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WJTSC 12-1 Master Issue Deck

WJTSC 12-1 Master Issue Deck. WJTSC 12-1 as of: 13 Dec 11. Integrated Air and Missile Defense (IAMD) Systems Training Capability. Briefer: Mr. McVay. Updated 15 Nov 11.

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WJTSC 12-1 Master Issue Deck

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  1. WJTSC 12-1Master Issue Deck WJTSC 12-1 as of: 13 Dec 11

  2. Integrated Air and Missile Defense (IAMD) Systems Training Capability Briefer: Mr. McVay Updated 15 Nov 11 Issue 07-017:Combatant Commanders require a distributed, integrated, synthetic Integrated Air and Missile Defense (IAMD) training and exercise modeling and simulation (M&S) capability. Discussion: a. Current capability requires duplicative, static, scenario development and does not provide synergistic training capability. b. There is a requirement for a federated joint IAMD simulation capability which will stimulate applicable operational IAMD awareness systems simultaneously to meet all stakeholders missile warning and IAMD simulation requirements. Endstate: A federated Joint IAMD simulation capability which will stimulate applicable operational awareness systems to meet all missile warning and integrated air and missile defense simulation requirements. POA&M: Short Term: Develop a federated IAMD simulation capability that will stimulate applicable operational missile awareness systems for IAMD. Interim solution for training tiers 1-3. Initial distributed capability demonstrated during GL/AC 11. Initial Prototype delivered to USSTRATCOM Nov 11. Prototype testing begins Dec 11. Long Term: Integrate / federate M&S capabilities from tiers 1-4 into a complete end to end IAMD M&S capability 0-5 years. OPR: USSTRATCOM; OCRs: USNORTHCOM, JS J-7 JCW, Missile Defense Agency, CCMDs, Services DEC 09 MAR 10 APR 10 OCT10 MAY 11 NOV 11 DEC 11 GT 14 GO/FO Proof of Concept Demo GL/AC 11 Initial Prototype delivery to STRATCOM Prototype testing begins at STRATCOM Prototype Integration Proof-of-Concept At JWFC BMDS Warfighter Conf Update CCMD J3/J7 Concurrence

  3. Cyberspace Training Initiative (CTI) Briefer: Mr Kemper Updated 16 Nov 11 Issue 10-011:CCDRs require a focused approach to cyberspace training that enables Joint Force Commanders to train cyberspace forces, integrates joint training efforts, and sustains cyber user awareness. Discussion: a. Refining approach to joint cyberspace training (Defense Strategy for Operating in Cyberspace-DSOC) b. Revising Joint Cyberspace Training Plan and establish CTI charter c. Cyber Flag (CF) and Joint Cyberspace Training and Certification Standards (JCT&CS) Endstate: Forces are trained through an integrated cyberspace training approach that incorporates sustained cyber user awareness, joint cyber education and training courseware, and robust cyber range & simulation capabilities employed across the joint learning continuum (individual, staff, & collective). POA&M: Short Term: Finalize CTI Charter, Execute Cyber Flag, Cyber-planner MTT, Templated Cyber scenario design, distributed CTI courses. Long Term: Integrate Cyberspace into Exercises and Training venues, Identify and establish Cyberspace Workforce, Identify unique requirements for distributed Cyberspace training environment, Engage existing DoD assessment activities for Cyberspace training. OPR: USSTRATCOM;OCRs: USCYBERCOM, JS J-7, Combatant Commands, Services, CSAs, OSD P/R, DISA, NII/CIO NOV 11 DEC 11 JAN 12 FEB 12 MAR 12 Cyber Flag Execution Implement JCT&CS CTI Charter Planner MTT USSOUTHCOM Finalize JCTP Revision

  4. Joint Space Training Federation (JSTF) Space Training Capability Briefer: Mr. McVay Updated 16 Nov 11 Issue 11-001: Combatant Commanders and services require distributed, integrated, synthetic space training and exercise capability for space forces to conduct realistic operational training in a synthetic environment and provide simulated space data for joint warfighter exercises and training. Discussion: a. Current capability requires duplicative, static, scenario development and “white carding” and does not provide synergistic training capability. b. There is a requirement for a federated joint space simulation capability which will stimulate all applicable space awareness systems simultaneously to meet all stakeholders simulation requirements. Endstate: The Joint Space Training Federation will create the ability for space forces to conduct realistic operational training in a synthetic environment and provide simulated space data for joint warfighter exercises and training. POA&M: Develop capabilities that allow commanders, battle staffs and operators to train and exercise using their real-world C4 devices (or a realistic replication) in response to realistic stimuli via JCIDS process. Results of Analysis of Alternatives (AoA) report will lead to determination of further milestones. OPR: USSTRATCOM; OCRs: AFSPC, Services NOV 12 JAN 12 FEB 12 NOV 11 • JROC-approved Initial Capabilities Document Material Development Decision Begin Material Solution Analysis Phase/AoA • AoA Complete • Milestone A

  5. JCDE Integration into Joint Exercise Program Briefer: COL Parsons Updated 12 Dec 11 Initiated 30 Aug 11 Issue 11-006: Joint Staff Joint Concept Development & Experimentation (JCD&E) efforts have not efficiently leveraged joint exercises in order to enhance concept development and experimentation to validate and deliver solutions to the warfighter. Discussion: Historically, Joint Concepts and Experimentation, and Joint Exercises have not been formally linked in planning and execution over time. JS J-7 desires to investigate integrating potential capability solutions identified in concept development and experimentation plans from the Program of Work, into experimental variations on planned Joint Exercise training objectives. Endstate: A more efficient means of evaluating potential capability solutions by leveraging planned CCMD and Service exercises. Alignment of Commander’s capability gaps (as identified by JCD&E needs, Integrated Priority Lists, etc…) with potential capability solutions synchronized with exercise and experimentation opportunities equal success. POA&M: Short Term: Identify the planning cycles for JCD&E and Joint Exercises, identify types of candidate experimentation projects and exercise opportunities, develop the integrating function and events, discuss and develop proposed language changes for CJCSIs 3010 and 3500. Long Term: Synchronize the planning cycles to increase opportunities for resource efficiency and application leading to potential use of Joint Training and Exercises for embedded experimentation. OPR: JS J-7 SP;OCRs:OSDAT&L, Joint Staff, CCMDs, Services, NGB, Coast Guard SEP 11 JAN 11 JAN 12 FEB-APR 12 JUL 12 Initial DRAFT process identified; solicit feedback Recommended process JSAP; Brief for decision Implement formal process changes-if approved Execute for FY Brief the Issue; establish Stakeholders

  6. JNTC OPFOR Management Strategy Initiated 27 Sep 2011 Briefer: Mr Lawver Updated 2 Dec 11 Issue 11-007: The USJFCOM disestablishment resulted in the elimination of the JNTC Opposition Force (OPFOR) program. Service stakeholders consider the JNTC OPFOR program, which provided joint, integrated tactical level OPFOR systems, one of their highest priority programs. Discussion: During the USJFCOM disestablishment efficiencies discussions, the JNTC OPFOR program was considered redundant to other Service OPFOR programs. OPFOR resources managed by the JNTC program for the joint training environment were subsequently eliminated. Development, procurement, and sustainment of these tactical level joint systems was considered by the Service stakeholders to be a critical element of joint context within their tactical level training programs. Endstate: A jointly managed OPFOR program that provides a realistic joint training environment at the tactical and operational level, commensurate with clearly identified needs within a resource constrained environment. POA&M: Clarify requirements planned for 13 Dec JNTC Corporate Board, select a course of action, establish program management business rules for planning and execution, submit requirements for resourcing, approve funding allocations, and execute the plan. OPR: JS J-7 JCW (Service Coordination Branch); OCR: Services, JS J-7 SP, OSD TRS DEC 11 FEB 12 MAR 12 JUN 12 OCT12 JAN 12 SEP 11 Identify Issue Clarify requirements Select Course of Action Establish business rules Submit requirements into JNTC budget Process Approve funding allocations Execute plan

  7. JNTC Re-Baselining Initiated 27 Sep 2011 Briefer: Mr Lawver Updated 1 Dec 11 Issue 11-008:The USJFCOM disestablishment and fiscal realities have created change that has altered the original mission and intent of the Joint National Training Capability (JNTC). The program should be re-baselined to ensure its effort is appropriately scoped and focused. Discussion: The standup of DDJ7 Joint and Coalition Warfighting changed key elements of organization structure, resources, mission, priorities, processes, and governance, which directly impact the JNTC program as originally envisioned and established 10 years ago. To remain viable and an effective asset in supporting Service and Combatant Command training programs and the joint training environment, the JNTC program’s value, cost, priorities, processes, and governance must be evaluated and redefined. Endstate: A program that continues to provide joint training programs with a realistic training environment, using a transparent and collaborative business process to identify demand driven requirements, focused and prioritized to meet program goals in a constrained fiscal environment. POA&M: Short term plan to meet FY 13 goals completed at Oct JNTC Corporate Board, Stage 2 of effort planned for 13 Dec, integrate long and short term plans, get approval for key strategies, begin to “re-brand” JNTC, execute the plan and strategy, and assess and adjust scope and focus. OPR: JS J-7 JCW (Service Coordination Branch); OCRs: Services, Combatant Commands SEP 11 OCT 11 DEC 11 DEC 11 JAN 12 FEB 12 MAR 12 AUG 12 Identify Issue Prepare FY 13 short term plan Develop long term plan DJ7/OSD approve key strategies Begin to re-brand JNTC Begin to execute the plan Assess and adjust plan Integrate plans

  8. UNCLASSIFIED Beginning of FY CE2 Funds Briefer: Lt Col Scherzer Initiated 14 Mar 11 Last Update 12 Dec 11 Issue 11-009: Delays in receipt of CE2 funds at beginning of FY place CCMD exercises at risk and cause decreased CE2 obligation rates Discussion: Under current fiscal environment, CCMD support agencies are no longer able to cash flow CE2 exercise engagements while CCMDs await CE2 O&M funds. Historically, CE2 funds do not get disbursed to JS until mid-November. Having CE2 funds disbursed earlier in the fiscal year allows CCMDs to smooth flow exercises throughout the fiscal year. Endstate: CE2 funds disbursed (or spending authority given) NLT first business day of the fiscal year. POA&M: Determine base line requirements, determine impacts of late funding to CCMD joint exercise plans, develop way ahead with OSD & WHS. OPR:JS J-7 SP (JETD);OCRs: OSD, CCMDs, Services MAR 11 SEP 11 JAN 12 OCT 12 Issue identified Baseline requirements identified Develop way ahead with OSD/WHS for FY13 CE2 funds provided to CCMDs/Services early in FY as required UNCLASSIFIED

  9. UNCLASSIFIED Joint Force Development Tech Baseline Briefer: Mr Vinett Updated 5 Dec 11 Initiated 26 Sept 11 Issue 11-010: Lack of a defined technical baseline to support Joint Force Development has resulted in duplication and inefficiency in the community. Discussion: The current technical baseline supporting Joint Force Development is not formally documented. As a result, development efforts are initiated without reviewing the baseline to determine if capability already exists, if it is planned, or if it is required. In a resource constrained environment we must describe what Joint capabilities we currently have to determine where we are going based on what we need. Endstate: A collaborative, disciplined process to establish and control the baseline to enable efficient management and effective use of research and technologies in support of Joint Force Development POA&M: Clarify intent and guidance, establish collaborative forum to define the baseline, determine baseline requirements, develop initial baseline, identify resource implications, and present to Stakeholder Leadership Team for approval. OPR:JS J-7 JCW (JOSE);OCRs: CCMDs, Services NOV 11 SEP 11 SEP 11 OCT 11 DEC 11 JAN 12 FEB 12 MAR 12 Identify issue Clarify intent and guidance Establish collaborative forum Develop initial draft baseline DJ7 azimuth check Identify resource implications Refine baseline Present refined baseline to Stakeholders UNCLASSIFIED

  10. Sustainment of ACGU Enclave Briefer: Mr Vinett Updated 5 Dec 11 Initiated 28 Sept 11 Issue 11-011: Lack of defined operator need for Australia, Canada, Great Britain, United States (ACGU) Training Enclave has resulted in a technical solution without long term sustainment. Discussion: ACGU Training Enclave grew out of an Australia Minister of Defence - US Secretary of Defense memorandum of agreement. POTUS directed a fundamental change in the way the US shares information with its trusted mission partners. Technical community built on the Australian DTEN – US JTEN connection to put in place a solution consistent with POTUS intent. Lack of a defined ACGU requirement has resulted in a technical solution without long term sustainment. Detailed operator requirements and wider audience (experimentation, testing and concept development) buy-in is now needed for the project to survive. Endstate: Full operator buy-in, event scheduling and support for ACGU Training Enclave. ACGU Training Enclave exists because an operator needs it. POA&M: ACGU countries brief leadership on enclave capabilities, use existing ACGU collaborative forum to document requirement, vet and analyze requirement, propose final technical architecture and resources required to implement and sustain, present to Stakeholder Leadership for approval. OPR:JS J-7 JCW (JOSE);OCRs: C/S/A, Australia, Canada, United Kingdom SEP 11 OCT 11 NOV 11 DEC 11 JAN 11 FEB 11 MAR 11 Identify issue ACGU countries brief leadership Document draft requirement Vet and analyze requirement Proposed final architecture Present to Stakeholders Identify resources

  11. Joint Staff Officer Proficiency Briefer: MAJ Spencer Updated 29 Nov 11 Issue 08-017: The ramp up time to achieve desired proficiency for officers reporting for joint assignment at combatant commands is too long. Discussion: The results of the Joint Staff Officer (JSO) Study included the desired 15 core competencies for Joint Staff Officers identified by combatant command senior leadership. Lack of competency in identified areas were found to result in extended ramp up time for officers to achieve desired proficiency levels in joint staff officer tasks. Combatant commands expressed interest in the Joint Staff J-7 leading the development of Joint Staff Officer training support resources to close the identified proficiency gap. Endstate: Establish anindividual learning curriculum that leads to the reduction in time for officers to become proficient in joint staff officer duties. POA&M: Joint Staff J-7 in coordination with the combatant commands develops joint staff officer training support resources. JS J7 designs draft JSO individual learning curriculum leveraging existing resources. Makes curriculum development decision and assigns responsibilities. Develops draft JSO curriculum and conducts Alpha tests. Determines and adopts efficient and effective delivery methodology. Integrates final JSO curriculum into combatant command training programs. OPR: JS J-7 SP (JETD);OCRs: Combatant Commands, National Guard Bureau SEP 10 JAN-AUG 12 AUG 12 JAN-MAR 12 AUG 11 SEP-NOV 11 JSO Curriculum Framework complete JSO 101 Curriculum Finalized Delivery Methodologies Developed Handbook 2nd Edition Finalized JSO 101 Alpha Tests JSO material integrated into CCMD training programs

  12. Joint Assessment – Observations, Best Practices, and Issues Issue 06-007: Joint Training Assessment process is necessary to identify, analyze, validate, and advocate for joint training resource requirements. Discussion: The Joint Training Assessment effort was pared down to focus on five key focus areas briefed at WJTSC 11-2: Cyber Training, Refined Issue Resolution / Lessons Learned Process, JTIMS / JLLIS Utilization, Interagency Engagement, JCD&E Alignment with Joint Training, and the Chairman’s High Interest Training Issues (HITIs). JS J-7 SP JETD and JCW Synchronization and Integration Branch are developing a methodology that assesses the training proficiency of combatant commands on the key focus areas and the HITIs. The combined JS J-7 SP / JCW training assessment process will identify material and non-material shortfalls which will then be validated and analyzed for solution. Endstate: Analysis of training assessment data of the key focus areas and HITIs results in a snapshot of compliance with HITI-targeted training. Additionally, this process will identify joint training / resource requirements for consideration. It will also validate and advocate in joint requirement / resource forums; and report to senior leadership. POA&M: JS J-7 SP JETD and JCW S&I will continue to meet on a regular basis to develop a briefing. The current target is to conduct the inaugural brief at the Council of Colonels session at WJTSC 12-1. OPR: JS J-7 SP JETD; OCRs: Combatant Commands, Combat Support Agencies, Services Briefer: Lt Col Noonan Updated 12 Dec 11 OCT 11 SEP 11 NOV 11 DEC 11 MAR 12 WJTSC 11-2 Assessment concept briefed at WJTSC 11-2 JAEC working group Guidance received to focus on Key Focus areas briefed at WJTSC 11-2 JCW S+I integrated in process development, weekly meetings started SP & JCW joint vector check with JETD leadership Brief given at Council of Colonels WJTSC 12-1

  13. Joint Issue Management Capability Joint Issue Resolution Tracking Process Briefer: LtCol Pappas Issue Initiated 31 Mar 09 Updated 2 Dec 11 • Issue 09-004: Combatant Commands (CCMD), Services and Combat Support Agencies (CSAs) need an automated JLLIS issue management capability for tracking validated lessons through the joint lessons learned process. • Discussion: CCMDs, Services and CSAs require an automated, collaborative process to efficiently manage and address lessons. The Joint Lessons Learned Program (JLLP) should provide a process for tracking and reporting observations through the lessons learned process. • WJTSC 10-1: JLLWG convened break-out sessions (BOS) to refine JLLP and issue resolution processes • WJTSC 10-2: JLLWG BOS reviewed JLLIS issue management concept and refined system design • WJTSC 11-1: Aligned JLLIS requirements with processes and procedures outlined in the Chairman Joint Chiefs of Staff Manual (CJCSM) 3150.25, JLLP • Sep 2011: Draft CJCS Instruction (CJCSI) 3150.25E, JLLP, released for planner level review • WJTSC 11-2: JLLWG BOS reviewed JLLIS issue resolution module; refined business rules and discussed alignment of current practice against the deliberate timeline policy set forth in the draft CJCSI • Endstate: An automated JLLIS issue management capability, which supports the JLLP and provides the ability to collaborate on and resolve validated lessons in a transparent and efficient manner. • POA&M: Refine and finalize issue management business rules and process steps in change 1 to CJCSM 3150.25. Continue to capture JLLIS issue resolution enhancements and refinements. • OPR: JS J-7 SP (JEDD) MAR 11 JUN 11 OCT 11 SEP 10 MAY 12 MAR 12 JAN 11 SEP 11 MAY 10 MAR 10 FY12 WJTSC 10-1 IR WG CJCSM IR WG WJTSC 10-2 CJCSM WG CJCSM approved/ WJTSC 11-1 Continue to enhance/ refine JLLIS issue management capability N-Tier deployment v2.1 complete CJCSI 3150.25E released for planner chop JLLIS Enhanced IMC CJCSI 3150.25E approved Change 1 to CJCSM 3150.25 JLLIS v2.3 deployment of issue management capability (IMC)

  14. Joint Training Information Management System (JTIMS) Joint Master Scenario Event List (JMSEL) Issue 10-012: Transition from legacy JMSEL v2.6 to JTIMS JMSEL Enterprise contingent upon system reliability and functionality. Discussion: Transition plan discussed during JTIMS UAG, WJTSC 10-2. Legacy JMSEL v2.6 data migration to JTIMS JMSEL (Enterprise); enhanced system availability and support; and costs associated with maintaining a separate JMSEL standalone environment. All commands and Combat Support Agencies agree that community needs to migrate to JTIMS JMSEL (Enterprise) but some expressed concerns that supporting organizations rely heavily on JMSEL v2.6. Endstate: Complete data migration from legacy JMSEL v2.6 to JTIMS JMSEL (Enterprise); JTIMS failover and backup capabilities deployed, tested and validated; JTIMS JMSEL application enhancements developed and deployed in FY11; and a timeline established, in coordination with commands/agencies, for shut down legacy JMSEL v2.6. POA&M: JS J-7 develop a timeline and plan to import legacy JMSEL v2.6 data into JTIMS JMSEL (Enterprise); complete hardware/architecture improvements, and complete deployment of JTIMS JMSEL application enhancements in FY12 . Jan 2012 conduct JTIMS JMSEL training with stakeholders. OPR: JS J-7 SP (JETD); OCRs: Combatant Commands, CSAs, Services Briefer: LTC Ray Updated 1 Dec 11 Initiated 22 Sep 10 JUN 11 SEP 12 MAR 12 OCT 10 JAN 12 JTIMS JMSEL Legacy data migration capability fielded Finalized JTIMS JMSEL application requirements with stakeholders JTIMS JMSEL operational system of record for MSEL development/execution CCMD transition plans presented JTIMS JMSEL version upgrade and finalize migration timeline

  15. Training for Integrated Operations Briefer: Mr. Quay Updated 5 Dec 11 • Issue 10-006: Current integrated operations training and exercise strategy, planning, resourcing and implementation is not adequate to support current and future integrated operations requirements. • Discussion: • USG recognizes that we must train together to effectively conduct integrated operations; however, lack: • - a comprehensive interagency training engagement strategy • - a common integrated operating picture • Inadequate funding exacerbates the challenges of conducting integrated operations training. • Knowledge of one another's cultures/capabilities is critical to development of training and exercise. • Endstate: Integrated operations training events reflect USG national security objectives. • POA&M: 1. Develop a comprehensive DOD training and education strategy that includes a funding strategy. 2. Advocate for a USG training strategy. 3. Develop a CJCSI that implements the DOD strategy. 4. Review mission essential tasks in collaboration with USG interagency partners. 5. Assess effectiveness of impact of integrated training. 6. Establish an Interagency Training Community of Interest Portal. • OPR: JS J-7 SP (JETD); OCRs: OSD/P&R, OSD/P, CCMDs, Services, CSAs, NGB, IA Partners FY11/12 FY10/11 FY11/12 FY 13 FY11 FY11/12 FY11/12 Assess Integrated Training Review METS Develop TCOI Portal Complete CJCSI USG Training Effectively Supports Integrated Operations Advocate for USG Strategy Complete DOD Strategy

  16. Prioritization/De-confliction of Combatant Command Exercises Briefer: CAPT Hugill Initiated 15 Dec 2011 Issue 12-xxx: Scheduling resources to support combatant command events is challenging given daily OPSTEMPO, personnel, fiscal, and time constraints and multiple events executing during the same period. Need overall prioritization/de-confliction resolution process for Combatant Command Exercises. Discussion: Constrained JCW resources preclude to support competing combatant command exercises requiring deployable training team, scenario development, models and simulation, C4I and other SMEs training support assets. Authority has been given to Joint Staff to synchronize/de-conflict combatant command exercises. Current exercise forecast have scheduled major combatant command exercises (Ardent Sentry, Austere Challenge, Terminal Fury, etc.) back to back or overlapping, limiting the JCW’s ability to support. In the future, exercises must be more evenly distributed across the fiscal year. A process for settingh priority must be instituted and enforced by JS J-7. Endstate: Robust resolution process run by Joint Staff involving all stakeholders that effectively de-conflicts combatant command exercises (recommend at least one working group at each WJTSC). Conflicting resolution issues to be resolved by the CE2 SLT at each WJTSC. POA&M: Joint Staff institutionalize the criteria for prioritization to assist in adjudication during their exercise scheduling conferences with stakeholder representation (combatant commands, Services). OPRs: Combatant Commands; OCRs: Joint Staff J-7, Services Dec 11 Feb 12 Mar 12 Mar 12 Sep 12 Conduct Scheduling Deconfliction Meeting In NCR Brief Criteria to WJTSC Plenary CE2 SLT discuss and provide recommendation. WJTSC Sched WG CE2 SLT resolve conflicts Presented at CoC VTC for review 16

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