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• Proper resource application to provide a coordinated, deconflicted, and integrated CI, HUMINT, and special operating forces (SOF) collection and reporting effort for the JFC and JFLCC.
A-11. While not all of the offices, centers, or teams listed below may be required, each should be evaluated based on future operations. The following may be established or requested by the JFLCC in addition to the J-2X and JACE:
• National Intelligence Support Team (NIST). NIST provides a mission-tailored national intelligence reach-back capability to fulfill the stated intelligence requirements of the supported JFLCC. Normally, it is composed of the Defense Intelligence Agency (DIA), Central
Intelligence Agency, National Security Agency, National Imagery and Mapping Agency, and other intelligence resources as required. At a minimum, the personnel deployed in a NIST provide access to agency-unique information and supporting analysis.
• JCMEC. JCMEC is formed from elements of the DIA Foreign Materiel Program and service technical intelligence organizations and explosive ordnance disposal personnel. It is activated during periods of hostilities and assists in management of recovery, exploitation, and disposal of captured enemy equipment. This type of equipment can provide critical information on enemy strengths and weaknesses that may favorably influence operational planning.
• Joint Interrogation Facility (JIF). JIF conducts initial screening and interrogation of EPWs, translation and exploitation of captured adversary documents, and debriefing of captured or detained US
personnel released or escaped from adversary control. It coordinates exploitation of captured equipment with the JCMEC, documents with the JDEC, and human sources with the JIDC. The JIF forwards key reports to the JIDC. More than one JIF may be established in the JOA depending upon the anticipated number of EPWs.
• JIDC. JIDC conducts follow-on exploitation of EPWs. EPWs are screened by the JIFs, and those of further intelligence potential are identified and forwarded to the JIDC for follow-on interrogation and debriefing in support of JTF and higher requirements. Besides EPWs, the JIDC may also interrogate civilian detainees, refugees, and other nonprisoner sources. JIDC activities are managed by the J-2X HOC.
The HOC coordinates with the TFCICA for CI augmentation for
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exploitation of those personnel of CI interest, such as civil and/or military leaders, intelligence and political officers, and terrorists.
• JDEC. The JDEC exploits captured adversary documents and other media to obtain intelligence. Document exploitation can obtain information on topics, such as information on adversary intentions and planning (including deception), locations, dispositions, tactics, communications, logistics, and morale. Coupled with other intelligence sources, document exploitation provides a more complete picture of an unfolding operation and adversary capabilities. The JDEC is activated during periods of hostilities, deployed to the COCOM, and normally assigned to, and under the OPCON of, the JFLCC J-2 to manage the recovery, exploitation, automated processing, and disposal of captured adversary documents.
A-12. More detailed discussions of ISR operations and considerations are found in the JP 2-0 series on intelligence.
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Appendix B
Movement and Maneuver
GENERAL
B-1. The JFLCC plans, controls, and coordinates land movement and maneuver to gain a positional advantage or a mobility differential over the adversary. The purpose is to achieve the objectives assigned in the JFC
campaign plan.
B-2. JP 3-0 describes maneuver at the operational level as a means by which commanders set the terms of battle by time and location, decline battle, or exploit existing situations. The objective for operational maneuver is usually a COG or decisive point.
KEY CONSIDERATIONS
B-3. The JFLCC assumes control of the forces from the Service component upon completion of their reception, staging, onward movement, and integration in theater. He must have the requisite C2 capability to effectively employ the force.
B-4. One key difference between a JFLCC and a Service component commander is the requirement for the JFLCC to effectively integrate the different capabilities, requirements, and limitations of the forces assigned to accomplish the assigned mission.
B-5. The notional JFLC command headquarters, discussed in Appendix F, provides for the integration of staff officers from each Service into each section of the JFLC command staff. It is essential that officers from each Service participate in the planning process of all movement and maneuver to insure Service-unique capabilities and limitations are considered.
B-6. A key to maximizing capabilities is to understand the battlespace requirements of each assigned force. An example is the requirement to provide the MAGTF with sufficient battlespace (either linear or nonlinear AO) to effectively employ its air combat element. This requires detailed and continuous coordination with the JFACC and careful consideration of FSCMs and boundaries.
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B-7. The JFC normally tasks the JFLCC to make recommendations on the employment of forces. This includes the following:
• Organizing for combat.
• Integrating multinational land forces in the land fight.
• Developing a land force scheme of maneuver and fire support plan to support the JFC’s campaign plan.
• Identifying interdiction targets or objectives within the JFLCC’s boundaries. He should clearly state how interdiction enhances or enables his maneuver operations.
• Establishing priorities of effort.
• Designating the fire support coordination lines and internal boundaries.
• Coordinating/integrating/synchronizing operational reconnaissance.
• Coordinating/planning operational fires that impact maneuver.
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Appendix C
Administration and Logistics
GENERAL
C-1. Joint administrative functions include personnel, pay input, religion, and legal support services (see JP 1-series publications).
C-2. The six logistics functions are defined in joint doctrine as: supply, maintenance, health services, transportation, services, and general engineering. (See JP 4-0 and other JP 4-series publications.) DIRECTIVE AUTHORITY
FOR LOGISTICS
C-3. In joint operations, the geographical combatant commander, through the subordinate JFCs, Service components, and DOD agencies (primarily Defense Logistics Agency), ensures effective and efficient execution of personnel and logistics services consistent with the overall campaign plan. (See Figure C-1.) The exercise of directive authority for logistics by a combatant commander includes the authority to issue directives to subordinate commanders, including peacetime measures, necessary to ensure the execution of approved OPLANs, the effectiveness and economy of operation, and the prevention or elimination of unnecessary duplication of facilities and overlapping functions among the Service component commands.
C-4. A combatant commander's limited directive authority for logistics is not intended to—
• Usurp Service responsibility for logistics support.
• Discourage coordination by consultation and agreement.
• Disrupt effective procedures, efficient use of facilities, or organization.
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Geographic
Combatant
Commander
COCOM
Commander
Joint Task
ASCC
Force
1
MARFOR
ADCON
OPCON
ADCON
JFLCC
JFMCC
JFACC
JFSOC
2
ARFOR
NAVFOR
OPCON
3
or
TACON
ARFOR
Unit
MAGTF
Support
Unit
Support
Support
1
CJTF J4 manages CUL for JOA.
2
Provides Title 10 unit support required to all ARFOR
and CUL support as required within the JOA.
3
Provides Title 10 unit support required to all MARFOR
and very limited CUL support as directed.
Figure C-1. Example of Logistics Authority with ARFOR Designated as JFLCC
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COMMON USER LOGISTICS
C-5. The JFC develops the overarching campaign plan in concert with the combatant commander’s guidance and with input from subordinate Service component commands, functional component commands, and DOD agencies.
In concert with the JFC planning effort, the JFLCC develops the land operations portion of the campaign plan. This land OPLAN is provided to the JFC for consideration in developing and coordinating deployment and employment of forces and support of the overall campaign plan. The individual Service component commands, however, have overall
responsibility for providing logistics support to their own forces unless otherwise directed. (See JP 4-07.)
C-6. Service component forces, especially the Army, are often required to provide significant levels of JOA-wide common user logistics (CUL) support to other Service components, multinational partners, and other organizations (i.e., other governmental organizations [OGOs]) and NGOs. Army JOA-wide CUL support requirements are normally provided by Army echelon-above-corps support units, such as the theater support command, but these requirements are carried out under the auspices of the ARFOR commander and are not a JFLCC responsibility. (See FM 100-10 and FM 63-4 for further information.) The MARFOR may provide limited CUL support to other Service component forces based on the plan.
C-7. In some cases, the JFLCC may direct selected CUL support within his AO; however, the authority to direct logistics is not resident in the JFLCC’s OPCON or TACON authority (see JP 0-2, page III-8). When required, JFLCC
CUL authority may be derived from one of two sources: combatant commander delegation of specific land-operation-focused CUL authority or through short-term interservice support agreements between the ARFOR and MARFOR.
C-8. With this limited CUL authority, the JFLCC may direct that CUL
support be provided between the Service component units. This land-operations-focused CUL may include temporary task organization or support relationships of selected JFLCC logistics units. (Land-operations-focused CUL support is separate and distinct from JOA-wide CUL requirements.) The JFLCC J-4 staff ensures that JFLCC-directed CUL requirements do not conflict or interfere with combatant-commander-directed JOA-wide CUL
requirements.
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LOGISTICS PLANNING
C-9. JFLCC logistics plans should be integrated with combatant commander annexes and JFC, Service component, and multinational partner logistics plans.
C-10. JFLCC J-4 personnel must be involved early in the staff planning and undertake an analysis of the logistics support capabilities of each of the COAs considered.
C-11. JFLCC CUL requirements must be properly planned and coordinated with overall combatant commander/JFC-directed CUL requirements.
C-12. JFLCC J-4 personnel determine location and accessibility of key supply points.
C-13. The JFLCC J-4 planners identify those issues unique to the land operations not already identified by the JFC J-4 reports.
BOARDS
AND CENTERS
C-14. The JFLCC is not routinely the lead for JFC-level logistics boards and centers. The JFLCC J-4 normally participates in selected combatant commander/JFC boards and centers that are of critical importance to the successful execution of the land campaign. The joint transportation board and the joint movement center are transportation-related boards and centers that may have significant impact on the land portion of the joint campaign and are examples of higher level joint logistics boards on which the JFLCC may want representation. Other boards and centers of significant importance to the JFC
include the joint material priorities and allocation board and the joint petroleum office. To ensure proper focus, the JFLCC participation in these boards needs to be treated as separate and distinct from the Service component participation in these same boards and centers. (See Figure C-2.) C-4
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Possible Joint Logistics Boards and Centers
• Joi
• Jo nt T
int r
T an
anspor
sportation Boar
on Boar d
• Joi
• Jo nt M
int Movement
ment Ce
Ce nter
nter
• Join
• Jo t P
int Petr
troleu
oleum Offi
ffi ce
• Joi
• Jo nt C
int Civil-
vil-Mi
Military Eng
En i
gi neer
neeriin
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d
ard
• Join
• Jo t Fa
int Faci
cilities
ties U
U tili
ili zatio
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n
o
Bo ar
ar d
d
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h
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ent M
t
o
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ent Re
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qui re
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em ent
ent s
s Ce
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nt ter
er
• Joi
• Jo nt Bl
int B ood
loo P
d Prog
og ram
ram Of
Of fic
fic e
• Join
• Jo t M
int Mortuar
uary Affa
fa irs Offic
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• Joi
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int Materi
terial Priori
al Priori ties an
ties an d
d All
Al o
o ca
cattiio
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n Boa
Boarrd
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Figure C-2 Joint Logistics Boards and Centers
C-15. The JFLCC will not normally convene separate joint logistics boards and centers except when needed to coordinate critical CUL support within the JFLCC AO. Possible JFLCC-established boards and centers may include a movement center and materials priorities allocation board (MPAB). The movement center facilitates coordination and prioritization of movement within the JFLCC’s AO. The movement center would be subordinate to the JFC joint movement center and would ensure that JFLCC movement requirements do not conflict with JFC-directed movements. The JFLCC-level joint movement center would be built on the lead Service movement control agency and include staff members from the other Service. A JFLCC MPAB
would perform similar functions for critical supply items. (The JFLCC could combine these two centers/boards into one distribution management center that would perform both transportation and supply management functions.) In any case, he will ensure that he has the capability to adequately control C-5
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movement and cross-level critical logistics resources when necessary for execution of land operations.
FUNCTIONS
OF THE J-1 AND J-4
C-16. The JFLCC J-1 and J-4 provide critical functional expertise to the commander in the areas of personnel and logistics. These primary staff officers focus on key personnel and logistics issues that may have an adverse affect on the land portion of the joint campaign.
C-17.
Generally, they manage by exception only. Routine
administrative/personnel and logistics management is the responsibility of the JFC and the subordinate Service component commands. See Appendix F for more information on JFLCC J-1 and J-4 staff organization and
responsibilities.
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Appendix D
Firepower
GENERAL
D-1. This appendix provides information regarding JFLC command fires, to include the targeting process, organization, and the planning and execution of fires at the operational level and assessment of the effects of those fires.
FIRES MISSION
D-2. The JFLCC and his staff plan and execute operational fires to accomplish the mission and create the conditions for success on the battlefield.
D-3. The JFLCC uses fires as the principle means of shaping the battlespace.
His interests are those theaterwide adversary forces, functions, facilities, and operations that impact on future land force plans and operations. He focuses on adversary operational (and limited strategic) level COGs, using joint and combined lethal and nonlethal means, to shape the operational battlefield to achieve a decisive impact on the conduct of the campaign or major operation.
The JFLCC generally has three primary goals when conducting operational fires:
• Facilitating both operational and tactical maneuver by suppressing the adversary’s deep-strike systems, disrupting the adversary’s operational maneuver and tempo, and creating exploitable gaps in adversary positions.
• Isolating the battlespace by interdicting adversary military potential before it can be used effectively against friendly forces.
• Destroying critical adversary functions and facilities that eliminate or substantially degrade adversary operational capabilities.
RESOURCES
D-4. The JFLCC employs fires through joint and organic resources.
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D-5. The JFLCC's primary tools to attack operational targets (OP.2.2, Appendix H) are operational fires and joint interdiction. Interdiction is defined as actions to divert, disrupt, delay, or destroy the adversary’s surface military potential before it can be used effectively against friendly forces. Joint resources for interdiction include:
• Air.
• SOF.
• National/theater/JTF offensive IO.
• Army attack helicopters.
• Army Tactical Missile System (ATACMS).
TARGETING
D-6. Targeting occurs at all levels of command within a joint force and is applied by Service and component-level forces capable of attacking targets with lethal and nonlethal means to achieve the desired effects. Components must understand the joint targeting process to fulfill the JFLCC’s intent and objectives. Effective coordination, deconfliction, and synchronization maximize the strategic, operational, and tactical effects of joint targeting.
Components must have effective joint targeting procedures that ensure:
• Compliance with JFLCC’s objectives, guidance, and intent.
• Coordination, synchronization, and deconfliction of attacks.
• Rapid response to time-sensitive targets (TSTs).
• Minimal duplication of effort.
• Expeditious effects assessment.
• Common perspective of all targeting efforts.
• Fratricide avoidance.
D-7. Decisions to modify missions or direct attacks that deviate from the planned activity must be based on the commander’s guidance. These decisions are made with the understanding of the perspective and target priorities of other component targeting efforts throughout the campaign. Some priority targets may present themselves at the worst possible time for the accomplishment of the campaign plan.
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JOINT TARGETING PROCESS
FUNCTIONS AND RESPONSIBILITIES
D-8. The JFLCC conducts the joint targeting process within an established organizational framework. A primary consideration in organizing this framework is the joint force’s ability to coordinate, deconflict, and synchronize joint targeting operations.
D-9. The structure established by the JFLCC facilitates the joint targeting process. The JFLCC defines this structure based on the JFC’s requirements, the capabilities of assigned, attached, and supporting forces, as well as the adversary, mission, and operational area. In addition, it must react to rapidly changing events. Likewise, it should execute all phases of the joint targeting process efficiently and continuously. (See JP 3-60 for more information.) FIRES SYNCHRONIZATION
AND COORDINATION
D-10. The JFLCC accomplishes fires synchronization and coordination through the J-3 in the deep operations coordination cell (DOCC) or force fires coordination center (FFCC). The functions and responsibilities of the DOCC
or FFCC are as follows:
• Advise on application of operational fires/effects.
• Identify fires effects requirements from other components (air interdiction/naval surface fire support).
• Review and comment on the JFACC’s apportionment recommendation.
• Recommend JFLCC assets for JFC allocation (ATACMS/attack
helicopter).
• Advise on fires asset distribution (priority) to land forces.
• Develop JFLCC priorities, timing, and effects for air interdiction within the JFLCC AO.
• Develop JFLCC targeting guidance and priorities.
• Develop the JFLC command target lists and FSCMs.
• Plan, coordinate, and supervise the execution of JFLCC deep operations.
• Integrate and synchronize lethal and nonlethal fires.
• Coordinate with Army airspace command and control (A2C2) cell for all planned airspace requirements.
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D-11. Targets requiring immediate response because they pose a clear and present danger to friendly forces, or are highly lucrative, fleeting targets of opportunity are known as TSTs.
D-12. The fire support element (FSE) may establish a quick-fire net for the coordination of locating and striking TSTs. This may be by radio, phone conference call, or computer chatter link. As a minimum, this net links the DOCC/FFCC, collection management, and the battlefield coordination detachment (BCD). Additional nodes may be a major subordinate command (MSC) FSE, Army Air Missile Defense Command (AAMDC), special staff, J-3 current operations, and others as the situation dictates.
D-13. The quick-fire procedures, by definition, state targets submitted are of critical need. In the event an MSC has a quick-fire request, it may initiate a call on the quick-fire net. The request is evaluated on the basis of need, criticality, and comparison with other targets. If the MSC does not receive timely response or the request is denied, the DOCC/FFCC chief adjudicates the request.
D-14. All TST requirements must be forwarded directly to/handled by the FSE. Any section in receipt of TSTs will follow through until the requirement is handed over to the FSE.
D-15. The joint targeting process cuts across traditional functional and organizational boundaries. Operations, plans, and intelligence are the primary active participants, but other functional areas such as logistics, weather, law, and communications may also support the joint targeting process. Close coordination, cooperation, and communication are essential. The JFLCC
develops guidance that directs and focuses operation planning and targeting to support the CONOPS.
TARGETING COORDINATION BOARD
D-16. Typically, JFLCCs organize a targeting coordination board (TCB) to function as an integrating center to accomplish targeting oversight functions or as a JFLCC-level review mechanism. In either case, it needs to be a joint activity with representatives from the JFLC command staff, all components, and subordinate units.
D-17. JFLC command TCB responsibilities are—
• To retain authority and responsibility to direct target priorities, relative level of subordinate unit effort, and sequence of those efforts of his subordinate units.
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• To provide clear guidance and objectives for operational planning and targeting.
• To update mission planning guidance, intent, and priority intelligence requirements throughout the targeting process.
• To direct the formation, composition, and specific responsibilities of a TCB.
D-18. JFLC command staff TCB responsibilities (overall) are—
• To provide a forum for review of the joint targeting guidance and apportionment.
• To advise the JFLCC on the plan to achieve overall theater plans and objectives.
• To assist all subordinate units in translating JFLC