD. CCMDs will provide their estimates
directly to the Joint Staff J-7 JETP Manager.
(4) Sponsoring CCMDs may authorize CTP for unique (such as
passengers (PAX) count under 100 from multiple PODs/POEs within CONUS)
or time-sensitive requirements. In this case, the sponsoring CCMD will confirm
that mode source “AL” shows on the affected records. When this occurs, the
CCMD authorizing CTP use without USTRANSCOM validation or
recommendation will submit a newsgroup message to respective Services,
CCMDs, Joint Staff J-7 JETP Manager, and USTRANSCOM authorizing the
ULNs for CTP. This CTP authorization message will include:
(a) A unique CTP authorization number by exercise.
(b) The number of passengers by ULN or force module.
(c) Destination.
(d) Whether the ULN is approved for CTP one-way or round trip.
(e) The Service or CCMD responsible for CTP funding oversight.
(f) Unit Identification Code and Unit Name.
e. Funding. The Joint Staff J-7 JETP Manager will execute oversight for
CTP policy, control, and management, and notify CCMDs when CTP funds have
been distributed to the Services for the sponsoring CCMDs’ exercises.
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Appendix A
Enclosure C
f. Purchase of Commercial Tickets. Passengers approved for CTP will
follow Service/CCMD/Defense Travel regulations and procedures for purchase
of commercial tickets for official government travel.
10. Port Handling and Inland Transportation
a. Background. The Joint Staff J-7 provides overall management of JETP
PH and IT expenses. In the execution year, the Joint Staff allocates PH and IT
funds to the Services and CCMDs based on the sponsoring CCMDs’ JETP
EXCOR.
b. Definitions
(1) Port Handling. PH includes commercial contract expenses to receive
or dispatch cargo for an exercise at POE and POD associated with MSC for
sealift and SDDC for commercial shipping. The expenses include
documentation, terminal handling, and stevedoring. Transportation expenses
associated with temporary duty and/or temporary additional duty, exercise
conferences, and air travel are specifically excluded from PH funding.
(2) Inland Transportation. IT funds the purchase of approved point-to-
point transportation service associated with the common-user movement of
exercise participants and cargo, between the units’ home base/installation to
and from a POE/POD and to or from the exercise area, by commercial-for-hire
firms when organic transportation is not available or cost effective. Movement
is by surface transportation (rail, highway, and inland waterway). Leasing of
containers is only allowed for the exercise time period which is defined as date
of shipment from home-station to date of return to home station. The leasing
of commercial vehicles (e.g., passenger vans) is specifically excluded from this
definition and should not be confused with commercial-for-hire firms,
including bus lines. Transportation expenses associated with temporary duty
and/or temporary additional duty, exercise conferences, and air travel are
specifically excluded from IT funding.
c. Funding. Funding for PH and IT services in support of JETP exercises
will normally be provided via TACs. When use of a TAC is not feasible, the
Joint Staff J-7 JETP Manager will release PH and IT funds, as required,
normally via FAD, after consultation with the Service headquarters and
sponsoring CCMD.
11. Small Commercial Cargo Program
a. Purpose
(1) The SCCP is intended to provide JETP funding for shipment of
small amounts of cargo using the Transportation Management Office (TMO) or
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Appendix A
Enclosure C
Installation Transportation Office (ITO) procured air cargo tenders (e.g.,
worldwide express, General Services Administration small package contracted
programs, etc.). Eighteenth Air Force TACC may recommend use of SCCP
funding when they determine it is impractical to schedule a dedicated exercise
air mission, consolidate the requirement with other CE2 supported exercise
cargo requirements, or ship via the AMC channel system. Sponsoring CCMDs
are the approving authorities for the use of SCCP funding, and CCMD JETP
Managers will coordinate with the Joint Staff J-7 JETP Manager for approval of
all SCCP requests over two short tons.
(2) SCCP funding can be used to move cargo from the TPFDD Aerial
Port of Embarkation (APOE) to the TPFDD Aerial Port of Debarkation (APOD).
Due to commercial carrier infrastructure, the deploying unit and/or
installation transportation function should determine the most cost effective
cargo routing to the U.S. government, which may include movement from or
near origin and/or final destination.
(3) Surface movement road, rail, and commercial waterway of JETP
exercise cargo will be funded by the JETP, through the Service staffs, as IT
costs. JETP exercise cargo movement via the AMC channel system will be
funded through the Joint Staff MIPR provided to HQ AMC/A8 FM.
(4) The Office of Primary Responsibility for policy issues regarding
SCCP requirements is the sponsoring CCMD. CCMD JETP resource managers
will coordinate with Joint Staff J-7 JETP manager for approval of SCCP
requests over two short tons.
b. Procedures
(1) All cargo requirements validated by the sponsoring CCMD as
requiring movement by SCCP will be listed in the TPFDD with a mode source of
“AJ.” This validation is the authorization for movement via SCCP.
(2) When possible, use of the AMC channel system to move small
amounts of exercise cargo will be given priority over movement by cargo tender.
618 AOC (TACC) will determine whether existing channels can move the cargo
prior to recommending SCCP funding for cargo tender. When a unit is advised
to ship via the AMC channel system, standard channel procedures apply. In
rare cases where surface movement of exercise cargo cannot meet the required
delivery date, SCCP may be authorized to move the cargo by air to and from the
channel APOE/APOD. The shipping unit, through its TMO/ITO, is responsible
for coordinating with the channel APOE for onward movement of the cargo.
This includes providing fund sites for shipment.
(3) SCCP funding may also be recommended from TPFDD APOE to
TPFDD APOD if 618 AOC (TACC) determines that:
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Enclosure C
(a) The cargo requirement is insufficient to justify a dedicated
exercise mission.
(b) It is impractical to consolidate the ULN cargo with other exercise
airlift requirements.
(c) The AMC channel system cannot satisfy the ULN cargo
requirement in whole or in part.
(4) SCCP may be authorized for air transportation within the CONUS,
and between CONUS and a CCMD’s area of responsibility.
(5) If SCCP funding is considered by 618 AOC (TACC) for locally
procured commercial cargo movement, the deploying unit, through its
TMO/ITO, must obtain a contract cost estimate for moving the cargo by a civil
reserve air fleet air carrier. The estimate should be based on movement from
the TPFDD APOE to TPFDD APOD or to/from AMC Channel APOE/APOD, as
determined by 618 AOC (TACC). The contract cost estimate must be provided
to 618 AOC (TACC) prior to recommending SCCP authorization to
USTRANSCOM. Cost estimate should be the most cost effective to the U.S.
government and may include movement from or near origin/final destination,
based on commercial carrier infrastructure.
(6) Upon receipt and review of the contract cost estimate, AMC may
recommend the sponsoring command authorize SCCP funding. The
recommendation will include ULN, cargo weight, APOE, APOD, and the unit-
provided cost estimate.
(7) When approved, USTRANSCOM will issue a SCCP authorization to
include the commercial cost estimate provided by the deploying unit.
Authorizations will be addressed to the Joint Staff J-7 JETP Manager, Services,
sponsoring CCMD and deploying unit.
(8) The Joint Staff will maintain a portion of JETP funding for SCCP and
issue the funds to the Services as needed. The use of exercise-specific TACs is
the normal procedure for funding SCCP charges. When use of a TAC is not
feasible, the Joint Staff J-7 JETP Manager will release SCCP funds as required,
normally via FAD, with the sponsoring CCMD authorization and after
consultation with the Service headquarters and sponsoring CCMD.
(9) The unit, through its TMO/ITO, is responsible for contracting the
movement and preparing the cargo in accordance with reference r and the
commercial carrier’s instructions. Some U.S. carriers can ship hazardous
cargo, to include explosives, if notified in advance and permissions are
obtained. If commercial airlift is used in conjunction with AMC channel airlift,
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Appendix A
Enclosure C
the unit must also ensure that cargo is prepared and documented in
accordance with reference r.
(10) Prior to shipment, the unit will provide fund cites and/or TACs to
the TMO/ITO for payment of transportation services. TACs can be accessed by
TMO/ITO/mobility units through the transportation global edit table. The unit
will also advise the sponsoring CCMD of contract cost estimates prior to
movement and actual billing costs after completion of movement. The
sponsoring CCMD will report the estimates and actual costs to the Joint Staff
J-7 JETP Manager, Services, and USTRANSCOM J-3T monthly.
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Appendix A
Enclosure C
(INTENTIONALLY BLANK)
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Appendix B
Enclosure C
APPENDIX B TO ENCLOSURE C
SERVICE INCREMENTAL FUNDING
1. Purpose. SIF funds Service incremental costs (exclusive of JETP funded
requirements) for participation in CE2 eligible events as identified by the
CCMD, including lodging, per diem, and travel for attendance at planning
conferences and lodging and per diem for exercise events.
2. Procedures
a. Authorized Service Incremental Funding Expenditures. The following
clarifies SIF usage.
(1) Passenger and Travel Costs
(a) Funds government travel costs and per diem in accordance with
the Joint Travel Regulations or JTR incident to planning, conducting, and
evaluating a joint exercise exclusive of JETP requirements (see paragraph 9.c(1)
for JETP CTP Guidance).
(b) Funds overtime pay of government civilian employees directly
participating in planning, conducting, or evaluating a joint exercise in
accordance with Service funding rules and regulations.
(c) Excess Baggage Fees.
(2) Petroleum, Oil, and Lubricants and Movement Costs
(a) Cost of petroleum, oil, and lubricants (POL) (except for aircraft,
self-deploying watercraft and tanks) to accomplish joint exercise objectives
over-and-above the cost of POL programmed by Services and allocated to
participating units to build readiness in similar training activity. The cost of
POL to accomplish incremental joint exercise objectives includes costs for
deployment, employment, and redeployment to/from the joint exercise that are
not supported by JETP funding. (Example: Ground transportation for
personnel participating in exercise events not covered under inland
transportation funds.)
(b) Cost of consumables to pack, crate, and move supplies and
equipment to support a joint exercise, to include blocking, bracing, and tie-
down materials when such costs are not included in the commercial contract (if
available, joint exercise airlift, sealift, or inland transportation funds should be
used for this requirement, but coordination must be made with the CCMD).
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Appendix B
Enclosure C
(3) Training Areas and Facilities
(a) Cost of rental and contract services for equipment or facilities for
a joint exercise, to include board and lodging of personnel (including billeting
service fees) when Government quarters and meals are not available.
(b) Charges for base operations, services, and equipment use levied
by Reserve Forces for Reserve-owned or -leased installations and equipment
used that are directly attributable to the joint exercise and are above
programmed baseline operations/services.
(c) Cost of certain minor temporary/removable engineering efforts for
U.S. Forces, to include life support areas exclusive of projects covered under
Exercise Related Construction (e.g., temporary and removable items, such as
porta-potties or tent camps for use by umpires and controllers; temporary and
removable camps for reception, staging, and onward movement of forces;
temporary and removable camps to lodge troops in the field during the
execution of an exercise). A legal review of proposed minor engineering projects
is required.
(4) Exercise Support Costs
(a) Cost of photographs/visual information supplies, contract
printing and reproduction costs for joint exercise requirements.
(b) Cost to replace/replenish exercise related supplies attributable
only to the deployment, employment, or redeployment phases of a joint
exercise.
(c) Cost of exercise related cell phone sim chips and minutes.
Purchase and rental of cell phones are authorized uses of SIF.
(5) Exercise Contract Support
(a) Service Components may expend SIF to offset the cost of contract
and data processing support required for concept development, planning,
conducting, and assessing CE2 program Joint Exercises on the JEP list—to
include additional support such as exercise specific modeling and simulation,
subject matter experts, special observers, linguists, country specific expeditor
services, and additional commercial communications electronics support.
(b) Service headquarters may expend SIF to offset the cost of
contract support to assist with the management of the CE2 portfolio, which
includes oversight and management of SIF.
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Appendix C
Enclosure C
APPENDIX C TO ENCLOSURE C
JOINT STAFF J-7 SUPPORT TO THE COMBATANT COMMANDS
1. Purpose. Joint Staff J-7 provides training support to CCDR joint,
interagency, and multinational training. The Joint Staff J-7 provides common
joint training support and maintains overarching architectures and standards
for joint training that address exercise support and maintenance of training
infrastructure, to include distributed modeling and simulation capabilities. It
also enables training using tailored blended learning training packages, which
include exercise prerequisite academics (JKO courses and face-to-face
academics) and joint process trainings (JKO small group scenario trainer
(SGST)) or table-top exercise (TTX).
2. Joint Staff J-7. Joint Staff J-7 is funded and resourced to provide a broad
range of scalable common joint training support to CCMDs and Services.
Support is coordinated through Joint Staff J-7 CCMD and Service Desk
Officers. In general, the Joint Staff J-7 program of work is outlined at the
annual Training Synchronization Conference (JTSC) and requests for support
that are outside of the program of work are submitted in accordance with the
guidance in Appendix A to this Enclosure. For more detailed information on
Joint Staff J-7 joint training products and capabilities, see reference q.
a. Event Support. Joint Staff J-7 will provide exercise design, planning,
preparation, execution, and analysis support throughout the JELC.
b. Joint Training Environment. Joint Staff J-7 can provide a range of
capabilities to facilitate exercise design and execution. These include:
(1) Scenario. The scenario development team develops an exercise
scenario and associated products that describes the strategic and operational
environment in sufficient scope and detail to allow accomplishment of the
exercise and training objectives.
(2) Joint Master Scenario Events List. The Masster Scenario Events
List (MSEL) Section supports storyline and inject development, management,
integration, and execution. Joint Staff J-7 support can include MSEL database
administration, JELC MSEL conference facilitation, and leading MSEL
synchronization during execution.
(3) Operational Environment. The Operational Environment (OE) team
supports the design and execution of joint and coalition exercises by developing
an exercise environment and related scenario products that allow supported
commands to operate in a realistic and challenging environment.
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Appendix C
Enclosure C
(4) Opposing Forces. The Opposing Forces (OPFOR) team designs and
depicts adversaries to support the exercise and training objectives of the
supported command
(5) Simulation Operations. Joint Staff J-7 provides
instructor/controllers to coordinate response cell actions; and uses Modeling
and Simulation (M&S) systems to replicate forces and capabilities and to train
response cell members on how to organize and integrate into the exercise.
(6) Countering Threat Networks. The Countering Threat Networks
(CTN) team enhances the realism and accuracy of exercises by introducing
geographically based Human Threat Networks (insurgent, criminal, terrorist,
etc.) into the OE.
c. OPFOR/SITFOR (Situational Forces) support provides a robust and
realistic opponent that supports joint event training objectives. Specifically,
the OPFOR/SITFOR cell portrays traditional military, paramilitary, irregular
military, insurgents, terrorists, or any other type of organizations representing
OPFOR or SITFOR as required by the scenario in the simulation as well as the
simulation of commercial shipping and air assets. The OPFOR/SITFOR cell
can:
(1) Prepare and implement “the threat” for the training audience
following the OPFOR CP (approved by the Event Director or his designated
representative).
(2) Ensure all OPFOR CP activities support the MSEL as well as
provide dynamic events coordinated and approved by Senior Control.
d. Modeling and Simulation Support
(1) Joint Staff J-7 DDJT provides M&S support based on CCMD
training objectives and uses various tools to support joint training for CCMDs
and Service training programs.
(2) In order for Joint Staff J-7 DDJT to support Service and joint
exercises, the technical aspects of the exercise require verification to ensure
that the systems will provide the training audience with the stimulation
required to meet training objectives. Differences in exercise size and scope, as
well as simulation selection will dictate exactly what is required. Model
selection is made by the training audience with input from lead exercise
planner. The lead event planner will make the final determination of what pre-
exercise testing is required to ensure a successful exercise. In support of this
effort, the M&S planner provides technical oversight and conducts associated
event tests.
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Appendix C
Enclosure C
e. Joint Staff J-7 is capable of managing and directing all aspects of a
JECG during exercise execution. Typical Joint Staff J-7 support includes
producing exercise control plans; conducting JECG plenary and functional
training of control group personnel; conducting final preparations for exercise
execution to include communication exercises (COMMEX) and mini-exercises
(MINI-EX); management of MSEL injects, etc. The Joint Staff J-7 level of JECG
support is based on the requirements determined by the supported CCMD or
Service.
f. Observation, Training, and Analysis Support. A Deployable Training
Team (DTT) will be provided to support the training event/exercise execution
phase to include one pre-exercise training event (academics, seminar, etc.).
(1) Academic Training Support. While academics are one of two
training methods described in reference q, the term “academic” in this context
refers to all instructional opportunities and events preceding the practical
application (operation order planning and/or execution) portions of an exercise.
(a) Joint Staff J-7 DDJT is responsible for the development of the
academic training plan based on the direction of the training audience
commander. Considerations in developing the content of the plan include:
joint mission essential tasks selected from the Universal Joint Task List (UJTL);
exercise/training objectives; exercise mission and scenario; major focus areas;
commander’s guidance and commander’s critical information requirements;
and observations from previous exercises.
(b) Joint Staff J-7 DDJT provides observer/trainer (O/T) and after
action review (AAR) analyst support required to complete academic training.
Training support options include:
1. Seminars. Doctrine-based presentations/ discussions
conducted or facilitated by O/Ts for the commander and primary staff in
plenary sessions tailored to meet the exercise training objectives.
2. Functional Training. More focused learning by individual J-
codes, staff sections, and various boards/bureaus/centers/cells.
3. Senior Leader Seminars. Seminars aimed at providing the
commander’s flag and general officers and other designated personnel the
opportunity to study and discuss what the commander considers to be key
issues, as they relate to a particular exercise or command issue.
4. Crisis Action Planning Workshop. A series of functional-level
sessions during which the training audience works through the crisis action
planning/operational planning process, developing appropriate staff section
estimates.
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Appendix C
Enclosure C
5. The SGST is a joint process training tool available on JKO
NIPRNET and JKO SIPRNET. The SGST allows functional and cross-functional
training audiences to train on their joint processes driven by a tailored scenario
using JKO’s distributed, collaboration capability. SGST fills the gap between
individual training and large-scale joint exercises by providing assembled or
geographically dispersed small groups with multiple opportunities to rehearse
processes and battle drills, conduct operational design and mission analysis,
and built a joint team before the arrival of joint augments, before an exercise,
and after the exercise to address after action review areas for improvement.
Organizations can re-use SGST to support on-boarding new personnel and to
maintain proficiencies during the large-scale joint exercise.
6. Part Task Trainers are tailored O/T led staff training
activities using scenario vignettes and other tools to practice staff tasks and
battle rhythm activities against detailed standards and performance objectives.
(2) Planning, Preparation, and Execution Support
(a) The tailored DTT, composed of O/Ts, AAR analysts, doctrine and
lessons learned representatives, and technical support specialists, provides
support to enable the training audience to achieve their exercise and training
objectives. This is accomplished by providing feedback through daily contact
and functional AARs, facilitated after action reviews (FAARs), and a
Commander’s Summary Report (CSR) given to the training audience
commander.
(b) The following products may be provided:
1. Functional After-Action Review. Cover specific staff areas
and are designed to capture areas for sustainment and improvement.
2. Facilitated After-Action Review. An overall exercise/event
review conducted at the conclusion of the exercise at a time and place
determined by the supported commander.
3. CSR. The CSR will be completed and provided to the primary
training audience's commander generally within 10 working days of event
completion to support the commander’s post-exercise assessment. CSRs will
be entered into JTIMS in the CSR Module.
g. Intelligence Support. Joint Staff J-7 DDJT Intelligence Section provides
varying levels of planning and execution support throughout the exercise/event
JELC process. To do this, Joint Staff J-7 DDJT establishes an intelligence
planning team, (with advice and staffing from Joint Staff J-2) to include
military, civilian and contractor planners and supporting functional
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Appendix C
Enclosure C
representatives. The Intelligence Planner acts as the conduit between the
training audience(s) intelligence planners and Joint Staff J-7 DDJT. The major
areas of support in the planning process include: intelligence production,
training, intelligence models and simulations, intelligence communication
systems, targeting, and collections. The necessity for individual products
varies with each exercise, and is determined under the guidance of the
intelligence planner.
h. Exercise Sustainment Planning Support
(1) Sustainment encompasses logistics and personnel services
necessary to maintain and support operations until mission accomplishment.
Sustainment planners facilitate training in the following functional areas:
supply support, maintenance, transportation, human resources support,
religious ministry support, financial management, legal support, health
services, explosive ordnance disposal (non-improvised explosive device), field
services, and general engineering. The level and fidelity of sustainment play is
dependent upon exercise objectives, training objectives, and availability of
required resources.
(2) External Sustainment Agencies. Sustainment exercise play can be
enhanced with the participation of external agencies and commands such as
USTRANSCOM, Defense Logistics Agency, and Army Sustainment Command.
As mentioned above,Joint Staff J-7 DDJT can help identify requirements and
coordinate this participation.
i. Interagency Support
(1) Develop interagency joint academic training.
(2) Define the appropriate level of interagency participation based on
training objectives. Coordinate for Washington-based Interagency support and
incorporate Interagency training requirements into the exercise design when
possible.
(3) Joint Staff J-7 DDJT will replicate interagency partners if actual
players are not available.
k. Information Operations Support. The Joint Staff J-7 DDJT information
operations (IO) planner provides:
(1) A global historic perspective of joint operations in the design of
exercise events.
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Appendix C
Enclosure C
(2) Knowledge of future concepts in joint operations to include
integration of new constructs, organizations, Tactics, Techniques, and
Procedures (TTPs), and policy.
(3) Expertise and resources in order build the training environment to
mirror the joint operations environment.
(4) Advocacy of TTP development and C2 of coalition operations in
order to facilitate increased multinational partners’ participation.
(5) Joint training system expertise to facilitate exercise design and
integration of IO across other functional areas.
(6) Mentoring of CCMD IO planners and assistance in leading JECG
IO cells; facilitation the IO working group throughout the JELC.
(7) Training objective development at the fidelity necessary to support
exercise design.
(8) Storyline management during exercise execution and MSEL
product fidelity.
(9) Development of OPFOR IO plans and communications strategy;
(10) Facilitation of tool integration to improve replication of a realistic
training environment.
l. Cyberspace Operations Support. The Joint Staff J-7 DDJT Cyberspace
Operations (CO) planner provides:
(1) A global historic perspective of joint operations in the design of
exercise events.
(2) Knowledge of future concepts in joint operations to include
integration of new constructs, organizations, TTPs, and policy.
(3) Expertise and resources in order to build the training environment
to mirror the joint operations environment.
(4) Advocacy of TTP development and C2 of coalition operations in
order to facilitate increased multinational partners’ participation.
(5) Joint training system expertise to facilitate exercise design and
integration of CO across other functional areas.
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Appendix C
Enclosure C
(6) Mentoring of CCMD CO planners and assistance in leading JECG
CO cells.
(7) Facilitation of the CO working group throughout the JELC;
(8) Training objective development at the fidelity necessary to support
exercise design.
(9) Storyline management during exercise execution and MSEL
product fidelity.
(10) Development of OPFOR CO plans and strategy.
(11) Facilitation of tool integration to improve replication of a realistic
training environment.
m. Space Operations and Missile Defense Support
(1) Joint Staff J-7 DDJT support includes space and missile scenario
design and Joint Master Scenario Event List development, coordination with
external partner agencies and mission owners, and functional space operations
and missile defense training prior to and/or during exercise execution. The
space and missile planners coordinate M&S support as required to add realism
to operational environments to enable the training audience to exercise space
operations and missile defense activities.
(2) During execution the space operations and missile defense O/T
cadre provide functional/cross-functional training & education to joint or
combined staffs in meeting national space and missile defense policy
objectives.
n. Special Technical Operations Support. The Joint Staff J-7 DDJT
Special Technical Operations (STO) Section provides joint exercise support,
training expertise, and integration of STO capabilities in support of CCMDs’
operational plans and training objectives. The STO planner assists in the
development of the STO training environment based on STO training objectives
identified by the CCDR and training audience. The STO planner will
coordinate live fire activities, coordinate additional STO support, and partner
with other functional control cells (IO, Joint Force Maritime Component
Command, Joint Force Air Component Command, Joint Force Land
Component Command) and organizations (e.g., Joint Staff, National Security
Agency, Central Intelligence Agency).
o. Synthetic Media Support. World News Network (WNN) provides joint
force commanders, staffs, component staffs, and other event participants with
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Appendix C
Enclosure C
relevant information pertaining to the operational environment and scenario in
the form of real-time synthetic television, print, and radio media. WNN
products facilitate training in public communications, perception management,
information management, open source intelligence collection, and strategic
communication. WNN products may include:
(1) Road-to-Crisis Videos. The Road-to-Crisis (RTC) Video is a scene-
setter newscast that sets the stage for an exercise, STAFFEX, vignette, or war
game.
(2) WNN Broadcasts. The WNN newscast provides current scenario-
related information and a reflection of public support for a military operation.
(3) WNN Special Reports. The WNN special report is a short newscast
that provides pertinent scenario information that must be injected quickly or at
a specific time during an exercise.
(4) Adversarial and Regional News. Adversarial and regional newscasts
provide information from the perspective of an adversary, geographic region,
ethnic group, or other social influence on military operations.
(5) Print News Stories. Print news stories provide exercise controllers
with an alternative to WNN video products for injecting MSEL events and
scenario information.
(6) World News Radio. World News Radio provides an additional
medium for simulated news, editorials, and interviews.
(7) WNN Weather Reports. WNN provides realistic weather reporting
during training events for which weather or natural disasters are major
scenario themes or elements.
(8) Press Role Players. Media role players may be provided for
simulated press events and interviews.
(9) Social Media. WNN produces social media and social media
synopses depicting trending topics and issues relevant to the operational
environment or event scenario. Social media products are introduced to
training audiences as either stand-alone segments or elements of WNN
Newscasts and other synthetic media. The Information Operations Network
(ION), produced by the Training and Doctrine Command (TRADOC) is a
synthetic internet used by the Joint Staff J-7 to provide social media injects for
the training audience.
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Appendix C
Enclosure C
(10) Media Training. The Media Branch may assist the Joint Public
Affairs Support Element and supported commands in providing tailored media
training to commanders, public affairs officers, and other joint staff members.
q. Communications Systems Support
(1) Exercise communications planners are responsible for integration of
the control network into the overall exercise architecture. They analyze joint
and service exercise objectives, operational C2 systems and processes, and
integrate exercise simulation architectures into exercise communications
architectures. Communications planners assist training audience J-6 planners
with planning communications requirements.
(2) Joint Staff J-7 DDJT will provide the majority of secure and non-
secure data, voice and video teleconference services to the supported command
and subordinate elements in support of exercises conducted by Joint Staff J-7.
Joint Staff J-7 DDJT will validate all communications systems requirements
and assist supported commands throughout the JELC to ensure support
requirements are met prior to execution.
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Appendix C
Enclosure C
(INTENTIONALLY BLANK)
CJCSM 3511.01A
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D-1 Enclosure D
ENCLOSURE D
TRAINING TRANSFORMATION – JOINT NATIONAL TRAINING CAPABILITY
1. Introduction. The JNTC supports joint force training. Implementation of
JNTC enables joint context and capabilities that support the joint training
environment for Services and CCMDs, thereby benefiting the entire joint force.
Established in 2004 as an operative training component of T2, JNTC improves
joint training and supports CCDR and Service training plans by increasing
joint context in Service training and integrating programs through a global
distributed training environment. JNTC provides a live, virtual, and
constructive joint training environment through the Global Joint Training
Infrastructure (GJTI) and certified training networks. JNTC adheres to a
program-centric approach in order to improve the joint training enterprise
through development of persistent joint training capabilities available to
Service training programs rather than investing in singular training events.
This program-centric approach allows distribution of joint training capabilities
directly through established Service training programs while ensuring
consistency with joint training objectives and compliance with enterprise
standards.
2. Purpose. The purpose of this appendix is to describe JNTC and codify the
methods and procedures for the joint training community to access JNTC
resources through the governance model. In addition, this appendix
establishes key roles and responsibilities of JNTC stakeholders and process
management of JNTC subordinate programs. The subordinate programs
described in the annexes are the significant programs within JNTC, which
realize the T2 collective training pillars. In accordance with Title 10, U.S.C.,
section 167, USSOCOM is responsible to train, organize and equip forces, and
is a recognized Service equivalent for JNTC purposes.
3. Joint National Training Capability Program Description
a. The JNTC Program complements other collective joint training programs
by extending joint context into Service training programs primarily at the
tactical level. JNTC addresses Service joint training issues by first assessing
the joint training environment through accreditation of training programs and
certification of sites, and then identifying solutions to mitigate shortfalls.
Through continuous engagement with stakeholders, JNTC processes are
designed to assist in prioritizing shortfalls and implementing solutions to
ensure joint force objectives are met. JNTC establishes architectures and
associated standards necessary to synchronize select Service and CCMD
training infrastructures.
b. JNTC is resourced through the CE2T2 program and has three types of
funding: direct funding, ATC, and JTCP funding. Funding level is determined
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D-2 Enclosure D
through the annual POM process. During CE2T2 PEP development, the JNTC
CB will assess the requirements of each stakeholder. Direct funds are
principally baseline joint training capabilities, to include sustainment and
investments. Specific allocations of ATC funds are determined three to six
months prior to execution year during the PEP development process. JNTC
budget processes are described in detail in the annual JNTC PBR Review
Development and Assessment Guidance.
4. Joint National Training Capability Organization. JNTC is organized using a
decentralized, collaborative model that ensures operations are executed at the
lowest level with accurate and timely feedback. JNTC stakeholders are the
Services, USSOCOM, and Joint Staff J-7.
a. JNTC Corporate Board. The JNTC Corporate (CB) is the forum
established for convening stakeholder leadership to address JNTC issues.
Primary members have the responsibility to vote for and represent their
organization. CCMD’s have a standing invitation to participate as advisory
members. Other agencies and organizations (CSAs, NGB, Information
Assurance, etc.) may become advisory members on a case-by-case basis to
address specific joint training matters by invitation from a primary member
and approval from the JNTC CB Chair. The CB provides guidance for JNTC
activities and ensures the intent of JNTC by annually reviewing and assessing
Service, USSOCOM, and Joint Staff J-7 joint training programs to ensure joint
context is maintained. The JNTC CB addresses joint training issues,
recommending solutions to the CE2T2 governance bodies for consideration and
approval. The JNTC CB, through a collaborative process, recommends spend
plans for each fiscal year to the CE2T2 governance bodies. Reference Appendix
A, Enclosure B.
b. Joint National Training Capability Corporate Board Schedule. The JNTC
CB meets at least quarterly as described below. The Joint Staff J-7
DDPMA will provide updates on fiscal year execution, Service joint training
support, and GJTI support and development at scheduled CB meetings.
(1) First Quarter. Budget Process Review to improve budget
processes and recommend changes to the JNTC PEP Development and
Assessment Guidance, receive Accreditation/Certification (A/C) briefs, and
approve recommendations for the JNTC A/C program.
(2) Second Quarter. CB and Mid-Year Review to review mid-year
fiscal execution, review and endorse POM inputs, and receive program updates.
(3) Third Quarter. CB meeting to assess all JNTC PBRs and conduct
reassessment as necessary.
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D-3 Enclosure D
(4) Fourth Quarter. Review and endorse the PEP, and receive
program updates as required.
5. Funding. The JNTC program provides funding for Service training programs
with capabilities that enhance joint context for the four Services, USSOCOM,
and the Joint Staff J-7. These funds are described as Service-direct, Joint Staff
J-7 JNTC direct, ATC funding, and JTCP funding. All JNTC resources must
address enterprise capabilities that support CCMD and Service joint training
needs.
a. Scope. Funds are available for two appropriations (RDT&E and O&M).
Projects funded under these programs are reviewed annually based on
operational, technical (when required), and programmatic criteria to ensure
critical enhancements are delivered within optimal schedule and cost.
b. Service-direct. All service-direct resourcing must support service joint
training needs. Service-direct funding is provided to the services for their
execution to support baseline joint training capabilities for their training
programs. This includes service sustainment and investments in JNTC joint
capabilities and cost increases associated with infusing joint context for those
permanent capabilities needed for a service’s forces to satisfy service unique
exercises and training capabilities. These resources reside within the CE2T2
account and access to them occurs on the basis of jointness within the JNTC
business process.
(1) As proposed by the budget owner and validated by the JNTC CB,
stakeholders are responsible for determining the allocation of their Service-
direct funding. Direct funds are primarily used to fund the core ongoing joint
capabilities that promote the joint interactions at CCMD and Service training
programs. These generally include subject matter expert (SME) support that is
persistent, but required to promote joint activities. These funds are also used
to support the overall administration of the JNTC program. With discretionary
funds, Services are able to distribute some benefit from the program to JNTC
stakeholders, continue development of joint capabilities. Additionally, this
funding allows the JNTC program to develop technologies that although
Service-centric, provide benefit to the joint community. Activities like upgrades
to interfaces from JNTC Air, Space, and Cyber simulations systems when
federated in the Joint Live Virtual Constructive (JLVC) allow all participants to
benefit from the effects these generate.
(2) Appropriate uses for this type of funding include: program
management, joint operational support, Joint Training Enterprise Network
(JTEN) sustainment, modeling and simulations (M&S) development, SME, and
joint infrastructure. Examples are SMEs used to ensure other Service training
objectives are built into the event designs and various training venues.
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c. Joint Staff J-7 JNTC Direct. Direct funding is used by Joint Staff J-7 to
support baseline training capabilities for the training enterprise that provide
joint context. This includes those joint context sustainment costs added to
CCMD or Service-training programs directly attributable to JNTC objectives
and not normally an expense for the executing command. This definition
includes program management, training program operational support, and
training environment infrastructure, including JTEN and M&S; research and
development to develop or enable new technologies to satisfy joint training
capabilities.
d. Adaptive Training Capability Program
(1) ATC has the ability to accept more risk than JNTC direct funds and
should benefit the entire joint training enterprise more than the submitter.
ATC funds enable the Joint Force to be responsive to the pace of changing
Warfighter operational concepts and best practices, along with the pace of
changing threat environments. Strong candidates for ATC funding are
emerging requirements with solid transition plans for the sponsoring
stakeholder to either complete the project within five years or assume the
responsibility of funding in out years. There is no guarantee that funded
requirements in one fiscal year will be funded in out years. This funding is
also intended to bring lasting capability to the joint community for up to a
5-year funding duration. Requests for ATC funds must meet three criteria:
(a) There is a compelling justification for using joint funds.
(b) The training is primarily joint in nature.
(c) Funding is not used to supplement Service program funding
shortfalls.
CJCSM 3511.01A
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Appendix A
Enclosure D
APPENDIX A TO ENCLOSURE D
JOINT TRAINING COORDINATION PROGRAM
1. Joint Training Coordination Program. The JTCP is a mitigation measure to
address a chronic and recurring shortfall identified through JNTC A/C. JTCP
identifies units from one or more Services to participate in another Service’s
training program. The JTCP is one of the most important annual JNTC
contributions to Service joint training programs. The goal for JTCP is the
identification of availability of assets and associated funding for joint training.
JTCP brings Services and USSOCOM together to coordinate mutual training
objectives and identify the forces for training.
2. Purpose. JTCP provides a process that enables Services and USSOCOM to
conduct continuous and routine coordination, planning, scheduling, and
resourcing for Service/Special Operations Forces (SOF) forces to participate in
joint training conducted by other Services. JTCP enables Service programs to
conduct joint and interoperability training on critical UJTs in order to meet
readiness requirements. Within available resources, JTCP covers Service/
USSOCOM training programs that are accredited by JNTC and lack the
appropriate joint forces from other Services required to train on a UJT.
3. Products and Deliverables. Joint Staff J-7 conducts regularly scheduled
working group teleconferences to enable Services and USSOCOM to identify
complementary training requirements for other Service participation in
training.
4. Joint Training Coordination Program Process
a. Planning. Services and USSOCOM provide an initial prioritized list of
requirements for review within the JTCP process in order to train their forces in
the joint environment.
b. Coordination. Coordination is provided through JTCP working groups
and periodic conferences. The intent of the process is to schedule
organizations and capabilities beyond the Service annual training schedule
development, 16 to 18 months prior to FY execution. The result of this
coordination is the development of a mutually agreed-upon level of
participation and support within these programs.
c. Execution. Separate from the challenge of scheduling Service joint
training, the funding of the JTCP is competed for annually and is highly
variable. Services fund their own Title 10 requirements, so funding for inter-
Service training needs is available through JTCP. Services are required to
prepare and submit monthly update reports and update the current approved
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Appendix A
Enclosure D
financial tracking system (i.e., CPTT) as it relates to JTCP expenditures. In
case of revisions, JTCP stakeholders will update the current approved JTCP
tracking database with the most current joint participants for their training
programs. The JTCP manager will coordinate the reprogramming or
reallocation of identified excess funds with the CE2T2 Program Manager.
4. Joint Terminal Attack Controller. The Joint Terminal Attack Controller
(JTAC) continuation training program provides a process for Services and
USSOCOM to enable participation of JTACs/Joint Fires Officers into already
scheduled close air support training sorties in order to maximize the training
value for all participants. This program does not provide for initial qualification
training, but fulfills annual currency requirements for certified JTACs and
JFOs. The individual Services retain the responsibility to qualify their
respective JTACs and JFOs. Within available resources, JNTC JTCP provides
funding to cover lodging, travel, rental vehicles (if necessary) and per diem
expenses to increase the number of jointly trained JTACs/JFOs for deployment
in support of combat operations.
CJCSM 3511.01A
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Appendix B
Enclosure D
APPENDIX B TO ENCLOSURE D
GLOBAL JOINT TRAINING INFRASTRUCTURE
1. Purpose. Through GJTI, the CE2T2 enterprise designs, develops, and
provides access to the Joint Training Environment (JTE). GJTI provides a
persistent, on demand capability that supports planning and execution of joint
training and Warfighter capability development to drive joint context deeper
into the operating force. Technical enterprise capabilities include M&S that
enable training from tactical to strategic levels across joint mission threads and
the JTEN that globally distributes those M&S capabilities and links Service,
joint, and coalition training centers in support of globally integrated CCMD,
Service, and coalition training events.
2. Goal and Objective. The goal of GJTI is to enable the distribution of joint
training worldwide in support of CCMDs and Services. The objective of GJTI is
to develop and field cost saving technologies and lean planning and execution
processes to provide a more sustainable JTE.
3. Processes. The enterprise uses live, virtual, or constructive simulation
distributed across networks to replicate the complex operational environment
in the training battle space to enable CCMDs and Services to prepare for joint
operations. M&S tools also have the capability of feeding simulated
information directly to real-world C2 systems (for example – Global Command
and Control System or GCCS). The JTEN is a joint and coalition training
network which provides worldwide connectivity and delivers a realistic
operational environment to training audiences.
a. Technical. Dedicated technical support (M&S and Information Service)
for CCMD training events can be provided by Joint Staff J-7 depending on
desires of CCMD and availability of the Joint Staff J-7. These events are
scheduled and de-conflicted between the CCMD J-7s and representatives from
Joint Staff J-7 DDJT, and published on a schedule maintained by Joint Staff
J-7 DDJT. Technical support to Service events or JTEN access is coordinated
through the Joint Staff J-7 Service Desk representative or through submitting
an Event Technical Support Request (ETSR).
(1) Upon Joint Staff J-7 approval, Joint Staff J-7 DDJT assigns a
technical team to support an event from its inception through to its
completion. The technical team is organized by task to meet the objectives of a
particular event. The technical team is led by military and government civilian
planners and augmented by contractors. This contractor team performs
multiple tasks and provides deliverables. It includes model operators;
communication technician operators; C2 system operators; model instructor
and controller operators; computer technicians; audio video technicians; voice
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Appendix B
Enclosure D
over Internet protocol operators; system administrators; Web developers;
cybersecurity compliance and reporting specialists; and intelligence systems
technicians.
(2) The technical team provides M&S Information Systems support
under the direction of a lead Joint Staff J-7 CCMD Desk Officer or Service
Event Planner. The level of M&S Information Systems support is determined
during the design and planning stages of the JELC. The M&S tools and
information services selected are based on training objectives, the training
audience (strategic to tactical), and available resources. With growing DoD
emphasis on globally integrated operations and the advent of the Globally
Integrated Exercise (GIE) bringing multiple CCMDs and Joint Staff unto a
broader C2 structure, the model selection will be more complex as it addresses
multiple CCMD and Service requirements. As a result, the Joint Staff J-7 and
sponsoring CCMD will mutually agree on the final decision on all GIE exercises
M&S architectures to ensure GIE, CCMD, and Service requirements are met.
(3) Once the M&S architecture decision has been made, a detailed M&S
testing phase begins. Event testing plays an integral part in ensuring that the
M&S system(s) and data sets can accurately execute operations, reflect
representative results, and create the realistic operational environment that
supports the training objectives. Part of the process includes identification and
validation of database characteristics. This is achieved with support from the
CCMD or Service. Service Title 10 M&S capability is integrated into the JLVC
during the federation development process described later. However,
confirmation that the integration is working properly occurs during the event
testing process and directly involves the Service M&S practitioners. Another
important process of the M&S testing phase is the identification of shortfalls
requiring programing corrections or manual work-around procedures.
Normally, the testing phase includes an Event Functional Test and an Event
Operational Test. In the end, the technical planning phase ensures that all
technical systems are fully functional and provide a realistic representation of
the operational environment.
(4) The culmination of the technical planning and testing efforts is event
execution. In the weeks preceding an event’s execution, there is a period of
setting-up and internal testing of equipment. For large events, information
technology equipment may be shipped to training audience locations
worldwide. Normally, the last two events before starting event execution are
the communications exercise (COMMEX) and mini-exercise (MINI-EX). The
COMMEX and MINI-EX are critical events to ensure connectivity (telephonic, e-
mail, models and simulations, etc.) between the Joint Exercise Control Group
(JECG) and training audience(s) prior to the start of exercise (STARTEX). Event
execution follows the MINI-EX, and represents the largest manpower
requirement for Joint Staff J-7. Technical support is normally provided
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Appendix B
Enclosure D
throughout the event’s execution phase, and will run continuously through
weekends until the event is concluded.
(5) The last phase of the technical support process is the technical AAR.
The technical AAR is held shortly after an event is completed and is designed to
capture best practices and document shortfalls. The best practices are used to
update standard operating procedures. The shortfalls are shared with the
Environment Operations Division (EOD) under Joint Staff J-7 DDJT for
inclusion and discussion in the Joint Training Synthetic Environment (JTSE)
WG.
b. Joint Training Enterprise Network Overview and Request Process. The
Joint Training Enterprise Network (JTEN) may be used to support training
exercises, experimentation and concept development activities, and testing
events without being designated as a Joint Staff J-7 supported event. JTEN is
able to support multiple events simultaneously.
(1) The process for requesting use of the JTEN begins with an event
sponsor requesting support through the ETSR page on Intelink
<https://intelshare.intelink.gov/sites/jcw?Exercises/etsr/SitePages/Home.asp
x>. Requestors will initiate the support request process at least 12 weeks prior
to the first required use of or connection to the JTEN. Event sponsors may
contact the EOD technical planner directly with a request, and the technical
planner will assist the sponsor with submitting an ETSR. Should the ETSR
require Joint Staff J-7 DDJT to provide support that requires funding, the
technical planner will forward these requests to the appropriate Joint Staff J-7
CCMD Desk Officer or Service Event Planner. The Desk Officer or Event
Planner assists the sponsor by submitting an Out-Of-Cycle (OoC) request for
support and monitors the OoCR through the approval process. After gathering
initial information, the desk officer or event planner then coordinates the OoC
request with a technical planner for the funding estimate.
(2) The primary role of the technical planner is to ensure that all JTEN
approval and connection requirements are met. To accomplish this, the
technical planner works closely with the requesting organization to accurately
diagram the telecommunications architecture. The technical planner also
ensures that the JTEN request form is completed and submitted. Critical
information on the JTEN request form includes: organization requesting
support; event start date and End Date; event time in Zulu; event locations;
JTEN Persistent Site participation; JTEN Pod participation (if any); and
cybersecurity documentation. ETSR are located and submitted at the Event
Technical Support Request site (reference i).
(3) Once the ETSR is completed and submitted, the JTEN Network
Operations and Security Center (NOSC) adds the event to the list of approved
events and implements specific network configuration changes. The NOSC
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Appendix B
Enclosure D
then monitors the event during execution. If any failures occur, the NOSC will
work corrective actions with both the Joint Staff J-7 technical planner and the
designated point of contact at the original requesting organization.
c. Joint Live Virtual Constructive Development Overview and Process.
Joint Staff J-7 provides the technical engineering and management capability
for developing the current JLVC Federation and its follow-on capability called
Joint Training Tools (JTT). The JLVC provides warfighters with joint
simulations; event planning; execution and assessment tools; and data
management required to generate a relevant JTE for training across Services,
CCMDs, Agencies, and multi-national partners. The JLVC enables the JTE to
support a full range of military operations including land, sea, air, space,
cyber, logistics, intelligence, and special operations. The development
capability includes: developing, delivering, sustaining the JLVC; researching,
identifying and refining technical methods for meeting joint training
requirements; prototyping, developing and integrating new capabilities into the
JTE; networking and data infrastructure engineering; and configuration
management and control.
(1) The JTT is the future cloud based Web-enabled environment being
developed to replace certain features and capabilities of the existing JLVC
federation. Joint Training participants will benefit from the capabilities
realized by both JTT and JLVC during development and transition periods.
JTT is intended to provide a modular, data-centric construct that enables
improved response to required cybersecurity requirements, changes to the
representation of the operational environment for training, and
Joint/Service/agency modeling and simulation interoperability. Testing and
implementation of JTT capabilities is an enduring effort and a priority for the
Joint Staff J-7 Deputy Director Joint Training (DDJT). Over the course of JTT
development/evolution, elements of JLVC may be modified or enhanced to
ensure continued joint training event support. JTT capability implementation,
may require an increase in the JNTC GJTI O&M baseline to support
transition/operation of legacy and new capabilities while, stabilizing software
baselines, affecting modifications to software systems, and gaining authority to
operate the JTT supported architecture.
d. Joint Training Synthetic Environment Working Group Overview and
Process. The JTSE WG provides a Joint Staff led joint training community of
interest that collaboratively address all doctrine, organization, training,
materiel, leadership and education, personnel, and facilities aspects of joint
training requirements. It is designed to enhance communications and
understanding of important joint training issues and shortfalls that limit or
prevent the conduct of training as well as facilitate actions required to resolve
those issues and shortfalls. This comprehensive approach ensures the Joint
Staff, CCMDs and other stakeholders have complete awareness on the total
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Appendix B
Enclosure D
demand for resources needed to close priority joint operational related training
gaps.
(1) The JTSE WG collects, defines, validates and prioritizes training
gaps that may require materiel, non-materiel, technical and non-technical
solutions.
(2) The JTSE WG promotes Joint Training Technical Interoperability.
Through collaboration, JTSE stakeholders will develop and evolve toward a
common set of open, net-centric standards that enables interoperability
amongst Combatant Commands, Services, Agencies and mission partners for
the development of enterprise capabilities.
(3) JTSE WG stakeholders are the trainers and capability developers
from each Service and CCMDs. The JTSE WG is the primary forum for CCMDs
and Services to discuss training gaps and potential solution(s).
(4) The JTSE WG is conducted quarterly and co-chaired by the Joint
Staff J-7 DDJT Environment Operations and Environment Architecture
(EOD/EAD) Divisions. Voting members will be O-6/GS-15 level participants
from each Service, CCMD, and Joint Staff J-7. Between sessions, prioritized
training gaps are refined through a series of working groups led by sponsors
working in coordination with other stakeholders and SMEs.
CJCSM 3511.01A
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Appendix B
Enclosure D
(INTENTIONALLY BLANK)
CJCSM 3511.01A
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D-B-2
Appendix B
Enclosure D
APPENDIX C TO ENCLOSURE D
JOINT ENTERPRISE ENDURING TRAINING ENABLERS
1. The Joint Enterprise Enduring Training Enablers (JEETEs) support the
Joint Warfighter by providing operationally relevant, high-demand/low-density
joint training capabilities. They are managed by a JNTC stakeholder that
benefits other JNTC programs’ ability to develop the Joint Force’s capabilities
to execute full-spectrum joint combat operations in support of evolving
Geographic Combatant Commander requirements. The JEETEs continually
support scheduled Service/USSOCOM and select CCMD training programs and
exercises.
a. The JEETEs are relevant and current force multiplying JNTC Training
Enablers currently consisting of the Air Operations Replication Cell (AOC RC),
SOF Replication Cell (SRC), SOF Planning and Replication Cell, Southwest
Irregular Warfare Training Cell, and Realistic Military Training (RMT). The
purpose of JEETEs is to:
b. Replicate unavailable live, low density forces.
c. Improve Joint Force training readiness.
d. Mitigate JNTC SOF and Air Operations Center joint training shortfalls in
other service programs.
2. JEETEs Criteria/Business Rules
a. Support 3 or more other Services/USSOCOM.
b. Support a minimum of 10 JNTC accredited Programs/Exercises.
c. Replicate in the absence of live forces.
d. Require annually, unanimous voting by JNTC stakeholders.
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Appendix C
Enclosure D
(INTENTIONALLY BLANK)
CJCSM 3511.01A
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E-1 Enclosure E
ENCLOSURE E
TRAINING TRANSFORMATION – OTHER
1. Training Transformation - Other. The T2 portion of the CE2T2 program
consists of JNTC, and other components that are collectively categorized as T2
Other. These include one component under the direction of OSD/FE&T, the
JAEC, and three components under the direction of the Joint Staff J-7: JKO,
Joint Interoperability Division (JID), and Joint Targeting School (JTS).
2. Funding Requirements and Component Processes
a. T2 Other components represent separate funding lines within the CE2T2
program and receive funding through the CE2T2 POM process. Based on
budget controls established by the CE2T2 POM Panel, each component
submits budget requirements in the form of PBRs to the Joint Staff J-7 DDPMA
detailing how funding will be used during the budget year. These PBRs are
source documents used along with CE2 and JNTC component inputs to
generate the annual CE2T2 PEP which is, in effect, the totality of the CE2T2
budget for the upcoming fiscal year.
b. Within components, budget development processes are established
based on their individual requirements as specified in this appendix.
3. Joint Assessment and Enabling Capability
a. The JAEC provides assessment and monitoring across all CE2T2
functions on a recurring and ad hoc basis, and feedback (Quality Control) to
CE2T2 stakeholders on Performance Measure development. JAEC serves as
the action office for DASD(FE&T) in the development, implementation, and
management of a comprehensive architecture for assessing and reporting on
the efficacy of the CE2T2 program, and providing portfolio management insight
and decision opportunities for CE2T2 leadership.
b. The JAEC office develops its budget internally based on their support
requirements within the focus areas of assessment and DoD M&S. Funding
includes contract support, training, and travel.
4. Joint Knowledge Online
a. JKO is the DoD sponsored distributed learning capability for military and
civilian individual and staff online training. It is the Joint Staff program of
record for joint training delivery. JKO training supports a user base of joint,
interagency, inter-government and multinational personnel involved in joint
and coalition operations and exercises. JKO develops, delivers, tracks, and
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E-2 Enclosure E
reports Web-based joint courses, special area curriculums such as Senior
Enlisted Joint Professional Military Education (SEJPME), immersive training
applications such as Small Group Scenario Trainers, and supports blended
learning and collective exercises. JKO mission is to deliver, track, and report
online distributed learning in order to enhance individual and staff proficiency
in joint operations and improve the operational readiness of the joint
enterprise. When directed by higher authority, in concert with
DASD(Readiness) and Joint Staff J-7, JKO supports other DoD, CCMD,
Service, Interagency, Federal Government, Federal agency, and mission partner
online distributed learning requirements. JKO meets this mission by:
(1) Providing 24/7 global access to JKO portals NIPRNET and SIPRNET
to deliver cost effective and efficient training using state-of-the-art technology.
(2) Developing and delivering Web-based joint training products,
courses, tailored curricula, small group staff training, and immersive mission
scenario culture and language training per congressional, Secretary of Defense,
Chairman, and JKO stakeholder requirements.
(3) Tracking, documenting, and reporting DoD-wide completed
individual joint training, in order to meet DoD and CCMD mandatory and pre-
deployment training requirements, as well as Service retirement, promotion, or
joint credit criteria.
b. JKO continues to follow the T2 business model of allocating available
resources in accordance with the priorities from the CE2T2 Program Goals and
Objectives document, CJCS priorities as outlined in the Chairman’s Guidance
on Training and Exercise Support to Global Integration, Joint Staff J-7 Annual
Training Guidance, Joint Staff J-7 DDJT direction, and JKO stakeholder
identified requirements.
c. JKO stakeholder meetings are held in conjunction with the Joint
Training Synchronization Conference (JTSC) with the purpose of gaining JKO
stakeholders’ consensus on JKO program resource execution strategy. JKO
stakeholders in attendance represent the Joint Staff, CCMDs, Services, OSD,
NGB, CSAs, and Joint Forces Staff College. The Joint Staff J-7 DDJT JKO
Division Chief facilitates discussion of the JKO organizational focus,
stakeholders’ priorities and resource availability to efficiently deliver
operationally relevant Web-based training to meet joint training enterprise
requirements. Discussion also addresses how to optimally leverage and
integrate individual joint training products with prioritized collective training
requirements.
d. JKO operations and maintenance funding is used to satisfy all
requirements necessary to provide the CE2T2 stakeholders with a distributed
learning capability and access to Web-based training content. O&M funds are
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used for sustainment of the two JKO portals, the JKO Learning Content
Management System (LCMS), the Reporting module (JKO Report Builder), and
Web-based authoring tool (JKO Course Builder), training content development
and maintenance, training assessment and reporting, travel, and staff support.
Funding provides technical and support services necessary to sustain and
maintain current capability, required information assurance monitoring and
compliance and documentation, software maintenance and integration with
other DoD systems (e.g., Army Training Requirements and Resources System).
Additionally, this funding provides for required user support (e.g., JKO Help
Desk operation, LCMS training, courseware development and maintenance).
e. Per reference a, JKO directly supports CCMD exercises by enabling
blended learning training with JKO Web-based training courses (including
existing courses and new development) and the Small Group Scenario Training
(SGST) joint process training tool. JKO blended learning training support
lends efficiencies to the JELC by providing organizational trainers and
observer/trainers (O/T) with demographic learning proficiency data from the
courses so trainers can target known gaps and training needs while the SGST
allows the training audience to increase proficiencies on joint processes prior to
an exercise.
f. The JKO program also invests research and development in advanced
technology capabilities such as courseware-embedded, intelligent tutor-based,
immersive learning environments to enhance Web-based training of joint
operators, and enhance their performance in joint assignments.
g. Joint Knowledge Online Support. JKO delivers 24/7 global access to its
NIPRNET and SIPRNET training portals, providing training necessary for
individuals to prepare, in advance, for joint and coalition training exercises and
joint operations, and serves a user-base of military personnel, multinational,
intergovernmental, and interagency individuals involved in joint and coalition
operations. Training products on JKO including Web-based joint fundamental
courses, Joint Staff J-7 DDJT Deployable Training Division Insights and Best
Practices, SEJPME curriculum, and SGST are provided via NIPRNET and
SIPRNET.
5. Joint Interoperability Division
a. The Joint Interoperability Division (JID) component operates the Joint
Multi-Tactical Data Link School (JMTS) and provides operational support to
CCDRs, Services, and CSAs on the employment, planning, and management of
tactical data links. Additionally, the JID supports the only use of U.S. message
text formats OPTASKLINK, NEW, and CNR for a user base consisting of
military, multinational, inter-governmental, and interagency personnel involved
in joint and coalition operations. JID’s mission is to provide training and
development of joint, interagency, and multinational interoperability
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E-4 Enclosure E
capabilities. The JID is the sole provider of joint and coalition tactical data link
and Joint Interface Control Officer (JICO) training for individuals designated as
JICOs, Joint Interface Control Cell members, weapon systems operators, unit
data link managers, and CCMD and Service interoperability training managers
and planners. The JID is the sole provider for Joint Data Network Operations
and Joint Data Network Operations Cell (JDNC) curriculum development and
training delivery to C/S/A, when available.
b. The JID, within Joint Staff J-7 DDJED, operates the JMTS and trains
students online and in classrooms around the world from all of its eight
Technical Data Link interoperability courses. JID anticipates students to take
courses using JKO; Joint Mobile Training Teams and JICO Support Teams;
and students to attend in-resident courses at Pope Army Airfield, Fort Bragg,
NC.
c. JID courses include instruction in Multi-Tactical Data Link; JICO; Joint
Tactical Air Operations; and Link 16 Joint Interoperability.
d. The JID deconflicts the electronic spectrum of over 900 DoD Link 16
training events monthly (over 10,000 per year) from navigational aids operating
in the same frequency band, to maintaining flight safety within the U.S. and
Canada. The JID maintains 120 Network Description Documents in support of
eight CCMDs, four Services, and multiple Federal agencies. NDDs describe
Tactical Data Link architectures for all operations and exercises worldwide.
e. JID follows the T2 business model of allocating available resources, in
accordance with the OSD PG&O, and documenting these in its program
resource execution strategy for review and consensus agreement at the annual
Joint Training Committee (JTC) meeting. As a demand-based organization, JID
collaborates with stakeholders to identify pertinent joint and coalition
individual training requirements and efficiencies. JID engages its stakeholders
in the requirements process through such venues as the annual fall Worldwide
Interoperability Workgroup JICO Symposium and JTC.
f. Joint Tactical Air Operations Interface Training Program Support. The
JID manages the Joint Tactical Air Operations Interface Training Program for
the CCDRs, Services, and Defense agencies. The JID focuses on preparing U.S.
joint and multinational warfighters to support the various tactical data systems
such as Link 16 through resident instruction (Pope Army Airfield, NC), Mobile
Training Teams (MTTs) and distributed learning products. JID responsibilities
include:
(1) Operate Joint Multi-Tactical Data-link School to include development
of interface training materials.
CJCSM 3511.01A
30 August 2019
E-5 Enclosure E
(2) Provide operational support to CCDRs, Services, and Defense
agencies.
(3) Review Service/Joint Network Design and maintain Joint Network
Design Library.
(4) Maintain and Operate Joint Tactical Information Distribution System
Pulse De-confliction Servicer.
(5) Provide Joint Interface Control Officer Support Team Capability that
includes a Joint Link engineering Response Team, Joint Network Design Team,
and Joint Interface Control Cell Team.
CJCSM 3511.01A
30 August 2019
E-6 Enclosure E
(INTENTIONALLY BLANK)
ENCLOSURE F
CJCSM 3511.01A
30 August 2019
F-2 Enclosure F
OTHER JOINT TRAINING SUPPORT CAPABILITIES
1. Purpose. To describe joint training capabilities available to support the
joint training requirements of the Armed Forces of the United States.
2. Joint Deployment Training Center. The Joint Deployment Training Center
(JDTC) provides the joint operations community and Profe4ssional Military
Education (PMA) institutions with functional training and joint exercise
support on doctrinal command and control (C2) processes with emphasis on
enterprise systems and tools that enable decision makers to plan and execute
joint deployments, global force management, and maintain situational
awareness of forces, equipment, and supplies.
a. JDTC provides individual functional training and education on joint
deployment, global force management, and situational awareness processes
and joint applications. Current C2 processes and systems covered in the
curriculum include:
(1) Joint Deployment Process with emphasis on the Joint Planning and
Execution Services System.
(2) Global Force Management Process with emphasis on JCRM.
(3) Situational Awareness Process with emphasis on COP.
(4) Situational Awareness Process with emphasis on I3.
b. Detailed information and registration instructions are online at
reference r.
3. Joint Targeting School
a. The JTS component provides the Department of Defense with formal
joint targeting training for mid-career operations and intelligence personnel
destined for CCMDs, Joint Staff, Defense Agencies, and Service designated
positions (reference s). JTS provides training through four Joint Staff
accredited courses. JTS is the only formal training venue for joint targeting at
the operational level of warfare. The mission of JTS is to provide joint
operational targeting training in order to integrate and synchronize joint fires.
The JTS provides graduate-level joint operational targeting training to mid-
career officers, non-commissioned officers, civilian support, and select Allied
partners. These individuals are destined for designated positions on CCMD or
Joint Task Force (JTF) J-2, J-3, or J-5 staffs, combined staffs or Service
positions involved in joint targeting operations. JTS training directly supports
the CE2T2 program purpose to “train for joint operations, improve the realism
CJCSM 3511.01A
30 August 2019
F-3 Enclosure F
and robustness of the training environment, and improve joint enabling
capabilities.”
b. The goal of the JTS is to provide DoD’s foremost joint targeting training
to CCMDs and Joint and Combined Task Force operations through advice and
education of joint targeting doctrine and concepts to career targeting and fires
experts. The JTS provides seven in-residence training sessions conducted
throughout the fiscal year, in addition to offering MTTs to CCMDs and their
respective components based upon their individual needs.
c. The JTS develops its budget requirements internally. Approximately 80
percent of its T2 budget is allocated towards travel funds in order to conduct
MTT visits; the remaining 20 percent is used for operational expenses. Based
on necessity, the JTS typically provides one MTT every 6 months to U.S.
Central Command, USEUCOM/USAFRICOM, and U.S. Indo-Pacific Command.
Any remaining funds are used to provide emergency training if needed, and
allows the JTS to attend required targeting working groups and staff assistance
visits throughout the year.
d. Joint Targeting School Support. The Joint Targeting School instructs
mid-career personnel in the Joint Targeting process, based on the six-step joint
targeting cycle. Four core periods of instruction are given:
(1) Staff. A 3-week course that starts with national strategic end state
and objectives, and translates those into CCMD and component command
objectives, effects, and targeting guidance. The course proceeds through target
development and how the joint target list is formed, matched with capabilities,
and disseminated for execution and combat assessment.
(2) Applications. A week-long course focused on determining the
quantity of a specific type of lethal or non-lethal weapons (air-to-surface
and/or surface to surface delivered) required to achieve a specific level of
damage to a given target (point targets, area targets, buildings, runways,
bridges, tunnels, bunkers, target complexes) mainly using the Joint Munitions
Effectiveness Manual Weaponeering System.
(3) Battle Damage Assessment. A week-long course focused on the
assessment process, combat assessment concepts, and conducting physical,
functional, and target systems assessment for lethal/non-lethal target types.
(4) Collateral Damage Estimation. A week-long course of instruction
and certification using the DoD five-step process for collateral damage that
provides decision makers the risk to noncombatants, so that military
advantages can be weighed against collateral concerns.
CJCSM 3511.01A
30 August 2019
F-4 Enclosure F
(5) Detailed information and registration instructions are online at
reference s.
4. Joint Command, Control, Communications, and Computers Planners
Course. The Joint Command, Control, Communications, and Computers (C4)
Planners Course is a 4-week operational level course designed to educate C-4
planners in doctrinal C4 concepts in the joint, interagency, and coalition
environments. The target audience is the O-3 to O-5, W-3 to W-5, E-7 to E-9,
coalition service member, and DoD civilian equivalent level. This course at Fort
Gordon, Georgia, focuses on the technical aspects of Joint C-4 planning
associated with strategic-, theater-, and tactical-level systems within the
deliberate and crisis action planning processes.
5. Joint Training Information Management System. The Joint Training
Information Management System (JTIMS) supports CJCS Title 10
responsibilities/requirements, Strategic guidance, CCMDs, Services, CSAs,
National Guard, and OSD joint training responsibilities by providing a set of
integrated information management capabilities necessary to identify, collect,
analyze, develop, store, and disseminate the data required to implement the
four phases of the Joint Training System. JTIMS funding purchases contract
labor to operate and maintain the JTIMS per CJCSI 3500.1. The labor is
required to address outstanding and emergent software change requests and
minor enhancements to meet standards and user requirements. Labor will
produce software code updates, testing, cybersecurity certification,
documentation, associated training, and fielding and enterprise support.
JTIMS funds are required to improve data standardization, readiness reporting
capabilities, and interoperability with other DoD Automated Information
System programs (e.g., Defense Readiness Reporting System). JTIMS funding
also supports the engineering infrastructure within which it operates with
updated software licenses, cybersecurity patches and the engineering labor
required for integration into the data center.
6. Joint Personnel Recovery Agency Support. The Joint Personnel Recovery
Agency (JPRA) supports DoD’s preparation, planning, execution, and
adaptation of personnel recovery (PR). PR includes military, diplomatic, and
civil efforts to prepare for and execute the recovery and reintegration of
personnel who become isolated while participating in a U.S.-sponsored military
activity or mission and are, or may be, in a situation where they must survive,
evade, resist, or escape. Based on inherent staff capacities, JPRA can provide
tailored on-site operational support to train and advise commanders and staffs
responsible for conducting or supporting personnel recovery. JPRA is a
Chairman’s Controlled Activity, working through the Joint Staff DJ-7. As the
executive agent for JPRA, the Air Force provides administrative and financial
support. JPRA provides a Liaison Officer (LNO) to Joint Staff J-7 DDJT to
coordinate tailored exercise support.
CJCSM 3511.01A
30 August 2019
F-5 Enclosure F
a. Personnel Recovery Education and Training Center. The Personnel
Recovery Education and Training Center (PRETC), located in Fredericksburg,
Virginia, is a dedicated education and training facility focused on educating
commanders and their staffs as well as select interagency and international PR
professionals in the art and science of planning and executing personnel
recovery. PRETC exercise planners and O/Ts are also fully integrated into the
JELC. The PRETC curriculum is available via in-residence, advanced
distributed learning, and worldwide MTT.
b. Personnel Recovery Academy. The Personnel Recovery Academy (PRA),
based at Fairchild Air Force Base in Spokane, Washington, with small satellite
training facilities at Pope Army Airfield, North Carolina, and Naval Air Station
North Island, California, is the DoD center of subject matter expertise for
isolated personnel issues. It is a center for research, education, and training in
specialized survival, evasion, resistance, and escape (SERE) and Code of
Conduct applications for U.S. Government personnel. Training is tailored to
customers’ needs based on mission profiles and operating environments,
urgency, and time available for training. Training is provided in-residence and
by mobile training teams. The PRA also provides training for Service SERE
instructors.
7. Joint Center for International Security Force Assistance. Joint Center for
International Security Force Assistance (JCISFA) supports the integration of
Security Force Assistance (SFA) capabilities into the current and future Joint
Force in order to advance joint war fighting capability. JCISFA serves as the
DoD’s point of advice and assistance for international SFA including the tasks
to organize, train, equip, build/rebuild, and advise partner nation (PN) security
forces. JCISFA shapes and informs Joint doctrine and supports the design and
development of joint training and education. JCISFA captures, analyzes,
exchanges, and archives SFA lessons learned, supports joint concepts and
JCIDS with SFA subject matter expertise and introduces, examines, and
validates emerging SFA concepts. JCISFA is the advocate of SFA training,
education and doctrine for the joint force. JCISFA is a Chairman’s Controlled
Activity, working through the DJ-7. As the executive agent for JCISFA, the
Army provides administrative and financial support. JCISFA can provide
support to Joint Staff J-7 DDJT to coordinate tailored exercise support
8. Joint Sourcing Training and Oversight. The Joint Sourcing Training and
Oversight (JSTO) process supports CCMD stated, and Joint Staff validated,
force requirements that are met through non-standard sourcing solutions. The
JSTO process is managed by the Joint Staff J-31 to ensure that standardized
training is provided for these joint, in-lieu-of, and ad-hoc non-standard
sourcing solutions. Joint Staff J-31, in conjunction with Headquarters,
Department of the Army and the U.S. Army Forces Command, assist other
force providers with required training that is currently outside the capability of
CJCSM 3511.01A
30 August 2019
F-5 Enclosure F
the parent Service. Joint Staff J-31 facilitates an annual JSTO conference to
reach consensus on training for units or individuals sourced for a force
rotation cycle.
9. Joint Doctrine Support
a. The Joint Staff J-7 DDJED Joint Doctrine Analysis Division (JDAD) is
the sole DoD assessment agent for all joint doctrine in support of the
Chairman’s Title 10 responsibilities. Its mission is to assist the CJCS, Joint
Staff, CCDRs, Service Chiefs, U.S. interagency, and multinational partners to
advance joint and multinational operational effectiveness through the analysis,
assessment, evaluation, development, and revision of timely and relevant joint
and multinational doctrine.
b. The JDAD ensures doctrine SMEs are available to provide analytical and
research capabilities onsite during joint training events and CCMD exercises.
While approved joint doctrine is the basis for joint training, experience gained
over numerous training events and analysis of training programs can influence
the revision or development of joint doctrine publications, especially those
portions containing TTPs. Best practices adopted from operational experience,
and refined and standardized during training should continuously influence
the development process.
(1) SMEs are available to support event planners and analysts
throughout the JELC.
(2) Pre-event preparation – doctrine research, analysis, and feedback to
ensure that doctrine topics and terminology are addressed appropriately.
(3) Event execution – coordination with O/Ts and AAR analysts to
provide doctrine research and oral and written feedback that supports the
coaching/mentoring effort.
(4) Event execution – Support to the training audience as needed by
providing doctrine information and identification of doctrine resources for
internal staff training.
(5) CSR development – Assist in the production of the CSR by reviewing
the text for doctrinal accuracy and providing editing support.
(6) FAAR review – Review the FAAR products for doctrinal accuracy and
consistency.
c. JDAD develops their budget internally. Funding supports contract
support and government travel. However, travel in support of a requesting
organization is normally funded by the requesting organization.
CJCSM 3511.01A
30 August 2019
F-6 Enclosure F
10. Joint Information Operations Range
a. The JIOR is a secure, closed-loop, network enterprise providing
Warfighters and supporting elements the ability to employ highly classified
cyberspace-enabled military capabilities in secure, virtual range environments.
JIOR users are comprised of traditional military and government standalone
ranges/sites, laboratories, operations centers, training facilities, and tool &
weapon development organizations.
b. Interconnecting more than 145 sites (and growing), the JIOR enables
the creation of distributed, operationally relevant cyber, information operations
(IO), electronic warfare, and live, virtual, and constructive (LVC) environments
through the connection and secure transport of data between sites. The
interconnection of these assets provide customers with relevant and secure
training, exercise, and test environments (a closed-loop cyber sandbox) for the
development and operationalization of military capabilities, including
associated tactics, techniques, and procedures (TTPs). Based on user
requirements, the JIOR facilitates the creation of environments representative
of actual combat targets, systems, and situations to conduct technical and
performance assurance testing for weapons systems and tool use certification.
Users may execute one or many discrete events (e.g., mission rehearsals,
exercises, tests, training/certification, courses of instruction, etc.) in a single
environment.
11. Joint Staff J-6 Deputy Director, Cyber, Command, Control,
Communications, and Computers Integration
a. Cyber, Command, Control, Communications, and Computers (C5)
Assessments Division (C5AD) leads the DoD Enterprise Cyber Range
Environment, Command, and Control Information Systems (DECRE C2IS) in
support of Cyber Mission Force training and capability development. C5AD
plans, designs, builds, and executes cyberspace operations defensive training
and assessment events.
b. The C5AD DECRE C2IS enables unit, group and force level collective
training to include multi-team and specialized force training within an
operational environment that includes mission essential systems and
processes. DECRE C2IS integrates the capabilities of multiple range and
capability providers into a robust, operational relevant representation of the
DoD Information Network interconnecting joint CCMD nodes and Service
enclaves interchanging e-mail, chat, Web, and C2 data. Our C2IS team centers
our focus on Task Critical Assets (TCA) and Mission Relevant Cyber Terrain to
build CCMD architectures with appropriate systems, services and processes.
During a typical training event multiple Cyber Protection Teams (CPTs) and
Multi-Disciplinary Teams take control of mission representative enclaves,
CJCSM 3511.01A
30 August 2019
F-7 Enclosure F
install and configure their tools and sensors and survey and harden their
assigned environment. Once complemented, red on blue threat activities occur
tailored to the experience level and training objectives establish by the
defensing blue teams. This capability enables cyber warrior to train and
rehearse missions for the defense of Key Cyber Terrain against advanced cyber
threats using their own tools and sensors while defensing the C2 systems and
data they are tasked to protect in the real world.
c. DDC5I operates the Joint Command, Control, and Information
Operations (IO) School (JC2IOS) as one of four schools residing within the Joint
Forces Staff College. The JC2IOS mission is to educate military officers, senior
noncommissioned officers, and civilian equivalents in the concepts,
applications, and procedures associated with C4I/C & IO. JC4I does this in a
joint, interagency, and multinational environment with a focus on the
operational level of war. Specifically the Joint Command, Control,
Communications, Computers, and Intelligence/Cyber Course (JC4IC) provides
the basis for positions that need an understanding of command, control,
communications, computers, and intelligence/cyber (C4I/C). This course
educates personnel from varied backgrounds to function in a joint
environment. It provides a broad understanding of joint C4I/C doctrine and
current policy guidance. Students apply joint C4I/C concepts and
skills/procedures to prepare for duty in joint or service C4I/C staff operations
and planning assignments. The program covers a wide spectrum of C4I/C that
extends from the national and strategic levels to the theater and tactical levels
in support of the President, Secretary of Defense, and commanders who control
military forces. Successful completion of the course reduces the time required
for officers, warrant officers, senior noncommissioned officers, or DoD civilians
to be effective applying C4I/C capabilities in support of a joint force
commander. The course includes site visits to the National Capital Region.
(NSA, DISA, USCYBERCOM, DHS, NRO, CIA). Mobile Training Teams can be
arranged to CCMDs, Services, and agencies upon request.
CJCSM 3511.01A
30 August 2019
F-8 Enclosure F
(INTENTIONALLY BLANK)
CJCSM 3511.01A
30 August 2019
G-1 Enclosure G
ENCLOSURE G
REFERENCES
a. CJCSI 3500.01 Series, “Joint Training Policy for the Armed Forces of the
United States”
b. CJCSM 3500.03 Series, “Joint Training Manual for the Armed Forces of the
United States”
c. DoD Directive 1322.18, 23 February 2017, “Military Training”
d. Office of the Deputy Chief Management Officer, 30 December 2016,
“Transfer of Combatant Command Exercise Engagement and Training
Transformation Funds to the Joint Staff”
e. CJCSI 4600.02 Series, “Exercise-Related Construction Program
Management”
f. Office of the Under Secretary of Defense for Personnel and Readiness,
23 September 2010, “Strategic Plan for the Next Generation of Training for the
DoD”
g. DoD 7000.14-R, “DoD Financial Management Regulation, Military Pay Policy
and Procedures—Active Duty and Reserve Pay”
h. DFAS Manual 7097.01, “Departmental Reporting Manual for Office of the
Secretary of Defense Appropriations”
i. Intelink, Joint Training Enterprise Network, Event Technical Support
Request,
<https://intelshare.intelink.gov/sites/jcw/Exercises/etsr/SitePages/Home.asp
x> (NIPRNET – accessed: 18 June 2019)
j. CJCSG 3500.01 Series, “2017-2020 Chairman’s Joint Training Guidance”
k. CJCSI 3500.02 Series, “Universal Joint Task List Program”
l. CJCSM 3500.04 Series, “Universal Joint Task Manual”
m. Joint Training Information Management System
<https://jtims.jten.smil.mil> (SIPRNET – accessed: 18 June 2019) and
<https://jtims.jten.mil> (NIPRNET – accessed: 18 June 2019)
CJCSM 3511.01A
30 August 2019
G-2 Enclosure G
n. DoDM 5200.01, Volume 2, 14 May 2019, “DoD Information Security
Program: Marking of Classified Information”
o. Office of the Law Revision Counsel, United States Code, Title 10, U.S.C.,
section 321, <http://uscode.house.gov/view.xhtml?req=granuleid:USC-prelim-
title10-section321&num=0&edition=prelim> (NIPRNET – accessed: 18 June
2019)
p. CJCSM 3122 Series, “Joint Operation Planning and Execution System
(JOPES) Volume I and III”
q. Joint Training Event Handbook 2019, dated 9 October 2018, pending GIE
r. Joint Deployment Training Center link <http://www.jdtc.eustis.army.mil/>
(NIPRNET – accessed: 18 June 2019)
s. Joint Targeting School Portal, Intelink Intellipedia Wiki, 24 February 2017,
<https://intellipedia.intelink.sgov.gov/wiki/Portal:Joint_Targeting_School>,
(SIPRNET – accessed: 18 June 2019)
CJCSM 3511.01A
30 August 2019
GL-1 Glossary
GLOSSARY
PART I-ABBREVIATIONS AND ACRONYMS
3QFY Third Quarter of the Fiscal Year
A/C Accreditation/Certification
AAR After Action Review
AMC Air Mobility Command
AOC Air Operations Center
APOD Aerial Port of Debarkation
APOE Aerial Port of Embarkation
AR(M) Accounting Report Monthly
ASD(R) Assistant Secretary of Defense for Readiness
ASD(SPC) Assistant Secretary of Defense for Strategy, Plans, and
Capabilities
ATC Adaptive Training Capability
BES Budget Estimate Submission
C2 Command and Control
C4 Command, Control, Communications, and Computers
C5 Cyber, Command, Control, Communications, and
Computers
C5AD Cyber, Command, Control, Communications, and
Computers Assessments Division
CB Corporate Board
CCP CCDR Campaign Plan
CCDR Combatant Commanders
CCMD Combatant Command
CDC Concept Development Conference
CE2 Combatant Commanders Exercise Engagement
CE2T2 Combatant Commanders Exercise Engagement and
Training Transformation
CJCS Chairman of the Joint Chiefs of Staff
CJCSM Chairman Joint Chiefs of Staff Manual
CJCSN Chairman Joint Chiefs of Staff Notice
CO Cyberspace Operations
COMMEX Communications Exercise
CONUS Continental United States
CONPLAN Concept Plan
COP Common Operational Picture
CP Campaign Plan
CPTT CE2T2 Program Tracking Tool
CSA(s) Combat Support Agency (ies)
CJCSM 3511.01A
30 August 2019
GL-2 Glossary
CSR Commander’s Summary Report
CTN Countering Threat Networks
CTP Commercial Ticket Program
DASD(FE&T) Deputy Assistant Secretary of Defense for Force
Education and Training
DDJED Deputy Directorate for Joint Education and Doctrine
DDPMA Deputy Directorate for Program Management Activities
DDJT Deputy Directorate for Joint Training
DECRE C2IS DoD Enterprise Cyber Range Environment, Command
and Control Information System
DFAS Defense Finance and Accounting Service
DISA Defense Information Systems Agency
DJ-7 Director for Joint Force Development, Joint Staff J-7
DoD Department of Defense
DOT-MARAD Department of Transportation – Maritime
Administration
DTT Deployable Training Team
EAD Environment Architecture Division
EOD Environment Operations Division
ETSR Event Technical Support Request
FAAR Facilitated After-Action Report
FAD Funding Authorization Document
FIAR Financial Improvement and Audit Readiness
FM Financial Management
FO Flag Officer
FPC Final Planning Conference
FY Fiscal Year
FYDP Future Year Defense Program
GCC Geographic Combatant Command
GCP Global Campaign Plan
GCCS-J Global Command and Control System – Joint
GIBP Globally Integrated Base Plan
GIE Globally Integrated Exercise
GJTI Global Joint Training Infrastructure
GOPAX Group Operational Passenger System
GO General Officer
HQ Headquarters
I3 Integrated Imagery and Intelligence
IAW In Accordance With
ICP Integrated Contingency Plan
CJCSM 3511.01A
30 August 2019
GL-3 Glossary
IO Information Operations
ION Information Operations Network
IT Inland Transportation
ITO Installation Transportation Office
JAEC Joint Assessment and Enabling Capability
JCISFA Joint Center for International Security Force
Assistance
JCRM Joint Capabilities Requirements Manager
JDAD Joint Doctrine Analysis Division
JDTC Joint Deployment Training Center
JED Joint Education and Doctrine
JECG Joint Exercise Control Group
JEETEs Joint Enterprise Enduring Training Enablers
JELC Joint Event Life Cycle
JEP Joint Exercise Program
JETP Joint Exercise Transportation Program
JICO Joint Interface Control Officer
JID Joint Interoperability Division
JIOR Joint Information Operations Range
JKO Joint Knowledge Online
JLOTS Joint Logistics-Over-The-Shore
JLVC Joint Live Virtual Constructive
JMETL Joint Mission-Essential Task List
JMTS Joint Multi-Tactical Data Link School
JNTC Joint National Training Capability
JOPES Joint Operation Planning and Execution System
JPRA Joint Personnel Recovery Agency
JRSOI Joint Reception, Staging, Onward Movement and
Integration
JSCP Joint Strategic Campaign Plan
JSTO Joint Sourcing Training and Oversight
JTAC Joint Terminal Attack Controller
JTCP Joint Training Coordination Program
JTE Joint Training Environment
JTEN Joint Training Enterprise Network
JTF Joint Task Force
JTIMS Joint Training Information Management System
JTP Joint Training Plan
JTR Joint Travel Regulation
JTS Joint Targeting School
JTSC Joint Training Synchronization Conference
JTSE Joint Training Synthetic Environment
JTT Joint Training Tool
CJCSM 3511.01A
30 August 2019
GL-4 Glossary
LCMS Learning Content Management System
LNO Liaison Officer
LOA Line of Accounting
LOTS Logistics Over-The-Shore
LVC Live, Virtual, and Constructive
M&S Modeling and Simulation
MINI-EX Mini-Exercise
MIPR Military Interdepartmental Purchasing Request
MPC Mid Planning Conference
MPF Maritime Pre-positioning Force
MSC Military Sealift Command
MSEL Master Scenario Event List
MTT Mobile Training Team
NGB National Guard Bureau
NGO(s) Non-Governmental Organizations
NICKA Code Word, Nicknames, and Exercise Term
NIPRNET Non-Secure Internet Protocol Router Network
NLT No Later Than
NOSC Network Operations and Security Center
O/T Observer/Trainer
OASD Office of the Assistant Secretary of Defense
OCO Overseas Contingency Operations
OE Operational Environment
OGAs Other Government Agencies
OoC Out of Cycle
OoCR Out of Cycle Requests
O&M Operations and Maintenance
OPFOR Opposing Forces
OPLAN Operations Plan
OPR Office of Primary Responsibility
OSD Office of the Secretary of Defense
OSD(FE&T) Office of the Secretary of Defense for Force Education
and Training
OSE Organization Scheduling the Event
OUSD Office of the Under Secretary of Defense
OUSD(P&R) Office of the Under Secretary of Defense for Personnel
and Readiness
PAX Passengers
PB President’s Budget
PBR Program Budget Review
PEP Program Execution Plan
CJCSM 3511.01A
30 August 2019
GL-5 Glossary
PG&O Program, Goals, and Objectives
PH Port Handling
PMA Program Management and Activities
PN Partner Nation
POAM Program of Actions and Milestones
POD Port of Debarkation
POE Port of Embarkation
POL Petroleum, Oil, and Lubricants
POM Program Objective Memorandum
PPBE Planning, Programming, Budgeting, and Execution
PR Personnel Recovery
PRA Personnel Recovery Academy
PRETC Personnel Recovery Education and Training Center
RC Reserve Component
RCP Regional Campaign Plan
RDT&E Research, Development, Test, and Evaluation
RMT Realistic Military Training
RRF Ready Reserve Force
RTC Road-to-Crisis
SAAM Special Assignment Airlift Missions
SAD Strategic Airdrop
SAG Senior Advisory Group
SCCP Small Commercial Cargo Program
SDDC Surface Deployment and Distribution Command
SEJPME Senior Enlisted Joint Professional Military Education
SES Senior Executive Service
SERE Survival, Evasion, Resistance, and Escape
SFA Security Force Assistance
SGST Small Group Scenario Trainer
SIF Service Incremental Funding
SIPRNET Secret Internet Protocol Router Network
SITFOR Situational Forces
SLT Stakeholder Leadership Team
CJCSM 3511.01A
30 August 2019
GL-6 Glossary
SME Subject Matter Expert
SOF Special Operations Force
STAFFEX Staff Exercise
STARTEX Start of Exercise
STO Special Technical Operations
T2 Training Transformation
TAC Transportation Account Codes
TACC Tanker Airlift Control Center
TCA Task Critical Assets
TCC Transportation Component Command
T&E Training and Exercise
TMO Transportation Management Office
TPFDD Time-Phased Force and Deployment Data
TRADOC Training and Doctrine Command
TTP Tactics, Techniques and Procedures
TTX Table-Top Exercise
TWCF Transportation Working Capital Fund
UFR Unfunded Request
UJT Universal Joint Task
UJTL Universal Joint Task List
ULN Unit Line Numbers
U.S.C. U.S. Code
USAFRICOM U.S. Africa Command
USEUCOM U.S. Europe Command
USSOCOM U.S. Special Operations Command
USTRANSCOM U.S. Transportation Command
WG Working Group
WNN World News Network
