Asbc Test Prep 2

Front 1

A1620
1.1 (R/S) Describe the principle of effects based targeting.

Back 1

- Selecting targets to produce physical and psychological consequences in order to achieve an objective.
- Actions taken with the intent to produce a distinctive, desired effects.

-the study defines effects-based targeting, asserting that commanders should direct airpower against targets in ways that produce specific, predetermined, military and political effects

Front 2

A1620
2.1 (R/S) Define Center of Gravity (COG).

Back 2

Characteristics, capabilities, or localities, from which a military force derives its freedom of action, physic al strength or will to fight.

Front 3

A1620
2.2 (R/S) Identify each of Col Warden’s Five Rings.

Back 3

LOIPF:

Leadership, Organic essentials, Infrastructure, Population, Fighting mechanism

Leadership ring: center ring, Command structure, element of the enemy that can make concessions, or the very complex decisions necessary to keep a country on a particular course, or that can direct a country at war.
Organic Essentials ring: those facilities or processes without which the state or organization cannot maintain itself.
Infrastructure ring: state’s transportation system that moves goods and services, civil and military, around the state’s entire area of operations. Exp. Rail lines, airlines, highways, bridges, airfields, ports…
Population ring: getting the population to turn on its own government as an overall effort to alter the enemy system and indirect approach to the population is probably worthwhile; one should not, however, count on it.
Fielded Military Forces: they are means to an end. Their only function is to protect their own inner rings or to threaten those of an enemy.

Front 4

A1620
2.3 (R/S) Identify the four components of the Dr. Strange Model.

Back 4

Pneumonic: honda CRV

CG: Center of Gravity (primary sources of moral or physical strength, power, and resistance).
CC: Critical Capabilities (Verbs; inherent abilities enabling a center of gravity to function as such).
CR: Critical Requirements (Nouns and Verbs, essential conditions, resources and means for a critical capability) exp. Fiber optic lines, satellites, electricity.
CV: Critical Vulnerabilities (Critical requirement or components thereof which, if attacked, could achieve decisive results of significant results disproportional to the military resources applied in the attack. Relay stations are the target sets) Hydro electric dams, relay stations, generators.

Use of parallel operations

Front 5

A1620
2.4 (R/S) Identify Nodal Analysis.

Back 5

-Links (Nodes) between parts of a system
-Targeting nodes for broadest possible effects
-Breaks down Target Sets into specific targets

Front 6

A1610-
1.1 (R/S) Describe the contingency planning process.

Back 6

CONTINGENCY and Crisis Action Planning procedures are organized into 3 broad operational activities;
-Situational awareness
-Planning
-Execution (execution activities are carried out only during Crisis Action Planning)

Situational Awareness; the government continually monitors global situations. If an emerging situation or crisis is identified and requires a rapid response, the CCDR (combatant commander) submits an assessment of the situation.

Planning; is accomplished by performing and planning FUNCTIONS. The planning functions are conducted to translate the strategic guidance into plans for future reference or operations (OPROD)that can be implemented, if necessary. CONTINGENCY PLANNING IS CONDUCTED PRIMARILY DURING NON-CRISIS SITUATIONS. THE PURPOSE OS CONTINGENCY PLANNING IS TO DEVELOP JOINT OPERATION PLANS FOR POTENTIAL CRISES IDENTIFIED IN STRATEGIC DOCUMENTS.
The four planning functions are;
1. Strategic Guidance
2. Concept Development
3. Plan Development
4. Plan refinement

1) Strategic Guidance is initiated by the dissemination of the Joint Strategic Capabilities Plan (JSCP) or a warning order (WARNORD). The CCDR uses planning guidance to conduct mission analysis. Based on this analysis, the CCDR produces a mission statement, which must be approved by the SecDef. The CCDR's mission statement in the primary end product of this function.
2) Concept Development; planners use the commander's mission statement to develop viable courses of action (COA). The COAs are then analyzed, wargamed, and compared. The CCDR then selects a COA and develops a concept of operations (CONOPS). The CONOPS broadly outlines how sorces will accomplish the mission. The CONOPS is submitted for review and approval to the SecDef. It provides a basis for completing detailed plan development in the next planning function.
3) Plan Development; the CCDR, with the assistance of supporting and subordinate commanders, produces the base plan with required annexes. During this function, the CCDR continuously identifies shortfalls. Shortfalls include factors, such as the lack of resources that may negatively affect the implementation of the plan to accomplish the mission. The CCDR attempts to resolve the shortfalls. If shortfalls cannot be resolved, the CCDR reports them to the CJCS with an assessment of their significance. The CCDR submits the plan summary, base plan, and required annexes to the Chairman for review. The plan must pass a policy review by the Under Secretary of Defense for Policy, and then the SecDef. The plan is measured against the following criteria;
A) Adequacy- Does the plan meet JSCP objectives and guidance?
B) Feasibility- Can the plan be executed using available resources?
C) Acceptability- Is the plan militarily and politically prudent and acceptable? Will the anticipated costs and losses be worth the plan goals when accomplished?
D) Conformity- Does the plan comply with the joint warfighting principles specified in joint doctrine?
4) Plan Refinement; the CCDR prepares the final plan while monitoring the situation to determine if the plan needs revision. Subordinate and supporting commands produce their supporting plans. Planning is a continuing process and plans are frequently modified in order to adjust to changing conditions. WITH CONTINGENCY PLANNING, AFTER PLAN REFINEMENTS AND ONCE THE SUPPORTING PLANS ARE APPROVED, THE CCDR'S OVERALL PLAN IS STORED AND CAN BE ACCESSED AT A LATER DATE. IF A CRISIS ENSUES THAT IS RELEVANT TO THE PLAN, THE PLAN IS REVISED DURING THE CAP TO PREPARE FOR EXECUTION.

Execution; can only occur during CAP and when the President or SecDef decides to use a military option to resolve the crisis by executing the OPORD.

HOW?
Contingency planning relies on assumptions about future circumstances.

WHAT? Contingency planning is a process used to plan for potential crises that have high national security impact.

WHO?
Contingency planning engages the JPEC and potential coalition partners throughout the process.

WHY?
Contingency planning is used to develop a pan that can be implemented if a crisis arises.

A Contingency plan includes a five-paragraph order;
1. Situation
2. Mission
3. Execution
4. Administration and logistics
5. Command and control

Pretty much, if you didn't pay close attention to and take copious notes during the briefing and haven't read this section in the ebook, there's absolutely nothing you can do to understand this concept. I don't even understand this concept and may God have mercy on your sorry little souls.

Front 7

A1610-
1.2 (R/S) Describe the crisis action planning process.

Back 7

Contingency and CRISIS ACTION PLANNING procedures are organized into 3 broad operational activities;
-Situational awareness
-Planning
-Execution (execution activities are carried out only during Crisis Action Planning)

Situational Awareness; the government continually monitors global situations. If an emerging situation or crisis is identified and requires a rapid response, the CCDR (combatant commander) submits an assessment of the situation.

Planning; is accomplished by performing and planning FUNCTIONS. The planning functions are conducted to translate the strategic guidance into plans for future reference or operations (OPROD)that can be implemented, if necessary.
The four planning functions are;
1. Strategic Guidance
2. Concept Development
3. Plan Development
4. Plan refinement

1) Strategic Guidance is initiated by the dissemination of the Joint Strategic Capabilities Plan (JSCP) or a warning order (WARNORD). The CCDR uses planning guidance to conduct mission analysis. Based on this analysis, the CCDR produces a mission statement, which must be approved by the SecDef. The CCDR's mission statement in the primary end product of this function.
2) Concept Development; planners use the commander's mission statement to develop viable courses of action (COA). The COAs are then analyzed, wargamed, and compared. The CCDR then selects a COA and develops a concept of operations (CONOPS). The CONOPS broadly outlines how sorces will accomplish the mission. The CONOPS is submitted for review and approval to the SecDef. It provides a basis for completing detailed plan development in the next planning function.
3) Plan Development; the CCDR, with the assistance of supporting and subordinate commanders, produces the base plan with required annexes. During this function, the CCDR continuously identifies shortfalls. Shortfalls include factors, such as the lack of resources that may negatively affect the implementation of the plan to accomplish the mission. The CCDR attempts to resolve the shortfalls. If shortfalls cannot be resolved, the CCDR reports them to the CJCS with an assessment of their significance. The CCDR submits the plan summary, base plan, and required annexes to the Chairman for review. The plan must pass a policy review by the Under Secretary of Defense for Policy, and then the SecDef. The plan is measured against the following criteria;
A) Adequacy- Does the plan meet JSCP objectives and guidance?
B) Feasibility- Can the plan be executed using available resources?
C) Acceptability- Is the plan militarily and politically prudent and acceptable? Will the anticipated costs and losses be worth the plan goals when accomplished?
D) Conformity- Does the plan comply with the joint warfighting principles specified in joint doctrine?
4) Plan Refinement; the CCDR prepares the final plan while monitoring the situation to determine if the plan needs revision. Subordinate and supporting commands produce their supporting plans. Planning is a continuing process and plans are frequently modified in order to adjust to changing conditions.

Execution; can only occur during CAP and when the President or SecDef decides to use a military option to resolve the crisis by executing the OPORD.

An adequate and feasible military response in a crisis demands flexible procedures that:
- Correspond to the time available
- Enable communications that are rapid and effective, and
- Use previous planning whenever possible.

During a crisis, CAP procedures can be conducted at the same time or even eliminated depending on the situation. Planning for a crisis can involve building upon an existing plan that was developed prior to the crisis in preparation for the contingency. Even is the crisis at hand does not resemble any existing plans in detail, these are usually aspects of one or more plans that an be adapted to the situation, speeding up the CAP process.

HOW?
CAP is used to evaluate an existing contingency plan and the current crisis situation.

WHAT?
CAP is a process used to plan and execute joint operations during a crisis.

WHO?
The key parties involved in implementing the CAP process are: POTUS, SecDef, CJCS, and CCDR.

WHY?
CAP is used to convert plans to OPORDs or develop OPORDs without a plan.

The elements of CAP that enable this goal to be achieved are
- Logical and flexible procedures
- Time-sensitive plannning
- Rapid and effective exchange of information
- Timely transmission of decisions made by POTUS and SecDef.

Once again, if you don't have a good grasp on this conept, you are probably royally screwed on any portion of the test that is based on this concept. It would really suck to be you if you are the person that I just described. Your parents must hate you, so stop listening to your romance-novel Emo music and cut your hair and stop crying because it ain't my problem anymore. Reference your ebook for clarification.

Front 8

A1830-1.1
(R) In a given scenario, distinguish the five principles of the Law of Armed Conflict.

Back 8

-Military necessity: permits the application of only that degree of regulated force required for the partial or complete submission of the enemy with the least expenditure of life, time and physical readiness; limited to military objectives (any object that makes an effective contribution to military action)
-Distinction: must distinguish between military objectives and civilian objects; must not intentionally attack civilians or employ methods which would cause excessive collateral civilian casualties; defender has obligation to separate civilians from military targets.
-Proportionality: must consider the extent of civilian destruction and probable casualties which will result and seek to avoid or minimize such casualties; civilian losses must be proportionate to the military advantages sought; does not apply to military targets
-Humanity: prohibits the employment of any degree of force not necessary for the purposes of war; prohibits use of unlawful weapons (either banned under international law or deemed to cause unnecessary suffering).
-Chivalry: must wage war in accordance with the well-recognized formalities and courtesies; permits lawful ruses but prohibits treacherous acts (like the misuse of internationally recognized symbols).

Front 9

A1830-
1.2 (R) Describe the consequences for military members not following the Law of Armed Conflict.

Back 9

-Are subject to criminal prosecution and punishment
-Criminal prosecutions may take place in a national or international forum
-Could be prosecuted by courts-martial under the UCMJ or through an international military tribunal
-Unable to use the excuse about “just following orders,” always responsible for actions under LOAC

Front 10

A1830-
(R) In a given scenario, distinguish whether a target is lawful or unlawful.

Back 10

-Lawful: any object which by its nature, location, purpose, or use makes an effective contribution to military action and whose total or partial destruction, capture, or neutralization, in the circumstances ruling at the time, offers a definite military advantage. Examples include troops, bases, supplies, lines of communication, and headquarters. For a specific list of lawful air targets, see page 32 of A1830.
-Unlawful: cities, towns, or villages not justified by military necessity; terrorization of noncombatants; objects normally dedicated to peaceful purposes; medical units/establishments; transports of sick/wounded; Geneva Convention safety zones; religious, cultural, and charitable buildings and monuments; POW camps. These may lose protected status if used for military purposes.

Front 11

A1830-
2.2 (R) In a given scenario, distinguish whether someone is a lawful combatant, an unlawful combatant, a noncombatant, or of undetermined status.

Back 11

-Lawful Combatant: individuals authorized by governmental authority or LOAC to engage hostilities; may be a member of a regular or irregular armed force; must be commanded by someone responsible for subordinates; must have distinctive emblems recognizable at a distance (uniforms); must carry arms openly; must conduct combat operations according to LOAC
-Unlawful Combatant: individual who directly participates in hostilities without being authorized by governmental authority or under international law to do so; in violation of LOAC; become lawful targets; may be killed or wounded; may be tried as war criminals for their LOAC violations
-Noncombatants: individuals not authorized by governmental authority or LOAC to engage in hostilities; includes civilians accompanying Armed Forces; combatants that are out of combat (POWs, wounded, etc); cannot be the object of a direct attack
-Undetermined Status: should doubt exist as to whether an individual is a lawful combatant, noncombatant, or an unlawful combatant, such person shall be extended the protections of the Geneva Prisoner of War Convention until status is determined. Capturing nation must convene a competent tribunal to determine the detained person’s status.

Front 12

A1615-
1.1 (R/S) Identify the purpose of each phase of the Joint Air Estimate Process (JAEP).

Back 12

1. Mission Analysis
Review the joint air task and subsequent planning carefully

2. Situation and Course of Action (COA) development
Develop possible COAs

3. COA Analysis
WARGAMING STAGE! Strengthens and improves wach COA

4. COA Comparison
Compare the COAs against predetermined criteria

5. COA Selection
I final COA is approved by the C/JFC

6. JAOP Development
Develop A JAOP based on the COA selected during the previous phase.

Front 13

A1615-
1.2 (R/S) Identify tasks or steps performed in each phase of the Joint Air Estimate Process (JAEP).

Back 13

1. Mission Analysis
The mission statement answers the following questions for a joint operation:
Who will perform the action?
What will be done?
When will the action take place?
Where will the action take place?
Why will the action occur?

2. COA Development
The C/JFACC staff gathers the data from the mission analysis phase, refines it, and formulates it into a useable product. The product the staff creates is a COA that will accomplish the C/JFACC mission and support the C/JFC objectives for the joint air task.

3. COA Analysis
Wargaming stage. Wargaming is a recorded "What if" session of actions and reactions designed to visualize the flow of the battle and evaluate each friendly COA. During the COA analysis, the C/JFACC staff: gathers tools and information for wargaming, selects wargaming and recording methods, determines wargaming participants and their roles, indentifies critical events and actions for each COA, conducts wargames, checks validity of COAs, and refines each COA. Avoid comparing one friendly COA with another during wargaming.

4. COA Comparison
COAs are compared to weighted criteria that are considered important to the commander.

5. COA Selection
C/JFACC staff review of potential COAs.
C/JFACC review of the C/JFACC recommended COAs.
C/JFC review and approval of a COA.

6. JAOP Development
A JAOP is a plan for a connected series of joint air operations to achieve the JFC's objectives within a given time and joint operational area. To develop the JAOP, the C/JFACC and C/JFACC staff: refer to details of the joint air estimate, coordinate with support teams to develop annexes to suppot the JAOP, develop a detailed briefing, and write the plan.

Front 14

A1615-
1.3 (R/S) Identify general descriptions of each phase of the JAEP.

Back 14

1. Mission Analysis- Intelligence preparation of the battlespace is initiated. Phase focuses on analyzing the joint force commander's mission nad guidance to produce a joint air component mission statement.

2. Situation and COA Development- IPB is refined to include adversary COAs. Adversary and friendly centers of gravity are analyzed. Multiple air COAs with significant branches and sequels are developed.

3. COA Analysis- Friendly COAs are wargamed against adversary COAs

4. COA Comparison- Wargaming results are used to compare COAs against predetermined criteria.

5. COA Selection- Decision breif to JFACC with COA recommendations. JFACC selects COA.

6. Joint Air Operations Plan Development- Selected COA is developed into a joint air operations plan.

Front 15

A1460-
1.1 (R/S) Define the AOC Weapon System

Back 15

-Opeartions command center of the c/jfacc and provides the capability to plan, task, execute, monitor, and assess the activities of assigned or attached forces
-Produces the Air Tasking Orders (ATO) to the Wing Ops Centers
-Manages airspace
-Coordinates the area air defense plan
-Controls the operational C2 of air and space forces

Front 16

A1460-
1.2 (R/S) State the roles and responsibilities of the five divisions of an AOC.

Back 16

-Strategy – develops, refines, adissemenates, and assess the progress of the JFACC strategy. Receives JFAAC commander guidance and assessment of past ops to produce the air operations directive (AOD)
-Combat Plans – responsible for near term air and space operations planning JGAT, MAAP, and ATO Production
Guidance, Apportionment, and Targeting Team (JGAT) – receives the AOD and produces the Joint Integrated Prioritized Target List (JIPTL)
Master Air Attack Plan (MAAP) – receives the approved JIPTL and available assets and produces the MAAP (what we should hit with what and when)
ATO Production – finalizes ATO prior to execution in timely manner; Airspace Control Order (ACO); SPINS
C2 Planning Team - develops detailed C2exectuion plans for the C/JFACC
-Combat Operations – responsible for monitoring and executing the current ATO; time sensitive targeting; offensive/defensive operations; emergencies and refueling; CAOC director’s link to the flying units; time critical – determining whether or not something is time sensitive
-ISR – direct support to airspace planning and execution activities, supporting the AOC, joint force, and subordinate units
-Air Mobility Division – air refueling for theater air operations; aeromed; and airlift

Front 17

A1460-
3.1 (R/S) Identify steps in the development of the ATO within the AOC.

Back 17

C/JFACC gives guidance to the Strategy Division, which develops guidelines and concentration of effort for ATO
MAAP team (in Combat Plans) develops the MAAP in 24 hours (basically a draft ATO)
ATO Production people finalize it in the last 24 hours before execution
Combat Ops monitors and assesses execution
WOCs execute the actual missions
ISR and Air Mobility Division assist all throughout

Front 18

A1460-
4.1 Identify the two main organizational components of a WOC and their purpose.

Back 18

Battle Management Center (wing leadership) – responsible for mission accomplishment and assessment; receives draft ATO from AOC; checks wing’s availability to meet new taskings; supervises sortie generation
Survival Recovery Center (support) – nerve center for airbase ground operations analyzes threat information; tactical plans for handling crises; contingency response activities; responsible for sustainment and survivability so the mission can continue

Front 19

A1460-
4.2 Identify the higher level organization to which the WOC directly reports.

Back 19

The WOC reports directly to the AOC

Front 20

A1520-
1.1 (R/L) Define the terms “Intelligence,” Surveillance, and Reconnaissance.

Back 20

Intelligence-product resulting from collection, processing, integration, evaulation, analysis and interpretation of available information.
Surveillance-the systematic observation of aerospace, surface, or subsurface areas, places, persons, or things, by visual, aural, electronic photographic, or other means.
Reconnaissance-a mission undertaken to obtain, by visual observation or other detectionmethods, inofrmation about the activites and resources of an enemy or potential enemy, or to secure data concerning the meteorological, hydrographic, or geographic characteristics of a particular area.

Front 21

A1520-
1.2 (R/L) Define the intelligence collection disciplines.

Back 21

Imagery Intel, Signals Intel, Measurement and Signature Intel, Human Intel, Open Source Intel

Front 22

A1520-
2.1 (R/L) Describe the AF ISR principles.

Back 22

Integration-does not work in a vacuum.
Accurate-reliability and precision
Relevant-meets communication needs
Timely-available as needed
Fused-informaiton from numerous sources
Accessible-must be available when needed
Secure-not allow the enemy to know the information
Survivable, sustainable, and deployable-support is available when needed
Unity of Effort-all levels of the org. should have clearly defined functions

Front 23

A1520-
2.2 (R/L) Define the AF ISR Process and its seven steps.

Back 23

Planning, Tasking, Collecting, Analyzing, Disseminating, Evaluating, Applying

Front 24

A1330-
1.1 (R/S) Describe the capabilities achieved with each AETF Force Module required to build an expeditionary airbase.

Back 24

Open the airbase - assess the airbase for host nation, small force ~36hrs
Command/Control - w/in 16hrs of arrival of forces, establish comms
Establish airbase - ~10days, 24hr operations, build infrastructure
Generic Mission - conduct mission and military effects
Operate the Airbase - ~7 days of arrival, operational airbase focusing also on quality of life

Front 25

A1330-
2.1 (R/S) Identify aircrew, aircraft and airfield as the three essential air components of airpower needed to provide sustained airpower.

Back 25

AIRCREW - PPP - Plan, Procedures, Purpose
AIRCRAFT - PPP - POL (oil), Payload, Parts
AIRFIELD - SSS - Services, Security, Surfaces

Front 26

A1330-
2.2 (R/S) Identify the supporting elements that enable the essential air components to launch and recover airpower combat sorties.

Back 26

to be announced

Front 27

A3030R-
2.1 (R/L) Identify the key concepts contained in FM 100-20.

Back 27

-Land and Air are co-equal
-Air superiority is the requirement for the success of any major land campaign
-Flexibility of Air Power is its greatest asset

Front 28

A3030R-
2.2 (R/L) Identify how key concepts contained in FM 100-20 influenced today’s air and space power doctrine.

Back 28

-Air forces must precede surface forces
-Success of air requires joint training and planning
-complete air superiority can only be obtained by total destruction of enemy aviation; because this is impractical air missions must be continuous throughout the campaign
-must maintain air defeses
-centralized air command to maintain flexibility
-provide reconnaisance

Front 29

A1425-
1.1 List the operational domains.

Back 29

Physical reach, virtual reach, human reach

Front 30

A1425-
2.1 Identify the mission/role of the US Army.

Back 30

-support and defend the Constitution of the United States
-the decisive component of land warfare
-fight and win the nation’s wars and also deter them
-also helps shape the international security environment through peacetime military engagement (PME) activities

Front 31

A1425-
2.2 Describe the Army Corps, Division, Brigade, and Battalion.

Back 31

- Corps: largest tactical unit in the Army (***)
- Division: basic unit of maneuver at the tactical lever (**)
- Brigade: basic war fighting unit in a division (col)
- Battalion: lowest echelon at which firepower, maneuver, intelligence and support are combined under a single commander (lt col…like a squadron)
(Army is transitioning from a Division based force to a Brigade based force)

Front 32

A1425-
2.3 Identify the mission/role of the US Navy.

Back 32

- Mission: The primary missions of the US Navy is to maintain, train, equip combat-ready Naval forces capable of winning wars, deterring aggression and maintaining freedom of the seas.
- Role: The Navy protects our external frontiers. Navy forces offer unique capabilities of indispensable value providing five fundamental and enduring roles supporting the National Security Strategy: Strategic Deterrence, Power Projection, Sea Control/Maritime Supremacy, Forward Naval Presence, and Strategic Sealift.

Front 33

A1425-
2.4 Describe the Navy’s Type commands and Operational commands.

Back 33

- Type commands: these organizations are responsible for the administration, training, and readiness of assigned naval forces divided along functional lines: naval aviation type commands, surface ship type commands, and submarine type commands
- Operational Organization: These organizations are structured with a mix of aviation, surface, submarine, and land based naval forces; they are the combat organizations. They are task-organized forces whose composition changes as available resources and missions dictate. They are: COMPACFLT (Commander, Pacific Fleet), COMLANTFLT (Commander, Atlantic Fleet), COMUSNAVEUR (Commander, US Naval Forces Europe) under their respective unified commanders. COMUSNAVCENT (Commander, US Naval Forces Central Command) is under CENTCOM and COMUSNAVSO (Commander, US Naval Forces Southern Command) is under USSOUTHCOM.

Front 34

A1425-
2.5 Identify the mission/role of the US Marine Corps.

Back 34

- USMC is within the Dept of the Navy
- Includes not less than 3 combat divisions and 3 air wings
- Provides fleet marine forces of combined arms, together with supporting air components, for service with the fleet in the seizure and defense of advanced naval bases
- Provides security detachments
- Develops amphibious tactics, techniques, and equipment

Front 35

A1425-
2.6 Describe the four types of Marine Air-Ground Task Forces.

Back 35

MEF- Marine Expeditionary Force
Largest and most robust unit
“Senior Warfighting Echelon”
amphibious and on-shore capability
40,000 Marines under a single commander (***)
MEB- Marine Expeditionary Brigade
Premier response force
Amphibious and on-shore capability
20,000 Marines under a single commander (*)
30 days of sustainability
MEU (SOC)- Marine Expeditionary Unit (Special Operations Capable
Most responsive MAGTF but having the least firepower and sustainability
Task-organized unites forward-deployed aboard 3-5 amphibious ships
Can be airlifted
1500 to 3000 Marines under a single commander (Col)
15 days of sustainability
SPMAGTF- Special Purpose MAGTF
Rapid deployment for purposes of a specific mission
Organized, trained, and equipped with narrowly focused capabilities
Manning and sustainability as required by mission
Examples: SPMAGTF Los Angeles, Somalia, Katrina

Chain:
MAGTF
Division
Regiment
Battalion

Front 36

A1425-
3.1 Describe the Army’s view of airpower.

Back 36

- Non-organic Fire Support
CAS
Interdiction
- Organic Fire Support
Attack Helicopters
- Mobility
Air Assault
Airborne
- ISR
- Provide Air Defense Artillery
Patriots and Stingers

Front 37

A1425-
3.2 Describe the Navy’s view of airpower.

Back 37

Navy and USMC assets
First job = fleet defense
Close combat support
Part of joint operations
ISR
OCA/DCA
SEAD
CSAR
Naval Aviation, in combination with cruise missile equipped shops and submarines, can project decisive, dominant military power from the sea.

Front 38

A1425-
3.3 Describe the USMC’s view of airpower.

Back 38

- Marine Corps can disembark fast and move light with max flexibility
- Aviation plays the role of artillery and armor = Airborne Artillery
- Aviation provides a great deal of the firepower that ordinarily would have to come from slow-moving ground weapons

Front 39

A1630-
1.1 (R/S) Define the WMP.

Back 39

(War and Mobilization Plan) An Air Force Document that provides Air Staff and AF commanders with current policies, forces, and planning factors for conducting and supporting war time ops. It provides a common standard reference needed for planning; derived heavily from the joint community; plan within a plan

Front 40

A1630-
1.2 (R/S) Define the UTC.

Back 40

Potential capability focused upon accomplishment of a specific mission that military service provides. A five character alphanumeric code that uniquely identifies each type unit of the armed forces. "Force package"; consists of manpower only, equipment only or both.

Front 41

A1630-
1.3 (R/S) Define TPFDD.

Back 41

Computer supported JOPES database that lists, the forces, bed down locations, and movement requirements for the forces of a particular plan (OPLAN).

Front 42

A1630-
1.4 (R/S) Define deployment readiness.

Back 42

Ensuring yourself and your people are ready to deploy; being willing disposed to get ready and stay ready.

Front 43

A1630-
2.1 Identify the role the WMP plays in joint planning.

Back 43

WMP is a plan within plans. It provides a common standard reference for planning. Consists of WMP 1-5 with 1,3, and 5 being info in planning and 2 and 4 being a result of planning. 1. basic plan 3. Combat forces, support forces, and UTC 5. Basic planning factors data. 2. Plans listing and summary 4. Wartime Aircraft activity.

Front 44

A1630-
3.1 (R/S) Identify the role of the UTC

Back 44

Role in tactical deployment planning is to strengthen the AEF as building blocks to powerful Air Expeditionary Wings, Groups, and Squadrons.

Front 45

A1630-
3.2 (R/S) Identify the role of TPFDD

Back 45

Provides time-phase lift requirements for personnel, supplies, and equipment. Shows who is going where, when, and how.

Front 46

A1630-
3.3 (S) Identify the role of MAJCOM FAM

Back 46

Provides expert guidance for UTC tasking; approves disapproves shortfalls and reclamation actions

Front 47

A1630-
3.4 (R/S) Identify the role of IDO

Back 47

The IDO is key to the success of wing deployments and Air Expeditionary Force execution. Directs controls coordinates, and executes deployments and instillation exercises. Provides UDM's units deployment requirements.

Front 48

A1630-
3.5 (R/S) Identify the role of UDM

Back 48

Is responsible to for the day-to-day management of their unit functions. Assisting agencies are logistics, manpower, personnel, and/or operations plans offices. Manage all deployment readiness and training aspects, acts as the primary liaison to the UTM and IDO

Front 49

A1630-
3.6 (R/S) Identify the role of ART

Back 49

AEF UTC Reporting Tool: is a classified confidential or secret database accessed via SIPRNET by the wing commander for metrics reporting. Uses stop light color scheme to ID units that are full-up ready to deploy (green), may deploy with some assistance (yellow), or should (or could) be ready to deploy--but are not ready (red).

Front 50

A1630-
4.1 (R/S) State your role and responsibilities for deployment readiness.

Back 50

You are required to complete all ancillary training, qualification training, medical appointments, equipment issue and test, as well as briefings. You set the example, complete all requirements, and micromanage the readiness of your people.

Front 51

A3050R-
1.1 (R/S) State the reasons why the US intervened in the Persian Gulf following Iraq’s invasion of Kuwait.

Back 51

Our allies depended heavily on middle eastern oil.

Front 52

A3050R-
1.2 (R/S) List the key members of the US led coalition developed after Iraq’s invasion of Kuwait.

Back 52

Britain
Kuwait
Saudi Arabia
Egypt
Bahrain
Quatar
UAE
others

Front 53

A3050R-
1.3 (R/S) List the national objectives set forth by National Security Directive 54.

Back 53

-immediate, complete, and unconditional destruction of Iraqi forces from Kuwait

-Restoration of Kuwait's legitimate government

-safety and protection of lives

Front 54

A3050R-
(R/S) State the major innovations of the proposed INSTANT THUNDER air campaign plan.

Back 54

-struck all COGs simultaneously
-NO "gradual escalation"- we hit them hard right away
-Did NOT rely on massive attacks on fielded forces but hit key strategic targets
-JFACC (centralized command)

Front 55

A3050R-
2.2 (R/S) Explain the transformation of the proposed INSTANT THUNDER plan into the phased air campaign plan for Operation DESERT STORM.

Back 55

"Instant Thunder" was only a strategic air campaign against high-level bunkers, regime headquarters, official residences, telecommunications, electrical power plants, etc.

The plan was modified to include attacks on Iraqi ground forces, and incorporated the Navy and Marine Corps, coalition aircraft, and Tomahawk cruise missiles

Front 56

A3050R-
2.3 (R/S) Identify examples of how operational elements contributed to success in Operation DESERT STORM.

Back 56

Technology- stealth aircraft

targeting science- precision guided munitions were key to success

Information- ISR enabled the correct selection of targets
- Deception/leaflets

Front 57

A3050R-
2.4 (R/S) Describe key historical events within the Persian Gulf region and their impact on Operation DESERT STORM, such as the Battle of Khafji and the Iraqi Scud attacks on Israel.

Back 57

Battle of Khafji-
2 weeks after fighting began, the Iraqis attempted to go on the offensive and made a push toward Khafji.
We defeated all of their forces very easily and it never was an issue

Iraqi Scud Attacks-
Iraq tried to draw Israel into the war. We prevented Israeli retaliation through scud and patriot attacks and preserved the coalition.

Front 58

A6110
1.1 - Explain which Air Force operational function is being displayed, given a Natural Disaster/Humanitarian Relief scenario.

Back 58

This is information from test 1. Just know what our Operational Functions are and how they would apply to a scenario. (Counterair, Counterland, Intel, Recon & Surv, Weather, Air Mobility, ect...)

Front 59

A6110
1.2 - Predict which Air Force operational functions might be used, given a natural Disaster/Humanitarian Relief scenario.

Back 59

This is information from test 1. Just know what our Operational Functions are and how they would apply to a scenario. (Counterair, Counterland, Intel, Recon & Surv, Weather, Air Mobility, ect...)

Front 60

A6110
2.1 - What is interagency coordination?

Back 60

This is the coordination that occurs between agencies of the USG, including the DoD, for the purpose of accomplishing an objective.

Front 61

A6110
2.2 - Define the concepts of Lead Fedeal Agency (LFA), Civil-Military Operations Center (CMOC), and Humanitarian Operations Center (HOC).

Back 61

LFA - US Federal Agency that LEADS and coordinates the overall (interagency) response to an emergency.

CMOC - This is the liaison between the military and non-military workers of a crisis. JTF establishes and relies on CMOC in domestic support operations and the CMOC is used to carry out guidance and institute JFC decisions regarding CMO.

HOC - Used for large scale foreign humanitarian assistance operations to facilitate and coordinate international aid. Basically, when a nation has a disaster that they cannot handle, they set up a HOC to manage international aid.

Front 62

A6110
3.1 - What are the role's of selected United States Government (USG) departments and agencies.

Back 62

The USG's are all of the internal departments the US Government has.
Examples, Dept of Commerce, Dept of Energy, Dept of Homeland Security, Dept of Justice, & Dept of State.

Front 63

A6110
3.2 - What are Intergovernmental Organizations (IGO)?

Back 63

An organization created by a formal agreement between two or more governments. Formed to protect and promote national interests shared by member states. Examples: UN, NATO, African Union

Front 64

A6110
3.3 - What is the role of Nongovernmental Organizations (NGO)?

Back 64

Private, self-governing, not-for-profit organization dedicated to alleviating human suffering, promoting education, health care, economic development, environmental protection, human rights and conflict resolution.
Basically, primarily relief providers, respond to crisises, may educe military/civilian resources required.
Examples: American Red Cross, CONCERN Woldwide, Salvation Army, UNICEF,

Front 65

A3055R-
1.1 (R/S) Describe the impact of operating within coalition constraints on US ability to conduct air and space operations.

Back 65

Coalition forces meant political restraints on Air power . Allies having veto power set the boundaries in which the USAF had to operate. This applied to planning and fighting the war.

Front 66

A3055R-
2.1 (R/S) List the similarities and differences between the role and employment of air and space power in Operations ALLIED FORCE and DESERT STROM.

Back 66

Biggest similarity: no ground troops- air alone!
Employment: involved a debate between generals and politicians about how hard it would be to hit Milosevic. Being in Europe, allies were much more concerned for preservation of Belgrade (OAF). Their concern for desert storm cities was considerably less. The USAF had less trouble convincing allies to use airpower dominance in desert storm than allied force.

Front 67

A3060-
1.1 (R/S) Summarize the reasons for US involvement in OPERATION ENDURING FREEDOM (OEF).

Back 67

- Base for Bin Ladin & al Qaeda ops and training
- Supportive Taliban regime refused to surrender Bin Ladin

Front 68

A3060-
2.1 (R/S) Paraphrase national objectives for OEF.

Back 68

- Destroy al Qaeda's grip on Afghanistan by driving the Taliban from power
- Disrupt al Qaeda's global operations and terrorist financing network
- Destroy al Qaeda's terrorist training camps
- Help the innocent people of Afghanistan recover from the Taliban's reign of terror
- Help Afghans put aside long-standing differences from a new interim government that represents all Afghans (including women)

Front 69

A3060-
2.2 (R/S) Paraphrase operational objectives for OEF.

Back 69

- To make clear to the Taliban leaders and their supporters that harboring terrorists is unacceptable and carries a price
- To acquire intelligence to facilitate future operations against al Qaeda and the Taliban regime that harbors the terrorists
- To develop relationships with groups in Afghanistan that oppose the Taliban regime and the foreign terrorists that they support
- To alter the military balance over time by denying to the Taliban the offensive systems that hamper the progress of various opposition forces
- To provide humanitarian relief to Afghans suffering truly oppressive living conditions under the Taliban regime
- To make it increasingly difficult for the terrorists to use Afghanistan freely as a base of operation

Front 70

A3060-
3.1 (R/S) Identify examples of how contextual elements were taken into account for OEF.

Back 70

- POLITICAL -- Support Pakistani Pres, use old Soviet Bases, extreme Islamic Taliban government similar to Iran
- INTERNATIONAL -- not an attack on Islam, "Coalition of the Willing" attack terrorists not Islam
- SOCIOCULTURAL -- Afghans distrustful of outside influences, support of tribal leaders, avoid boots on ground, mistake Soviets and British made
- ECONOMICS -- US looked to other nations to foot the bill, bought various warlords
- LEADERSHIP -- Taliban regime, Bin Laden linked to al Qaeda, end attacks on US
- ENVIRONMENTAL -- landlocked country, rugged mt. terrain, harsh winters, porous boarders
- PUBLIC OPINION -- limit loss, quick reaction, coalition partners, afghan citizens

Front 71

A3060-
3.2 (R/S) Identify examples of how operational elements were employed in OEF.

Back 71

- LOGISTICAL -- Light A-Teams, Air Dropping, Mid-Air refueling, bombers from Oman and Diego Garcia, USS Kitty Hawk as Spec Op base
- TECHNOLOGY -- A-Teams used high-tech weapons in low-tech environment, JSTARS identified targets, tested and fielded thermobaric bomb
- INFORMATIONAL -- used leaflets in PSYOPS, CIA building alliances to track al Qaeda
- TARGETING SCIENCE -- UAVs, JSTARS, Rivet Joint worked w/ AOC for targets of opportunity, AWACS used kill boxes to improve CAS

Front 72

A1430-
1.1 (R/L) Identify the characteristics of SOF. (special operations forces)

Back 72

They provide a capability no one else does, to include the characteristics:
High risk (political and physical)--with high payoff
High Value, critical, time-sensitive targets
Rely on surprise, security, audacity, and deception
Routinely clandestine in nature
Hostile, denied, and politically sensitive areas (no second chance)
Rigorous Training and rehearsal of mission critical
Require discriminate and precise use of force
Tailored to Task
Careful screening and selection process with advanced training
Mature and experienced personnel
Regionally oriented for employment, cross cultural skills
Special skills with low visibility for adaptive resources
Can operate independently or in conjunction with conventional

Front 73

A1430-
1.2 (R/L) Describe the different types of missions SOF may conduct.

Back 73

Core tasks:
Direct actions-short duration
Unconventional warfare (by, with, and through)
Special reconaissance
Foreign internal defense- help other countries' forces
Counter proliferation of WMD
Combating terrorism
Psychological ops
Civil affairs ops
Information ops

Collateral:
counterdrug
CSAR
NOn-combatant evac
Countermine
Coalition support
Foreign humanitarian support

Front 74

A2310R-
2.1 (R/S) Describe the Foundational Doctrine Statement “Leadership is the art and science of influencing and directing people to accomplish the assigned mission.”

Back 74

Two Fundamental Elements of Leadership:
1. mission, objective, or task to be accomplished
2. the people who accomplish it
Effective leadership transforms human potential into effective performance in the present and prepares capable leaders of the future.

Front 75

A2310R-
2.2 (R/S) Describe the Foundational Doctrine Statement “Leadership does not equal command, but all commanders should be leaders.”

Back 75

Leaders positively influence their entire organization, without necessarily being the commander. Leaders can range from Airmen to Captains to Generals.

Front 76

A2310R-
2.3 (R/S) Describe the Foundational Doctrine Statement “The abilities of a leader, which are derived from innate capabilities and built from experience, education, and training, can be improved upon through deliberate development.”

Back 76

Junior level leaders must demonstrate personal leadership competencies needed to create a cohesive unit fully supportive of its mission
Mid-level leaders use the people/team leadership competencies to advance the organization’s responsibilities within the framework of the operational mission.
The more senior the leader, the more crucial becomes the influence on the institutional excellence of the organization.
In short, Be Excellent.

Front 77

A2310R-
2.4 (R/S) Describe the Foundational Doctrine Statement “The core values are a statement of those institutional values and principles of conduct that provide the moral framework within which military activities take place.”

Back 77

Airmen (the generic one, not the rank) do not have the luxury of examining each issue at leisure and must internalize the core values to know how to automatically act in all situations.

Front 78

A2310R-
3.1 (R/S) Using the leadership construct model describe the relationship between levels of leadership (tactical, operational, strategic).

Back 78

Tactical level leadership is predominantly direct and face-to-face. As leaders ascend in the organization to the operational level, leadership tasks become more complex and sophisticated. Strategic leaders have responsibility for large organizations or systems.
See Figure 1.1 (2310 p.21)

Front 79

A2310R-
3.2 Using the leadership construct model describe the categories of leadership competencies (personal, people/team, institutional).

Back 79

Personal – face-to-face, interpersonal relations that directly influence human behavior and values; focus on short range planning and mission accomplishment
People/Team – more interpersonal relations and team relationships; tailor resources to organizations and programs and, when in command, set command climate; focus on mid-range planning and mission accomplishment
Institutional – exists at all levels, predominant at top; establish structure, allocate resources, and articulate strategic vision

Front 80

A2310R-
3.3 (R/S) Describe the 7 tactical leadership competencies of the CGO.

Back 80

As Capt Mac said, there are way more than 7. Just look at the chart of pg. 25 of A2310.

Front 81

A3065R-
1.1 (R/S) Identify the reasons why the US engaged in Operation Iraqi Freedom (OIF).

Back 81

Violations to the UN Resolution 687
Violations to the UN Resolution 688
No-Fly Resolution Resolutions
Oct 11th 2002 Congressional approval to use force
Operation Desert Fox
Operation Sounthern Watch
Operation Northern Watch

Front 82

A3065R-
1.2 (R/S) List the objectives for OIF.

Back 82

US Objective:
Stable Iraq with its territorial integrity inact and a government that renounces WMD development/use
Prevent support of terrorists and deny access to WMD
Destabalize, isolate, and overthrow the Iraqi regime and provide support to a new, broad-based government
Destroy WMD capabilities and infrastructure
Protect allies from Iraqi threat and attacks
Destroy terrorists networks in Iraq
Gather intelligence on global terrorism; detain terrorists and war criminals, and free individuals unjustly detained under Iraqi regime
CFG Objectives:
Defeat Iraqi forces
Neutralize regime leadership
Neutralize Iraqi TBM/WMD delivery systems
control WMD infrastructure
ensure territorial integrity of Iraq
Deploy and posture CFC for post-hostility ops, initiating humanitarian ops for Iraqi people within capabilities
Set military conditions for provisional/permanent government to assume power
maintain international/regional support
neutralize Iraq; C2 and security forces
Gain and maintain air, maritime, and space supremacy

Front 83

A3065R-
2.1 (R/S) Explain in your own words what the Air Force Doctrine was at the beginning of OIF.

Back 83

Operation Desert Storm Example
employment of OCA and DCA
Supporting Role
Gain Air superiority and areas of air supremacy
Warden 5 rings - Strategic Paralysis
Superior training
SEAD missions
Employment of Strategic Attack - strike enemies COGs

Front 84

A3065R-
2.2 (R/S) Explain the effects of contextual elements on the employment of air power doctrine in OIF.

Back 84

How we responded - Leadership
Congressional resolution - Politics
UN resolution with coalition - International Relations
President Bush Address - Public Opinion

Front 85

A3065R-
3.1 (R/S) List how each distinctive capability was used in OIF.

Back 85

Counter Air:
UN imposed no-fly zones enforced by US
Airlift:
173rd Airborne Brigade
Weather:
provided theater CCs with forecast when major sandstorms would subsides
Intelligence:
Operatives and informants hunted for Sudaam Husein
Counterland:
Killbox
C2 (Command and Control):

Front 86

A3065R-
3.2 (R/S) Given an example, explain the link between operational functions of air and space power and a specific distinctive capability.

Back 86

Counter Air:
UN imposed no-fly zones enforced by US
Airlift:
173rd Airborne Brigade
Weather:
provided theater CCs with forecast when major sandstorms would subsides
Intelligence:
Operatives and informants hunted for Sudaam Husein
Counterland:
Killbox
C2 (Command and Control):

Front 87

A2260-
1.3 (O) Use the ASBC problem solving model to solve a problem with stated Rules of Engagement.

Back 87

ASBC Problem Solving Model
- Identify the problem
- Gather Data
- List possible solutions
- Test possible solutions
- Choose best solution
- Implement the plan