SEJPME II Test Bank + Notes (2019/2020) complete Guide; A+ Guide_American Public University.

SEJPME II Test Bank Notes (2019/2020) complete Guide. 1) The _____ outranks all other officers of the Armed Forces, but may not exercise military command over any of the Armed Forces. This officer is the principal military advisor to the President, the National Security Council, and the Secretary of Defense. Chairman of the Joint Chiefs of Staff Supreme Allied Commander Combatant Commander War Czar ________________________________________ 2) The purpose of the _____ is to delegate limited approval authority to the supported combatant commanders (USNORTHCOM and USPACOM), who have DSCA responsibilities for routine and historical requests for assistance (RFA) to provide a rapid and flexible DoD response to Federal primary agencies for potential, or actual, emergencies and or disasters within the U.S., territories, possessions, and protectorates. DoDI 2000.18 dual-status commander DSCA standing execution order DoDI 3025.18 ________________________________________ 3) What is the product of joint force development? a joint command team joint concepts and plans a trained and capable joint force joint doctrine and publications ________________________________________ 4) During the Total Force Fitness (TFF) Program section of the course, we discussed the importance of leader involvement. Leaders must identify the metrics that will set the right conditions to promote total fitness. In order to accurately assess the TFF program's effectiveness, metrics must be _____. [Remediation Accessed :N] challenging feasible quantitative observable ________________________________________ 5) Select the answer that matches the following definition. This purpose of joint operations is to maintain an arsenal capable of deterring potential adversaries and to assure U.S. allies and other security partners that they can count on America's security commitments. [Remediation Accessed :N] Maintain a safe, secure, and effective nuclear deterrent Provide a stabilizing presence Project power despite anti-access/area denial challenges Deter and defeat aggression ________________________________________ 6) What category of intelligence is produced for the President, Congress, Secretary of Defense, senior military leaders and Combatant Commanders? [Remediation Accessed :N] Doctrinal Theater strategic National strategic National security ________________________________________ 7) The intelligence component of the National Joint Operations and Intelligence Center (NJOIC) provides planning, management, and infrastructure for intelligence working groups and intelligence task forces that provide direct intelligence support during major conflicts. False True ________________________________________ 8) _____ are DoD activities, normally in support of the United States Agency for International Development or the Department of State, conducted outside the U.S., its territories, and possessions, to relieve or reduce human suffering, disease, hunger, or privation. Foreign internal defense Foreign humanitarian assistance Stability operations Civil support ________________________________________ 9) Effective _____ also can deny an adversary time to set conditions in their favor or achieve destabilizing objectives; or mitigate the effects of a natural or man-made disaster. deterrence activities peacekeeping operations early intervention embargo procedures ________________________________________ 10) The "Seize the Initiative" phase of joint operations seeks decision advantage by using all available elements of combat power to: (Select all that apply.) [Remediation Accessed :N] denounce enemy military by using propaganda to turn public against their military leadership seize and maintain the initiative generate in the enemy a sense of inevitable failure and defeat deny the enemy the opportunity to achieve its objectives ________________________________________ 11) The value of joint logistics can be determined by how well which of the following imperatives are attained? commander's intent, operational objectives, and coordinated efforts of Services procedures, organization of Services, and establishment of a battle rhythm applicability of joint logistic capabilities, concept of operation(CONOPS), and rapid deployment of support unity of effort, joint logistics environment-wide visibility, and rapid and precise response ________________________________________ 12) Who is responsible for the organization and employment of legal personnel assigned or attached to a joint task force headquarters? Joint Force Commander Staff Judge Advocate Geographic Combatant Commander SecDef ________________________________________ 13) Which statement describes the difference between the responsibilities of the supported combatant commander (CCDR) and the supporting CCDR? [Remediation Accessed :N] The supported CCDR builds and validates force and movement requirements, whereas the supporting CCDR reports force movement requirements data. The supported CCDR regulates the transportation flow of support personnel, whereas the supporting CCDR regulates the force flow based on strategic, operational, and tactical control. The supported CCDR ensures units retain visibility and mobility, whereas the supporting CCDR determines pre-deployment standards. The supported CCDR establishes a collaborative process, whereas the supporting CCDR must prioritize mission, align forces, and consider planned theater distribution. ________________________________________ 14) The _____ is an orderly, analytical process that consists of a logical set of steps to analyze a mission, select the best course of action, and produce a joint operation plan or order. Adaptive Planning and Execution (APEX) System Joint Operation Planning and Execution System (JOPES) Joint Operation Planning Process (JOPP) Joint Planning Group (JPG) ________________________________________ 15) In the Joint Planning Process, _____ saves times by allowing planning activities to begin in advance of a formal decision. [Remediation Accessed :N] WARNORD PLANORD OPLAN ALERTORD ________________________________________ 16) What APEX function determines the final action(s) that should be taken within a completed plan? [Remediation Accessed :N] Concept development Plan assessment IPR A IPR R ________________________________________ 17) _____ is the nontransferable command that provides full authority for a combatant commander to perform the functions of command over assigned forces involving organizing and employing commands and forces, and giving authoritative direction over all aspects. TACON OPCON COCOM ADCON ________________________________________ 18) The joint communications system assists the JFC in C2 of military operations. False True ________________________________________ 19) Which three of the following tasks, missions, and processes are joint fires? [Remediation Accessed :N] Conducting strategic attacks Countering air and missile threats Conducting fire support training Conducting joint targeting Distributing emergency supplies ________________________________________ 20) Different partners, structures, and _____ govern interorganizational coordination during domestic operations. funding leadership media relationships authorities ________________________________________ 21) The _____ is the principal assistant to the President in all matters relating to the DoD. Inspector General of the DoD JCS Vice Chairman Chairman of the Joint Chiefs of Staff SecDef ________________________________________ 22) During this activity in the joint intelligence process raw data is converted into forms that can be readily used by commanders, decision makers at all levels, intelligence analysts, and other consumers. [Remediation Accessed :N] Processing and Exploitation Collection Dissemination and Integration Analysis and Production ________________________________________ 23) What characteristics of the complex environment have affected the view of CCIRs? (Select all that apply.) interdependence globalization information revolution predictable adversaries ________________________________________ 24) To facilitate component and stakeholder awareness of CCIRs, where can commanders post CCIRs and their statuses? commander's dashboard web portal operations centers All of the answers are correct ________________________________________ 25) Which of the following statements about the commander's perspectives is FALSE? In order to gain situational understanding, commanders are emphasizing an increased reliance on processes and technological solutions, rather than people interaction. Commanders can greatly assist their staff by sharing their unique perspectives. Commanders should instill a climate of seamless information sharing and push toward "co-creation" of context. Commanders should focus their units and staff through commander's critical information requirements (CCIR) that address both necessary decisions and information needs. ________________________________________ 26) Which of the following statements about knowledge management plans (KMP) is TRUE? The KMP is an all-inclusive authoritative document and therefore should not need to be supplemented with training to implement the procedures. The KMP design should be agile and flexible to keep pace with the rapidly changing information sharing environment as directed by the commander and Chief of Staff. Focus processes to share information with stakeholders who are in your communications network only. ________________________________________ 27) Support your liaison officers to other agencies by providing them regular guidance from your agency. An example of this is to _____. encourage them to mainly provide support to the areas where they have experience fully understand their role in the agency they are being assigned to involve them in your internal updates and assessments remove them from the information management plan ________________________________________ 28) Military forces operating in another sovereign country must account for certain limits to their actions in achieving mission accomplishment. Which of the following is an operational environment key insight that explains why their actions may be limited? Commanders cannot always achieve a full understanding of the geopolitical environment within the host nation due to the pace in which the battlespace geometry changes The actions of battlespace owners (BSOs) operating with host-nations and non-coalition partners are significantly limited unless joint task force commanders provide the BSO with "coordinating authority." Host nation and non-coalition players may not recognize or heed the military-centric viewpoint of BSO joint operating areas (JOA) and areas of operation (AO). Host nations and non-coalition partners do not cooperate with military commanders because they distrust the intentions of the U.S. ________________________________________ 29) Which of the following statements about the supported/supporting command relationship is FALSE? The supported commander does not have the authority to prioritize targets or objectives. The supporting commander provides the supported commander access to his or her capabilities within the guidance and priorities expressed by the establishing authority. The supporting commander should send liaison to the supported commander to assist in planning efforts and ensuring common situational awareness. The supporting commander should both ascertain and satisfy the needs of the supported commander. ________________________________________ 30) Which of the following statements describes characteristics of a well-written problem statement that can help focus the staff and subsequent planning process? The problem statement should not allow external stakeholders to gain a shared, common understanding, but should lead the commander and planners to quickly narrow the focus. The problem statement should mirror the mission statement to avoid any ambiguity as to what the end state should be. The problem statement should not pose a solution, accounts for current circumstances, and does not predict what future actions may occur. The problem statement should focus on solving the problem and should directly, or implicitly, propose solutions. ________________________________________ 31) Which of the following statement(s) describes the benefit of the adaptive planning process? (Select all that apply.) centers on a strategic-level "Capstone" plan that provides the framework for other plans that address contingencies that could happen in the geographic combatant command's areas of responsibility allows for continual update and shared awareness of the plans ensures each of the contingency plans take into account national interests so that actions addressing one contingency do not inadvertently impact U.S. national interests in another area ________________________________________ 32) Of the following, which apply to the "battle for the narrative?" (Select all that apply.) [Remediation Accessed :N] the information environment should be passive it is commander driven attempts to align communication efforts seeks to gain superiority over the adversary's narrative adversaries do not participate in the "battle for the narrative" ________________________________________ 33) Commanders have recognized the need for some form of staff organization that can _____ to inform or influence the audiences in support of desired outcomes. (Select all that apply.) [Remediation Accessed :N] synchronize actions, words, and images direct communication strategy through a stove-piped process craft the themes and messages remain passive in the information environment ________________________________________ 34) Planning for communication activities involves the careful alignment of themes and messages with which of the following? (Select all that apply.) [Remediation Accessed :N] U.S. government interagency partners lead agencies for the diplomatic element of national power coalition partners higher and lower headquarters lead agencies for the law enforcement element of national power lead agencies for the intelligence element of national power ________________________________________ 35) Communication strategy is not a separate or parallel effort, but an integral part of the commander's overall strategy that ensures a shared understanding of the commander's vision, mission, and objectives. True False ________________________________________ 36) Which of the following are key elements of a communication strategy? condition, opportunity, and audience narrative, theme, and message words, actions, and audience stability, peace, and prosperity ________________________________________ 37) Those responsible for identifying and understanding the key audiences are also responsible for _____. (Select all that apply.) [Remediation Accessed :N] determining how to inform and/or influence audiences assigning which action-agent will engage each of the key audiences crafting themes and messages establishing a separate planning effort ________________________________________ 38) Which of the following actions may help overcome the staff organization challenge of integrating communication-related activities? [Remediation Accessed :N] creating a passive communication posture ensure these tasks are led only by the J3 or J5 ensure there is no divide between primary agency "inform" role and "influence" activities establish some form of communication directorate or cell ________________________________________ 39) For the actions that support the communication strategy, why is assessment important? Strategies are static and unchanging. Assessment determines the assets available to the commander. Strategies enrich understanding of information operations. Assessment helps to focus and redirect communication efforts when the environment changes. ________________________________________ 40) Which of the following headquarters organization options continues to be the preferred basic staff structure for a joint headquarters? mission-based organization J-code organization functional organization hybrid organization ________________________________________ 41) Which of the following statements BEST defines the purpose of joint headquarters battle rhythms? The joint headquarters battle rhythm is a deliberate daily cycle of command and staff activities that enable the commander to accomplish mission objectives. The joint headquarters battle rhythm is a deliberate daily cycle of command, staff, and unit activities intended to provide the commander with a method to track current operational events. The joint headquarters battle rhythm is a deliberate daily cycle of command and staff activities intended to control the flow of future operations. The joint headquarters battle rhythm is a deliberate daily cycle of command, staff, and unit activities intended to synchronize current and future operations. ________________________________________ 42) Which of the following is a challenge of tailoring and balancing intelligence capacity? [Remediation Accessed :N] location fusion centers narrowing targets limited intelligence assets ________________________________________ 43) Which of the following provides the necessary upfront direction for the synchronization of staff planning efforts for both lethal and nonlethal activities? [Remediation Accessed :N] planning guidance, commander's intent, and an operational framework objectives, priorities, and an operational framework targeting data, diplomatic information military and economic (DIME) data, and planning guidance objectives, priorities, and vetal information requirements (CCIR) ________________________________________ 44) Under which of the of the following staff organization options is there is an additional focus on nonlethal planning and execution? traditional (Separate JFE and J39) J3 effects coordination center (ECC) inform and influence center ________________________________________ 45) Which of the following are important considerations when planning joint logistics? (Select all that apply.) Implement creative solutions to overcome anticipated shortfalls and offset restricted Understand authorities and limitations associated with providing DoD assets Understand capabilities and disposition of material and supplies provided by Department of State and nongovernmental organizations ________________________________________ 46) Which of the following are tools used to maintain accountability for personnel status, casualty tracking, and reporting? (Select all that apply.) joint flow and system for tracking (JFAST) joint personnel status and casualty report (JPERSTAT) defense casualty information processing (DCIPS) ________________________________________ 47) Which of the following describes how assessments deepen the understanding of the operational environment (OE)? (Select all that apply.) Assessments inform commander's intent, guidance for design and planning, prioritization, and execution. Assessments depict progress toward accomplishing the mission. Assessments answers what happened, why it happened, and what do we need to do improve. ________________________________________ 48) The tendency to over-engineer assessment products is a challenge that occurs within which of the following roles? [Remediation Accessed :N] J2 staff Chief of Staff commander ________________________________________ 49) In non-combat situations during non-combatant evacuation or personnel recovery operations, requests for rules of engagement (ROE) permitting the use of riot control agents can be requested at the last minute. [Remediation Accessed :N] True False ________________________________________ 50) The direction or exercise of authority over subordinate or other organizations with respect to administration and support, including organization of Service forces, control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions of the subordinate or other organizations is known as _____. [Remediation Accessed :N] combatant command operational control tactical control administrative control Module 2 national command structure Flash ________________________________________ The Armed Forces of the U.S. conduct military operations as a joint force. “Joint” connotes activities, operations, and organizations in which elements of two or more Military Departments participate. Joint matters relate to the integrated employment of military forces in joint operations. The nature of the challenges to the U.S. and its interests demand that the Armed Forces operate as a fully-integrated joint team across the range of military operations. These operations may take place with the military forces of allies and coalition partners, U.S. and foreign government agencies, state and local government agencies, and intergovernmental and nongovernmental organizations. The challenges are best met when all capabilities, military and civilian, are integrated and synchronized to achieve unity of effort. Click the button to learn more about the capacity of the Armed Forces to operate as a cohesive joint team Joint operations doctrine is built on a sound base of warfighting theory and practical experience. Its foundation includes the bedrock principles of war and the associated fundamentals of joint warfare. It seeks to provide joint force commanders with basic guidance to defeat an adversary. Joint doctrine recognizes the fundamental and beneficial effects of unified action, and the synchronization and integration of military operations in time, space, and purpose. The chief principle for employment of U.S. forces is to ensure achievement of the national strategic objectives established by the President through decisive action while concluding operations on terms favorable to the U.S. Joint operations doctrine is dynamic. Although the historic nine principles of war have been consistent in joint doctrine since its inception, extensive experience in missions across the range of military operations has identified three additional principles that also may apply to joint operations. Together, they comprise the 12 principles of joint operations. For more information on the Principles of Joint Operations, refer to Appendix A of Joint Pub 3-0, Joint Operations, which can be accessed from the Resources link at the bottom of your screen. The security environment is extremely fluid, with continually changing coalitions, alliances, partnerships, and new national and transnational threats constantly appearing, disappearing, or in remission. The U.S. military is well positioned to conduct operations but must also be prepared to address emerging peer competitors and irregular, catastrophic, and disruptive challenges. These challenges include irregular warfare (IW), catastrophic terrorism employing weapons of mass destruction (WMD), and disruptive threats to U.S. ability to maintain its qualitative edge and to project power. For more information on the security environment, please click the Resources button at the bottom of your screen, to view Global Trends 2030 prepared by the National Intelligence Council. This document provides a perspective on future trends, contexts, and implications for joint force commanders and other professionals in the national security field. Please click the Resources button at the bottom of your screen, to view an excellent vignette illustrating the complex security environment. The territorial disputes in the South China Sea constitute a major global issue. Select each image to learn more about the disruptive challenges to the security environment. IW has emerged as a major and pervasive form of warfare although it is not a new or an independent type of warfare. Typically in IW, a less powerful adversary seeks to disrupt or negate the military capabilities and advantages of a more powerful, conventionally-armed military force. The weaker opponent will seek to avoid large-scale combat and will focus on small, stealthy, hit-and-run engagements and possibly suicide attacks. The weaker opponent also could avoid engaging the superior military forces entirely and instead attack nonmilitary targets in order to influence or control the local populace. An adversary using IW methods typically will endeavor to wage protracted conflicts in an attempt to break the will of their opponent and its population. IW manifests itself as one or a combination of several possible forms including insurgency, subversion, terrorism, information operations (disinformation, propaganda, etc.), organized criminal activity (such as drug trafficking), strikes, and raids. IW focuses on the control of populations, unlike traditional war that focuses on the control of an adversary's forces or territory. The belligerents, whether states or other armed groups, seek to undermine their adversaries' legitimacy and credibility and to isolate their adversaries from the relevant population, physically as well as psychologically. At the same time, they also seek to bolster their own legitimacy and credibility to exercise authority over that same population. What makes IW “irregular” is the focus of its operations – a relevant population – and its strategic purpose – to gain or maintain control or influence over, and the support of that relevant population through political, psychological, and economic methods. Warfare that has the population as its “focus of operations” requires a different mindset and different capabilities than warfare that focuses on defeating an adversary militarily. When engaged in IW, the U.S. response will vary according to established national and coalition objectives, the specific type or combination of operations required (such as counterinsurgency and counterterrorism), and other situation-specific factors. Click the button to learn more about Irregular Warfare. The ability of the U.S. to achieve its national strategic objectives is dependent on the effectiveness of the U.S. Government in employing the instruments of national power, which are diplomatic, informational, military, and economic. National policy and planning documents generally provide national strategic direction. The President, Secretary of Defense (SecDef), and CJCS provide direction for Combatant Commanders (CCDRs) and Secretaries of Military Departments to ensure the national strategic objectives are clearly defined, understood, and achievable. The President issues strategic guidance in the National Security Strategy (NSS) and the Unified Command Plan (UCP). The SecDef's guidance documents include the Defense Strategic Guidance (DSG) and the Guidance for Employment of the Force (GEF). CJCS provides guidance in the National Military Strategy (NMS) and Joint Strategic Capabilities Plan (JSCP). The Chairman also issues the Global Force Management Implementation Guidance (GFMIG) with the approval of the SecDef. All these guidance documents influence the development of products by the CCDR, as shown The President provides national strategic guidance through the National Security Strategy and the Unified Command Plan. Select each image to learn about the President’s role in providing national strategic guidance. [National Security Strategy] The National Security Strategy, signed by the President, addresses the tasks that, as a nation, are necessary to shape the global environment and provide enduring security for the American people. It provides a broad strategic context for employing military capabilities in concert with other instruments of national power. The National Security Strategy is typically compiled by the NSC for the President's signature. The National Strategy for Homeland Security, also signed by the President, provides national direction to secure the homeland through a comprehensive framework for organizing the efforts of federal, state, local, and private organizations whose primary functions are often unrelated to national security. [Unified Command Plan] The UCP is the document, approved by the President, which sets forth basic guidance to all unified commanders; establishes their missions, responsibilities, and force structure; delineates the general geographic AOR for GCCs; and specifies functional responsibilities for Functional Combatant Commanders (“functionals”). COCOM are established by the President, through the SecDef, with the advice and assistance of the CJCS. The UCP states that communications between the President or SecDef and the CCDRs shall be transmitted through the CJCS, unless otherwise directed. It also addresses operations across geographic AORs as would occur in an India-Pakistan incident. When significant operations overlap AORs, the UCP states that a task force will be formed. Command of the task force will be determined by the SecDef and assigned to the appropriate CCDR. The UCP contains the AOR Map outlining the GCCs' AORs. The President of the United States provides guidance for developing, applying, and coordinating the instruments of national power to achieve objectives that contribute to national security in the National security strategy. Flash ________________________________________ The first-ever National Defense Strategy (NDS) was initiated in 2005 by SecDef Rumsfeld, and then updated in 2008 by SecDef Gates. But in 2012, SecDef Panetta released Sustaining U.S. Global Leadership: Priorities for 21st Century Defense, sometimes referred to as the DSG, widely understood to be the replacement for the NDS. Click each button to learn about the SecDef’s role in providing national strategic guidance. [Defense Strategic Guidance] Although there is no statutory requirement, the SecDef may produce a Defense Strategic Guidance or other strategy document. This document outlines DoD’s approach to implementing the President's National Security Strategy. The SecDef's document supports the National Security Strategy by establishing a set of overarching defense objectives that guide DoD's security activities and provides direction for the National Military Strategy. These defense objectives serve as links between military activities and those of other USG departments and agencies in pursuit of national goals. The SecDef’s document states how the military instrument will be applied in coordination with other instruments of national power to achieve National Security Strategy objectives. The SecDef also promulgates the Quadrennial Defense Review (QDR), a legislatively-mandated review of DoD strategy and priorities. There have been five QDRs: 1997, 2001, 2006, 2010, and 2014. Please click the Resources button at the bottom of your screen, to view the current Defense Strategic Guidance. [Guidance for Employment of the Force] The Guidance for Employment of the Force is written guidance from the SecDef to the CJCS for the preparation and review of contingency plans for specific missions. This guidance includes the relative priority of the plans, specific force levels, and supporting resource levels projected to be available for the period of time for which such plans are to be effective. It is the primary source document used by the CJCS to develop the Joint Strategic Capabilities Plan. The Guidance for Employment of the Force mandates that geographic COCOMs produce Theater Campaign Plans. These campaign plans include security cooperation, Phase 0 (Shape), and contingency plans. The JSCP-tasked contingency plans are considered branch plans to the theater campaign plan. The Guidance for Employment of the Force is classified SECRET. The Chairman of the Joint Chiefs of Staff supports the objectives of national strategic guidance by issuing the National Military Strategy, Joint Strategic Capabilities Plan, and Global Force Management Implementation Guidance. Click each button to learn more. [National Military Strategy] The National Military Strategy, signed by the CJCS, supports the aims of the National Security Strategy and implements the Defense Strategic Guidance. It describes the Armed Forces' plan to achieve military objectives in the near term and provides the vision for ensuring they remain decisive in the future. It also provides focus for military activities by defining a set of interrelated military objectives and joint operating concepts from which the CCDRs and Service Chiefs identify desired capabilities and against which the CJCS assesses risk. In the National Military Strategy, the Chairman states how military power will be distributed and applied to attain National Security Strategy and National Defense Strategy objectives. Please click the Resources button at the bottom of your screen to view the current National Military Strategy. [Joint Strategic Capabilities Plan] The Joint Strategic Capabilities Plan provides military strategic and operational guidance and direction from the CJCS to the CCDRs and the Service Chiefs for preparation of plans to accomplish tasks and missions using current military capabilities. The Joint Strategic Capabilities Plan is the primary vehicle through which the CJCS exercises responsibility to provide for the preparation of joint operation plans. It apportions limited forces and resources to CCDRs, based on military capabilities resulting from completed program and budget actions and intelligence assessments. The Joint Strategic Capabilities Plan provides a coherent framework for capabilities-based military advice provided to the President and SecDef. The Joint Strategic Capabilities Plan is classified SECRET. [Global Force Management Implementation Guidance] The Global Force Management Implementation Guidance integrates complementary force assignment, apportionment, and allocation processes into a single management process in support of the DSG and joint force availability requirements. The Global Force Management Implementation Guidance provides comprehensive insights into the global availability of U.S. military forces and supports senior decision makers with a process to assess quickly and accurately the impact and risk of proposed changes in forces or capability assignment, apportionment, and allocation. Please click the Resources button at the bottom of your screen to view a summary illustration of how the various national strategic guidance documents integrate into the Strategy, Planning, and Resourcing Process. The National Military Strategy, signed by the Chairman of the Joint Chiefs of Staff, provides guidance for distributing and applying military power to attain national strategic objectives. It describes the Armed Forces’ plan to achieve military objectives in the near term and provides the vision for ensuring they remain decisive in the future. The purpose of this lesson is to learn about the National Military Command Structure. After completing this lesson, you will be able to: • Describe the National Military Command Structure • Describe the operational and non-operational chain of command • Describe the functions of the Chairman of the Joint Chiefs of Staff (CJCS) and the duties of the Joint Chiefs of Staff (JCS), and • Describe the functions of Military Departments and combatant commanders (CCDRs) • This is the overall organizational structure for national security, the National Military Command Structure. Although it is a busy diagram, it is necessary to depict the whole structure prior to discussing the various parts. Click each button to learn more about the different parts of the command structure. [National Security Council] The National Security Council (NSC), depicted at the top of the diagram, is chaired by the President. The statutory members, statutory advisors, and other members of the NSC are shown. President, vice president, secdef, sec of energy and sec of state The NSC is the President's principal forum for considering national security policy matters with his senior national security advisors and cabinet officials. Since its inception under President Truman, the function of the Council has been to advise and assist the President on national security policies. The NSC also serves as the President's principal arm for coordinating these policies among various government agencies. The organization of the NSC in the Obama Administration is outlined in Presidential Policy Directive – 1, PPD-1, which can be accessed from the Resources link at the bottom of your screen. [President and SecDef] The President and SecDef exercise authority and control of the Armed Forces through two distinct branches of the chain of command, the operational and non-operational branches. Details are shown here. [Chairman of the Joint Chiefs of Staff] The CJCS is not in the direct operational chain of command. The dashed line from the CJCS is there to indicate that the Chairman is in the "channel of communications." Orders issued by the President or the SecDef normally are conveyed by the CJCS under the authority and direction of SecDef. Reports from CCDRs normally will be submitted through CJCS who forwards them to the SecDef and acts as the spokesman for the commanders of the COCOMs. The Joint Staff is under the exclusive authority, direction, and control of the CJCS. [Service Component Commander] Another important point to make with this command diagram is the position of the Service Component Commander who is tied to both branches. This clearly depicts why the Goldwater-Nichols DoD Reorganization Act of 1986 (GNA-86) was needed since the Service Component Command has two bosses: the CCDR and the Service Chief. GNA-86 shifted power from the Service Chiefs to the CCDRs. For more information on GNA-86, click the Resources button at the bottom of your screen. • The National Security council is the president’s principal forum for considering national security policy matters with his senior national security advisors and cabinet officials. This command diagram highlights the "big picture" of the National Military Command Structure. Notice that the operational chain of command runs directly from the President to the SecDef and then to the Unified or CCDRs. This is a clear and unambiguous line of authority. A goal of Goldwater-Nichols was to "strengthen civilian authority in DoD" and to "place clear responsibility on the commanders of unified and specified commands for the accomplishment of missions assigned and ensure that the authority of those commanders is commensurate with that responsibility...” The operational chain of command runs directly from the President to the SecDef and then to the Combatant commanders. Note once again, that the CJCS and JCS are not in the operational chain of command. The CJCS provides advice and enhances communication. The Service Chiefs are also clearly not in the operational chain of command between the President, the SecDef, and the CCDRs. Power shifted from the Service Chiefs to the CCDRs as a result of the Goldwater-Nichols Act. The non-operational chain of command runs from the President, through the SecDef, to the Secretaries of the Military Departments. Then, to the degree established by the Secretaries or specified in law, this authority runs through the Service Chiefs to the Service Component Commanders assigned to the CCDRs and to the commanders of forces not assigned to the CCDRs. Services are directed to assign the majority of their forces to the Unified or COCOMs in the Global Force Management Implementation Guidance (GFMIG). Administrative control (ADCON) provides for the preparation of military forces and their administration and support. The Secretaries of the Military Departments are responsible for the administration and support of Service forces. They fulfill their responsibilities by exercising ADCON through the Service Component Commanders assigned to COCOMs and through the Service Chiefs (as determined by the Secretaries) for forces not assigned to the COCOMs such as admin, training, and recruiting units. The responsibilities and authority exercised by the Secretaries of the Military Departments are subject by law to the authority provided to the CCDRs in their exercise of COCOM (Command Authority). Commanders of forces are responsible to their respective Service Chiefs for the administration, training, and readiness of their unit(s). Commanders of forces assigned to the COCOMs are under the authority, direction, and control of (and are responsible to) their CCDR to carry out assigned operational missions, joint training and exercises, and logistics. The United States Coast Guard (USCG) is a military Service and a branch of the Armed Forces of the United States (U.S.) at all times. However, it is established separately by law as a Service in the Department of Homeland Security (DHS), except when transferred to the Department of the Navy (DON) during time of war, or when the President so directs. The Non-operational chain of command runs directly from the president to the sec def and then to the secretaries of the military departments and then to the service chiefs. The JCS is comprised of the: • CJCS • Vice Chairman of the Joint Chiefs of Staff (VCJCS) • Chief of Staff, U.S. Army • Chief of Naval Operations • Chief of Staff, U.S. Air Force • Commandant of the Marine Corps, and • Chief of the National Guard Bureau Please click the Resources button at the bottom of your screen to view the organizational structure of the JCS. Select each image to learn more about the functions of the CJCS and the duties of the JCS. The chairman of the joint chiefs of staff outranks all other officers of the armed forces, but may not exercise military command over any of the armed forces. This officer is the principal military advisor to the president, the national Security Council, and the secdef. Military Departments have administrative and support responsibilities. Subject to the authority, direction, and control of the SecDef and subject to the provisions of Title 10, U.S. Code (USC), the Army, Navy, and Air Force, under their respective Secretaries, are responsible for the functions shown. The Military Services and the United States Special Operations Command (USSOCOM) in areas unique to special operations, share the division of responsibility for developing military capabilities for the COCOMs. USSOCOM is unique among the COCOMs in that it performs certain Service-like functions. For more information on the Military Departments, see Department of Defense Directive (DoDD) 5100.1, Functions of the DoD and Its Major Components, which can be accessed from the Resources link at the bottom of your screen. A combatant command (COCOM) is a unified or specified command with a broad continuing mission. It operates under a single commander who is established and designated by the President, through the Secretary of Defense (SecDef), and with the advice and assistance of the Chairman of the Joint Chiefs (CJCS). This image represents a typical chain of command. Click each button to learn more about the COCOM. [Unified Command] A unified command typically is established when a broad continuing mission under a single commander exists. A unified command is composed of significant assigned components of two or more Military Departments. [Specified Command] A specified combatant command typically is composed of forces from a single Military Department that has a broad, continuing mission and is normally functional. [Unified Command Plan (UCP)] The Unified Command Plan (UCP) defines geographic Areas of Responsibility (AOR) for selected combatant commands, including all associated land, water areas, and airspace. Additional criteria defining the UCP are shown here. [Combatant Commanders (CCDR)] The Combatant Commanders (CCDRs) exercise Combatant Command (COCOM) of assigned forces. They are directly responsible to the President and SecDef for the performance of assigned missions and the preparedness of their commands. Additional information about the role of the CCDR is shown. Unified Command Plan (UCP) 2011 was signed by President Obama on 6 April 2011. It assigns several new missions to the COCOMs. Every two years, the CJCS is required to review the missions, responsibilities, and geographical boundaries of each COCOM. The CJCS then recommends to the President, through the SecDef, any changes that may be necessary. As in past years, the 2011 review process included the COCOMs, Service Chiefs, and DoD leadership. Click the button to learn about the new missions of UCP 2011. A unified or specified command with broad continuing mission under a single commander established and so designated by the president, through the secdef and with the advice and assistance of the chairman of the joint chiefs of staff is called a combatant command When authorized by the SecDef through the CJCS, commanders of unified combatant commands may establish subordinate unified commands (also called subunified commands) to conduct operations on a continuing basis in accordance with the criteria set forth for unified commands. Commanders of subordinate unified commands have functions and responsibilities similar to those of the commanders of unified commands. They exercise Operational Control (OPCON) of assigned commands and forces and normally over attached forces within the assigned joint operations area or functional area. A subordinate unified command may be established on a geographic area or functional basis. Roll over the button to view examples of subordinate unified commands. The purpose of a Joint Task Force (JTF) is to accomplish missions with specific, limited objectives which do not require overall centralized control of logistics. When we use the term Joint Force Commander (JFC), we are referring exclusively to a combatant commander, subordinate unified commander, or joint task force commander. The preceding pages were devoted to these joint force commands. Now, we will discuss component command options beginning with Service component commands. All JFCs have Service components because administrative and logistic support for joint forces is provided through the Service component commands. JFCs may conduct operations through the Service component commanders or, at lower echelons, Service force commanders. The other component command option is Functional component commands. A Joint Force Commander may decide to establish Functional component commands to conduct operations when forces from two or more Military Departments must operate within the same mission area or geographic domain or there is a need to accomplish a distinct aspect of the assigned mission. Click each button to learn more about Functional Component Commands. Flash ________________________________________ The other component command option is Functional component commands. A Joint Force Commander may decide to establish Functional component commands to conduct operations when forces from two or more Military Departments must operate within the same mission area or geographic domain or there is a need to accomplish a distinct aspect of the assigned mission. Click each button to learn more about Functional Component Commands. A Joint Task Force is a joint force that is constituted and so designated by the secdef, a combatant commander, a subordinate unified commander, or an existing JTF commander to accomplish mission with specific, limited objectives and which do not require overall centralized control of logistics. It is dissolved when the purpose for which it was created has been achieved or when it is no longer required. The term joint force commander refers exclusively to combatant commander, subordinate unified commander and joint task force commander. Joint force air component commander (jfacc), joint force landing component commander (jflcc), and joint force maritime component commander (jfmcc) are all example of functional component commanders. Subordinate unified commands are established by combatant commanders when authorized by the secdef through the CJCS to conduct operations on a continuing basis in accordance with the criteria set forth for unified commands. They may be established on a geographic area bases such as the united states forces japan or on a function bases such as Special operation command, pacific. Command is central to all military action, and unity of command is central to unity of effort. Inherent in command is the authority that a military commander exercises over subordinates, including authority to assign missions and accountability for their successful completion. Although commanders may delegate authority to accomplish missions, they may not absolve themselves of the responsibility for attainment of these missions. Authority is never absolute; the extent of authority is specified by the establishing authority, directives, and law. The specific command relationship will define the level of authority a commander has over assigned or attached forces. It is important that you understand these levels of authority. Roll over the button to view the levels of authority that will be covered in this lesson. Take a moment to review this Command Relationships Overview, then click each button to learn more. [Assignment of Forces] All forces under the jurisdiction of the Secretaries of the Military Departments (except those forces necessary to carry out the functions of the Military Departments) are assigned to combatant commands (COCOM) by the Secretary of Defense (SecDef). [Transfer of Forces] A force assigned or attached to a combatant command may be transferred from that command to another Combatant Commander only when directed by the SecDef, under procedures prescribed by the SecDef, and approved by the President. The command relationship that the gaining commander will exercise (and the losing commander will relinquish) will be specified by the SecDef [Assigned Forces] The Combatant Commander (CCDR) exercises COCOM over forces assigned by the President or SecDef. Forces are assigned when the transfer of forces will be permanent or for an unknown period of time, or when the broadest level of command and control (C2) is required or desired. Operational Control (OPCON) of assigned forces is inherent in COCOM and may be delegated within the combatant command by the Combatant Commander. Subordinate joint force commanders will exercise OPCON over assigned forces. [Attached Forces] The CCDR normally exercises OPCON over forces attached by the SecDef. Forces are attached when the transfer of forces will be temporary. Establishing authorities for subordinate unified commands and joint task forces normally will direct the delegation of OPCON over forces attached to those subordinate commands. Several key characteristics of COCOMs are that they: • Have full authority to organize and employ assigned forces • Have directive authority for logistics and joint training • Are not transferable, and • Require unified Specified commanders only Take a moment to review the Command Relationships graphic, and then click each button to learn more about COCOMs. Several key characteristics of OPCONs are that they: • Are exercised by commanders at or below Combatant Command level • Have authoritative direction for military operations and joint training, and • They are limited in that they have no inherent authority for logistics, discipline, admin, internal organization, or unit training. Combatant commanders exercise combatant command (command authority) over assigned forces. This is the broadest command authority and may not be delegated or transferred. Operational control (opcon) is the authority to perform those functions of command over subordinate forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction necessary to accomplish the mission. It includes authoritative direction over all aspects of military operations and joint training necessary to accomplish missions assigned to the command. Several key characteristics of TACONs are that they: • Are inherent in OPCON, and • Have detailed local direction and control of movements or maneuvers within the operational area necessary to accomplish assigned missions or tasks Support is a command authority. A support relationship is established by a superior commander between subordinate commanders when one organization should aid, protect, complement, or sustain another force. Support may be exercised by commanders at any echelon at or below the combatant command level. This includes the SecDef designating a support relationship between Combatant Commanders as well as within a combatant command. The designation of supporting relationships is important as it conveys priorities to commanders and staffs that are planning or executing joint operations. The support command relationship is, by design, a somewhat vague but very flexible arrangement. The establishing authority, who is the common superior commander, is responsible for ensuring that both the supported commander and supporting commanders understand the degree of authority that the supported commander is granted. The supported commander should ensure that the supporting commanders understand the assistance required. For more information on Support Relationships, click the Resources button at the bottom of your screen. There are four defined categories of support that a Combatant Commander may direct over assigned or attached forces to ensure the appropriate level of support is provided to accomplish mission objectives. These include: • General support • Mutual support • Direct support, and • Close support The graphic shown here summarizes each of the categories of support. The establishing directive will specify the type and extent of support that the specified forces are to provide. For example, land forces that provide fires normally are tasked in a direct support role. Command authority established by a superior commander between subordinate commanders when one organization should aid protect complement or sustain another forces is called support. The ultimate purpose of the Armed Forces of the United States is to fight and win the Nation's wars. The U.S. employs the military instrument of national power at home and abroad in support of its national security goals. Fundamentally, the military instrument is coercive in nature, to include the integral aspect of military capability that opposes external coercion. Coercion generates effects through the application of force (to include the threat of force) to compel an adversary or prevent our being compelled. The military also has various capabilities that are useful in non-conflict situations, such as foreign relief. Regardless of when or where employed, the Armed Forces of the United States abide by U.S. values, constitutional principles, and standards for the profession of arms. Character refers to the aggregate of features and traits that form the individual nature of a person, in the context of the profession of arms. It entails moral and ethical adherence to our values. It is at the heart of the relationship of the profession with the American people, and to each other. U.S. military service is based on values that experience has proven to be vital for operational success. These values adhere to the most idealistic societal norms, are common to all the Services, and represent the essence of military professionalism. Members of the U.S. Armed Forces must internalize and embody these values of the profession of arms. Their adherence to these values helps promulgate an attitude about joint warfighting, producing a synergy that multiplies the effects of their individual actions. Select each image to learn more about the values that U.S. military service is based upon. The Armed Forces have embraced "jointness" as their fundamental organizing construct at all echelons. Jointness implies cross-Service combination wherein the capability of the joint force is understood to be synergistic, with the sum greater than its parts (the capability of individual components). The purposeful reliance by one service on another service’s capabilities to maximize complementary and reinforcing effects of both is known as joint interdependence. Joint force development is a knowledge-based and integrated enterprise. All Services contribute their unique capabilities to the joint operation or campaign. Joint force development involves the legislated authorities of the Chairman of the Joint Chiefs of Staff (CJCS), Service Chiefs, and others such as Commander United States Special Operations Command (CDRUSSOCOM). Click the button to learn more about U.S. Law, Title 10, USC, Section 153. The concept of “jointness” must be advanced through continual joint force development efforts. What does that statement imply? “jointness” is not an automatic service state of being. Joint doctrine provides the fundamental principles that guide the employment of U.S. military forces in coordinated action toward a common objective. It also offers authoritative guidance from which joint operations are planned and executed. Joint doctrine is written for those who provide strategic direction to joint forces, employ joint forces, support or are supported by joint forces, prepare forces for employment, and train and educate those who will conduct joint operations. Joint Training prepares individuals, joint forces, or joint staffs to respond to strategic, operational, or tactical requirements necessary by the Combatant commanders to execute their assigned or anticipated missions. Successful mission command demands that subordinate leaders at all echelons exercise disciplined initiative, acting aggressively and independently to accomplish the mission. Successful mission command demands that subordinate leaders at all echelons exercise disciplined initiative. Successful teamwork requires delegation of authority commensurate with responsibility. Taking steps and precautions to reduce the likelihood of something negative or hazardous happening, or reducing the extent of the exposure to a risk is called mitigation. Irregular warfare environment often presents complex emotional and ethical dilemmas. To be successful in preserving global security, the U.S. will follow several principles in force and program development. The principles are to Maintain, Differentiate, Sustain, Reduce, Examine, Retain, and Resist. Click the images for more information about each strategy. Maintain Given that the evolution of this strategic environment cannot be predicted with absolute certainty, the U.S. will maintain a broad portfolio of military capabilities that, in the aggregate, offer versatility across the range of global security missions. The DoD will manage the force in ways that protect its ability to regenerate capabilities that might be needed to meet future, unforeseen demands, maintaining intellectual capital and rank structure that could be called upon to expand key elements of the force. The U.S. is determined to maintain a ready and capable force, even as the overall capacity is reduced. The U.S. forces will resist the temptation to sacrifice readiness in order to retain force structure, and will in fact rebuild readiness in areas that, by necessity, were deemphasized over the past decade. Differentiate The U.S. will differentiate between those investments that should be made today and those that can be deferred. This includes an accounting of our ability to make a course change that could be driven by many factors, including shocks or evolutions in the strategic, operational, economic, and technological spheres. Sustain The U.S. is determined to sustain a ready and capable force, even as we reduce our overall capacity. We will resist the temptation to sacrifice readiness in order to retain force structure, and will in fact rebuild readiness in areas that, by necessity, were deemphasized over the past decade. Reduce The U.S. must continue to reduce the cost of doing business. This entails reducing the rate of growth of manpower costs, finding further efficiencies in overhead and headquarters, business practices, and other support activities before taking further risk in meeting the demands of the strategy. Examine The U.S. will examine how this strategy will influence existing campaign and contingency plans so that more limited resources may be better tuned to their requirements. This will include a renewed emphasis on the need for a globally networked approach to deterrence and warfare. Retain U.S. forces will take extra measures to retain and build on key advancements in networked warfare in which joint forces have finally become truly interdependent. This imperative will shape a number of disciplines, ranging from establishing warfighting requirements to the way forces train together. Resist The U.S. will make every effort to maintain an adequate base in science and technology. Work needs to be done to ensure the U.S., its allies, and partners are capable of operating in anti-access/area denial, cyber, and other contested operating environments. Three levels of warfare--strategic, operational, and tactical--link tactical actions to achievement of national objectives. There are no finite limits or boundaries between these levels, but they help commanders design and synchronize operations, allocate resources, and assign tasks to appropriate command. Click each level of warfare to learn more. Strategic The strategic level involves employing the instruments of national power in a synchronized and integrated fashion to achieve national objectives. The President, aided by the National Security Staff, which is comprised of the National Security Council and Homeland Security Council, establishes policy and national strategic objectives. The Secretary of Defense or (SecDef) translates these into strategic military objectives that facilitate identification of the military end state and theater strategic planning by the combatant commanders (or CCDRs). Operational The operational level links strategy and tactics by establishing operational objectives needed to achieve the military end states and strategic objectives. It sequences tactical actions to achieve objectives. The focus at this level is on the planning and execution of operations using operational art: the cognitive approach by commanders and staffs--supported by their skill, knowledge, experience, creativity, and judgment--to design campaigns, and operations in order to organize and employ m