12 January 2010

Command and Control

for Joint Air Operations

Joint Publication 3-30
PREFACE 

1. Scope

This publication provides joint doctrine for the command and control of joint air 

operations across the range of military operations. 

2. Purpose

 This publication has been prepared under the direction of the Chairman of the Joint 

Chiefs of Staff. It sets forth joint doctrine to govern the activities and performance of the 

Armed Forces of the United States in joint operations and provides the doctrinal basis for 

interagency coordination and for US military involvement in multinational operations. It 

provides military guidance for the exercise of authority by combatant commanders and 

other joint force commanders (JFCs) and prescribes joint doctrine for operations, 

education, and training. It provides military guidance for use by the Armed Forces in 

preparing their appropriate plans. It is not the intent of this publication to restrict the 

authority of the JFC from organizing the force and executing the mission in a manner the 

JFC deems most appropriate to ensure unity of effort in the accomplishment of the 

overall objective. 

3. Application

 a. Joint doctrine established in this publication applies to the joint staff, commanders 

of combatant commands, subunified commands, joint task forces, subordinate 

components of these commands, and the Services. 

 b. The guidance in this publication is authoritative; as such, this doctrine will be 

followed except when, in the judgment of the commander, exceptional circumstances 

dictate otherwise. If conflicts arise between the contents of this publication and the 

contents of Service publications, this publication will take precedence unless the 

Chairman of the Joint Chiefs of Staff, normally in coordination with the other members 

of the Joint Chiefs of Staff, has provided more current and specific guidance. 

Commanders of forces operating as part of a multinational (alliance or coalition) military 

command should follow multinational doctrine and procedures ratified by the United 

States. For doctrine and procedures not ratified by the United States, commanders should 

evaluate and follow the multinational command’s doctrine and procedures, where 

applicable and consistent with US law, regulations, and doctrine. 

For the Chairman of the Joint Chiefs of Staff 

 LLOYD J. AUSTIN III 

 Lieutenant General, USA 

 Director, Joint Staff 

i 
Preface 

ii JP 3-30 

Intentionally Blank 
SUMMARY OF CHANGES 

REVISION OF JOINT PUBLICATION (JP) 3-30, DATED 05 JUNE 2003 

iii 

 Introduces the definition of “air domain” and “joint air component coordination 

element (JACCE) and updates definitions for “air and space expeditionary task 

force” and “air and space operations center” 

 Adds guidance on various joint force air component commander (JFACC) 

organizational options 

 Changes the joint air estimate process to the joint operation planning process for 

air, in accordance with JP 5-0, Joint Operation Planning, and revises discussion 

of the air tasking cycle 

 Adds discussion and description of “theater air ground system,” “theater air 

control system,” “Army air ground system,” “Navy tactical air control system,” 

and “Marine air command and control system” 

 Updates targeting terms for consistency with JP 3-60, Joint Targeting 

 Removes “joint guidance and apportionment team” and replaces it with 

“targeting effects team” 

 Revises the description of the JFACC’s responsibilities and adds space 

coordinating authority as another duty the joint force commander could 

designate to perform 

 Adds a discussion of unmanned aircraft system considerations 

 Provides samples of a mission Statement and Commanders Intent, a Joint Air 

Estimate, a Joint Air Operations Plan, an Air Operations Directive, an Airspace 

Control Plan, and an Area Air defense Plan 

 Provides description and notional examples of the JACCE 
Summary of Changes 

iv JP 3-30 

Intentionally Blank 
TABLE OF CONTENTS 

v 

PAGE 

EXECUTIVE SUMMARY ......................................................................................... ix 

CHAPTER I 

 INTRODUCTION 

• General .....................................................................................................................I-1 

• Organization of Forces .............................................................................................I-2 

• Joint Air Operations ..................................................................................................I-3 

CHAPTER II 

 COMMAND AND CONTROL OF JOINT AIR OPERATIONS 

SECTION A. ESTABLISHING COMMAND AND CONTROL 

• Joint Force Commander ......................................................................................... II-1 

• Joint Force Air Component Commander ............................................................... II-2 

• Airspace Control Authority .................................................................................... II-5 

• Area Air Defense commander ................................................................................ II-7 

SECTION B. EXERCISING COMMAND AND CONTROL 

• Joint Air Operations Command and Control System ............................................. II-9 

• Joint Force Air Component Command Organization ........................................... II-13 

• Joint Force Staff Option ........................................................................................ II-19 

• Liaisons ................................................................................................................. II-20

• Joint Force Air Component Commander Basing and Transition.......................... II-21 

• Communications System ...................................................................................... II-23 

CHAPTER III 

 PLANNING AND EXECUTION OF JOINT AIR OPERATIONS 

 

SECTION A. Planning Joint Air Operations 

• Joint Air Operations Planning ............................................................................... III-1 

• The Joint Air Estimate ........................................................................................... III-1 

• The Joint Operation Planning Process for air......................................................... III-2 

• Joint Targeting Process ........................................................................................ III-17 

• The Targeting Effects Team................................................................................. III-19 

• The Joint Air Tasking Cycle ................................................................................ III-19 

SECTION B. Other Considerations 

• Intelligence, Surveillance, and Reconnaissance Considerations ......................... III-28 

• Air Mobility Considerations ................................................................................ III-29 

• Unmanned Aircraft Systems Considerations ....................................................... III-32 

• Joint Personnel Recovery Considerations ............................................................ III-35 

 
Table of Contents 

APPENDIX 

 A. Sample Mission Statement and Commander’s Intent ........................................ A-1 

 B. Sample Joint Air Estimate of the Situation.........................................................B-1 

 C. Sample Joint Air Operations Plan Format ..........................................................C-1 

 D. Sample Air Operations Directive....................................................................... D-1 

 E. Sample Airspace Control Plan ............................................................................E-1 

 F. Joint Air Operations Center Divisions and Descriptions ....................................F-1 

 G. Liaison Elements within the Joint Air Operations Center ................................. G-1 

 H. The Joint Air Component Coordination Element .............................................. H-1 

 J. References............................................................................................................J-1 

 K. Administrative Instructions................................................................................ K-1 

GLOSSARY 

 Part I Abbreviations and Acronyms ...................................................................GL-1 

 Part II Terms and Definitions ..............................................................................GL-5 

FIGURE 

 II-1 Joint Force Air Component Commander Responsibilities.......................... II-3 

 II-2 Airspace Control Procedures Objectives..................................................... II-5 

 II-3 Methods of Airspace Control ...................................................................... II-6 

 II-4 Typical Joint Force Air Component Commander Staff and Joint Air 

Operations Center Organization................................................................ II-11 

 II-5 Key Air Force and Army Components of the Theater Air Control 

 System-Army Air-Ground System............................................................ II-14 

 III-1 Joint Air Operations Planning .................................................................... III-2 

 III-2 Joint Air Estimate....................................................................................... III-3 

 III-3 Example Subject Matter Expertise for Joint Air Planning ......................... III-4 

 III-4 Joint Operation Planning Process for Air................................................... III-5 

 III-5 Sample Joint Force Air Component Commander’s Mission Statement..... III-6 

 III-6 Sample Joint Force Air Component Commander’s Intent Statement ........ III-7 

 III-7 Linking Objectives, Effects, and Tasks.................................................... III-12 

 III-8 Combat Support Considerations............................................................... III-13 

 III-9 Risk Management: Combat Support Factors........................................... III-14 

 III-10 Risk Management: Operational Factors .................................................. III-15 

 III-11 Joint Force Air Component Commander Tasking Process 

 Responsibilities ........................................................................................ III-20 

 III-12 Joint Air Tasking Cycle............................................................................ III-22 

 III-13 Joint Operation Planning Process............................................................. III-25 

 III-14 The Joint Air Operations Center and Command Relationships for Air 

 Mobility Forces ........................................................................................ III-31 

 III-15 Unmanned Aircraft Systems Categorization Chard ................................. III-33 

 F-1 Joint Force Air Component Commander Staff and Joint Air 

 Operations Center Organization...................................................................F-2 

vi JP 3-30 
Table of Contents 

vii 

 H-1 Structure for Joint Force Air Component Commander Internal to a 

 Joint Task Force .......................................................................................... H-3 

 H-2 Structure for Joint Force Air Component Commander External to a 

 Joint Task Force .......................................................................................... H-4 
Table of Contents 

viii JP 3-30 

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EXECUTIVE SUMMARY 

COMMANDER’S OVERVIEW 

 Provides joint doctrine for the command and control of joint air operations. 

 Discusses the joint force commander’s options for exercising command and 

control over joint air operations. 

 Describes joint and Service command and control systems for air operations and 

how they interoperate. 

 Considers factors related to tasking attached and assigned air assets. 

 Covers options for implementing joint force air component commander 

operations. 

 Discusses the role of the joint force air component commander and associated 

command and control systems and processes. 

Overview

Scope and Purpose. This publication provides joint doctrine for the 

command and control (C2) of joint air operations 

across the range of military operations and discusses 

responsibilities of a joint force air component 

commander (JFACC). It sets forth joint doctrine to 

govern the activities and performance of the Armed 

Forces of the United States in joint operations and 

provides the doctrinal basis for interagency 

coordination and for US military involvement in 

multinational operations. 

Introduction 

Command and Control 

(C2). 

C2 is established through command relationships as 

described in Joint Publication (JP) 1, Doctrine for the 

Armed Forces of the United States and JP 3-0, Joint 

Operations. 

The air domain is described as the atmosphere, 

beginning at the Earth’s surface, extending to the 

altitude where its effects upon operations become 

negligible. 

The degree of control over the air domain can range 

from no control, to a parity (neutral) situation, to local 

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air superiority in a specific area, to air supremacy over 

the entire operational area. 

Organization of Forces. Joint force commanders (JFCs) organize forces to 

accomplish the mission based on their vision and 

concept of operations and provide direction and 

guidance on command relationships. The JFC’s air 

component should be organized for coordinated action 

(through unity of command) using joint force air 

capabilities. Centralized control and decentralized 

execution are key considerations. 

There are three basic organizational options; in each a 

key task is organizing the staff, C2 system, and 

subordinate forces. The options are: (1) JFC designates 

a functional component commander as JFACC; (2) JFC 

designates a Service component commander; or (3) JFC 

chooses a staff option. 

Joint Air Operations. Joint air operations are performed by forces made 

available for joint air tasking and do not include air 

operations a component conducts as an integral part of 

its own operations. They normally are conducted using 

centralized control and decentralized execution. The 

framework and process for C2 of joint air operations 

are consistent across the range of military operations. 

Command And Control of Joint Air Operations 

The JFC has the authority to organize assigned/attached 

forces to best accomplish the assigned mission. The 

JFC can exercise C2 through a functional component 

commander by designating a JFACC, through a Service 

component commander, or through the joint force staff. 

Many factors will weigh on the JFC’s selection. 

Factors in deciding whether 

to appoint a joint force air 

component commander 

(JFACC). 

Factors include: 

 Span of control considerations for the JFC 

 Whether joint air operations are the only 

operations or are of limited duration and scope 

 Availability of expertise in employment of joint 

air assets 

 Complexity and scope of joint air operations 

Theater-level considerations also play a role; for 

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Executive Summary 

example, the geographic combatant commander (GCC) 

decides whether air forces/capabilities can be most 

effectively employed at JFC level or by retaining them 

at GCC level, or a combination thereof. 

The JFC normally designates a JFACC to establish 

unity of command and unity of effort. JFACC 

responsibilities are normally assigned to the component 

commander with the preponderance of forces to be 

tasked and the ability to plan, task, and control joint air 

operations. 

The JFACC is given authority to accomplish missions 

and tasks assigned by the JFC and normally has 

operational control (OPCON) of forces assigned and 

tactical control over forces made available for tasking. 

The JFC may designate the JFACC as the supported 

commander for strategic attack, air interdiction, and 

airborne intelligence, surveillance, and reconnaissance 

(ISR) (among other missions). 

Responsibilities of the 

JFACC. 

The responsibilities of the JFACC are assigned by the 

JFC and include planning, coordinating, tasking, 

executing, monitoring, and assessing joint air 

operations and the allocation and tasking of joint air 

operation forces. 

Airspace Control Authority 

(ACA). 

The airspace control authority (ACA) is the commander 

designated by the JFC to assume overall responsibility 

for the operation of the airspace control system (ACS) 

in the airspace control area. 

Depending on the mission and rules of engagement, the 

degree of control of air assets may need to be rigorous, 

close, and restrictive especially in environments that 

can transition from combat to noncombat and back 

again. The JFC will determine the degree of airspace 

control required in the joint operations area. 

ACA Responsibilities. The ACA achieves airspace control through positive or 

procedural methods, to include centralized direction of 

the airspace control plan, with the authority of the 

airspace control orders (ACOs), supplemented by 

airspace control measures, coupled with an ACS, and 

coordinated with joint force components’ liaisons. The 

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Executive Summary 

ACA integrates and coordinates airspace requirements 

of all components. 

Area Air Defense 

Commander (AADC). 

The area air defense commander (AADC) is 

responsible for defensive counterair (DCA) operations, 

to include integrated air and missile defenses. DCA 

and offensive counterair operations combine as the 

counterair mission designed to attain the degree of air 

superiority desired. 

DCA operations are integrated with other air operations 

through the area air defense plan. The AADC normally 

integrates the capabilities of different components with 

a robust C2 architecture. 

AADC responsibilities include, but are not limited to, 

planning, integrating, synchronizing, and coordinating 

DCA operations with other tactical operations. This 

may be facilitated by the JFC’s designation of regional 

and sector air defense commanders. 

Joint Air Operations C2 

System. 

The C2 system for joint air operations will vary 

depending on the operational area and specific 

missions. Normally, the joint air operation C2 system 

is built around the C2 system of the Service component 

commander designated as JFACC. When the theater 

air control system (TACS) and the relevant C2 systems 

of all components are integrated the entire system is 

labeled the theater air-ground system. 

US Air Force C2 System. The TACS is the commander, Air Force forces 

mechanism for C2 of component air and space power, 

comprising airborne and ground elements to conduct 

tailored C2 of air and space operations throughout the 

range of military operations. The air and space 

operations center (AOC) is the senior C2 element of the 

TACS. 

US Army C2 System. The Army air-ground system (AAGS) synchronizes, 

coordinates, and integrates airspace users, air and 

missile defense, fires, and other warfighting functions 

with the Army ground commander’s scheme of 

maneuver. Although some elements supporting AAGS 

belong to different Services or nations, they function as 

a single entity in planning, coordinating, deconflicting, 

and integrating air support operations with Army 

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Executive Summary 

ground operations. When they are operating in this 

capacity, TACS and AAGS are often referred to TACSAAGS. The AAGS provides interface between Army 

and tactical air support agencies of other Services. 

Coordination between TACS and AAGS includes the 

battlefield coordination detachment in the AOC and the 

air component coordination element at the Army 

component commander’s headquarters. The air support 

operations center (ASOC) is the next level of Air 

Force-Army integration and provides primary control 

of air power in support of the Army continuing down 

through the Air Force component liaisons aligned with 

land combat forces. The ASOC’s primary mission is to 

provide direction and control of air operations directly 

supporting Army ground forces. 

US Navy C2 System. The Navy tactical air control system is the air control 

system afloat for amphibious air operations and is 

comprised of the Navy tactical air control center 

(TACC), tactical air direction center, and helicopter 

direction center. The Navy TACC is the primary air 

control agency within the amphibious operations area 

for all air operations supporting the amphibious task 

force. The maritime operations center (MOC) provides 

the commander (numbered fleet commander, Navy 

component commander [NCC], or joint force maritime 

component commander [JFMCC]) with functionally 

organized staff and C2 systems. Operational level air 

planning occurs in the MOC. Planning is collaborative 

involving the MOC, the joint air operations center 

(JAOC), and Navy task force commanders and other 

subordinate staffs. The JFMCC/NCC provides overall 

operational level guidance and planning. Tactical air 

planning is conducted largely by subordinate forces at 

sea. 

US Marine Corps C2 

System. 

The Marine air command and control system consists 

of various air C2 agencies providing the Marine airground task force (MAGTF) aviation combat element 

(ACE) commander with the ability to monitor, 

supervise, and influence the application of Marine 

forces. The Marine Corps’ focal point for tasking and 

exercising OPCON over Marine Corps aviation is the 

Marine Corps TACC, which performs similar duties for 

organic Marine Corps aviation to those that the AOC 

performs for Air Force component operations. The 

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Executive Summary 

direct air support center is the principal air control 

agency responsible for air operations that support 

Marine ground forces. It functions in a decentralized 

mode, but is directly supervised by the Marine TACC, 

and is roughly equivalent to the Air Force’s ASOC. 

The tactical air operations center, subordinate to the 

Marine TACC, is the principal air defense agency in 

the MAGTF and provides real time surveillance, 

direction, positive control, and navigational assistance 

for friendly aircraft. 

The JFACC. The JFACC establishes a close working relationship 

with the JFC. This extends through the JFC and 

JFACC staffs and other component staffs with a role in 

supporting the JFC with air power capabilities. The 

JFACC normally operates from a JAOC. The JAOC 

and the JFACC’s staff are manned with subject matter 

experts who reflect the capabilities/forces available to 

the JFACC for tasking and include appropriate 

component representation. 

The Joint Air Operations 

Center (JAOC). 

The JAOC operates as a fully integrated command 

center and is staffed by all participating components. A 

JAOC provides the capability to plan, coordinate, 

allocate, task, execute, monitor, and assess the activities 

of assigned or attached forces. Staffing includes 

functional area experts (e.g., intelligence, 

meteorological and oceanographic, logistics, space 

operations, legal, airspace, plans, and communications 

personnel) and mission experts (e.g., air-to-air, air-toground, ground-to-air, information operations, 

reconnaissance, air refueling, and other areas). The 

nucleus of the JFACC staff should be trained in joint 

air operations and be representative of the joint force. 

The role of intelligence is extremely important and is 

an integral part of the functions of the JAOC. 

The joint air component 

coordination element 

(JACCE). 

The JFACC may establish one or more joint air 

component coordination elements (JACCEs) with other 

commanders’ headquarters to better integrate joint air 

operations with their operations. The JACCE is a 

component level liaison that serves as the direct 

representative of the JFACC. 

Tasking Component Forces. The JFC has authority to provide a component’s forces 

for joint air tasking and determine what air 

xiv JP 3-30 
Executive Summary 

capabilities/forces to make available for joint air 

operations, in consultation with component 

commanders. Forces are tasked by the JFACC based 

on the JFC’s approval of the JFACC’s air 

apportionment recommendation (e.g., close air support, 

interdiction). The inclusion of air assets in the air 

tasking order (ATO) does not imply any change in 

command relationships or tasking authority. 

Tasking US Army Forces. Army forces are normally employed as part of the 

combined arms team. Army aviation, air defense, fires 

(e.g., Army Tactical Missile System), and other forces 

made available to the JFACC are in a support 

relationship. The integration of Army forces and other 

component airspace users, to include unmanned aircraft 

systems (UASs) and fires, requires detailed planning 

and coordination. 

Tasking US Marine Corps 

Forces. 

The ACE within the MAGTF has the primary mission 

to support the MAGTF ground combat element. 

During joint operations, MAGTF aviation assets 

normally are in support of the MAGTF mission. The 

MAGTF commander makes sorties available to the JFC 

for JFACC tasking, air defense, long range air 

interdiction, and long-range reconnaissance. Sorties in 

excess of MAGTF direct support requirements will be 

provided to the JFC for tasking through the JFACC. 

Tasking US Navy Forces. Navy aviation assets normally are retained for 

employment in support of the assigned joint maritime 

missions. Assets include sea- and land-based naval 

aircraft. Navy assets not required for assigned joint 

missions or for fleet defense will normally be made 

available for tasking via the joint air tasking process. 

Tasking US Air Force 

Forces. 

The air and space expeditionary task force (AETF) is 

the primary means by which the Air Force presents 

forces to a JFC. AETFs are sized and tailored to meet 

specific mission requirements. To plan, execute, and 

assess air and space operations, the Air Force has 

developed tailored Air Force AOCs that can be 

networked to provide a full range of Air Force air, 

space, and cyberspace capabilities to the JFC. In most 

cases, all Air Force forces assigned aircraft are made 

available for employment as directed by the JFACC. 

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Executive Summary 

Tasking Special Operations 

Forces Aviation Forces. 

The joint force special operations component 

commander (JFSOCC)/commander, joint special 

operations task force (CDRJSOTF) may designate a 

joint special operations air component commander 

(JSOACC) for planning and executing joint special 

operations air activities. If a JSOACC is not 

designated, special operations forces (SOF) air power is 

usually controlled by its Service component within the 

joint force special operations command. When SOF 

aviation assets are employed primarily in support of 

conventional air operations, the JFC may make these 

sorties available to the JFACC for tasking. Special 

operations must be integrated into, and closely 

coordinated with, other air operations in theater. In 

order to coordinate and deconflict operations, the 

JFSOCC and JFACC exchange liaison teams. 

JFACC Options. There are several options for implementing JFACC 

operations. These include the designation of a JFACC 

for each JFC subordinate to the GCC, establishment of 

an overall theater JFACC, multiple JFACCs sharing a 

theater JAOC, and theater JFACC or joint task force’s 

(JTF’s) JFACC operating concurrently with a JSOACC 

assigned to a CDRJSOTF. There can be organizational 

variations among these options. 

The Joint Force Staff 

Option. 

In operations of limited scope, duration, or complexity, 

or in which air operations are a relatively small aspect 

of the overall joint force, the JFC may plan, direct, and 

control joint air operations through the JFC staff. In 

this case, the JFC retains command authority and 

responsibility and normally requests augmentation from 

appropriate components to perform the C2 air function. 

The JFC staff operates out of the joint operations center 

(JOC) and under this option, the JOC also functions as 

the C2 node for joint air operations. The JFC staff 

derives its authority from the JFC. JFC staff 

relationships and responsibilities must be specified. 

Although command authority for tasking subordinate 

commanders is retained by the JFC, the JFC may assign 

responsibility for coordinating joint air operations to a 

staff directorate (e.g., the operations directorate of a 

joint staff [J-3]), a specific staff officer (e.g., J-3 air 

officer), or a special staff. Staff responsibilities include 

planning, coordination, and execution of joint air 

operations. The JFC may also direct components to 

xvi JP 3-30 
Executive Summary 

provide support for joint air operations with assets, 

capabilities, or forces, in addition to the air 

capabilities/forces provided. 

Liaisons. In addition to the JFC and his staff, other component 

commanders and their staffs require continuous and 

ready access to the JFACC and the JFACC’s staff. 

Principle means of accomplishing this is through 

personal contact, the established communications and 

information support system, and liaison personnel. 

These liaisons work for their respective component 

commanders and work with the JFACC and staff. Each 

component normally provides liaison elements that 

work within the JAOC and serve as conduits for direct 

coordination between the JFACC and their respective 

component commander. Other liaisons may include 

intergovernmental organizations, other government 

agencies, nongovernmental organizations, and 

contractors conducting activities near or in areas of 

military operations. 

The JFACC may be land-based or sea-based. The 

JFACC should develop a plan for transition of JFACC 

duties to another component or location. Planned 

transitions are possible as a function of buildup or scale 

down of joint force operations. Unplanned shifts of 

JFACC responsibility may occur, possibly as a result of 

battle damage or major C2 equipment failure. The JFC 

should predesignate alternates and establish planned 

responses to the temporary or permanent loss of 

primary JFACC capability. 

Communications System. The JFACC is responsible for identifying and 

validating joint air requirements that affect the JFC’s 

mission and allow accomplishment of the JFC’s 

directives. Reliable secure communications among the 

JFC, joint force staff, and component commanders is 

key to the successful integration of the joint air effort. 

Data exchange requirements should be promulgated as 

early as possible; planning for information exchange 

requirements and procedures should consider all 

elements of information and cyberspace operations; and 

the best mix of computer-aided systems should be 

available for data transmission. The JAOC and liaison 

elements depend on secure, reliable, beyond-line-ofsight communications and data exchange equipment to 

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Executive Summary 

respond to joint force requirements. 

Planning And Execution of Joint Air Operations 

This section assumes that the JFC has designated a 

JFACC. Planning for joint air operations begins with 

understanding the JFC’s mission and intent. The JFC’s 

estimate of the operational environment and 

articulation of objectives needed to accomplish the 

mission form the basis for components’ objectives. 

The JFACC’s daily guidance ensures that joint air 

operations support joint force objectives while retaining 

flexibility in execution. 

The Joint Air Estimate. The joint air estimate is a process by which the air 

component commander considers all the circumstances 

affecting the military situation and decides a course of 

action (COA) to accomplish the mission. 

JFACC Planning 

Responsibilities. 

The JFACC is responsible for planning joint air 

operations and uses the joint operation planning process 

for air (JOPPA) to develop a joint air operations plan 

(JAOP) that guides employment of air capabilities and 

forces. The JFACC provides focus and guidance to the 

JAOC staff and ensures that planning occurs in a 

collaborative manner with other components. 

The JAOP is the JFACC’s plan for integrating and 

coordinating joint air operations and encompasses air 

capabilities and forces supported by, and in support of, 

other joint force components. 

The Joint Operation 

Planning Process for Air. 

JOPPA is a seven-step process similar to the joint 

operation planning process. JOPPA culminates in the 

production of the JAOP and supporting plans and 

orders. JOPPA’s seven steps are: 

 Initiation 

 Mission analysis 

 COA development 

 COA analysis and wargaming 

 COA comparison 

 COA approval 

 Plan or order development 

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Joint Targeting Process. Targeting is the process of selecting and prioritizing 

targets and matching the appropriate response to them. 

Targeting is both a joint- and component-level function 

that determines desired effects necessary to accomplish 

JFC objectives. The joint targeting cycle is an iterative 

process. The deliberate and dynamic nature of the joint 

targeting process is adaptable through all phases of the 

air tasking cycle. There are six phases: end state and 

commander’s objectives, target development and 

prioritization, capabilities analysis, commander’s 

decision and force assignment, mission planning and 

force execution, and assessment. Targeting 

mechanisms should exist at multiple levels. 

The Joint Targeting 

Coordination Board.

Typically, the JFC organizes a joint targeting 

coordination board (JTCB) to develop broad targeting 

priorities and other guidance. The JFC defines the role 

of the JTCB, which provides a forum for components 

to articulate strategies and priorities for future 

operations to ensure they are integrated and 

synchronized. The JFC normally delegates authority to 

conduct execution planning, coordination, and 

deconfliction of joint air targeting to the JFACC. 

The Targeting Effects 

Team.

The JFACC normally has a targeting effects team 

(TET) as part of the JAOC, with responsibilities varied 

but key to the targeting process. It links targets and 

capabilities to guidance on desired effects, deconflicts 

and coordinates target nominations and provides other 

targeting support requiring component input at the 

JFACC level. The TET also receives all target 

nominations (that cannot be addressed at lower echelon 

levels) and prioritizes them to form the draft joint 

integrated prioritized target list (JIPTL). 

The draft JIPTL is formed from a prioritized target list 

based on JFC and component target priorities. The 

TET considers the estimated available air capabilities 

and their ability to affect the targets on the list. A draft 

JIPTL “cut line” is normally established, reflecting 

which targets will most likely be serviced with the 

projected apportionment of air assets. The JFACC may 

recommend to the JFC that other component assets be 

used against targets on the draft JIPTL. Close 

coordination occurs with the development of the JIPTL 

and the joint integrated prioritized collection list to 

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Executive Summary 

ensure effective, efficient use of assets that may be 

used against targets on both. The JFC approves this use 

of other components’ assets and forces. 

The Joint Air Tasking 

Cycle. 

The joint air tasking process provides for the 

employment of joint air capabilities and forces. It 

provides an iterative, cyclic process for the planning, 

apportionment, allocation, coordination, and tasking of 

joint air missions and sorties. The joint air tasking 

cycle begins with the JFC’s objectives, incorporates 

other JFC guidance received, and culminates with 

assessment of previous actions. The ATO articulates 

the tasking for joint air operations for a specific 

timeframe, normally 24 hours. The full air tasking 

cycle, from JFC guidance to the start of ATO execution 

is dependent on the JFC’s and JFACC’s procedures, but 

a 72-hour cycle is fairly standard. The ATO matches 

specific targets with the capabilities and forces made 

available to the JFACC for the given ATO day. 

The joint air tasking cycle consists of 6 stages. These 

stages are interrelated with portions of the joint 

targeting process. The joint air tasking cycle is timedependent, built around finite time periods required to 

plan, prepare for, and conduct joint air operations. The 

number and length of ATO development phases may 

vary based on contingency requirements. The standard 

six stages are: 

 Objectives, effects, and guidance 

 Target development 

 Weaponeering and allocation 

 ATO production and dissemination 

 Execution planning and force execution 

 Assessment 

Intelligence, Surveillance, 

and Reconnaissance 

Considerations. 

The GCC (theater intelligence directorate of a joint 

staff [J-2]) may retain collection management authority 

(CMA) to establish, prioritize, and validate theater 

collection requirements, establish sensor tasking 

guidance, and develop theater-wide collection policies. 

CMA may reside at the JTF level or be delegated to 

components. The theater J-2 retains full management 

authority (to validate, to modify, or to nonconcur) over 

intelligence collection requirements within the area of 

responsibility. Airborne ISR aircraft are typically high 

xx JP 3-30 
Executive Summary 

demand assets due to mission duration, the ability to 

quickly respond to requests, and their ability to support 

multiple users. The JFACC will normally be the 

supported commander for the airborne ISR effort. 

National and non-Department of Defense ISR resources 

are not normally under the JFC’s OPCON. These 

resources may provide direct support to the JFC or a 

component, either full-time or on-call. ISR personnel 

are integrated into the JAOC, and the JFACC provides 

integrated airborne ISR for the JFC. 

Air Mobility Considerations. Air mobility missions are integral to the success of joint 

operations. Airlift is critical for deployment, 

redeployment, and sustainment while aerial refueling is 

critical to enable and sustain air operations. The 

director of mobility forces (DIRMOBFOR) functions 

as coordinating authority for air mobility with all 

commands and agencies, both internal and external to 

the JTF. The DIRMOBFOR exercises coordinating 

authority among theater AOC (or theater JAOC if 

established), Air Mobility Command’s 618th Tanker 

Airlift Control Center, and the joint movement center 

(JMC)/joint deployment and distribution operations 

center (JDDOC), for air mobility issues. An essential 

role for the DIRMOBFOR is serving as the principal 

interface between the JAOC, the theater’s logistics 

directorate of a joint staff, and the JMC/JDDOC to 

ensure appropriate prioritization of air mobility tasks. 

When a JTF is formed, command relationships for air 

mobility forces are established in accordance with the 

Unified Command Plan and Global Force Management 

process. 

 

Unmanned Aircraft Systems 

Considerations. 

UASs are treated similarly to manned systems with 

regard to established doctrinal principles. While the C2 

processes for UASs are similar to those for manned 

assets, several factors can make C2 challenging. UAS 

communication links are generally more critical than 

for manned systems, relying on a nearly continuous 

stream of communications for both flight control and 

payload for mission success; therefore communications 

security, especially bandwidth protection, is an 

important consideration. UASs may be capable of 

transferring control of the aircraft and/or payloads to 

multiple operators while airborne, making coordination 

important. Most larger UASs have longer endurance 

xxi 
Executive Summary 

xxii JP 3-30 

times than comparable manned systems, an important 

planning factor. Finally, compliance with the ACO is 

critical as UA generally cannot “see and avoid” other 

aircraft. The JFC process for determining what UASs 

to allocate to the JFACC will be no different than for 

the manned aircraft allocation decision process. 

Theater-capable UASs are able to range the theater of 

operations and/or support multiple users. If a UAS or 

the payload is reallocated to support another 

commander’s objective, the supported commander 

should, to the maximum extent, take advantage of the 

established C2 architecture. UASs can be critical to the 

success of dynamic targeting missions and the 

prosecution of targets of opportunity (unplanned, 

unanticipated) or time sensitive targets. Current 

doctrinal planning considerations for manned aircraft 

are applicable to UA, with minor modification. 

CONCLUSION 

This publication provides joint doctrine for the 

command and control of joint air operations across the 

range of military operations.
CHAPTER I 

INTRODUCTION

I-1 

 “The lesson from the last war that stands out clearly above all 

the others is that if you want to go anywhere in modern war, in 

the air, on the sea, on the land, you must have command of the 

air.” 

Fleet Admiral William F. “Bull” Halsey 

Testimony to Congress following WW II 

1. General 

 This publication provides joint doctrine for the command and control (C2) of joint 

air operations and discusses the responsibilities of a joint force air component 

commander (JFACC). Although the joint force commander (JFC) has several 

organizational options for joint air operations, a JFACC is often the first option for 

consideration. 

 a. C2 is established through command relationships among commanders as 

described in Joint Publication (JP) 1, Doctrine for the Armed Forces of the United State,

and JP 3-0, Joint Operations. 

 

 b. Air Domain. The air domain is described as the atmosphere, beginning at the 

Earth’s surface, extending to the altitude where its effects upon operations become 

negligible. While domains are useful constructs for visualizing and characterizing the 

physical environment in which operations are conducted (the operational area), the use of 

the term “domain” is not meant to imply or mandate exclusivity, primacy, or command 

and control of any domain. 

 c. Degree of Control. Dominance of the air domain cannot be assumed. In the air 

domain, the degree of control can range from no control, to a parity (or neutral) situation 

wherein neither adversary can claim any level of control over the other, to local air 

superiority in a specific area, to air supremacy over the entire operational area. Control 

may vary over time. It is important to remember that the degree of control in the air 

domain lies within a spectrum that can be enjoyed by any combatant. Likewise, that 

degree of control can be localized geographically (horizontally and vertically), or defined 

in the context of an entire theater. 

 d. Commanders at all levels must consider how our space and cyberspace 

capabilities enhance the effectiveness and execution of joint air operations. It is 

important to understand that in today’s complex operational environment, adversary 

actions can be conducted on, from, within, and outside of the operational area, all with 

potentially global impacts and influence. 
Chapter I 

I-2 JP 3-30

2. Organization of Forces 

a. JFCs organize forces to accomplish the mission based on their vision and a 

concept of operations (CONOPS) developed in coordination with their component 

commanders and supporting organizations. JFCs provide direction and guidance to 

subordinate commanders and establish command relationships to enable effective spans 

of control, responsiveness, tactical flexibility, and protection. The JFC’s air component 

should be organized for coordinated action (through unity of command) using the air 

capabilities of the joint force. Centralized control and decentralized execution are key 

considerations when organizing for joint air operations. While JFCs have full authority, 

within establishing directives, to assign missions, redirect efforts, and direct coordination 

among subordinate commanders, they should allow Service tactical and operational 

groupings to generally function as they were designed. The intent is to meet the needs of 

the JFC while maintaining the tactical and operational integrity of the Service 

organizations. 

See JP 3-0, Joint Operations, for further discussion on the organization of forces. 

 b. A JFC has three basic organizational options affecting C2 of joint air operations. 

In each case a key task includes organizing the staff, C2 system, and subordinate forces 

that will plan, execute, and assess joint air operations. Each option, below, is further 

discussed in Chapter II, “Command and Control of Joint Air Operations.” 

 (1) A JFC may designate a functional component commander, JFACC. 

 (2) A JFC may designate a Service component commander. 

 (3) A JFC may choose a staff option. 

 c. The JFACC is the commander within a unified command, subordinate unified 

command, or joint task force (JTF) that is responsible for tasking joint air forces, 

planning and coordinating joint air operations, or accomplishing such operational 

missions as may be assigned. The JFACC is given the authority necessary to accomplish 

missions and tasks assigned by the establishing commander. The JFC will base the 

decision to designate a JFACC on several factors, such as: 

 (1) JFC overall mission. 

 (2) CONOPS. 

 (3) Mission and tasks assigned to subordinate commanders. 

 (4) Forces available. 

 (5) Duration and nature of joint air operations desired. 
Introduction 

I-3 

 (6) Desired level of C2 for joint air operations. 

3. Joint Air Operations 

 a. Joint air operations are performed by forces made available for joint air tasking. 

Joint air operations do not include those air operations that a component conducts as an 

integral part of its own operations. 

 b. Joint air operations are normally conducted using centralized control and 

decentralized execution to achieve effective control and foster initiative, responsiveness, 

and flexibility. In joint air operations centralized control is giving one commander the 

responsibility and authority for planning, directing, and coordinating a military operation 

or group/category of operations. Centralized control facilitates integration of forces to 

provide guidance, organization, and control to the joint air effort and maintain the ability 

to focus the impact of joint air forces wherever needed across the operational area. 

Command relationships are established by the JFC within his command. Decentralized 

execution is the delegation of execution authority to subordinate commanders. This 

makes it possible to generate the required tempo of operations and to cope with the 

uncertainty, disorder, and fluidity of combat. 

 c. All component forces must adhere to the JFC’s guidance provided by the rules of 

engagement (ROE), airspace control plan (ACP), the airspace control order (ACO), the 

area air defense plan (AADP), and the special instructions (SPINS) located in the air 

tasking order (ATO) to maximize combat effectiveness, minimize the risk of fratricide, 

and assure deconfliction 

 d. Though missions vary widely across the range of military operations, the 

framework and process for C2 of joint air operations are consistent. Joint air 

operations may be complicated by civilian use of airspace, coordination with other 

government agencies (OGAs), intergovernmental organizations (IGOs), and 

nongovernmental organizations (NGOs), or integration of multinational or host nation 

forces. If joint air operations may be hindered by an inadequate host nation airspace 

control structure, one may have to be established by the joint force. 

“We better be prepared to dominate the skies above the surface of the earth, 

or be prepared to be buried beneath it.” 

General Carl “Tooey” Spaatz 

(1891-1974)
Chapter I 

I-4 JP 3-30

Intentionally Blank 
CHAPTER II 

COMMAND AND CONTROL OF JOINT AIR OPERATIONS 

II-1 

SECTION A. ESTABLISHING COMMAND AND CONTROL 

1. Joint Force Commander 

 a. Authority. The JFC has the authority to organize assigned/attached forces to best 

accomplish the assigned mission based on the CONOPS. The JFC establishes 

subordinate commands, assigns responsibilities, establishes or delegates appropriate 

command relationships, and establishes coordinating instructions for subordinate 

commanders. When organizing joint forces, simplicity and clarity are critical.

See JP 1, Doctrine for the Armed Forces of the United States, for additional doctrinal

guidance on command relationships. 

 b. C2 Options. When contemplating C2 options for joint air operations within the 

operational area, the JFC can choose to exercise C2 through a functional component 

commander by designating a JFACC, one of the Service component commanders, 

or the joint force staff. Many factors will weigh on the JFC’s selection – most notably 

the type and availability of forces/capabilities to accomplish the assigned mission. 

Additional factors may include host and friendly nation support, level and commitment of 

coalition forces, enemy capabilities and actions, and environmental limitations. 

 c. Factors for consideration in determining whether or not to appoint a JFACC

include:

 (1) Span of control is the JFC’s ability to effectively manage the actions of 

subordinates. Span of control is based on the number of subordinates, number of 

activities, range of weapon systems, force capabilities, and the size and complexity of the 

operational area. 

 (2) When joint air operations are the only operations or the duration and 

scope of air operations are of a very limited nature, the JFC may elect to plan, direct, 

and control joint air operations. 

 (3) Expertise in effective and efficient employment of joint air assets to 

accomplish the JFC’s mission is available. If the JFC elects to conduct joint air 

operations through his staff, the staff must be properly manned and adequately equipped 

with both the personnel expertise and the C2 equipment and processes necessary to the 

joint air effort. 

“If we lose the war in the air, we lose the war and we lose it quickly.” 

Field Marshal Montgomery, 1887-1976 
Chapter II 

II-2 JP 3-30 

 (4) Complexity and Scope of Joint Air Operations. The more complex air 

operations are and/or larger in scope, the JFC should consider establishing a JFACC. 

This will allow the JFC time to focus on the overall campaign vice spending it on 

directing air operations. 

 d. Theater-Level Considerations. When the geographic combatant commander 

(GCC) establishes a subordinate joint command to conduct operations, forces are 

normally attached as needed, with delegation of operational control (OPCON) to the 

subordinate JFC. However, the GCC also will weigh the operational circumstances and 

decide if available air forces/capabilities can be most effectively employed by the 

subordinate JFC(s), by retaining them at the GCC level, or a combination thereof. This 

decision requires careful consideration after a thorough dialogue among the joint and 

Service component/force commanders.

2. Joint Force Air Component Commander 

 a. Designation. The JFC normally designates a JFACC to establish unity of 

command and unity of effort for joint air operations. The JFC will normally assign 

JFACC responsibilities to the component commander having the preponderance of forces 

to be tasked and the ability to effectively plan, task, and control joint air; however the 

JFC will always consider the mission, nature, and duration of the operation, force 

capabilities, and the C2 capabilities in selecting a commander.

 b. Authority. The JFACC is given the authority necessary to accomplish missions 

and tasks assigned by the JFC. The JFACC will normally have OPCON over forces 

assigned and exercise tactical control (TACON) over forces made available for tasking. 

Component commanders assigned to the individual JFCs will normally retain OPCON 

over forces assigned. The JFC may also establish support relationships between the 

JFACC and other components to facilitate operations. The JFACC conducts joint air 

operations in accordance with the JFC’s intent and CONOPS. 

 c. The JFC may designate the JFACC as the supported commander for strategic 

attack, air interdiction, and airborne intelligence, surveillance, and reconnaissance (ISR) 

(among other missions). As such, the JFACC is responsible to the JFC for planning, 

coordinating, executing, and assessing these missions. Other component commanders 

may support the JFACC in accomplishing these missions, subject to the demands of their 

own JFC-assigned missions or as explicitly directed by the JFC. 

 d. Responsibilities. The responsibilities of the JFACC are assigned by the JFC. 

These include, but are not limited to: planning, coordinating, tasking, executing, 

monitoring, and assessing joint air operations, and the allocation and tasking of joint air 

operation forces based on the JFC’s CONOPS, operation plan (OPLAN), operation 

orders, targeting decisions, and air apportionment decisions. Specific JFACC 

responsibilities, as shown in Figure II-1, normally include: 
Command and Control of Joint Air Operations 

II-3 

 (1) Develop a joint air operations plan (JAOP) to best support the JFC’s 

CONOPS or OPLAN (see example in Appendix C, “Sample Joint Air Operations Plan 

Format”). 

 (2) Recommend to the JFC air apportionment priorities that should be 

devoted to the various air operations for a given period of time, after considering 

objective, priority, or other criteria and consulting with other component commanders. 

 (3) Allocate and task the air capabilities/forces made available based on the 

JFC’s air apportionment decision. 

JOINT FORCE AIR COMPONENT COMMANDER

RESPONSIBILITIES

Develop daily anticipatory guidance for construction of the air operations directive

Develop a joint air operations plan to best support the joint force commander’s 

(JFC’s) concept of operations

Recommend to the JFC apportionment of the joint air effort, after consulting with 

other component commanders

Allocate and task air capabilities/forces made available based upon the JFC’s air 

apportionment decision

Provide oversight and guidance during execution of joint air operations

Coordinate joint air operations with operations of other component commanders 

and forces assigned to or supporting the JFC

Assess the results of joint air operations

Perform the duties of the airspace control authority (ACA) and/or the area air 

defense commander (AADC) unless a separate ACA and/or AADC is designated

Perform the duties of the space coordinating authority when designated

Accomplish various mission areas to include, but not limited to:

The joint force air component commader normally is the supported commander 

for the JFC's overall air interdiction effort, while land and maritime component 

commanders are supported commanders for interdiction in their area of 

operations



































Counterair

Strategic attack

Airborne intelligence, surveillance, and reconnaissance

Air interdiction

Control intratheater and coordinate intertheater air mobility

Close air support

Figure II-1. Joint Force Air Component Commander Responsibilities 
Chapter II 

II-4 JP 3-30 

 (4) Develop daily anticipatory guidance for construction of the air 

operations directive (AOD) (see Appendix D, “Sample Air Operations Directive”). 

 (5) Provide oversight and guidance during execution of joint air operations, 

to include making timely adjustments to taskings of available joint air forces. The 

JFACC coordinates with the JFC and affected component commanders, as appropriate, or 

when the situation requires changes to planned joint air operations. 

 (6) Assess the results of joint air operations and forward assessments to the 

JFC to support the overall assessment effort. 

 (7) Perform the duties of the airspace control authority (ACA), if designated. 

For further detailed discussion of ACA, see JP 3-52, Joint Airspace Control.

 (8) Perform the duties of the area air defense commander (AADC), if 

designated AADC. 

For more information on AADC, see JP 3-01, Countering Air and Missile Threats.

 (9) Perform the duties of the space coordinating authority (SCA), if 

designated. The SCA is responsible for coordinating and integrating space capabilities in 

the operational area and has primary responsibility for joint space operations planning, to 

include ascertaining space requirements within the joint force. 

For further detailed discussion of SCA, see JP 3-14, Space Operations. 

 (10) Perform the duties of the personnel recovery (PR) coordinator, as 

required.

For further detailed discussion of PR, see JP 3-50, Personnel Recovery. 

 (11) In concert with the above responsibilities, perform tasks within various 

mission areas to include, but not limited to:

 (a) Defensive and offensive counterair (OCA). 

 (b) Close air support (CAS). 

 (c) Airborne ISR and incident awareness and assessment. 

 (d) Air mobility operations. 

 (e) Strategic attack. 

 (f) Air interdiction. 
Command and Control of Joint Air Operations 

II-5 

 (12) The JFACC normally is the supported commander for the JFC’s overall air 

interdiction effort, while land and maritime component commanders are supported 

commanders for interdiction in their areas of operations. 

3. Airspace Control Authority 

 a. The ACA is the commander designated by the JFC to assume overall

responsibility for the operation of the airspace control system (ACS) in the airspace

control area (see Figure II-2). The ACA’s ACP, approved by the JFC, provides general 

guidance for the control of airspace (see sample ACP, Appendix E, “Sample Airspace 

Control Plan”). The tool used by the ACA to exercise this authority is the ACO, which 

implements specific control procedures for established time periods. The ACO also 

provides the details of the approved requests for airspace coordinating measures (ACMs). 

All air missions are subject to the ACO and the ACP. The ACO and ACP provide 

direction to integrate, coordinate, and deconflict the use of airspace within the operational 

area. (Note: This does not imply any level of command authority over any air assets.) 

Methods to accomplish this integration, coordination, and deconfliction range from 

positive control of all air assets in an airspace control area to procedural control of all 

such assets, with any effective combination of positive and procedural control between 

the two extremes (see Figure II-3). The ACA ensures the ACP and ACO facilitate JFC 

requirements for airspace users. 

 b. Airspace Control Considerations. Depending on the mission and ROE, the 

degree of control of air assets may need to be rigorous, close, and restrictive, especially in 

an operational environment that can transition quickly from combat to noncombat and 

back again. The airspace may require positive control, special ACMs (procedural 

AIRSPACE CONTROL PROCEDURES OBJECTIVES











Enhance effectiveness in accomplishing the joint force commander's 

objectives

Prevent mutual interference

Facilitate air defense identification

Safely accommodate and expedite the flow of all air traffic in the area of 

responsibility/joint operations area

Prevent fratricide

Figure II-2. Airspace Control Procedures Objectives 
Chapter II 

II-6 JP 3-30 

control), and real-time joint battle management to control the operational activity of the 

joint force including strict constraints on the forces, weapons, and tactics employed. 

 c. Additional Airspace Control Considerations. The JFC will determine the 

degree of airspace control required in the joint operations area (JOA). The JFC may set a 

coordinating altitude for designated airspace in the JOA. As a matter of controlling joint 

air operations, the JFC typically may require all air missions, including fixed- and 

rotary-wing, manned and unmanned (except small hand-held systems) of all 

components, to appear on the appropriate ATO and/or flight plan. Also, all aircrew 

and unmanned aircraft (UA) operators must adhere to approved operational procedures. 

Typically these procedures are promulgated by the JFACC in the SPINS annex of the 

ATO. This type of rigorous control may be necessary because the mix of friendly, 

adversary, and neutral aircraft and mission constraints may require the JFC to strictly 

control flights in the operational area. In this environment, the JFACC may elect to 

augment forward theater air ground system (TAGS) elements with additional planning 

personnel, training, and capabilities. No matter what methods the JFC chooses, they need 

to be continually evaluated for effectiveness and efficiency as the environment and 

mission change. 

 d. ACA Responsibilities. The ACA achieves airspace control through positive or 

procedural methods. This includes centralized direction of the ACP, with the authority of 

the ACOs, supplemented by ACMs, and coupled with an ACS. The ACA should 

coordinate with joint force components’ liaisons prior to commencement of operations. 

METHODS OF AIRSPACE CONTROL

Positive Control Procedural Control

 Positively identifies, tracks, and 

directs air assets using:













Radars

Other sensors

Identification, friend or foe/ 

Selective identification feature

Digital data links

Other elements of the command 

and control system

Visual positive control in 

terminal airspace





Includes real time dynamic routing 

via a procedural control means

Relies on previously agreed to and 

promulgated airspace coordinating 

measures such as:













Comprehensive air defense 

identification procedures and 

rules of engagement

Low level transit routes

Minimum risk routes

Aircraft identification maneuvers

Fire support coordinating 

measures

Coordinating altitudes

Figure II-3. Methods of Airspace Control
Command and Control of Joint Air Operations 

II-7 

The ACA must integrate and coordinate the airspace requirements of all the 

components. The ACA does not have the authority to approve, disapprove, or deny 

combat operations. That authority is only vested in operational commanders. The ACA 

assumes overall responsibility for the ACS in an airspace control area. Subject to the 

authority and approval of the JFC, the broad responsibilities of the ACA include: 

 (1) Coordinating and integrating the use of the airspace control area. 

 (2) Developing broad policies and procedures for airspace control and for the 

coordination required among all users of airspace within the airspace control area. 

 (3) Establishing an ACS that provides for integration of host and other affected 

nations’ constraints and requirements. 

 (4) Coordinating and deconflicting airspace control area user requirements. 

 (5) Promulgating ACS policies and procedures via the JFC-approved ACP. 

 e. A key responsibility of the ACA is to provide the flexibility needed within the 

ACS to meet contingency situations that necessitate rapid employment of forces as well 

as dynamic changes made by component staffs. The ACO is published either as part of 

the ATO or as a separate document. 

For further detailed discussion of ACA, see JP 3-52, Joint Airspace Control.

4. Area Air Defense Commander 

 a. The AADC is responsible for defensive counterair (DCA) operations, which

includes integrated air and missile defenses for the JOA. DCA and OCA operations 

combine as the counterair mission, which is designed to attain and maintain the degree of 

air superiority desired by the JFC. In coordination with the component commanders, the 

AADC develops, integrates, and distributes a JFC approved joint AADP. The AADP is 

integrated with the ACP by the AADC and the ACA. Typically, for forces made 

available for DCA, the AADC retains TACON of air sorties, while surface-based air and 

missile defense forces may be provided in support (e.g., PATRIOT missile systems). As 

such, the US Army Air and Missile Defense Command (AAMDC) should be collocated 

with the joint air operations center (JAOC), if established, and conduct collaborative 

counterair intelligence preparation of the battlespace (IPB), planning, and execution 

control. In distributed operations, the AAMDC is not necessarily in the JAOC but is still 

functionally tied to it. Some of the Aegis-equipped/command ships may be made 

available and assigned tasks in support of the AADC for C2 of air defense in a maritime 

or littoral area while remaining under the OPCON/TACON of the appropriate Navy force 

commander.

 b. Area Air Defense Considerations. DCA operations are integrated with other 

air operations within the operational area through the AADP (see sample AADP in 
Chapter II 

II-8 JP 3-30 

JP 3-01, Countering Air and Missile Threats). The AADC normally is responsible for 

developing an integrated air defense system by integrating the capabilities of different 

components with a robust C2 architecture. Because of their time sensitive nature, 

DCA operations require streamlined coordination and decision-making processes, 

facilitated by the AADP. The AADP is the integration of active air defense design, 

passive defense measures, and the C2 system to provide a comprehensive approach to 

defending against the threat. It should address command relationships, the adversary and 

friendly situations, the AADC’s intent, concept of operation, and logistics and C2 

requirements, as well as detailed weapons control and engagement procedures. Weapons 

control procedures and airspace control procedures for all air defense weapon systems 

and forces must be established. These procedures must facilitate DCA operations while 

minimizing the risk of fratricide. Planners must understand they routinely will be 

required to modify the AADP due to the dynamic nature of joint counterair operations. 

Ideally, as the JFC’s operation/campaign progresses and the AADP is refined, the 

combination of DCA and OCA operations should diminish the enemy’s ability to conduct 

air and missile attacks, reducing the requirement for DCA operations and the threat to the 

JFC’s freedom of action. 

For further detailed discussion, see JP 3-01, Countering Air and Missile Threats. 

 c. AADC responsibilities include planning, integration, synchronization, and 

coordination of DCA operations with other tactical operations throughout the JOA. This 

may be facilitated by the JFC’s designation of regional and sector air defense 

commanders. Additional AADC responsibilities include: 

 (1) Developing, integrating, and distributing a JFC-approved AADP in 

coordination with Service and functional components. 

 (2) Developing and executing a detailed plan to disseminate timely air and 

missile warning and cueing information to components, forces, allies, coalition partners, 

and civil authorities, as appropriate, in coordination with the intelligence directorate of a 

joint staff (J-2), the operations directorate of a joint staff (J-3), and the communications 

system directorate of a joint staff. 

 (3) Developing and implementing identification and engagement procedures 

that are appropriate to the air and missile threats. 

 (4) Ensuring timely and accurate track reporting procedures among 

participating units to provide a consistent common operational picture. 

 (5) Establishing air defense sectors or regions, as appropriate, to enhance 

decentralized execution of DCA. 

 (6) Preventing fratricide. 
Command and Control of Joint Air Operations 

II-9 

 (7) Coordinating the protection of those assets listed on the defended asset list 

(DAL). 

 d. Implementation of the AADP takes place through the SPINS annex of the ATO. 

SECTION B. EXERCISING COMMAND AND CONTROL 

5. Joint Air Operations Command and Control System 

 a. Joint Air Operation C2 System. The C2 system for joint air operations will 

vary depending on the operational area and specific missions. Given the flexibility of 

modern C2 capabilities, geographic considerations have less of an impact on 

organizational structure today than in the past. The entire C2 system may be spread 

across the operational area or concentrated in a specific location, either in close proximity 

to the fight or far from it. Ultimately, there is no standard template for C2 design. 

 (1) Normally, the joint air operation C2 system will be built around the C2 

system of the Service component commander designated as the JFACC. Each of the 

Service commanders has an organic system designed for C2 of their air operations. 

Whether it is the Air Force’s theater air control system (TACS)/air and space operations 

center (AOC), the Navy’s composite warfare commander (CWC)/Navy tactical air 

control system (NTACS), Marine air command and control system (MACCS), or the 

special operations air-ground system (SOAGS) that serves as the nucleus for C2 of joint 

air operations; the remainder will be integrated to best support the JFC’s CONOPS. 

 (2) TAGS. When all elements of the TACS, Army air-ground system (AAGS), 

CWC/NTACS, MACCS with fire support coordination center hierarchy, and SOAGS 

integrate, the entire system is labeled the TAGS. Technology has improved the JFACC's 

ability to command and control joint air power. The speed of modern warfare, as well as 

the precision of today's weapons, dictate close coordination in the operational area among 

the JFC's components. The JFACC must ensure all elements of the TAGS are in place 

and the various liaison positions are filled prior to, or as soon as possible after, the start of 

an operation or campaign. 

 b. Air Force

 (1) The TACS is the commander, Air Force forces (COMAFFOR) 

mechanism for commanding and controlling component air and space power. It consists 

of airborne and ground elements to conduct tailored C2 of air and space operations 

throughout the range of military operations, including air defense, airspace control, 

and coordination of space mission support not resident within theater. The structure of 

the TACS should reflect sensor coverage, component liaison elements, and the 

communications systems required to provide adequate support. As an organic Air Force 

system, the TACS remains under OPCON of the COMAFFOR. In multinational 
Chapter II 

II-10 JP 3-30 

commands, the name and function of certain TACS elements may differ, but 

multinational air components have similar capabilities. 

 (2) The AOC is the senior C2 element of the TACS and includes personnel 

and equipment of necessary disciplines to ensure the effective planning and conduct of 

component air and space operations (e.g., communications, operations, ISR). The AOC 

is designed to expand with augmentation to form the JAOC when the COMAFFOR is 

designated by the JFC as the JFACC 

 c. Army

 (1) Army Air-Ground System. The AAGS is used for synchronizing, 

coordinating, and integrating airspace users, air and missile defense, fires, and other 

warfighting functions with the Army ground commander's scheme of maneuver. 

Although some elements supporting AAGS, such as the tactical air control party/air 

support operations center (ASOC)/air naval gunfire liaison company, belong to different 

Services or other nations, they function as a single entity in planning, coordinating, 

deconflicting, and integrating air support operations with Army ground operations. 

When they are operating in this capacity, TACS and AAGS are often referred to TACSAAGS (see Figure II-4). 

 (2) The AAGS provides interface between Army and tactical air support 

agencies of other Services in the planning, evaluating, processing, and coordinating of air 

support requirements and operations. Utilizing organic staff members and 

communications systems, the AAGS works in conjunction with the TACS to coordinate 

and integrate both Army component aviation support and Air Force component support 

with Army maneuver. Airspace command and control (AC2) elements are at the senior 

Army echelon and extend down through all tactical command levels to maneuver units. 

These are typically brigades, but may be larger or smaller units depending on the mission. 

The air defense airspace management/brigade aviation element (ADAM/BAE) cell is 

located in the brigade combat team. The ADAM/BAE coordinates airspace requirements 

with higher headquarters as well as joint and/or multinational forces via the ACA. 

 (a) Coordination between the TACS and the AAGS includes the 

battlefield coordination detachment (BCD) in the AOC and the air component 

coordination element at the Army component commander's headquarters. The 

ASOC is the next level of Air Force-Army integration. While the AOC provides control 

of air power, the ASOC provides primary control of air power in support of the Army. 

Integration then continues down through the Air Force component liaisons aligned with 

land combat forces. 

 (b) The ASOC’s primary mission is to provide direction and control of air 

operations directly supporting Army ground forces. The ASOC will coordinate and assist 

with airspace requirements with the Army AC2 element. While Army AC2 elements 

normally control air assets organic to maneuver commanders, the ASOC normally 

controls all joint air allocated from the JFACC in support of the Army component. 
Command and Control of Joint Air Operations 

II-11 

During linear operations, the ASOC normally controls airspace users short of the fire 

support coordination line (FSCL), while the control and reporting center normally 

AAMDC US Army Air and Missile Defense 

Command

AFLE Air Force liaison element

ATO air tasking order

BCD battlefield coordination detachment

C2 command and control

IGO intergovernmental organization 

ISR intelligence, surveillance, and 

reconnaissance

JAOC joint air operations center

JFACC joint force air component commander

MAAP master air attack plan

MARLE Marine liaison element

NALE naval and amphibious liaison element

NGO nongovernmental organization

PED processing, exploitation, and 

dissemination

PRCC personnel recovery coordination cell

SIDO senior intelligence duty officer

SOLE special operations liaison element

TET targeting effects team

USTRANSCOM United States Transportation 

 Command

Command Authority

LEGEND

Coordination

TYPICAL JOINT FORCE AIR COMPONENT COMMANDER 

STAFF AND JOINT AIR 

OPERATIONS CENTER ORGANIZATION

JFACC

Communications

JAOC Director

Personal and Special Staff Personnel

AAMDC AFLE BCD MARLE NALE SOLE USTRANSCOM

Specialty

and 

Support 

Teams

PRCC

Liaison Elements

Combat 

Plans

TET

MAAP

ATO 

Production

C2 Plans

Strategy

Strategy 

Plans

Strategy 

Guidance

Operational 

Assessment

Information 

Operations

Combat 

Operations

Offensive 

Operations

Defensive 

Operations

SIDO Team

Interface 

Control

ISR

Analysis, 

Correlation, and 

Fusion

Targets/ Tactical 

Assessment

ISR Operations

PED 

Management

Air 

Mobility

Aircraft 

Control

Air Refueling 

Control

Air Mobility 

Control

Aeromedical 

Evacuation

 Unit Liaisons

Interagency 

Liaisons NGOs IGOs Contractors Multinational Liaisons

Figure II-4. Typical Joint Force Air Component Commander Staff and Joint Air Operations 

Center Organization 
Chapter II 

II-12 JP 3-30 

controls airspace beyond the FSCL. The size and shape of the ASOC's mission area will 

vary greatly during nonlinear operations. ASOC capabilities should be defined and 

planned for before operations begin. Considerations include, but are not limited to, 

physical location of the ASOC, terrain, and FSCL depth. Flexibility in the ASOC is vital, 

especially during irregular warfare. Augmenting forward TACS elements with additional 

planning personnel, training, and capabilities ensures the continued effective use of joint 

air power. The JFC, via the ACP, will determine the airspace control agency for the 

campaign’s operational areas. The JFC may assign the airspace control area to the ACA. 

The ACA, under the JFC’s guidance, may assign a commander an airspace control sector 

to accomplish a specified mission or facilitate decentralized execution by making 

airspace control arrangements best suited for the operation. 

 d. Navy. The NTACS is the principal air control system afloat for amphibious air 

operations. The NTACS is comprised of the Navy tactical air control center (TACC), 

tactical air direction center, and helicopter direction center. The Navy TACC is the 

primary air control agency within the amphibious operations area from which all air 

operations supporting the amphibious task force are controlled. The maritime 

operations center (MOC) provides the commander (numbered fleet commander, Navy 

component commander [NCC], or joint force maritime component commander 

[JFMCC]) with a functionally organized staff and C2 systems, to include collaborative air 

planning tools such as the theater battle management core system (TBMCS). Operational 

level air planning occurs in the MOC. The MOC conducts planning for naval strike, air 

interdiction, Tomahawk land attack missile, naval surface fire support, missile defense, 

maritime patrol and reconnaissance aircraft operations, and PR missions. Maritime air 

operations' planning is collaborative involving the MOC, the JAOC, and Navy task force 

commanders and other subordinate staffs. The JFMCC/NCC provides overall operational 

level guidance and planning. Tactical air planning is conducted largely by subordinate 

forces at sea. 

 e. Marine Corps. The MACCS consists of various air C2 agencies designed to 

provide the Marine air-ground task force (MAGTF) aviation combat element (ACE) 

commander with the ability to monitor, supervise, and influence the application of 

Marine aviation's six functions: antiair warfare; offensive air support; assault support; 

electronic warfare; air reconnaissance; and, control of aircraft and missiles. The Marine 

Corps force’s focal point for tasking and exercising OPCON over Marine Corps aviation 

is the Marine Corps tactical air command center (TACC), which performs similar duties 

for organic Marine Corps aviation to those that the AOC performs for Air Force 

component operations. The direct air support center (DASC) is the principal air control 

agency responsible for the direction of air operations that support Marine ground forces. 

It functions in a decentralized mode of operation, but is directly supervised by the Marine 

TACC. The DASC is roughly equivalent to the Air Force’s ASOC. The tactical air 

operations center, subordinate to the Marine TACC, is the principal air defense agency in 

the MAGTF and provides real time surveillance, direction, positive control, and 

navigational assistance for friendly aircraft. 
Command and Control of Joint Air Operations 

II-13 

6. Joint Force Air Component Command Organization 

 a. JFACC

 (1) The JFACC should establish a close working relationship with the JFC to 

ensure the optimum employment of joint air power. This working relationship should 

extend through the JFC and JFACC staffs, as well as the other component staffs that play 

a crucial role in supporting the JFC with air power capabilities. The JFACC will 

normally operate from a JAOC. The JAOC and the JFACC’s staff should be manned 

with subject matter experts who reflect the capabilities/forces available to the JFACC for 

tasking and include appropriate component representation. This representation will 

provide the JFACC with the knowledge and experience required. JFACC staff billets 

requiring specific expertise or individuals should be identified, staffed accordingly, 

trained, and employed during peacetime exercises to ensure their preparedness for 

military operations. To be most effective, the JFACC should incorporate appropriate 

component representation throughout the JAOC and staff, rather than just limiting them 

to a liaison position. 

 (2) JAOC Organization. The JAOC is structured to operate as a fully 

integrated command center and should be staffed by members of all participating 

components, to include key staff positions, to fulfill the JFACC’s responsibilities. A 

JAOC provides the capability to plan, coordinate, allocate, task, execute, monitor, and 

assess the activities of assigned or attached forces. Through the JAOC, the JFACC 

monitors execution of joint air operations and directs changes as the situation dictates. 

As the lead C2 mechanism of the TAGS, the JAOC should have secure and redundant 

communications with operations, logistics, weather, and intelligence centers, higher and 

lateral headquarters, as well as subordinate units to preclude degradation in its ability to 

control joint air forces. JAOC organizations may differ. Elements that should be 

common to all JAOCs are the strategy division (SD), combat plans division (CPD), 

ISR division, air mobility division (AMD), and combat operations division (COD). 

Divisions, cells, or teams within the JAOC should be established as needed (see 

Appendix F, “Joint Air Operations Center Divisions and Descriptions,” for JAOC 

divisions and descriptions). The JAOC director focuses on integrating the planning, 

coordinating, allocating, tasking, executing, and assessing tasks and coordinates with the 

director of mobility forces (DIRMOBFOR) to meet the airlift and tanker priorities. 

Planning future joint air operations and assessing the effectiveness of past operations is 

usually the responsibility of the SD, while the CPD is usually devoted to near-term 

planning and drafting of the daily ATO. Execution of the daily ATO is carried out by the 

COD and closely follows the action of current joint operations, shifting air missions from 

their scheduled times or targets, and making other adjustments as the situation requires. 

The AMD is normally responsible for integrating intertheater and intratheater airlift, 

aerial refueling, and aeromedical evacuation (AE) into air plans and tasking orders, and 

for providing liaison with United States Transportation Command (USTRANSCOM). 

An ISR division matches collection requirements with integrated ISR assets. Figure II-5 

shows a typical organization of the JFACC’s staff and the JAOC. Each of the JAOC’s 

major activities relies on expertise from liaisons (e.g., BCD, AAMDC liaison team, naval 
Chapter II 

II-14 JP 3-30 

and amphibious liaison element [NALE], Air Force liaison element [AFLE], special 

operations liaison element [SOLE], Marine liaison element [MARLE]) to coordinate 

requests or requirements and maintain a current and relevant picture of the other 

AAGS Army air-ground system

ACCE air component coordination element

ADAM air defense airspace management

AOC air and space operations center

ASOC air support operations center

AWACS Airborne Warning and Control System

BAE brigade aviation element

BCD battlefield coordination detachment

CRC control and reporting center

FAC(A) forward air controller (airborne)

AC2 airspace command and control

GLO ground liaison officer

GP group

JARN joint air request net

JFC joint force commander

JSTARS Joint Surveillance Target Attack Radar 

System

SQN squadron

TACP tactical air control party

TACS theater air control system

WG wing

WOC wing operations center

Command Authority

LEGEND

Coordination

KEY AIR FORCE AND ARMY COMPONENTS OF THE 

THEATER AIR CONTROL SYSTEM-ARMY AIR-GROUND 

SYSTEM

TACS-AAGS Connectivity

WOC

(WG, GP, SQN)

JFC

Land 

Component

ACCE

GLO

II X XX XXX

BCD

ADAM/ AC2 AC2

BAE

TACP TACP

TACP

TACP ASOC

AOC

Air 

Component

AWACS

CRC FAC(A) JSTARS

Battalion Brigade Division Corps

Air Force Air Request Net

Figure II-5. Key Air Force and Army Components of the Theater Air Control System-Army 

Air-Ground System
Command and Control of Joint Air Operations 

component operations. For more on liaisons, see Appendix G, “Liaison Elements within 

the Joint Air Operations Center.” 

For further detail on air mobility, see Chapter III, “Planning and Execution of Joint Air 

Operations,” paragraph 8, “Air Mobility Considerations,” and JP 3-17, Air Mobility 

Operations. 

 (a) Functional Area and Mission Experts. Functional area experts (such 

as intelligence, meteorological and oceanographic, logistics, space operations, legal, 

airspace, plans, and communications personnel) provide the critical expertise in support, 

plans, execution, and assessment functions. Mission experts in air-to-air, air-to-ground, 

ground-to-air, information operations (IO), reconnaissance, air refueling, PR, and other 

areas provide the technical warfighting expertise required to plan for joint air operations 

and employ capabilities/forces made available by the components. Functional and 

mission experts from all components will provide manning throughout the JAOC and at 

all levels of command, and may be organized in special teams. 

 (b) Preparation. For each specific operation, the nucleus of the JFACC

staff should be trained in joint air operations and be representative of the joint

force. Staff augmentation with manning as identified above ensures joint representation 

throughout the JAOC. The JFACC, in coordination with other component commanders, 

will determine specific manning requirements based on the size and scope of the 

operation, force list, and personnel availability. 

 (c) Finally, the role of intelligence is extremely important and is an 

integral part of the daily functions of the JAOC. Intelligence personnel monitor and 

assess adversary capabilities and intentions, especially weapons of mass destruction 

(WMD) threats, and provide assistance in target, weapon, fuse, and platform selection, 

including UA recommendations, and WMD response. In coordination with the SD’s 

operational assessment team, they also conduct an assessment of the effectiveness of 

combat operations and provide an up-to-date picture of the adversary, expected adversary 

operations, and the status and priority of assigned targets to assist in execution day 

changes. 

 (3) The JFACC may establish one or more joint air component 

coordination elements (JACCEs) with other commanders’ headquarters to better 

integrate joint air operations with their operations. When established, the JACCE is 

a component level liaison that serves as the direct representative of the JFACC. A 

JACCE is normally made up of the liaison element(s) of the Service designated to 

provide the JFACC (see paragraph 8, “Liaisons”). The JACCE does not perform any C2 

functions and the JACCE director does not have command authority over any air forces. 

The JACCE facilitates the integration of joint air power by exchanging current 

intelligence, operational data, support requirements, and by coordinating the integration 

of JFACC requirements for ACMs, fire support coordination measures, PR, and CAS. 

JACCE expertise should include plans, operations, ISR, space, airspace management, air 

mobility, and administrative and communications support. 

II-15 
Chapter II 

II-16 JP 3-30 

See Appendix H, “The Joint Air Component Coordination Element,” for JACCE 

responsibilities and notional organization. 

 (4) Tasking Component Forces 

 (a) The JFC has the authority to provide a component’s forces for joint air 

tasking. The JFC determines what air capabilities/forces to make available for 

conducting joint air operations, in consultation with component commanders. Typically, 

component commanders will make agreements on contributions to the joint air effort 

without JFC intervention unless an agreement cannot be reached. 

 (b) Forces are tasked by the JFACC based on the JFC’s approval of the 

JFACC’s air apportionment recommendation (e.g., CAS, interdiction). In the case of a 

theater JFACC, the GCC will decide what air capabilities/forces are provided to each 

subordinate JFC. The air apportionment decision referenced here is made by each 

subordinate JFC. 

 (c) Component forces must comply with the ROE, ACP, ACO, AADP, and 

SPINS. Some smaller (Group 1) unmanned aircraft systems (UASs) may not be included 

on the ATO based on use and mission requirements. The inclusion of air assets in the 

ATO does not imply any change in command relationships or tasking authority over 

them, nor does it restrict component commanders’ flexibility to respond to the dynamics 

of the operational environment. 

 (d) Army forces (ARFOR) are normally employed are as part of the 

combined arms team. Army aviation, air defense, fires (e.g., Army Tactical Missile 

System), and other forces made available to the JFACC are in a support relationship. The 

integration of ARFOR and other component airspace users, to include UASs and fires, 

requires detailed planning and coordination throughout the operational area. 

 (e) Marine Corps Aviation Assets. The primary mission of the MAGTF 

ACE is to support the MAGTF ground combat element. During joint operations, the 

MAGTF aviation assets will normally be in support of the MAGTF mission. The 

MAGTF commander will make sorties available to the JFC, for tasking through the 

JFACC, for air defense, long range air interdiction, and long-range reconnaissance. 

Sorties in excess of MAGTF direct support requirements will be provided to the JFC for 

tasking through the JFACC for the support of other components of the joint force or the 

joint force as a whole. NOTE: Sorties provided for air defense, long-range interdiction, 

and long-range reconnaissance are not “excess” sorties and will be covered in the ATO. 

These sorties provide a distinct contribution to the overall joint force effort. The JFC 

must exercise integrated control of air defense, long-range reconnaissance, and 

interdiction aspects of the joint operation or theater campaign. Excess sorties are in 

addition to these sorties. 
Command and Control of Joint Air Operations 

II-17 

 (f) Navy Aviation Assets. Navy assets normally are retained for 

employment in support of the assigned joint maritime missions, including sea control, 

deterrence, and maritime power projection within the operational area. Assets include 

sea- and land-based naval aircraft. Navy assets not required for assigned joint missions 

or for fleet defense will normally be made available for tasking via the joint air tasking 

process. 

 (g) Air Force Air and Space Assets. The air and space expeditionary task 

force (AETF) is the primary means by which the Air Force presents forces to a JFC. 

AETFs are sized and tailored to meet the JFC’s specific mission requirements. Air Force 

assets include bombers, specialized reconnaissance and C2 air and ground platforms and 

centers, air mobility aircraft, single and multi-role fighters, and UASs. Air Force 

capabilities also include intertheater and intratheater airlift: air to air refueling; ISR; 

PR/combat search and rescue; and extensive space assets. To plan, execute, and assess 

air and space operations, the Air Force has developed tailored Air Force AOCs that can 

be networked to provide the full range of Air Force air, space, and cyberspace capabilities 

to a joint force. These AOCs may be further tailored to address changing operational 

environments, and may be augmented by operations centers anywhere else in the world. 

With the exception of certain national assets, special operations, and intertheater air 

mobility assets, the COMAFFOR will normally have OPCON over Air Force assets in 

the operational area. In most cases, all Air Force forces assigned aircraft are made 

available for employment as directed by the JFACC. 

 (h) Special Operations Forces (SOF) Aviation Assets. The joint force 

special operations component commander (JFSOCC)/commander, joint special 

operations task force (CDRJSOTF) may designate a joint special operations air 

component commander (JSOACC) responsible for planning and executing joint special 

operations air activities. If a JSOACC has not been designated, then SOF air power is 

usually controlled by its Service component within the joint force special operations 

command. When SOF aviation assets are employed primarily in support of conventional 

air operations, the JFC may make these sorties available to the JFACC for tasking. 

Command relationships, launch authority, and other coordination measures between the 

components should specifically address situations where the same SOF aviation assets 

may be tasked to conduct missions for both components during the same ATO period. 

Whether operating autonomously or in conjunction with conventional forces, special 

operations must be integrated into, and closely coordinated with, other air operations 

conducted in theater. In order to coordinate and deconflict operations, the JFSOCC and 

the JFACC exchange liaison teams. 

 1. The JFSOCC/CDRJSOTF normally provides the JAOC a SOLE to 

coordinate, deconflict, and integrate special operations air, surface, and subsurface 

operations with conventional air operations. Additionally the SOLE ensures coordination 

of SOF operations in the JFACC’s ATO and ACO. The SOLE director serves as the 

personal liaison of the JFSOCC/CDRJSOTF to the JFACC. This individual is not in the 

SOF chain of command, thus command authority for the mission tasking, planning, and 

execution of SOF units remains with the JFSOCC/CDRJSOTF. The SOLE director 
Chapter II 

II-18 JP 3-30 

places liaison officers (LNOs) in divisions of the JAOC to integrate with the JAOC staff. 

The type of expertise sourced and provided depends on the type of operations. SOLE 

staff members report directly to the SOLE director while serving in the SOLE. 

 2. The JFACC provides the JFSOCC/CDRJSOTF or other SOF 

organizations a JACCE. The JACCE is responsible to the JFACC and coordinates with 

the SOF organization, representing the JFACC’s needs in either a supporting or 

supported role. 

For more information on special operations and the SOLE, see JP 3-05, Doctrine for 

Joint Special Operations and JP 3-05.1, Joint Special Operations Task Force Operations. 

 (5) JFACC Options

 (a) Designated JFACC for each JFC subordinate to the GCC. A GCC 

normally establishes a subordinate JTF to conduct operations, and forces are normally 

attached as needed, with specification of OPCON to the subordinate JFC. This option 

will place dedicated air assets and independent C2 capability under the OPCON of the 

JFC for whom they are performing the mission. It provides unity of command over the 

forces employed within the assigned JOA and greater direct control and predictability as 

to which air assets are available. 

 (b) Theater JFACC. A GCC may establish multiple JTFs within the area 

of responsibility (AOR), but decide to retain C2 of joint air forces at the GCC level. Joint 

air forces will be controlled to support the multiple JTF commanders according to the 

JTF commanders’ objectives and the GCC's AOR- wide priorities. In this situation, joint 

air forces are controlled at the theater level, under the direction of the “theater JFACC,” 

subordinate to the GCC. The theater level JFACC provides flexibility in managing 

limited air assets to meet the requirements of the GCC and multiple JTFs. 

 1. The theater JFACC will be the supporting commander to the GCC’s 

subordinate JTF commanders’ joint air operations within their respective JOAs. Per JP 1, 

Doctrine for the Armed Forces of the United States, an establishing directive should be 

promulgated to clearly delineate support command relationships. Unless limited by the 

establishing directive, the supported JTF commanders will have the authority to exercise 

general direction of the supporting effort. (General direction includes the designation and 

prioritization of targets or objectives, timing and duration of the supporting action, and 

other instructions necessary for coordination and efficiency.) 

 2. The theater JFACC, as the supporting commander, determines the 

forces, tactics, methods, procedures, and communications to be employed in providing 

this support. The JFACC will advise and coordinate with the supported JTF commanders 

on matters concerning the employment and limitations (e.g., logistics) of such support, 

assist in planning for the integration of such support into the supported JTF commanders’ 

efforts as a whole, and ensure that support requirements are appropriately communicated 

within the JFACC’s organization. When the JFACC cannot fulfill the needs of the 
Command and Control of Joint Air Operations 

II-19 

supported JTF commander, the GCC will be notified by either the supported JTF 

commander or JFACC. The GCC is responsible for determining a solution. For their 

operations, these JTF commanders – as JFCs - will exercise approval authority for 

products normally generated for “JFC approval” (including products generated by the 

theater JFACC for their JOA). 

 3. The theater JFACC may deploy one or more JACCEs to the JTF 

headquarters and other component headquarters as needed to ensure they receive the 

appropriate level of joint air support (see Appendix H, “The Joint Air Component 

Coordination Element,” for a more detailed description of JACCE). The JACCE will 

provide on-hand air expertise to the JTF commanders and the direct link back to the 

theater JFACC and the JAOC. 

 (c) Between these two options presented there can be other potential 

organizational variations. While it is impossible to assemble a complete list of all 

potential C2 arrangements, two additional options that commanders may consider follow. 

 1. Multiple JFACCs sharing a Theater JAOC. Typical 

arrangements of this nature have been driven by unforeseen, short-term incidents outside 

the scope of the original JAOC establishment. In this case, sufficient manning and 

infrastructure must be in place to support both individual JFACC missions prior to 

establishing such an arrangement. 

 2. Theater JFACC or JTF’s JFACC to operate concurrently with 

a JSOACC assigned to a CDRJSOTF. This is a possible arrangement, although not 

commonly used, when a joint special operations task force (JSOTF) is formed and air 

assets not being used at a given time by the CDRJSOTF may be made available to the 

JFACC for tasking. 

 b. The options discussed above contain combatant commander (CCDR)/subordinate 

relationships. Approval authority is inherent in command; therefore, it is imperative 

subordinate JFCs exercise approval authority over those processes affecting operations 

within their JOAs regardless as to whether the products are developed by resources 

allocated to the command or by other headquarters. This includes, but is not limited to: 

air apportionment decisions, targeting products, joint air estimates, JAOP, and 

ACPs/ACOs/AADPs. 

7. Joint Force Staff Option 

 In operations of limited scope, duration, or complexity, or in which air operations are 

a relatively small aspect of the overall joint force, the JFC may plan, direct, and control 

joint air operations with the assistance of the JFC staff. In this situation, the JFC would 

retain command authority and responsibility and would normally request augmentation 

from appropriate components to perform the C2 air function and assist in planning and 

coordinating joint air operations. In the joint force staff option all previously discussed 
Chapter II 

II-20 JP 3-30 

JFACC responsibilities will be accomplished by the joint force staff as directed by the 

JFC. 

 a. The JFC staff operates out of the joint operations center (JOC). Under the JFC 

staff option, the JOC also functions as the C2 node for joint air operations. The 

composition of a joint staff should reflect the composition of the subordinate joint forces 

to ensure that those responsible for employing those forces have a thorough knowledge of 

their capabilities and limitations. The presence of liaisons on a single-Service staff does 

not transform that Service staff into a joint staff. The joint staff should be composed of 

appropriate members in key positions of responsibility from each Service or functional 

component having significant forces assigned to the command. The same general 

guidelines for joint staffs apply to multinational operations. Key staff positions ought to 

be a representative mix of US and multinational officers with shared responsibilities and 

trust. 

 b. JFC Staff Authority and Responsibilities. The JFC staff derives its authority 

from the JFC. JFC staff relationships and responsibilities must be specified early in the 

planning process. Although command authority for tasking subordinate commanders is 

retained by the JFC, the JFC may assign responsibility for coordinating joint air 

operations to a staff directorate (e.g., J-3), a specific staff officer (e.g., J-3 air officer), or 

a special staff. 

 (1) Planning. The JFC staff prepares the JAOP to support the JFC’s objectives. 

They may also prepare the ACP, AADPs, and DAL. 

 (2) Coordination. The JFC staff coordinates joint air activities with other 

operations in the operational area. As appropriate, subordinate commanders and 

coordinating agencies furnish liaison elements and augmentation personnel to the JFC 

staff to coordinate with the joint force. 

 (3) Execution. The JFC staff monitors the execution of joint air operations by 

subordinate commanders tasked through the ATO. This may include redirecting sorties, 

as directed by the JFC, to accomplish joint force objectives. 

 (4) Supporting Operations. Joint air operations may require support (e.g., 

suppression of enemy air defenses, ground-based air defense) from resources other than 

aircraft. The JFC may direct components to support joint air operations with assets, 

capabilities, or forces, in addition to the air capabilities/forces provided. 

8. Liaisons 

 a. In addition to the JFC and his staff, other component commanders and their staffs 

require continuous and ready access to the JFACC and the JFACC’s staff. Principle 

means of accomplishing this is through personal contact, the established communications 

and information support system, and liaison personnel. These liaisons work for their

respective component commanders and work with the JFACC and staff. Each 
Command and Control of Joint Air Operations 

II-21 

component normally provides liaison elements (BCD, SOLE, NALE, MARLE, AFLE, 

AAMDC, and others, as appropriate) that work within the JAOC. These liaison elements 

consist of personnel who provide component planning and tasking expertise and 

coordination capabilities. They help integrate and coordinate their component’s 

operations with joint air operations. 

See Appendix G, “Liaison Elements Within the Joint Air Operations Center.” 

 b. Component Liaisons. Component liaisons serve as conduits for direct 

coordination between the JFACC and their respective component commanders. 

Functional or Service component commanders should delegate appropriate authority to 

their liaisons to effectively participate in the JAOC environment and processes. 

Component commanders should determine liaison responsibilities and authorize direct 

coordination with specified commanders and staff. They must be equipped and 

authorized to communicate directly with their respective component commander. The 

liaisons have the responsibility of presenting component perspectives and considerations 

regarding planning and executing joint air operations. Component liaisons must be 

familiar with the details of all component air, surface, and subsurface missions to 

coordinate their impact on joint air operations and its impact upon them. 

 c. Other Liaisons. IGOs, OGAs, NGOs, and contractors conduct activities near or 

in areas of military operations. CCDRs must be cognizant of these organizations and 

their actions. To the extent possible, commanders should ensure that these organizations’ 

efforts and military efforts are coordinated and complementary (or at least not in 

conflict). Commanders should consider establishing coordination and mutual support 

mechanisms, as needed, to eliminate or mitigate conflict and support US goals in the 

region. Liaisons from these organizations to the JFACC may be appropriate. 

Multinational partners, particularly in operations being conducted in conjunction with or 

in close proximity to those of allied nations, may provide liaisons that work with the 

JFACC to ease coordination between forces. They work with the JFACC to coordinate 

the activities of their sending organizations. In addition, the JFACC should consider 

sending liaisons to appropriate organizations, for example, coalition intelligence 

collection, air defense, homeland defense, and airborne related functions. 

9. Joint Force Air Component Commander Basing and Transition 

 a. Procedures for joint air operations are designed to exploit the flexibility of air 

power to achieve joint force objectives while providing support to component operations. 

Joint air operations scenarios may vary, and each scenario requires extensive planning 

when transition of JFACC responsibilities is necessary. 

 b. Land-based JFACC. In large-scale air operations, land-based JFACCs and 

JAOCs are normally desired because of the enhanced logistics and communications 

provided by additional equipment and workspaces that may not be available on sea-based 

facilities. 
Chapter II 

II-22 JP 3-30 

 c. Sea-based JFACC. The JFACC and JAOC may be sea-based when any one of 

the following conditions are present: 

 (1) Maritime forces provide the preponderance of air assets and have the 

organizational construct, operating experience, and management functions capability to 

effectively plan, task, and control joint air operations. 

 (2) Land-based facilities or sufficient infrastructure does not exist. 

 (3) A secure land-based area is not available and ground support forces are 

forced to withdraw. 

 d. JFACC Transition. Effective joint air operations planning must contain 

provisions to transition JFACC responsibilities between components. 

 (1) Planned Transition. The JFACC should develop a plan for transition of 

JFACC duties to another component or location. Planned JFACC transitions are possible 

as a function of buildup or scale down of joint force operations. During transition of 

JFACC responsibilities, the component passing responsibilities should continue 

monitoring joint air planning, tasking, and control systems, and remain ready to reassume 

JFACC responsibilities until the gaining component has achieved full operational 

capability. 

 (2) Unplanned Transition. During unplanned shifts of JFACC responsibility, 

as a possible result of battle damage or major C2 equipment failure, a smooth transition is 

unlikely. Therefore, the JFC should predesignate alternates (both inter- and 

intracomponent) and establish preplanned responses/options to the temporary or 

permanent loss of primary JFACC capability. Frequent backup and exchange of 

databases is essential to facilitate a rapid resumption of operations should an unplanned 

transition occur. 

 (3) Transition Events. The following events may cause the JFACC 

responsibilities to shift: 

 (a) Coordination requirements, related to ATO planning and execution, 

exceed the component capability. 

 (b) Buildup or relocation of forces shifts preponderance of the air 

capabilities/forces and the ability to effectively plan, task, and control joint air operations 

to another component commander; and the JFC decides that the other component is in a 

better position (location, C2 capability, or other considerations) to accomplish the JFACC 

responsibilities. 

 (c) C2 systems become unresponsive or unreliable. 
Command and Control of Joint Air Operations 

II-23 

 (4) Considerations. Considerations to aid in JFACC transition planning and 

decisions include: 

 (a) Continuous, uninterrupted, and unambiguous guidance and direction for 

joint air operations must be the primary objective of any JFACC transition. 

 (b) Appropriate communications system capabilities to ensure shift of 

JFACC duties is as transparent to the components as possible. 

 (c) Specific procedures for coordinating and executing planned and 

unplanned shifts of JFACC should be published in the JAOP. 

 (d) The relieving component must have adequate communications, 

connectivity, manning, intelligence support, and C2 capability prior to assuming JFACC 

responsibilities. 

 (e) The ability to assume control of, plan, publish, and disseminate as a 

minimum the following: current ATO, SPINS, ACO, joint integrated prioritized target 

list (JIPTL), force disposition, adversary situation, and order of battle. 

 (f) The JFC’s objectives to conduct supporting joint air operations. 

 (g) Established timely, reliable, and secure communications links with all 

appropriate coordination cells to facilitate continuous and dynamic exchange of 

information. 

 (h) Complete familiarity with the AADP and ACPs. 

 (i) Complete and current databases to expedite the transition. 

 e. Transition of C2 for Joint Air Operations. The JFC may choose to assign C2 

of joint air operations to a JFACC when the duration and scope of joint air operations 

exceed the JFC’s span of control. Additionally, the JFC may transfer designated mission 

experts and functional area augmentees from the JFC staff to the JFACC’s JAOC to assist 

in the transition and coordination of joint air operations. Conversely, a transition from 

JFACC to JFC staff may also be directed when the JFC determines that operational 

requirements warrant such a change. 

10. Communications System 

 a. The JFACC is responsible for identifying and validating joint air

requirements that affect the JFC’s mission and allow accomplishment of the JFC’s 

directives. The C2 and communications architecture should be distributed by the 

operations task link message. 
Chapter II 

II-24 JP 3-30 

 b. The ability to exchange information via reliable secure communications with the 

JFC, joint force staff, and other component commanders is key to the successful 

integration of the joint air effort. Planning should address the following areas: 

 (1) Data exchange requirements should be promulgated as early as possible to 

ensure that each component can meet interoperable interface requirements. Every effort 

should be made to confirm data exchange connectivity requirements during planning. 

 (2) Planning for all information exchange requirements and procedures should

consider all elements of information and cyberspace operations. 

 (3) The best mix of computer-aided systems should be available for data

transmission. The JAOC and liaison elements depend on secure, reliable, beyond-lineof-sight communications and data exchange equipment in order to respond to joint force 

requirements. For example, the TBMCS is often used. The use of ATO generation and 

dissemination software portions of TBMCS has been standardized. This ATO feature 

allows the JAOC to be interoperable with other force-level Service systems. 
CHAPTER III 

PLANNING AND EXECUTION OF JOINT AIR OPERATIONS

III-1 

“It is improbable that any terrorization of the civil population 

which could be achieved by air attack would compel the 

government of a great nation to surrender. In our own case, we 

have seen the combative spirit of the people roused, and not 

quelled, by the German air raids. Therefore, our air offensive 

should consistently be directed at striking the bases and 

communications upon whose structure the fighting power of his 

armies and fleets of the sea and air depends.” 

Winston Churchill (1917) 

SECTION A. PLANNING JOINT AIR OPERATIONS 

1. Joint Air Operations Planning 

This discussion reflects that the JFC has designated a JFACC. Planning for joint air 

operations begins with understanding the JFC’s mission and intent. The JFC’s 

estimate of the operational environment and articulation of the objectives needed to 

accomplish the mission form the basis for determining components’ objectives. The 

JFACC uses the JFC’s mission, commander’s estimate and objectives, commander’s 

intent, CONOPS, and the components’ objectives to develop a course of action (COA). 

When the JFC approves the JFACC’s COA, it becomes the basis for more detailed joint 

air operations planning—expressing what, where, and how joint air operations will affect 

the adversary or current situation. The JFACC’s daily guidance ensures that joint air 

operations effectively support the joint force objectives while retaining enough flexibility 

in execution to adjust to the dynamics of military operations (see Figure III-1). 

2. The Joint Air Estimate

The joint air estimate is described as a process of reasoning by which the air 

component commander considers all the circumstances affecting the military situation 

and decides on a COA to be taken to accomplish the mission. The joint air estimate is 

often produced as the culmination of the COA development and selection stages of the 

joint operation planning process described below. The joint air estimate reflects the 

JFACC’s analysis of the various COAs that may be used to accomplish the assigned 

mission(s) and contains the recommendation for the best COA. Figure III-2 shows a joint 

air estimate overview format. 

See Appendix B, “Sample Joint Air Estimate of the Situation,” for more information. 
Chapter III 

III-2 JP 3-30 

3. The Joint Operation Planning Process for Air

The JFACC is responsible for planning joint air operations and uses the joint 

operation planning process for air (JOPPA) to develop a JAOP that guides employment 

of the air capabilities and forces made available to accomplish missions assigned by the 

JFC. 

a. JFACC Planning Responsibilities. The JFACC’s role is to plan joint air 

operations. In doing so, the JFACC provides focus and guidance to the JAOC staff. The 

amount of direct involvement depends on the time available, preferences, and the 

experience and accessibility of the staff. The JFACC uses the entire staff during planning 

to explore the full range of adversary and friendly COAs and to analyze and compare 

friendly air capabilities with the adversary threat. The JFACC must ensure that 

 JOINT AIR OPERATIONS PLANNING

Joint Force Mission

JFC Estimate

Objectives and Comprehensive AOR and JOA Perspective

JFACC/JFC Staff Estimate of the Situation

JFACC and/or JFC Staff Recommended COA

JFC Approves COA

Joint Air Operations Plan

Supporting Plan

Area Air Defense Plan - Airspace Control Plan

JFACC’s Daily

Guidance

Master Air Attack Plan and Supporting Orders

Joint Air Operations Order - Joint Air Tasking Order

Air Operations Directive - Airspace Control Order

AOR area of responsibility

COA course of action

JFACC joint force air component commander

JFC joint force commander

JOA joint operations area

LEGEND

Figure III-1. Joint Air Operations Planning
Planning and Execution of Joint Air Operations 

III-3 

planning occurs in a collaborative manner with other components. Joint air planners 

should meet on a regular basis with the JFC’s planners and with planners from other joint 

force components to integrate operations across the joint force. Planning is a continuous 

process and only ends with mission accomplishment. 

b. The JAOP is the JFACC’s plan for integrating and coordinating joint air 

operations and encompasses air capabilities and forces supported by, and in support of, 

other joint force components. The JFACC’s planners must anticipate the need to make 

changes to plans (e.g., sequels or branches) in a dynamic and time-constrained 

environment. Planners should include representatives from all components providing air 

capabilities or forces to enable their effective integration. Expertise requirements may 

include, but are not limited to, those listed in Figure III-3. 

JOINT AIR ESTIMATE







Purpose of the operation

References

Description of military operations

 Remarks -- Site plan identification number of the file where detailed 

requirements have been loaded into the Joint Operation Planning and 

Execution System











Mission

Situation and courses of action

Analysis of opposing courses of action (adversary capabilities and 

intentions)

Comparison of friendly courses of action

Recommendation or decision

Operational Description

Remarks

Narrative -- Five Paragraphs

Figure III-2. Joint Air Estimate
Chapter III 

III-4 JP 3-30 

c. JOPPA is a seven-step process similar to the joint operation planning process 

found in JP 5-0, Joint Operation Planning. JOPPA culminates in the production of the 

JAOP and supporting plans and orders. JOPPA may be accomplished during 

contingency planning, producing JAOPs that support OPLANs or concept plans. JOPPA 

may also be accomplished as part of crisis action planning or in conjunction with other 

operation planning. While the steps are presented in sequential order, work on them can 

be concurrent or sequential. Nevertheless, the phases are integrated and the products of 

EXAMPLE SUBJECT MATTER EXPERTISE FOR 

JOINT AIR PLANNING

(1) Intelligence

(2) Logistics

(3) Air mobility (airlift, refueling, and aeromedical evacuation) planning

(4) Targeting

(5) Command, control, and communications

(6) Reconnaissance and surveillance

(7) Air and missile defense planning

(8) Airspace control

(9) Political-military affairs

(10) Religious-cultural affairs

(11) Information operations

(12) Cyberspace operations

(13) Space operations

(14) Liaisons

(15) Weapon system capabilities

(16) Mission planning/air tactics

(17) Public affairs

(18) Legal

(19) Modeling and simulation

(20) Electronic warfare

(21) Personnel recovery, to include combat search and rescue

(22) Meteorological and oceanographic

(23) Aeromedical evacuation/medical care

(24) Administrative support

(25) Munitions maintenance management

(26) Counter chemical, biological, radiological, and nuclear planning

Figure III-3. Example Subject Matter Expertise for Joint Air Planning 
Planning and Execution of Joint Air Operations 

III-5 

each phase should be checked and verified for coherence and consistency. Figure III-4 

illustrates the seven steps. 

 (1) Step 1. Initiation 

 (a) Planning is usually initiated by direction of a JFC, but the JFACC may 

initiate planning in anticipation of a planning requirement not directed by higher 

authority, but within the JFACC’s authority. Joint air operations should be coordinated 

with space and cyberspace operations. Military air options are normally developed in 

combination with the other military and nonmilitary options so the JFC can appropriately 

respond to a given situation. 

 (b) The JFACC and staff perform an assessment of the initiating directive 

to determine how much time is available until mission execution, the current status of 

JOINT OPERATION PLANNING PROCESS FOR AIR

The joint force air component commander (JFACC) and staff perform an 

assessment of the initiating directive to determine time available until mission 

execution, current status of intelligence products, and other factors relevant to 

the specific planning situation.

Intelligence Preparation of the Battlespace (IPB) is initiated (if not already 

initiated). Adversary and friendly centers of gravity are analyzed. The joint 

force commander's mission and guidance are analyzed to produce the JFACC's 

mission and intent statements and planning guidance.

IPB is refined to include adversary COAs. Multiple of COAs or one COA with 

significant branches and sequels are developed.

Friendly COAs are analyzed and wargamed against adversary COAs.

Wargaming results are used to compare COAs against predetermined criteria.

Decision brief to the joint force commander (JFC) with COA recommendation. 

JFC selects COA.

Selected COA is developed into a joint air operations plan and other orders, as 

appropriate.

STEP ONE: Initiation

STEP TWO: Mission Analysis

STEP THREE: Course of Action (COA) Development

STEP FOUR: COA Analysis and Wargaming

STEP FIVE: COA Comparison

STEP SIX: COA Approval

STEP SEVEN: Plan or Order Development

Figure III-4. Joint Operation Planning Process for Air
Chapter III 

III-6 JP 3-30 

intelligence products and staff estimates, and other relevant factors that influence the 

planning situation. The JFC and JFACC typically provide initial guidance that may 

specify time constraints, outline initial coordination requirements, authorize movement of 

key capabilities within the commanders’ authority, and direct other actions as necessary. 

The JFACC may produce an initial mission statement during this step. Refer to 

Appendix A, “Sample Mission Statement and Commander’s Intent,” to see a sample 

JFACC mission statement and commander’s intent. 

 (2) Step 2. Mission Analysis 

 (a) Mission analysis is critical to ensure thorough understanding of the task 

and subsequent planning. It results in the JFACC’s final mission statement that describes 

the joint air component’s essential tasks. It should include the “who, what, when, where, 

and why” for the joint air operation, but seldom specifies “how.” (See Figure III-5.) At 

the end of mission analysis, the JFACC should issue his intent for the overall joint air 

operation, that is, the JFACC’s contribution to the JFC’s military end state. The 

JFACC’s intent should express the end state to be produced by joint air operations and 

the purpose for producing them. It should also include the JFACC’s assessment of where 

and how much risk is acceptable during the operation. (See Figure III-6.) While the 

commander’s intent for the overall operation is needed at the end of mission analysis, the 

SAMPLE JOINT FORCE AIR COMPONENT COMMANDER’S 

MISSION STATEMENT

When directed, the joint force air component commander (JFACC) will 

conduct joint air operations to deter aggression and protect deployment of 

the joint force.

Should deterrence fail, the JFACC, on order, will gain and maintain air 

superiority to enable joint operations within the operational area. 

Concurrently, the JFACC will support the joint force land component 

commander (JFLCC) in order to prevent enemy seizure of vital areas (to be 

specified).

On order, the JFACC, in conjunction with the JFLCC and joint force maritime 

component commander (JFMCC), will render enemy fielded military forces 

combat ineffective and prepare the operational environment for a 

counteroffensive. Concurrently, the JFACC will support the JFMCC in gaining 

and maintaining maritime superiority. The JFACC, on order, will support 

JFLCC and joint force special operations component commander (JFSOCC) 

ground offensive operations, degrade the ability of enemy national leadership 

to rule the country as directed, and destroy enemy weapons of mass 

destruction, in order to restore territorial integrity, and enemy military threat 

to the region, support legitimate friendly government, and restore regional 

stability.

Figure III-5. Sample Joint Force Air Component Commander’s Mission Statement 
Planning and Execution of Joint Air Operations 

III-7 

JAOP will eventually contain the commander’s intent for each phase of the operation, 

and the AODs will contain the JFACC’s intent for a specific ATO or period of time. 

Hence the commander’s intent articulates a desired set of conditions for a given point in 

time and the purpose those conditions will support. 

 (b) Anticipation, prior preparation, and a trained staff are critical to timely 

mission analysis. Staff estimates generated during mission analysis are continually 

revisited and updated during the course of planning, execution, and assessment. 

 (c) Mission analysis includes developing a list of critical facts and 

assumptions. Facts are statements of known data concerning the situation. Assumptions

are suppositions on the current situation or a presupposition on the future course of 

events, either or both assumed to be true in the absence of positive proof, necessary to 

enable the commander in the process of planning to complete an estimate of the situation 

and make a decision on the COA. Assumptions may also become commander’s critical 

information requirements or drive the development of branch plans to mitigate the risks 

of a wrong assumption. Assumptions must be continually reviewed to ensure validity. 

Once an assumption is proven correct, it becomes a fact; or if proven incorrect, a new fact 

or assumption is determined. They are necessary to enable commanders to complete 

estimates of the situation, influence commander's critical information requirements, drive 

branch planning, and make decisions on COAs.

SAMPLE JOINT FORCE AIR COMPONENT COMMANDER’S 

INTENT STATEMENT





 The purpose of this joint air operation will be initially to deter 

enemy aggression. Should deterrence fail, I will gain air superiority, 

render enemy fielded forces ineffective with joint airpower, degrade 

enemy leadership and offensive military capability as directed, and 

support joint group and special operations forces in order to restore 

territorial integrity and ensure the survival or restoration of legitimate 

government in a stable region.

 At the end state of this operation: Enemy military forces will be 

capable of limited defensive operations, will have ceased offensive action, 

and will have complied with war termination conditions. The succeeding 

state will retain no weapons of mass destruction capability; I will have 

passed air traffic control to local authorities, territorial integrity will be 

restored, and joint force air component commander operations will have 

transitioned to support of a legitimate and stable friendly government.

Purpose.

End State.

Figure III-6. Sample Joint Force Air Component Commander’s Intent Statement
Chapter III 

III-8 JP 3-30 

 1. IPB should identify and analyze adversary and friendly centers of 

gravity (COGs) at the operational and tactical levels and contribute to the joint 

intelligence preparation of the operational environment (JIPOE). JIPOE is the analytical 

process used by joint intelligence organizations to produce intelligence assessments, 

estimates, and other intelligence products in support of the JFC’s decision-making 

process. The process is used to analyze the physical domains; the information 

environment; political, military, economic, social, information, and infrastructure 

systems; and all other relevant aspects of the operational environment, and to determine 

an adversary’s capabilities to operate within that environment. The IPB effort must be 

fully coordinated, synchronized, and integrated with the JIPOE effort of a joint 

intelligence center. A COG is a source of power that provides moral or physical strength, 

freedom of action, or will to act. In coordination with the JFC, the joint air component 

may focus on strategic and operational COGs as well as tactical-level details of adversary 

forces because air power can often directly or indirectly affect COGs through application 

of lethal and nonlethal force and through peaceful means. 

See JP 2-01.3, Joint Intelligence Preparation of the Operational Environment, for greater 

detail on JIPOE. 

 2. The JFACC and staff prioritize the analyzed adversary and friendly

critical vulnerabilities associated with COGs based on their impact on achieving the 

objectives most effectively, in the shortest time possible, and at the lowest cost. The 

analyses of adversary and friendly critical vulnerabilities are incorporated into the 

various COAs considered during COA development. 

 (d) The JFACC, supported by the staff, determines the joint air objectives 

and the specified, implied, and essential tasks. The JFACC typically includes essential 

tasks in his mission statement. Essential tasks are specified or implied tasks that the 

JFACC must perform to accomplish the mission. 

 (e) The JFACC and staff examine readiness of all available air capabilities 

and forces to determine if there is enough capacity to perform all the specified and 

implied tasks. The JFACC identifies additional resources needed for mission success 

to the JFC. Factors to consider include available forces (including multinational 

contributions), command relationships (joint force, national, and multinational), force 

protection requirements, ROE, law of war, applicable treaties and agreements (including 

existing status of force agreements), base use (including land, sea, and air), overflight 

rights, logistic information (what is available in theater ports, bases, depots, war reserve 

material, host nation support), and what can be provided by other theaters and 

organizations. 

 (f) The end state defines the commander’s criteria for mission success. By 

articulating the joint air component’s purpose, the JFACC provides an overarching vision 

of how the conditions at the end state support the joint operation and follow-on 

operations. 
Planning and Execution of Joint Air Operations 

III-9 

 (3) Step 3 – COA Development 

 (a) COA development is based on mission analysis and a creative 

determination of how the mission will be accomplished. The staff develops COAs. A 

COA represents a potential plan the JFACC could implement to accomplish the 

assigned mission. All COAs must meet the JFACC’s intent and accomplish the mission. 

 (b) A COA consists of the following information: what type of military 

action will occur; why the action is required (purpose); who will take the action; when 

the action will begin and how long it will last (best estimate); where the action will occur; 

and how the action will occur (method of employment of forces). COAs may be broad or 

detailed depending on available planning time and JFACC’s guidance. The staff should 

assess each COA to estimate its success against all possible adversary COAs. The staff 

converts the approved COA into a CONOPS. COA determination consists of four 

primary activities: COA development, analysis and wargaming, comparison, and 

approval. Air COAs will often require input from other component commanders to 

synchronize them with land and maritime operations. 

 (c) When time is limited, the JFACC should determine how many COAs 

the staff will develop and which adversary COAs to address. A complete COA should 

consider, at a minimum: 

 1. The JFACC’s mission and intent (purpose and vision of military end 

state). 

 2. Desired end state. 

 3. Commander’s critical information requirements. 

 4. C2 structure of the operation and within the operational area. 

 5. Essential tasks. 

 6. Available logistic support. 

 7. Available forces. 

 8. Available support from agencies and organizations. 

 9. Transition strategies between each phase. 

10. Decision points. 

 (d) COAs should include the following specifics: 
Chapter III 

III-10 JP 3-30 

 1. Operational and tactical objectives and effects and their related 

tactical tasks, in order of accomplishment. 

 2. Forces required and the force providers. 

 3. Force projection concept. 

 4. Employment concept. 

 5. Sustainment concept. 

 (e) The speed, range, persistence, and flexibility of air assets are their 

greatest advantages, and their employment location and purpose may change in minutes. 

Air strategists and planners deal with objective sequencing and prioritization, operational 

phasing, employment mechanisms, and weight of effort. In some cases, there may be 

flexibility in how to attain the JFACC’s objectives. For example, an objective may be to 

“destroy WMD capability,” but an alternate objective may be to “destroy WMD delivery 

means.” In addition, COAs may vary by the phase in which an objective is achieved or 

the degree to which an objective is achieved in each phase. 

 (f) Air COAs may be presented in several ways. They may be presented as 

text and may discuss the priority and sequencing of objectives. Air COAs may also be 

depicted graphically—displaying weights of effort, phases, decision points, and risk. 

One helpful way to depict an air COA graphically is to depict it as one or more logical 

lines of operations (LOOs), as described in JP 5-0, Joint Operation Planning. Any 

quantitative estimates and assessment criteria presented should clearly indicate common 

units of measurement in order to make valid comparisons between COAs. For example, 

a sortie is not a constant value for analysis—one F/A-18 sortie does not equate to one B-2 

sortie. Air COAs should avoid numerical presentation. Ultimately, the JFACC will 

direct the appropriate style and content of the COA. 

 (g) The first step in COA development is to determine the measures that 

will accomplish the JFACC’s mission and support achievement of the JFC’s objectives. 

The framework of objectives, effects, and tasks provides a clear linkage of overall 

strategy to task. While the JFC normally provides operational objectives to the JFACC, 

they may also emerge through mission analysis or COA development, developed by the 

JFACC and the JAOC SD staff in consultation with the JFC. An objective should be 

clearly defined, decisive, and state an attainable goal. JFACC support to other 

components should also be expressed in terms of objectives. Resulting objectives can 

then be prioritized with other JFACC objectives in accordance with the JFC’s CONOPS. 

Supporting objectives should describe what aspect of the adversary’s capability the 

JFC or other component wants to affect. For example, the joint force land component 

commander’s (JFLCC’s) attack may require disrupting the adversary’s operational 

reserve. Supporting JFACC objectives could be expressed as, “render adversary’s 

operational reserve unable to conduct counterattacks on JFLCC forces” or, “destroy 

adversary’s operational reserve’s offensive capability.” Clearly defined objectives 
Planning and Execution of Joint Air Operations 

III-11 

prevent confusion over what the force is trying to accomplish and reduce the risk of 

mission failure. 

 (h) Commanders plan joint operations by developing objectives supported 

by measurable effects and assessment indicators. Analysis of effects (desired and 

undesired) and determination of measures of effectiveness during planning for joint air 

operations is usually conducted by the JAOC strategy plans and operational assessment 

teams, assisted by all other planning elements of the JAOC. 

 (i) To clarify, objectives prescribe friendly goals. Effects describe system 

behavior in the operational environment. Desired effects are the conditions related to 

achieving objectives. Tasks, in turn, direct friendly action. Objectives and effects are 

assessed through measures of effectiveness (MOEs). Empirically verifiable MOEs may 

help ensure the JFACC knows when the desired ends have been achieved. 

Accomplishment of friendly tasks is assessed through measures of performance (MOPs). 

MOEs help answer questions like, “are we doing the right things, or are alternative 

actions required?” MOEs also help focus component operational assessment efforts, 

inform processing, exploitation, and dissemination (PED) priorities, and identify ISR 

requirements. MOPs help answer questions like, “are we doing things right: were the 

tasks completed to standard?” Figure III-7 depicts the relationship of objectives, effects, 

and tasks and their associated assessment measures. 

 (j) Once strategists and planners define the joint air objectives and 

supporting effects and tasks, they further refine potential air COAs based on the objective 

priority, sequence, phasing, weight of effort, and matched resources. This is one method 

of differentiating COAs. Other methods include varying time available, anticipated 

adversary activities, friendly forces available, and higher-level guidance. For air 

planning, a single COA may be developed with several branches and sequels that react to 

possible adversary activities. 

 (k) Planners should determine the validity of each air COA based on 

suitability, feasibility, acceptability, distinguishability, and completeness.

 (l) The relationship between resources and COA development is critical. 

COA development must take into account the resource constraints of the joint force 

at large (see Figure III-8). Competing requirements for limited airlift will often result in 

deployment orders less than ideal for all components but optimal for the joint force as a 

whole. The JFC must ensure the time-phased force and deployment data (TPFDD) 

reflects the priorities and requirements of the joint force. Planners must ensure the COA 

developed adheres to deployment considerations across the force and does not assume 

away potential mobility pitfalls. 
Chapter III 

III-12 JP 3-30 

 (m) During air COA development, the JFACC and staff help the 

commander identify risk areas that require attention. These will vary based on the 

specific mission and situation and may be divided into two broad areas: combat support 

and operational considerations. Combat support includes TPFDD planning that will 

critically affect the joint force strategy and execution. Also considered with the TPFDD 

are basing, access, logistic support available, and force protection requirements (see 

Figure III-9). However, since TPFDD execution, basing, and logistic support are the 

responsibility of the JFC and Service components, the JFACC’s planning effort needs to 

focus on the limitations and constraints imposed by them. 

LINKING OBJECTIVES, EFFECTS, AND TASKS

JFC joint force commander

LEGEND

JFC Mission

Operational Objective 1: 

Operational Effect 1:

Measure of Effectiveness:

Tactical Objective 1: 

Measure of Effectiveness: 

Tactical Objective 2: 

Measure of Performance:

Measure of Effectiveness:

Tactical Task 1:

Measure of Performance: 

Tactical Task 2:

 Gain air superiority over sector.

 Force adversary integrated air defense system (IADS) into 

autonomous operation.

 Surface-to-air missile units operating in autonomous mode.

Destroy 80% of IADS command centers.

 80% of IADS command centers destroyed.

 Disable 70% of IADS communications links.

 X network attacks performed, XX sorties flown and ordnance 

delivered effectively.

 70% of IADS communications links disabled.

 Fly XX sorties to destroy 80% of IADS command centers.

XX sorties flown, ordnance delivered effectively.

 Perform X network attacks and fly XX sorties to disable 70% of IADS 

communications links. 

Figure III-7. Linking Objectives, Effects, and Tasks
Planning and Execution of Joint Air Operations 

III-13 

 (n) Decisions related to operational assumptions may drive changes in how 

the JFACC operates. These changes range from JOPPA process changes to targeting and 

weaponeering methods. One of the first considerations for the JFACC is air 

superiority. The JFACC is responsible for considering the risk related to air defense 

planning when designated as the AADC. The commander’s operational assumptions will 

determine the resources committed, force posturing, and structure of the air and missile 

defense plan. 

 (o) The JFACC may also be designated the SCA within a joint force to 

coordinate joint space operations and integrate space capabilities. This responsibility 

may entail the coordination and integration of the capabilities of other Services’ and 

national agencies’ space assets in order to maintain space superiority and exploit the 

space domain to create effects across the other domains to achieve JFC objectives. Space 

considerations should be fully integrated with operations in the other domains, and 

should be fully incorporated into COA development, to ensure that the JFC’s objectives 

are met most effectively. 

 (p) The JFC’s assumptions will also affect the operational assumptions 

made by the joint force air strategists and planners. The joint force structure and 

campaign or OPLAN directly influence the JFACC’s risk estimate and guidance. 

 (q) Minimizing the risk of fratricide and collateral damage are operational 

factors in risk management (see Figure III-10). The commander must balance the 

potential for fratricide and collateral damage with mission success. When the risk 

becomes unacceptable, the commander should consider changes in operational 

employment. 

COMBAT SUPPORT CONSIDERATIONS











Basing

Force protection

Petroleum, oils, and lubricants 

availability

Armaments/precision-guided 

munitions availability

After-action report planning













Reachback

Out of theater staging

Long-range assets

Sustainment (airlift and sealift)

Communications systems

Aerial port and seaport of 

debarkation location

Figure III-8. Combat Support Considerations 
Chapter III 

III-14 JP 3-30 

 (4) Step 4. COA Analysis and Wargaming 

 (a) COA analysis involves wargaming each COA against the 

adversary’s most likely and most dangerous COAs. Wargaming is a recorded “what 

if” session of actions and reactions designed to visualize the flow of the conflict or 

operation and evaluate each friendly COA in the light of adversary adaptation. 

Wargaming is a valuable step in the planning process because it stimulates ideas and 

provides insights that might not otherwise be discovered. It also provides initial detailed 

planning while also determining the strengths and weaknesses of each COA. This may 

alter or create a new COA based on unforeseen critical events, tasks, or problems 

identified. Wargaming is often a sequential process, but planning groups should adjust 

their wargame style based on JFACC guidance, time available, situation, and staff 

dynamics. Wargaming begins by assembling all the tools and information planners 

require and establishing the general rules to follow. Recording the activity is vital and 

directly contributes to identifying the advantages and disadvantages of a COA and 

providing sufficient detail for future JAOP development. Planners may use a 

synchronization matrix to detail the results of wargaming. 

 (b) Time permitting, the staff should: 

 1. Consider all facts and assumptions in the estimate and their possible 

effects on the action. 

 2. Consider active and passive measures to decrease the impact of 

adversary counteractions. 

 3. Consider conflict termination issues and the end state. 

RISK MANAGEMENT: COMBAT SUPPORT FACTORS











Time-phased force and 

deployment data

Basing

Regional access

Logistic support

Airbase defense requirements











Reachback operations

Just-in-time logistic 

considerations

Bandwidth

Host-nation support

Communications networks

Figure III-9. Risk Management: Combat Support Factors 
Planning and Execution of Joint Air Operations 

III-15 

 4. Think through one’s own actions, adversary reactions, and friendly 

counteractions. 

 (c) COA analysis and wargaming concludes when planners have refined 

each plan in detail and identified the advantages and disadvantages of each air COA. 

Automation in the planning process and joint analysis centers may provide additional 

modeling support to wargaming, increasing the accuracy and speed of COA analysis. 

 (5) Step 5. COA Comparison

 (a) Comparing air COAs against predetermined criteria provides an 

analytical method to identify the best employment options for air forces and capabilities. 

The same method used in JP 5-0, Joint Operation Planning, is used in air COA 

comparison. 

 (b) Another technique for air COA comparison involves developing an 

objective-risk timeline. Logical LOOs may help to elucidate the relationships between 

objectives, effects, time, and risk. In logical LOOs, objectives, decisive points, or other 

significant events are plotted against a timeline that identifies when certain objectives or 

actions will occur. Risk for each air COA based on the logical LOO is identified. The 

resulting graphical representation may form the basis for the staff’s recommendation and 

presentation to the JFACC. 

 (6) Step 6. COA Approval. The staff determines the best air COA to 

recommend to the commander. The staff presents their recommended air COA usually in 

the form of a briefing. This briefing includes a summary of the operational design and 

planning process that led to the recommended air COA. Ideally, the JFACC should be 

involved in the process, especially in the early operational design stages. Depending on 

the level of JFACC involvement and the degree of parallel planning the commander 

accomplishes, air COA selection will vary from choosing among various alternatives 

to directly approving the staff-recommended air COA. The air COA is identified, 

RISK MANAGEMENT: OPERATIONAL FACTORS







Joint force commander 

assumptions concerning the 

operation

Fratricide

Collateral damage









Force protection

Information assurance

Coalition considerations

Command and control architecture

Figure III-10. Risk Management: Operational Factors 
Chapter III 

III-16 JP 3-30 

adjusted (if required), and selected by the JFACC for presentation to the JFC. Once the 

JFC approves an air COA, the JOPPA contributes directly to JAOP preparation. 

(7) Step 7. Plan or Order Development

(a) For the joint air component, this step concentrates on the preparation of 

the JAOP. JAOP development is a collaborative effort of the JFACC staff, the JFC staff, 

other joint force component staffs, and outside agencies. The JAOP details how the 

joint air effort supports the JFC’s overall operation or campaign plan. The JAOP 

should accomplish the following: 

1. Integrate the efforts of joint air capabilities and forces and, 

where applicable and appropriate, space and cyberspace capabilities and/or support 

mechanisms/enablers.

2. Identify objectives, effects, and tasks.

3. Identify measures and indicators of success used to determine 

whether air operations are creating desired effects and achieving objectives.

4. Account for current and potential adversary COAs.

5. Integrate and synchronize the phasing of operations with the 

JFC’s plan.

6. Indicate what capabilities and forces are required to achieve 

joint air objectives. In addition to air capabilities and forces, planners should include 

land, maritime, space, and IO (including cyberspace) that are required to meet joint air 

objectives. 

a. Once Service components provide information, total force 

structure is determined, force availability, deployment, timing, basing availability, and 

sustainment requirements are matched with logistic and planning requirements. 

b. With this information, the JFACC’s ability to accomplish the 

assigned mission is reevaluated and adjusted as necessary. 

c. This evaluation includes a comprehensive sustainability 

assessment. 

7. Develop specific procedures for allocating, tasking, exercising, 

and transitioning C2 of joint air capabilities and forces.

(b) In addition to building the plan for the employment of air forces, 

the JAOP should also include considerations for phase transitions, decision points, 

conflict termination, redeployment (if applicable), and procedures to capture lessons 
Planning and Execution of Joint Air Operations 

III-17 

learned. Incomplete planning for conflict termination and the end state can result in the 

waste of valuable resources, aggravate a tenuous peace, cause a return to hostilities, or 

lead to numerous other unintended consequences. The list of considerations for conflict 

termination is specific to each situation and is never formulated in a vacuum, nor without 

extensive consultations with national leadership and OGAs. This part of the plan should 

also address the prospect of the “surge” of air forces to accomplish phases of the 

operation, based on projected operating tempo. 

4. Joint Targeting Process 

a. Targeting is the process of selecting and prioritizing targets and matching 

the appropriate response to them, considering operational requirements and 

capabilities. Targeting is both a joint- and component-level function that determines 

desired effects necessary to accomplish JFC objectives, selects targets that, when 

attacked, can create those effects, and selects and tasks the means to best engage those 

targets. Targeting is complicated by the requirement to deconflict unnecessary 

duplication of target nominations by different forces or different echelons within the 

same force and to integrate the attack of those targets with other components of the 

joint force. An effective and efficient target development process coupled with an air 

tasking cycle is essential for the JFACC to plan and execute joint air operations. The 

joint targeting process should integrate the intelligence databases, analytical capabilities, 

and data collection efforts of national agencies, combatant commands, subordinate joint 

force, and component commands, all of which possess varying ISR capabilities and 

requirements. The process is the same across the entire range of military operations. 

b. The joint targeting cycle is an iterative process that is not time-constrained, and 

steps may occur concurrently, but it provides a helpful framework to describe the steps 

that must be satisfied to successfully conduct joint targeting. The deliberate and dynamic 

nature of the joint targeting process is adaptable through all phases of the air tasking 

cycle. As the situation changes and opportunities arise, the step of the joint targeting 

process can be accomplished quickly to ensure the commander’s objectives are met. 

There are six phases to the joint targeting cycle: end state and commander’s 

objectives, target development and prioritization, capabilities analysis, 

commander’s decision and force assignment, mission planning and force execution, 

and assessment.

See also JP 3-60, Joint Targeting, and JP 3-09, Joint Fire Support, for guidance. 

c. Targeting mechanisms should exist at multiple levels. The President, Secretary 

of Defense, or headquarters senior to JFCs may provide guidance, priorities, and 

targeting support. Joint force components identify requirements, nominate targets that 

are outside their operational area or exceed the capabilities of organic and supporting 

assets, and conduct execution planning. After the JFC makes final targeting decisions, 

components plan and execute assigned missions. 
Chapter III 

III-18 JP 3-30 

d. Typically, the JFC organizes a joint targeting coordination board (JTCB). 

The JTCB’s focus is to develop broad targeting priorities and other guidance in 

accordance with the JFC’s objectives as they relate operationally. The JFC normally 

appoints the deputy JFC or a component commander to chair the JTCB. If the JFC so 

designates, a JTCB may be an integrating center to accomplish broad targeting oversight 

functions or a JFC-level review mechanism. The JTCB needs to be a joint activity 

comprised of representatives from the staff, all components, and, as required, other 

agencies, multinational partners, and/or subordinate units. 

e. The JFC defines the role of the JTCB. The JTCB provides a forum in which all 

components can articulate strategies and priorities for future operations to ensure they are 

integrated and synchronized. The JTCB normally facilitates and coordinates joint 

force targeting activities with the components’ schemes of maneuver to ensure that 

the JFC’s priorities are met. Targeting issues are generally resolved below the level of 

the JTCB, by direct coordination between elements of the joint force, but the JTCB 

and/or JFC may address specific targeting issues not previously resolved. 

See JP 3-60, Joint Targeting, for more information on the JTCB. 

f. The JFC will normally delegate the authority to conduct execution planning, 

coordination, and deconfliction associated with joint air targeting to the JFACC and 

will ensure that this process is a joint effort. The JFACC must possess a sufficient C2 

infrastructure, adequate facilities, and ready availability of joint planning expertise. A 

targeting mechanism tasked with detailed planning, weaponeering, and execution is also 

required to facilitate the process. 

g. The JFACC develops a JAOP that accomplishes the objectives directed by the 

JFC. Integration, synchronization, deconfliction, allocation of air capabilities and 

forces, and matching appropriate weapons against target vulnerabilities are 

essential targeting functions for the JFACC. National agencies, higher headquarters, 

JTFs, and task forces subordinate to the JFC, supporting unified commands, and 

functional/Service components may nominate targets to the JFC for processing and 

inclusion on the JIPTL. Targeting requirements that support their assigned missions are 

provided via a candidate target list and once consolidate, through a target nomination list 

(TNL) (see JP 3-60, Joint Targeting). Targets scheduled for attack by component air 

capabilities and forces should be included on an ATO for deconfliction and 

coordination. All component commanders within the joint force should have a basic 

understanding of each component’s mission and general scheme of maneuver. All 

components should provide the JFACC a description of their air plan to minimize the risk 

of fratricide, assure deconfliction, avoid duplication of effort, and provide visibility to all 

friendly forces. This basic understanding allows for integration of targeting efforts 

between components and within the JFC staff and agencies. 
Planning and Execution of Joint Air Operations 

III-19 

5. The Targeting Effects Team 

a. The JFACC normally has a targeting effects team (TET) as part of the JAOC. 

The TET’s responsibilities are varied but key to the targeting process. The TET links 

targets to be attacked by joint air forces and capabilities to guidance on desired effects 

and MOEs/MOPs provided by commanders and the JAOC’s SD. It also deconflicts and 

coordinates target nominations based on estimates of what targets can be attacked and 

provides other targeting support requiring component input at the JFACC level. If the 

JFC delegates joint targeting coordination authority to the JFACC, the TET also receives 

all target nominations (that cannot be addressed at lower echelon levels) and prioritizes 

them in accordance with the operational objectives and tasks set forth in the AOD to form 

the draft JIPTL. Common organizational guidelines of the TET include the following: 

(1) Chaired by the deputy JFACC or designated representative. 

(2) Senior component LNOs and key JFACC staff members comprise the TET. 

(3) The JAOC CPD provides the staff support to the TET during the air tasking 

process. 

b. Draft JIPTL Construction. The draft JIPTL is formed from a prioritized listing 

of targets based on JFC and component target priorities. In the case of a theater JFACC 

supporting multiple JFCs (e.g., two or more JTF commanders), the draft JIPTL should be 

constructed to meet the requirements of each supported JFC. Members consider the 

estimated available air capabilities and their ability to affect the targets on the list. A 

draft JIPTL “cut line” is normally established. The draft JIPTL “cut line” should reflect 

which targets will most likely be serviced (barring technical problems with aircraft, 

weather, retasking for higher priority targets, or other operational circumstances) with the 

projected apportionment of air assets assigned or made available to the JFACC. 

Component LNOs and JAOC staff members should be ready to justify and/or prioritize 

target nominations among all the priorities of the joint operation. The JFACC may also 

recommend to the JFC that other component assets be used against targets on the 

draft JIPTL. Close coordination must continue with the development of the JIPTL and 

with the development of the joint integrated prioritized collection list (JIPCL) to ensure 

effective and efficient use of assets that may be used to address targets on both the JIPTL 

and/or the JIPCL. Only the JFC can approve this use of other components’ assets and 

forces. 

6. The Joint Air Tasking Cycle

a. The joint air tasking process provides for the effective and efficient employment 

of joint air capabilities and forces made available. This process provides an iterative, 

cyclic process for the planning, apportionment, allocation, coordination, and tasking of 

joint air missions and sorties within the guidance of the JFC. The process 

accommodates changing tactical situations or JFC guidance as well as requests for 

support from other component commanders. The joint air tasking process is an 
Chapter III 

III-20 JP 3-30 

analytical, systematic cycle that focuses joint air efforts on accomplishing operational 

requirements. Much of the day-to-day tasking cycle is conducted through an 

interrelated series of information exchanges and active involvement in plan development, 

target development, air execution, and assessment (through designated component LNOs 

and/or messages), which provide a means of requesting and scheduling joint air missions. 

A timely ATO is critical – other joint force components conduct their planning and 

operations based on a prompt, executable ATO and are dependent on its information. 

Figure III-11 shows typical JFACC tasking process responsibilities. 

b. The joint air tasking cycle begins with the JFC’s objectives, incorporates 

guidance received during JFC and component coordination, and culminates with 

assessment of previous actions. The ATO articulates the tasking for joint air operations 

for a specific execution timeframe, normally 24 hours. The joint air tasking cycle is 

synchronized with the JFC’s battle rhythm. The JAOC normally establishes a 72-96 hour 

ATO planning cycle. The battle rhythm or daily operations cycle (schedule of events) 

JOINT FORCE AIR COMPONENT COMMANDER

TASKING PROCESS RESPONSIBILITIES

























Plan, integrate, coordinate, allocate, task, and direct the joint air effort in 

accordance with the joint force commander's (JFC's) guidance and joint 

force objectives.

Develop a joint air operations plan derived from the JFC's broader 

operation or campaign objective and guidance regarding the objectives, 

effects, tasks, and responsibilities of joint air capabilities and forces.

After consulting with other component commanders, recommend 

apportionment of the joint air effort by priority that should be devoted to 

various air operations for a given period of time.

Translate air apportionment into allocations and develop targeting 

guidance into the air operations directive and air tasking order.

Direct and ensure deconfliction of joint air operations.

Synchronize joint air operations with space and cyberspace operations.

Coordinate with the appropriate components' agencies or liaison elements 

for integration and deconfliction with land and maritime operations.

Coordinate with the appropriate components' agencies or liaison elements 

for tasking of the air forces and capabilities made available.

Coordinate with the joint force special operations component commander's 

special operations liaison element for integration, synchronization, and 

deconfliction with special operations.

Monitor execution and redirect joint air operations as required.

Compile component target requirements and prioritize targets based on 

JFC guidance.

Accomplish tactical and operational assessment.

Figure III-11. Joint Force Air Component Commander Tasking Process Responsibilities
Planning and Execution of Joint Air Operations 

III-21 

articulates briefings, meetings, and report requirements. It provides suspenses for 

targeting, air support requests, airspace control means requests, and etc., to produce the 

air battle plan (ABP). The battle rhythm is essential to ensure information is available 

when and where required to provide products necessary for the synchronization of joint 

air operations with the JFC’s CONOPS and supporting other components’ operations. 

Nonetheless, the tasking process remains a responsive cycle, capable of modification up 

to and during the execution period. The net result of the tasking process is a series of 

ATOs and related products in various stages of progress at any time. 

(1) At least one ATO undergoing assessment at various levels. 

(2) An ATO currently being executed. 

(3) An ATO currently in production. 

(4) An ATO in detailed planning (target development and weaponeering). 

(5) An ATO in strategy development (guidance and objectives). 

c. The full air tasking cycle, from JFC guidance to the start of ATO execution is 

dependent on the JFC’s and JFACC’s procedures. A 72-hour cycle, starting with 

objectives, effects, and guidance is fairly standard. The precise timeframes should be 

specified in the JFC’s OPLAN or the JFACC’s JAOP. Long-range combat air assets 

positioned outside the theater but operating in the JOA may be airborne before ATO 

publication or execution. These assets require the most current ATO information and 

updates. The JAOC, however, possesses the capability to retask such missions even 

during execution. Intertheater air mobility missions may not necessarily operate within 

the established tasking cycle. The CPD should carefully consider how these and 

intratheater air mobility missions should be integrated into the ATO. 

d. The ATO matches specific targets compiled by the JFACC and staff with the 

capabilities and forces made available to the JFACC for the given ATO day. Other 

component air missions that appear on the ATO may not be under the control of the 

JFACC, but their presence on the ATO provides visibility for overall coordination and 

deconfliction. Figure III-12 depicts the generalized air tasking cycle and many of its 

products. 

e. Joint Air Tasking Cycle Stages. The joint air tasking cycle consists of 6 stages. 

The six stages of the joint air tasking cycle are interrelated with portions of the joint 

targeting process which is broader in scope, but the approach is the same. Both are 

systematic processes to match available capabilities and forces with specific targets to 

achieve the JFC’s objectives. Unlike the joint targeting cycle, the joint air tasking cycle 

is time-dependent. The joint air tasking process is built around finite time periods 

required to plan, prepare for, and conduct joint air operations. The number and length of 

ATO development phases may vary based on contingency requirements. Prior to the 

JFC and component commanders’ meeting, the JFACC should meet with senior 
Chapter III 

III-22 JP 3-30 

component liaisons and his staff to develop recommendations on joint air planning 

and apportionment for future operations. (The use of the term “meeting” is notional; 

other methods of information exchange can also be used.) This meeting may review JFC 

ACO airspace control order

ALLOREQ allocation request

AOD air operations directive

Assess assessment

ATO air tasking order

Def defense

ISR intelligence, surveillance, and 

reconnaissance

JAOP joint air operation plan

JFC joint force commander

JIPTL joint integrated prioritized target list

JTCB joint targeting coordination board

MAAP master air attack plan

MISREP mission report

Off offense

Ops operations

Phys physical

Prod production

ROE rules of engagement

SORTIE/ALLOT sortie allotment 

SPINS special instructions

Strat strategic

Tac tactical

TET targeting effects team

TST time-sensitive target

LEGEND

JOINT AIR TASKING CYCLE

KEY

Objectives, 

Effects, and 

Guidance

Crisis Action 

Planning

Contingency 

Planning

ATO 

Production 

and 

Dissemination

Assessment Target 

Development

Weaponeering 

and Allocation

Execution 

Planning and 

Force Execution

JFC Staff,

Strat Plans

and

Guidance 

Teams Strat 

Guidance

and TET 

Teams

MAAP

Team

Tac and

Comp

Assess Teams

JFC Staff

Combat Ops’ 

Off, Def, and 

TST Teams

ATO Prod 

Team

ISR

Campaign 

Planning

AOD

JAOP

JIPTL

MAAP Brief

SORTIE/ALLOT 

Message

ATO

ACO

SPINS

Recommendations for 

future action;

Tactical, operational, and 

campaign assessment

Meetings or subprocesses

Common products 

of this phase

Teams and staff 

agencies involved

Phys. damage 

assessment;

Inflight reports,

MISREPs

Component/

Agency

Target

Coordination

ROE ALLOREQ

JTCB

MAAP 

Briefing

Figure III-12. Joint Air Tasking Cycle 
Planning and Execution of Joint Air Operations 

III-23 

objectives and guidance, assess and analyze results of joint force operations and consider 

changes to ongoing joint air operations; review adversary capabilities and COAs, COGs, 

decisive points, critical vulnerabilities, and key targets, and discuss updates to the JIPTL, 

based on JFC guidance. The JFACC should provide objectives and guidance to the staff 

for joint air operations to achieve the JFC’s intent, recommend an air scheme of 

maneuver, review joint force capabilities and forces available to achieve assigned tasks, 

refine requirements for capabilities and forces from other components, and, in 

consultation with other component commanders, formulate an air apportionment 

recommendation for presentation to the JFC. 

(1) Stage 1: Objectives, Effects, and Guidance

 (a) The JFC consults often with component commanders to assess the 

results of the joint force’s efforts and to discuss the strategic direction and future plans. 

This provides component commanders an opportunity to make recommendations, make 

support requirements known, and state their ability to support other components. The 

JFC provides updates to the guidance, priorities, and objectives based on enemy 

operations and the current/expected friendly order of battle. The JFC also refines the 

intended CONOPS. The JFC’s guidance on objectives and effects will identify 

targeting priorities and will include the JFC’s air apportionment decision.

 (b) Air Apportionment. Air apportionment allows the JFC to ensure 

the priority of the joint air effort is consistent with campaign or operation phases 

and objectives. Given the many functions that joint air forces can perform, its 

operational area-wide application, and its ability to rapidly shift from one function to 

another, JFCs pay particular attention to air apportionment. After consulting with other 

component commanders, the JFACC makes the air apportionment recommendation 

to the JFC. The methodology the JFACC uses to make the recommendation may 

include priority or percentage of effort devoted to assigned mission-type orders, JFC 

objectives, or other categories significant to the campaign or operation. The air 

apportionment recommendation is a vital part of the joint air planning and tasking 

process. The JAOC SD formulates the air apportionment recommendation that the 

JFACC submits to the JFC for upcoming iterations of the joint tasking cycle. With air 

capabilities made available to the JFACC, the strategy plans team can recommend the 

relative level of effort and priority that may be applied to various JFC and/or JFACC 

objectives. The end result is an air apportionment recommendation. This product is 

normally forwarded to the JTCB for coordination and approval by the JFC. In the case of 

a theater JFACC supporting multiple JFCs (e.g., two or more JTF commanders), the air 

apportionment recommendation (e.g., CAS, interdiction) referenced here is made to each 

supported JFC. The JFC is the final approval authority for the air apportionment 

decision. 

(2) Stage 2: Target Development. This is the point in the joint targeting cycle 

and intelligence process, after analysts from other organizations have incorporated allsource intelligence reports into a targeting database, where efforts of the joint air 

targeting cycle relate target development to air tasking and target aimpoints are selected, 
Chapter III 

III-24 JP 3-30 

and these and other data are submitted to the TET. The TET correlates target 

nominations. It screens nominated targets and ensures that once attacked, they create the 

desired effects that meet JFC guidance as delineated in the AOD, and verifies that chosen 

MOEs will accurately evaluate progress and can be collected against. It prioritizes 

nominated targets based on the best potential for creation of the JFC’s desired effects and 

components’ priorities and timing requirements. The product of this effort, when 

approved by the JFC or his designated representative (e.g., JTCB), is the JIPTL. 

(3) Stage 3: Weaponeering and Allocation

 (a) During this stage, JAOC personnel quantify the expected results of 

the employment of lethal and nonlethal means against prioritized targets to create 

desired effects. The JIPTL provides the basis for weaponeering assessment activities. 

All approved targets are weaponeered, to include recommended aimpoints, weapon 

systems and munitions, fusing, target identification and description, desired direct effects 

of target attack, probability of creating the desired effect, and collateral damage concerns. 

The final prioritized targets are developed and are then provided to the master air 

attack plan (MAAP) team. The TET may provide the MAAP team a draft JIPTL to 

begin initial planning. Once the JIPTL is approved by the JFC, the MAAP team can 

finalize force allocation (sortie flow plan). The force application cell can complete 

coordination with the supporting force enhancement cell to satisfy mission requirements 

to ensure the prioritized targets are planned to generate effects to achieve objectives 

while maximizing the combat effectiveness of joint air assets. The resulting MAAP is 

the plan for employment that forms the foundation of the ATO. The MAAP is 

normally a graphic depiction of capabilities required for a given period. The 

development of the MAAP includes review of JFC and JFACC guidance, component 

plans and their support requests, updates to target requests, availability of capabilities and 

forces, target selection from the JIPTL, and weapon system allocation. Components may 

submit critical changes to target requests and asset availability during this final phase of 

ATO development. The completed MAAP matches available resources to the prioritized 

target list. It accounts for air refueling requirements, suppression of enemy air defenses 

requirements, air defense, ISR, and other factors affecting the plan. 

(b) Air Allocation. Following the JFC’s air apportionment decision, the 

JFACC translates that decision into total number of sorties by weapon system type 

available for each objective and task. Based on the apportionment decision, internal 

requirements, and air support request messages, each air-capable component prepares an 

allocation request (ALLOREQ) message for transmission to the JFACC (normally not 

less than 36 hours prior to the start of the ATO execution period, thus coinciding with the 

beginning of the MAAP process). ALLOREQ messages report: 

1. Excess sorties not required by the air-capable component and 

available for tasking by the JFACC. 

2. Requests for air support. 
III-25 

JOINT OPERATION PLANNING PROCESS

Warning Order/ 

Planning Directive

Commander's 

Estimate

Combatant 

Commander/

JTF Initiation

COA Analysis/ 

War Gaming

Mission 

Analysis

COA 

Comparison

COA 

Development COA Approval Plan or Order Development

JFACC/

Commander's Estimate

JFLCC/JFMCC/JFSOCC

Alert/ 

Planning/ 

FRAG Order

Alert/ 

Planning/ 

FRAG Order

JAOC/ACA/ 

AADC 

Initiation

* The warning 

order includes the purpose, situation, mission, execution, administration, and logistics paragraphs.

Warning Order/ 

Planning Directive

JFACC/

Initiation

JFLCC/JFMCC/JFSOCC COA Analysis/ War Gaming Mission Analysis COA Comparison COA Development COA Approval

COA Analysis/ 

War Gaming

Mission 

Analysis

COA 

Comparison

COA 

Development COA Approval

Commander's 

Staff Estimate

Warning Order/ 

Planning 

Directive

AADC area air defense 

commander

AADP area air defense planACA airspace control authorityACO airspace control orderAOD air operations directive

ATO air tasking order COA course of actionFRAG fragmentation code JAOC joint air operations 

center

JAOP joint air operations plan

JFACC joint force air comJFLCC joint force land cJFMCC joint force mariti

commander

JFSOCC joint force specia

commander

JTF joint task force

LEGEND

Figure III-13. Joint Operation Planning Process 
Chapter III 

III-26 JP 3-30 

(4) Stage 4: ATO Production and Dissemination. JFC and JFACC guidance, 

including the AOD; target worksheets; the MAAP; and component requirements are used 

to finalize the ATO, SPINS, and ACO. Planners must develop airspace control and 

air defense instructions in sufficient detail to allow components to plan and execute 

all air missions listed in the ATO. These directions must enable combat operations 

without undue restrictions, balancing combat effectiveness with the safe, orderly, and 

expeditious use of airspace. Instructions must provide for quick coordination of task 

assignment and reassignment (redirection, retargeting, or change of type of mission) and 

must direct aircraft identification and engagement procedures and ROE appropriate to the 

nature of the threat. These instructions should also consider the volume of friendly and 

possibly neutral air traffic, friendly air defense requirements, identification-friend-or-foe 

technology, weather, and adversary capabilities. Instructions are contained in SPINS and 

in the ACO, and are updated as frequently as required. The AOD, ATO, ACO, and 

SPINS provide operational and tactical direction at appropriate levels of detail. The level 

of detail should be very explicit when forces operate from different bases and multicomponent or composite missions are tasked. In contrast, less detail is required when 

missions are tasked to a single component or base. 

(5) Stage 5: Execution Planning and Force Execution. The JFACC directs 

the execution of air capabilities and forces made available for joint air operations. 

Inherent in this is the authority to redirect joint air assets. The JFACC will coordinate 

with affected component commanders upon redirection of joint sorties previously 

allocated for support of component operations. Aircraft or other capabilities and 

forces not apportioned for joint air operations, but included in the ATO for 

coordination purposes, may be redirected only with the approval of the respective 

component commander or JFC. Aircraft or other capabilities and forces made 

available for joint air operations may be redirected with the approval of the 

JFACC.

(a) The JAOC must be responsive to required changes during the 

execution of the ATO. In-flight reports, discovery of time-sensitive targets (TSTs), and 

initial assessment (such as battle damage assessment [BDA]) may cause a redirecting of 

joint air capabilities and forces before launch or a redirection once airborne. 

(b) During execution, the JAOC is the central agency for receiving the 

tasking of joint air capabilities and forces. It is also charged with coordinating and 

deconflicting those changes with the appropriate control agencies and components. 

(c) Due to operational environment dynamics, the JFACC may be 

required to make changes to planned joint air operations during execution. 

Employment of joint air assets against emerging targets requires efficient, timely 

information sharing and decisionmaking among components. It is critical that procedures 

be established, coordinated, and promulgated by the JFC before operations begin. The 

dynamic targeting portion of the joint targeting cycle is established to facilitate this 

NOTE: Care must be taken when redirecting sorties from one target to another to 

ensure the proper weapons and fuses are available for the new target. 
Planning and Execution of Joint Air Operations 

III-27 

process. The JFACC will coordinate with affected component commanders to ensure 

deconfliction of targets and to ensure those forces are out of danger relative to the new 

target area(s). 

(d) During execution, the JFACC is responsible for redirecting joint 

air assets to respond to moving targets or changing priorities. Ground or airborne C2 

platform mission commanders may be delegated authority from the JFACC to redirect 

sorties or missions made available to higher priority targets. It is essential, however, that 

the JAOC be notified of all redirected missions. 

(6) Stage 6: Assessment. Assessment is performed by all levels of the joint 

force.

(a) The JFC should establish a dynamic system to conduct assessment 

throughout the joint force and to ensure that all components are contributing to the 

overall joint assessment effort. Normally, the joint force J-3 is responsible for 

coordinating assessment, assisted by the J-2. Assessment is a continuous process that 

measures the overall effectiveness of employing joint force capabilities during military 

operations. It determines progress toward accomplishment of tasks, creation of effects, 

and achievement of objectives. The JFACC should continuously plan and evaluate 

the results of joint air operations and provide assessments to the JFC for 

consolidation into the overall assessment of the current operation. 

(b) Within the joint force, assessment is conducted at both the tactical and 

operational levels. At the tactical level, assessment is essential to decisionmaking during 

ATO execution. However, the tactical assessment process continues over days or weeks 

to evaluate the effectiveness of weapons and tactical engagements as additional 

information and analysis become available from sources within and outside the 

operational area. Air planners should determine MOPs to evaluate task accomplishment 

and MOEs to assess changes in system behavior, capability, or the operational 

environment. Planners should ensure that they establish logical links between air 

objectives and tasks and the measures used to evaluate them early in the planning 

sequence. They should also ensure that they identify intelligence collection management 

and other ISR requirements as part of the planning process. At the operational level, 

assessment is concerned with gathering information on the broader results achieved 

by air operations and planning for future operations. 

(c) In general, the assessment process at the tactical level provides one of 

the major sources of information for performing assessment at the operational level. 

Tactical inputs, along with a wide assortment of other information, aid in the 

development of the air component’s operational-level assessment. 

(d) The JFACC’s operational-level assessment should be forwarded to the 

joint force J-3 as one component’s input to the JFC’s overall determination of the 

operation’s success. Operational-level assessment can also serve as the basis for 
Chapter III 

III-28 JP 3-30 

important recommendations that can affect the JFC’s apportionment decision and the 

JFACC’s allocation of air resources. 

(e) Although assessment appears to mark the end of the air tasking cycle, it 

is an ongoing activity that provides important inputs to decision-making and aiding 

processes throughout that cycle. 

SECTION B. OTHER CONSIDERATIONS 

7. Intelligence, Surveillance, and Reconnaissance Considerations

a. The GCC (theater J-2) may retain collection management authority (CMA) to 

establish, prioritize, and validate theater collection requirements, establish sensor tasking 

guidance, and develop theater-wide collection policies. CMA may reside at the JTF level 

or may be delegated to components. The theater J-2 retains full management authority 

(i.e., to validate, to modify, or to nonconcur) over all intelligence collection requirements 

within the AOR. The JFC’s J-2 and J-3 jointly develop an overall collection strategy and 

posture for the execution of the ISR mission. The joint force J-2 reviews, validates, and 

prioritizes all intelligence requirements for the JFC. Users requesting airborne ISR 

support should make a concerted effort to request a clear identification of their required 

information or ISR product and not a specific ISR platform to perform a mission. For 

example, many different aircraft can provide imagery and data. Depending on the 

request, there might be more than one type of asset available to support a mission. 

Airborne ISR aircraft are typically high demand assets due to mission duration, and the 

ability to quickly respond to TST requests, and their ability to support multiple users. 

Retasking an airborne ISR asset during mission execution must be carefully considered. 

Dynamic retasking of ISR assets should be done by the appropriate commander after 

evaluating the full impacts of diverting the capability from the current mission and the 

impact to operational success or consequences without the asset. Dynamic ISR retasking 

priorities and procedures must be clearly specified in the ROE and SPINS.

b. The JFACC will normally be the supported commander for the airborne ISR 

effort. The JFC will normally delegate collection operations management for joint 

airborne ISR to the JFACC to authoritatively direct, schedule, and control collection 

operations for use by the J-2 in associated processing, exploitation, and reporting. The 

JAOC should request ISR support from the JFC or another component if assigned assets 

cannot fulfill specific airborne ISR requirements. It is imperative that the JFACC 

remains aware of all available surveillance and reconnaissance capabilities that can be 

integrated into joint air operations. ISR division collection managers build a daily 

collection plan, the reconnaissance, surveillance, and target acquisition annex, as a 

commonly-understood plan which tasks airborne ISR platforms sensors and PED nodes. 

This product is an annex to the ATO and is available to the entire joint force. It is 

completed by ISR personnel in the MAAP. 

c. National and non-DOD ISR resources are not normally placed under the JFC’s 

OPCON. These resources may provide direct support to the JFC or one of the 
Planning and Execution of Joint Air Operations 

III-29 

components, either full-time or on-call, but are normally shared with other commands or 

components. The supported commander will be provided with liaison teams upon 

request. These teams will normally be the points of contact for coordinating their 

specific ISR resources and associated capabilities with the supported commander’s ISR 

operators. ISR operators forward the requirements to the appropriate command authority 

for approval. 

d. ISR personnel are integrated into the JAOC. The complexity of integrating 

airborne ISR will normally determine whether the function is handled by a specialty 

team, cell, or division within the JAOC. The JFACC’s ISR collection managers and 

operations planners will work with the joint force staff and other components to 

effectively coordinate national and theater ISR objectives. The ISR collection elements 

will manage and satisfy the JFACC’s information requirements. 

e. The JFACC provides integrated airborne ISR for the JFC. The JAOC provides 

the force integrated information from the JFACC’s available airborne ISR support. 

See JP 2-01, Joint and National Intelligence Support to Military Operations, for further 

information. 

 f. ISR systems undergoing the acquisition and research and development process, 

particularly the advanced concept technology demonstration phase, are normally 

requested through military development organizations and involve the applicable 

contractor. In such cases, the contractor is often requested to provide technical 

representatives in the JAOC and/or at the national or theater intelligence agency.

8. Air Mobility Considerations

a. Air mobility missions are integral to the success of joint operations. Airlift is 

critical for deployment, redeployment, and sustainment, while aerial refueling is 

critical to enable and sustain air operations. AE is the most expeditious method of 

patient movement. Commander, US Transportation Command, normally retains OPCON 

of intertheater air mobility assets due to their global mission and nature. A support 

relationship is established between CCDRs. Intratheater airlift and theater refueling 

assets may be attached to a JTF, with OPCON normally delegated down to the 

appropriate Service component commander (usually the COMAFFOR). Integrating air 

mobility planning into the JAOP and monitoring mission execution is normally the 

responsibility of a DIRMOBFOR, appointed by the COMAFFOR and supported by a 

team of mobility specialists in the JAOC. 

b. The DIRMOBFOR functions as coordinating authority for air mobility with all 

commands and agencies, both internal and external to the JTF. The DIRMOBFOR is 

normally a senior officer who is familiar with the AOR or JOA and possesses an 

extensive background in air mobility operations. When appointed, the DIRMOBFOR 

serves as the designated agent for all air mobility issues in the AOR or JOA, and for other 

duties as directed. The DIRMOBFOR exercises coordinating authority between the 
Chapter III 

III-30 JP 3-30 

theater AOC (or theater JAOC if established), Air Mobility Command’s 618th Tanker 

Airlift Control Center (618th TACC), and the joint movement center (JMC)/joint 

deployment and distribution operations center (JDDOC), to expedite the resolution of air 

mobility issues. The DIRMOBFOR may be sourced from the theater’s organizations or 

USTRANSCOM. Additionally, the DIRMOBFOR, when designated, will ensure the 

effective integration of intertheater and intratheater air mobility operations, and facilitate 

intratheater air mobility operations on behalf of the COMAFFOR. The DIRMOBFOR 

provides, on behalf of the COMAFFOR, guidance to the AMD on air mobility 

matters, but such guidance should be responsive to the timing and tempo of 

operations managed by the JAOC director. The JAOC AMD remains under 

control of the JAOC director who manages execution of operations for the JFACC. 

The DIRMOBFOR is the primary interface for other air mobility operations occurring in 

theater. The DIRMOBFOR should be collocated with the AMD to maximize 

effectiveness. Operationally, the DIRMOBFOR normally works directly for the JFACC. 

The DIRMOBFOR provides direction to the AMD, but the AMD must be responsive to 

the JAOC director. 

c. DIRMOBFOR also has distinct responsibilities in relation to JFC staffs. Air 

mobility requirements do not originate in the JAOC. They originate at the component 

level and are validated by either the theater JMC/JDDOC (when established) or by the 

GCC’s J-3 in coordination with the logistics directorate of a joint staff (J-4). This may 

vary slightly in different theaters. Consequently, an essential role for the 

DIRMOBFOR is to serve as the principal interface between the JAOC, the theater’s 

J-4, and the JMC/JDDOC to ensure appropriate prioritization of air mobility tasks 

while balancing requirements and air mobility capability. 

d. When a JTF is formed, command relationships for air mobility forces will be 

established in accordance with the Unified Command Plan and the Global Force 

Management process. Command of these forces will be as established by the JFC and 

normally exercised through the COMAFFOR and/or JFACC with the advice and 

assistance of the DIRMOBFOR. The JAOC director is charged with the effectiveness of 

joint air operations and focuses on planning, coordinating, allocating, tasking, executing, 

and assessing air operations in the operational area based on JFACC guidance and 

DIRMOBFOR coordination. While the JAOC director provides direction principally to 

the JAOC’s strategy, combat plans, and CODs, the DIRMOBFOR’s focus is on the AMD 

and its primary components. Figure III-14 illustrates the arrangement of the JAOC and 

associated command relationships with respect to air mobility operations. 
Planning and Execution of Joint Air Operations 

III-31 

LEGEND

THE JOINT AIR OPERATIONS CENTER AND COMMAND 

RELATIONSHIPS FOR AIR MOBILITY FORCES

SECRETARY OF DEFENSE

Numbered 

AFCC

AOC 618th TACC

AFTRANS/CC

Theater 

COMAFFOR

USTRANSCOM

AMC/CC

GEOGRAPHIC

COMBATANT 

COMMANDER

JFACC

JAOC

Director DIRMOBFOR

Theater Assigned

Air Mobility Forces

Attached

Air Mobility Forces

Theater Assigned and 

Attached Service 

Organic Mobility Forces 

Attached to JTF

Air Mobility 

Division

USTRANSCOM

Assigned

Air Mobility 

Forces

USTRANSCOM

Air Mobility Forces 

Supporting JTF

JAOC Division

Combat Plans

Combat Ops

Strategy

ISR

JFC

AF Air Force

AFTRANS Air Force Transportation 

Component

AMC Air Mobility Command

AOC air and space operations 

center (USAF)

CC component commander

COCOM combatant command 

(command authority)

COMAFFOR commander, Air Force forces

COORD coordination authority

DIRMOBFOR director of mobility forces

ISR intelligence, surveillance, and 

reconnaissance

JAOC joint air operations center

JFACC joint force air component 

commander

JFC joint force commander

JTF joint task force

OPCON operational control

618th TACC Tanker/Airlift Control Center

USTRANSCOM US Transportation Command

COMMAND COCOM OPCON AS DESIGNATED COORD

Figure III-14. The Joint Air Operations Center and Command Relationships for Air 

Mobility Forces 
Chapter III 

III-32 JP 3-30 

For more detailed information, see JP 3-17, Air Mobility Operations. 

9. Unmanned Aircraft Systems Considerations 

 a. General considerations. UASs should be treated similarly to manned systems 

with regard to the established doctrinal warfighting principles. Like manned aircraft, 

the operation of UASs should adhere to the guidance contained in this publication. While 

the JFC retains the authority to determine the use and control of UAS forces, there are 

some issues for planners and commanders to consider when employing these systems. 

Modern UAS technology provides commanders with additional information resources 

that may enable increased situational awareness. (See Figure III-15.) 

b. Unique characteristics associated with C2 of UASs 

(1) While the C2 processes for UASs are similar to those for manned assets, 

several characteristics of UASs can make C2 particularly challenging:

(a) UAS communication links are generally more critical than those 

required for manned systems. In the event of lost communications, a manned aircraft will 

typically press with the mission and/or return safely to a home base or alternate field. 

Although, UASs can be programmed to return to base upon loss of communication, they 

rely on a nearly continuous stream of communications (for both flight control and 

payload) to successfully complete a mission. Therefore, communications security, and 

specifically bandwidth protection (from both friendly interference and adversary 

action) is imperative.

(b) UASs may be capable of transferring control of the aircraft and/or 

payloads to multiple operators while airborne. Close coordination amongst all potential 

operators is required. 

(c) Most larger UASs have considerably longer endurance times than 

comparable manned systems. Planners must exploit this capability when tasking UAS 

assets. 

 (d) Compliance with the ACO is critical as UA cannot “see and avoid” 

other aircraft, generally have small radar and visual signatures and may not have 

identification, friend, or foe capability. 

Refer to JP 3-52, Joint Airspace Control, for further information. 

(2) Allocation and tasking of UASs in Joint Operations. The JFC process for 

determining what UASs to allocate to the JFACC will be no different than for the 

manned aircraft allocation decision process. Transferring C2 of UASs within a Service 

or functional component can be accomplished through Service or functional command 

structures. 
Planning and Execution of Joint Air Operations 

III-33 

(a) C2 of theater-capable UASs. Theater-capable UASs are able to range 

the theater of operations and/or support multiple users. They can be used to support the 

JFC (UASs made available by component commanders), component commanders’ 

operations (organic UASs), or in support of other component commanders. As these low 

density assets can be in high demand, careful consideration must be made by the JFC and 

JFACC when making apportionment and allocation decisions. The JFC should attempt to 

meet the organic needs of the component commanders, while ensuring the JFACC has the 

assets available to execute JFC assigned JOA-wide operations. These decisions will 

typically change as the phase of an operation changes. As with any joint capable asset, 

UNMANNED AIRCRAFT SYSTEMS 

CATEGORIZATION CHART

AGL above ground level

ft feet

KIAS knots indicated airspeed

kts knots

lbs pounds

MSL mean sea level

UA unmanned aircraft

UAS unmanned aircraft system

LEGEND

UA

Category

Group 1

Maximum

Gross Takeoff

Weight (lbs)

Normal 

Operating 

Altitude (ft)

Speed

(KIAS)

Representative UAS

0-20 < 1200 AGL 100 kts

WASP III, TACMAV

RQ-14A/B, BUSTER,

BATCAM, RQ-11B, 

FPASS, RQ16A, 

Pointer, Aqua/Terra 

Puma

Group 2 21-55 < 3500 AGL < 250 ScanEagle, Silver 

Fox, Aerosonde

Group 3

< 1320

< 18,000 MSL

< 250

RQ-7B Shadow, RQ15 Neptune, XPV-1 

Tern, XPV-2 Mako

Group 4

> 1320

Any 

Airspeed

MQ-5B Hunter, MQ8B Fire Scout, MQ1C ERMP, MQ1A/B/C Predator

Group 5 > 18,000 MSL

MQ-9 Reaper, RQ-4 

Global Hawk, RQ-4N 

BAMS

> 1320

Any 

Airspeed

Figure III-15. Unmanned Aircraft Systems Categorization Chart 
Chapter III 

III-34 JP 3-30 

the JFC retains the authority to utilize any UAS asset to meet the needs of the JFC 

mission. How theater-capable UAS operations are managed and planned will vary based 

on the type and phase of an operation. 

(b) Factors to Consider When Tasking UASs. Users requesting UA 

support should make a concerted effort to request UA in the role of ISR (see paragraph 7, 

“Intelligence, Surveillance, and Reconnaissance Considerations”) or, as an armed UA, in 

which case a desired effect is requested. Depending on the desired effect, there might be 

more than one type of asset available to support a mission requiring armed UA. UASs 

are typically high demand assets due to mission duration, the ability to quickly respond to 

TST requests, and their ability to support multiple users. Retasking a UAS during 

mission execution must be carefully considered. Dynamic retasking of a UAS should be 

done by the appropriate commander after evaluating the full impact of diverting the 

capability from the current mission and the impact to operational success or 

consequences without the asset. Dynamic UAS retasking priorities and procedures must 

be clearly specified in the ROE and SPINS prior to conducting military operations. 

(c) Transfer of Control During Mission Execution. If a UAS or the 

payload is reallocated to support another commander’s objective, the supported 

commander should, to the maximum extent feasible, take advantage of the established C2 

architecture. This will alleviate the necessity for the supported commander to understand 

how assets or payloads, not under his routine command, are controlled (as opposed to 

how they can be used). If it is necessary to control an asset by anyone other than the 

primary UAS operator (e.g., the supported commander wants to control which way to 

direct an electro-optical infrared camera), then they should be familiar with joint 

terminology for controlling the UAS and payload. To adapt to UAS transfer of control, 

intelligence collection managers and ISR operations managers will need to adjust plans 

and reprioritize available ISR assets and capabilities. 

(d) UAS C2 for Dynamic Targeting. Recent operations have 

demonstrated that UASs can be critical to the success of dynamic targeting missions and 

its prosecution of targets of opportunity (unplanned, unanticipated) or TSTs. 

Commanders of UASs should follow established procedures for executing dynamic 

targeting operations. Dynamic targeting situations may require UASs to support CAS, 

strike coordination and reconnaissance, air interdictions, other joint fires missions, and 

PR. Specific tasks for the UAS may include: target acquisition/marking, terminal 

guidance of ordnance, providing precision coordinates for Global Positioning System 

(GPS) aided munitions, delivery of onboard precision-guided ordnance, tactical 

assessment, BDA, and retargeting (i.e., “shoot-look-shoot”). In the dynamic targeting 

role, UASs are routed, controlled, and deconflicted in the same manner as fixed- and 

rotary-winged manned aircraft, as outlined in joint doctrine. 

 c. Mission Planning Considerations. Current doctrinal planning considerations for 

manned aircraft are applicable to UA, with minor modification. 
Planning and Execution of Joint Air Operations 

III-35 

(1) Flight Planning. UA flights must follow all approved planning, 

guidance, and procedures as prescribed in the AOD, ACO, ATO, and SPINS. Typically, 

it is not necessary to include Group 1 UA on the ACO, ATO, or SPINS unless their 

planned operating altitude is such that it could cause a conflict with other airborne 

operations. All other UA (Groups 2-5) shall be included on the ACO, ATO, and SPINS. 

The unique requirements of UAS data links require detailed planning for lost link and/or 

emergency recoveries. 

(2) UA Emergency Planning. UA emergency procedures may be more 

difficult than those of manned platforms. Detailed planning for lost link; lost positioning, 

navigation, and timing (PNT) self-awareness (typically due to GPS signal interference); 

and other emergency procedures and recoveries is required due to the dependence on 

PNT information and the control data link. Planned lost link and emergency profiles 

must be safe and consistent with all airspace requirements, follow ACO guidance, and 

deconflict with other airspace users. Another emergency planning factor is the potential 

for recovery of armed UA into an emergency divert base. Typically the divert base will 

incorporate a compatible launch and recovery element to ensure safe UA recovery. 

d. Defensive Considerations. Our adversaries are developing and acquiring UASs, 

so it is imperative our C2 and DCA nodes are able to differentiate between friendly 

and enemy UAs and cruise missiles. ACPs must not allow a window of opportunity for 

adversaries to exploit. Specifically, the use of coordinating altitudes and standard use 

Army aircraft flight routes by UASs enables efficient and timely use of the airspace, but 

also makes it more difficult for air defense operators to differentiate between friend and 

foe. This type of airspace control is typically procedural control, and not positive control. 

Therefore, UAS operators must follow prescribed airspace control procedures and air 

defense identification procedures in order to prevent fratricide and/or allow enemy UAS 

exploitation of that airspace. Additionally, the use of coordinating altitude penetrating 

restricted operations zones (ROZs) to separate UASs from other airspace should be kept 

to a minimum. A ROZ should be used as an integration tool, not as a segregation tool. 

When a ROZ is utilized for other than its intended purpose (as a “space holder,” for 

example), it becomes an inefficient use of airspace that complicates the ACA duties. 

For a more detailed discussion of UAS considerations, see the Field Manual (FM) 3-

04.15/Navy Tactics, Techniques, and Procedures (NTTP) 3-55.14/Air Force Tactics, 

Techniques, and Procedures (Instruction) (AFTTP[I]) 3-2.64, Multi-Service Tactics, 

Techniques, and Procedures for Tactical Employment of UAS. 

10. Joint Personnel Recovery Considerations

Since PR operations often rely on air assets to accomplish some of the PR execution 

tasks, coordination between the joint personnel recovery center (JPRC) and JAOC is 

essential. The JPRC is responsible for providing the information that goes into the PR 

portion of the ATO SPINS. The JFACC should ensure the ATO includes air assets 

sufficient to accomplish PR tasks. Deconfliction of PR missions from other air missions 

is accomplished through the ATO. If the JPRC is not collocated and integrated into the 
Chapter III 

III-36 JP 3-30 

JAOC, it is essential the JPRC director establish a liaison element within the JAOC to 

facilitate tasking of dedicated PR assets in the ATO, coordinate tasking or redirection of 

air assets to support PR mission execution, monitor ATO and PR mission execution, 

coordinate changes to PR information in the ATO SPINS, assess the effectiveness of PR 

operations, and recommend changes to JFC/JFACC guidance for PR. Service 

components should establish a personnel recovery coordination cell/rescue coordination 

team (PRCC/RCT) to coordinate all component PR activities. When the JFACC is the 

supported commander for PR, the PRCC/RCT and associated communications structure 

may be collocated and form the nucleus of the JPRC. In this case, the PRCC/RCT, when 

augmented by other members of the joint force, is normally designated as the JPRC and 

the JPRC director is tasked with coordinating all PR joint activities. Coordination of PR 

missions, employing JFACC assets, requires integration with the J-3 and COD. 

For additional information on joint personnel recovery, see JP 3-50, Personnel 

Recovery. 
APPENDIX A 

SAMPLE MISSION STATEMENT AND COMMANDER’S INTENT 

The initiation or mission analysis stages of the JOPPA should produce a mission 

statement and a statement of the commander’s intent, both approved by the JFACC. 

SAMPLE MISSION STATEMENT: 

“When directed, JFACC-West conducts joint air operations in the Pacific region to 

protect the deployment of the joint force and to deter aggression. 

Should deterrence fail, JFACC-West, on order, gains air superiority in order to 

enable coalition military operations within the operational area. Concurrently, JFACCWest supports JFLCC-West in order to prevent seizure of NV Pacifica mineral fields. 

On order, JFACC-West shapes the operational environment for a joint 

counteroffensive, supports JFMCC-West for maritime superiority and JFLCC-West for 

ground offensive operations, degrades conventional military power, and destroys 

weapons of mass destruction long/medium delivery capability in order to defeat the 

military forces in the region.” 

SAMPLE STATEMENT OF COMMANDER’S INTENT: 

Purpose. The purpose of the joint air operation is to deter aggression. Should 

deterrence fail, I will gain and maintain air superiority, conduct joint offensive air 

operations, and support the JFLCC counteroffensive in order to restore the territorial 

integrity and ensure the establishment of a legitimate government in a stable Pacifica 

region. 

Military End-state. At the end of this operation: 

a. Adversary military forces will be capable of limited defensive operations, have 

ceased offensive combat operations, and complied with coalition war termination 

conditions. 

b. Adversary will retain no weapons of mass destruction capability. 

c. Allied territorial integrity will be restored. 

d. JFACC-West will have passed air traffic control to local authorities. 

e. JFACC-West will have been disestablished. 

A-1 
Appendix A 

A-2 JP 3-30 

Intentionally Blank 
APPENDIX B 

SAMPLE JOINT AIR ESTIMATE OF THE SITUATION 

1. Introduction 

The JFACC’s estimate of the situation is often produced as the culmination of the 

air COA development and selection stages of the JOPPA. It can be submitted in 

response to or in support of creation of a JFC’s estimate of the situation. It should also 

be used to assist in creation of the JAOP and daily AODs (as required). It reflects the 

JFACC’s analysis of the various air COAs that may be used to accomplish the assigned 

mission(s) and contains the recommendation for the best air COA. The estimate may 

contain as much supporting detail as needed to assist further plan development, but if 

the air estimate is submitted to the JFC or CCDR for a COA decision, it will generally 

be submitted in greatly abbreviated format, providing only the information essential to 

the JFC for arriving at a decision. The following is a notional example of a joint air 

estimate in paragraph format. Use of the format is desirable, but not mandatory and 

may be abbreviated or elaborated where appropriate. It is often published in message 

format. 

For additional information see Chairman of the Joint Chiefs of Staff Manual (CJCSM) 

3122.01, Joint Planning and Execution System (JOPES) Volume I, Planning Policies 

and Procedures. 

2. Sample Joint Air Estimate of the Situation 

a. Mission. State the assigned or deduced mission and its purpose. 

(1) JFC’s mission statement (from the JFC’s estimate), or other overarching 

guidance if the latter is unavailable. 

(2) JFACC’s mission statement. Include additional language indicating how 

overarching guidance will be supported, as required. 

b. Situation and Courses of Action

(1) Commanders’ Intent: 

(a) JFC’s intent statement, if available (or other overarching guidance 

stipulating the end state, as required). 

(b) JFACC’s intent statement (see Appendix A, “Sample Mission 

Statement and Commander's Intent”). 

(2) Objectives. Explicitly state air component objectives and the effects 

required to support their achievement. Include as much detail as required to ensure that 

each objective is clear, decisive, attainable, and measurable. 

B-1 
Appendix B 

(3) Summary of the results of JIPOE. Include a brief summary of the major 

factors pertaining to the characteristics of the operating environment and the relative 

capabilities of all actors within it that may have a significant impact on alternative air 

COAs. 

(4) Adversary capability. Highlight, if applicable, the adversary capabilities 

and psychological characteristics that can seriously affect the accomplishment of the 

mission, giving information that would be useful in evaluating the various air COAs. 

This section should describe, at a minimum, the enemy’s most likely and most 

dangerous potential COAs. 

(5) Force protection requirements. Describe potential threats to friendly 

forces, including such things as the threat of terrorist action prior to, during, and after 

the mission that can significantly affect accomplishment of the mission. 

(6) Own courses of action. List air COAs that offer suitable, feasible, and 

acceptable means of accomplishing the mission. If specific air COAs were prescribed 

in the WARNING ORDER, they must be included. For each air COA, the following 

specific information should be addressed: 

(a) Combat forces required. List capabilities needed, and, if applicable, 

specific units or platforms. For each, list the following, if known: 

1. Force provider. 

2. Destination. 

3. Required delivery date(s). 

4. Coordinated deployment estimate. 

5. Employment estimate. 

6. Strategic lift requirements, if appropriate. 

(b) ISR forces required. List capabilities needed, and, if applicable, 

specific units or capabilities. 

(c) Support forces required. List capabilities needed, and, if applicable, 

specific units or capabilities. 

c. Analysis of Opposing Courses of Action. Highlight adversary capabilities and 

intent (where known) that may have significant impact on friendly COAs. 

d. Comparison of Own Courses of Action. For submission to the JFC, include 

only the final statement of conclusions and provide a brief rationale for the favored air 

B-2 JP 3-30 
Sample Joint Air Estimate of the Situation 

COA. Discuss the relative advantages and disadvantages of the alternative air COAs if 

this will assist the JFC in arriving at a decision. 

e. Recommended Course of Action. State the JFACC’s recommended COA.

B-3 
Appendix B 

B-4 JP 3-30 

Intentionally Blank 
APPENDIX C 

SAMPLE JOINT AIR OPERATIONS PLAN FORMAT 

C-1 

The JAOP format uses the same format as the JFC’s OPLAN but from an air power 

point of view. Each air operations plan will differ with the JOA, situation, and 

capabilities of the joint force. A sample format follows: 

Copy No. 

Issuing Headquarters 

Place of Issue 

Date/Time Group of Signature 

JOINT AIR OPERATIONS PLAN: 

(Number or Code Name) 

REFERENCES: Relevant documents, maps, and charts. This should generally include 

CJCSM 3122.03C, JOPES Volume II, Planning Formats. 

1. SITUATION 

Briefly describe the situation that the plan addresses (see the JFC’s estimate and the 

template below as a guide). Related OPLAN(s) should be identified, as appropriate. 

a. General Guidance. Summarize the operational environment and overall JFC 

mission, guidance, intent, prioritized effects, operational limitations, and specified tasks 

for the JFACC and established support relationships among components that are relevant 

to that guidance. 

b. Area of Concern. Applicable boundaries, as of the operational area(s), area(s) of 

interest, and etc. Include maps as appropriate. 

c. Deterrent Options. Describe air power’s role in these JFC options, if applicable. 

d. Adversary Forces. Overview of the hostile threat, to include: 

(1) Composition, location, disposition, movement, of major adversary forces 

and capabilities that can influence action in the operational environment. 

(2) Adversary strategic concept (if known): should include adversary’s 

perception of friendly vulnerabilities and adversary’s intention regarding those 

vulnerabilities. 

(3) Major adversary objectives (strategic and operational). 

(4) Adversary commanders’ motivations, thought patterns, idiosyncrasies, and 

doctrinal patterns (to the extent known). 
Appendix C 

C-2 JP 3-30 

(5) Operational and sustained capabilities (all relevant adversary forces, not just 

air and counterair). 

(6) Adversary COGs and decisive points. 

(a) Analysis of critical capabilities (CCs), critical requirements (CRs), and 

critical vulnerabilities (CVs) for each. 

(b) Description using logical LOOs, if appropriate. 

e. Friendly Forces. Overview of friendly (US and coalition partner), to include: 

(1) Forces available according to time-phased force and deployment data 

considerations. 

(2) Forces required, based on employment CONOPS. Highlight shortfalls. 

(3) Intent of higher, adjacent, and supporting US and coalition forces and 

commands. 

(4) Friendly COGs. 

(a) Analysis of CCs, CRs, and CVs. 

(b) Steps to be taken to protect friendly CVs. 

f. Assumptions. List, as required. 

g. Legal Considerations. List those of critical importance to operations, such as 

legal restrictions and guidance on targeting. Refer to Annexes, as required. 

2. MISSION

JFACC’s Mission Statement 

3. EXECUTION 

a. Concept of Operations for Joint Air Operations. A statement of the JFACC’s 

intent, objectives, desired effects, and broad employment concepts, to include logical 

LOOs for the desired end state. Phase plans for each phase of the operation. 

 (1) Operational concept for the phase, including objectives (ongoing and 

specific to the phase), intent, desired effects, risk, logical LOOs, plan of operations, 

timing, and duration. 
Sample Joint Air Operations Plan Format 

 (2) General guidance for subordinate units and component’s supported and 

supporting requirements. Ensure that all subordinates’ missions are complementary. 

 (3) Forces or capabilities required by objective. 

 (4) “Be prepared to” missions; phase branches. 

 (5) Reserve capabilities and/or forces, if applicable – reserve in this sense 

meaning capabilities held in operational reserve, not Reserve Component elements of the 

joint force. 

 (6) Mobility considerations for the phase – transportation, lines of 

communications, overflight, basing considerations, and the like that are unique to this 

phase. 

 (7) Information operations – considerations, such as deception, strategic 

communication, and cyberspace capabilities that are unique to the phase. 

b. Tasks. State the component’s supporting and supported requirements for the 

operation in general. Include implied tasks and guidance to subordinates that are not 

specific to a given phase. 

c. Coordinating Instructions. Explain operational terms required for complete 

understanding of the operation, but which are not defined in current JPs. 

d. Exchange of liaison officers. Explain and direct any liaison requirements here, 

including the role of the JACCE. 

4. ADMINISTRATION AND LOGISTICS 

a. Concept of Sustainment. A broad statement of the functional areas of logistics, 

transportation, personnel policies, and administrations, if required. 

b. Logistics. Broad sustainment concept for air operations. Phase considerations 

(synchronized with execution phases – may not be required if already explained in phase 

plans). 

(1) Basing and Overflight. Explain any unique clearance and buildup 

requirements in this section, if not already explained in phase plans. 

(2) Lines of Communications. Explain any requirements relevant to the 

operation. 

(3) Base Opening and Development. Explain any general base opening 

requirements for the operation. Information may also be included in phase plans. 

C-3 
Appendix C 

(4) Maintenance and Modification. Use as required. 

(5) Host Nation Considerations. Explain any unique requirements for the 

operation. 

(6) Reconstitution of Forces. Use as required. 

(7) Inter-Service, Interagency, and Inter-Component Requirements. Use as 

required. 

(8) Foreign Military Assistance. Use as required. 

c. Personnel. Use as required. 

d. Public Affairs. Identify key public affairs requirements necessitated by major 

event (may also be identified in phase plans). 

e. Civil Affairs. Use as required. 

f. Meteorological and Oceanographic. Explain factors like climate and terrain, 

and how they will likely affect air operations. 

g. Geospatial Information. Explain common geospatial reference system 

requirements and plans here. 

h. Medical Services. Use as required. 

5. COMMAND AND CONTROL 

a. Command 

(1) Command Relationships. Specify command relationships for all 

organizations relevant to the JFACC operations. Be as specific as possible. 

(2) Memoranda of Understanding. As applicable. 

(3) Command Headquarters. Designation and location of all air-capable 

command headquarters. 

(4) Continuity of Operations. Any general considerations unique to the 

operation. 

(5) Command Posts. List the designations and locations of each major 

headquarters. 

C-4 JP 3-30 
Sample Joint Air Operations Plan Format 

C-5 

(6) Succession to Command. Designate, in order of succession, the 

commanders responsible for assuming command of the operation in specific applicable 

circumstances. 

b. Control and Communications. General overview of C2 and communication 

systems required to support air operations. 

6. ANNEXES 

JAOP annexes should be written for a functional domain-specific audience and 

contain technical details necessary for C2 of all air organizations and capabilities across 

the joint force. They should contain any details not considered appropriate for the 

relevant section of the main plan. 

A. Task Organization. 

B. Intelligence. 

C. Operations. 

D. Logistics. 

E. Personnel. 

F. Public Affairs. 

G. Civil Affairs. 

H. Meteorological and Oceanographic Operations. 

J. Command Relationships. 

K. Communications and Information. 

L. Environmental Considerations. 

M. Geospatial Information and Services. 

N. Space Operations. 

P. Host-Nation Support. 

Q. Medical Services. 

S. Special Technical Operations. 
Appendix C 

C-6 JP 3-30 

V. Interagency Coordination. 

Y. Strategic Communication. 

(Signed) (Commander) 

DISTRIBUTION: 

SECURITY CLASSIFICATION. 
APPENDIX D 

SAMPLE AIR OPERATIONS DIRECTIVE 

Issuing Headquarters 

Place of Issue 

Period AOD applies to 

Date/Time Group of Signature 

1. Situation 

a. JFC guidance (verbatim). 

(1) JFC’s intent statement. 

(2) Execution guidance (if issued). 

(3) Supported and supporting command relationships. 

b. Enemy situation. 

c. Friendly situation (by joint force component). 

2. Mission 

The JFACC’s mission statement (verbatim). Covers all phases of the operation, but 

AOD may state which phase this AOD applies to. This should not change unless the 

mission itself changes. 

3. Execution – Air Operations 

a. JFACC’s intent. 

(1) Purpose. 

(2) End state. 

b. Execution: What to do, when. 

c. Focus of effort by objective. 

d. Weight of effort by objective. 

e. Acceptable level of risk. 

f. TST guidance. 

g. Other issues (e.g., ISR, IO, space, mobility, focus of effort). 

D-1 
Appendix D 

D-2 JP 3-30 

4. Administration and Logistics 

Logistics considerations affecting operations during the AOD period. 

5. Command and Control 

C2 considerations affecting operations during the AOD period. If there are no 

unique considerations, refer the reader to the JAOP, Appendix J. 

6. Annexes 

Use as required. Typical annexes: 

a. Full listing of end state conditions, objectives, effects, and tasks, including 

measures of performance and effectiveness for each (as applicable). 

b. Commander’s critical information requirements and essential elements of 

information applicable for the AOD period. 
APPENDIX E 

SAMPLE AIRSPACE CONTROL PLAN 

E-1 

 The following is a notional example of an airspace control plan (ACP). Details may 

vary according to the situation. 

Headquarters, JFACC 

(a) JAOC Name and Office Symbol 

Headquarters, Base, or Location 

DD MMM YYYY 

APPENDIX X TO ANNEX C TO [Operation Name] JAOP XX-XX, AIRSPACE 

CONTROL PLAN 

[Operation name] AIRSPACE CONTROL PLAN [Number] (ACP XX-XX). 

EFFECTIVE UPON ORDER BY THE JOINT FORCE COMMANDER (JFC) AND 

FOR THE DURATION OF [Operation Name]. RETAIN THIS DOCUMENT 

THROUGHOUT THE OPERATION. THE DAILY AIRSPACE CONTROL ORDER 

(ACO) IS IN EFFECT Time Zulu (Z)-Time_Z (Time Local [L] Time-L) EACH DAY, 

COINCIDING WITH THE AIR TASKING ORDER (ATO) EFFECTIVE TIMES. 

DOCUMENT LENGTH: X PAGES. 

THIS DOCUMENT IS UNCLASSIFIED. 

REFERENCES: 

JP 3-52, Joint Airspace Control. 

JP 1, Doctrine For The Armed Forces Of The United States. 

Air Force Tactics, Techniques, and Procedures 3-3.AOC, Operational Employment, Air 

and Space Operations Center. 

[Operation name] AIRSPACE MASTER DATA BASE, DAILY ACO, ACMREQ 

FORM, ACP AND AIRSPACE POWERPOINT SLIDES DEPICTING ESTABLISHED 

AIRSPACE AND COORDINATE INFORMATION CAN BE FOUND ON THE 

[Operation or Command Name] WEB PAGE ON SIPRNET LOCATED AT: 

(https://XXX.XXX) 

INDEX OF THE ACP SECTIONS: 

ALPHA: Basic Plan 

 A1. Scope 

 A2. Definition Of Airspace Control 

 A3. Primary Airspace Control Responsibilities 

BRAVO: Special Procedures 

CHARLIE: Points Of Contact 

DELTA: Functional Responsibilities 

ECHO: ACM Request/ACO Promulgation Procedures 
Appendix E 

E-2 JP 3-30 

FOXTROT: ATC Equipment Defined 

GOLF: Abbreviations And Definitions 

HOTEL: Airspace Coordinating Measures (ACM) 

SECTION ALPHA: BASIC PLAN

 A1. SCOPE: Information in this plan does not replace airfield or airspace local 

operating procedures, the flight information publication (FLIP), or service and/or national 

flight operations regulations. 

A2. DEFINITION OF AIRSPACE CONTROL: 

 A2.2.1. OBJECTIVE: To enhance air, land, maritime, and special operations 

force effectiveness in accomplishing the joint task force’s (JTF’s) objectives. 

This is accomplished with the maximum allowable freedom to airspace users 

consistent with the JTF’s determination of acceptable risk. Airspace control 

includes coordinating, integrating, and regulating airspace to increase 

operational effectiveness; however, the airspace control authority (ACA) does 

not have the authority to approve, disapprove, or deny combat operations. Such 

authority is vested in operational commanders. 

 A2.2. TYPES OF AIRSPACE CONTROL: control of airspace will be 

accomplished by two primary means: procedural control and positive control.// 

 A2.2.1. Procedural control is that method of airspace control which relies 

on previously agreed to airspace control measures or procedures which are 

promulgated in the ACP, ACO or air traffic control (ATC) guidance (i.e., 

ROZ, track, orbit). 

A2.2.2. Positive control is that method of airspace control that relies on 

real-time surveillance and guidance of an airspace user by an authorized 

airspace control agency (e.g., ATC, control and reporting center [CRC], 

airborne warning and control system [AWACS]). 

A3. PRIMARY AIRSPACE CONTROL RESPONSIBILITIES 

 A3.1. Joint force air component commander (JFACC): Designated by the JFC 

to accomplish missions and tasks assigned by the JFC to meet JFC objectives. 

[Rank, Name, Office] IS DESIGNATED AS THE [Operation Name] JFACC.// 

A3.2. ACA: The ACA is responsible for the operation of the ACS in the 

airspace control area and develops the ACP for JFC approval and promulgation. 

[Rank, Name], [Operation Name] JFACC, is designated as the ACA with 

headquarters in the joint air operations center (JAOC). The airspace control cell 

of the JAOC will act as the focal point for JTF airspace issues. Modifications to 
Sample Airspace Control Plan 

E-3 

the ACP or the airspace structure will be published in the ACO or special 

instructions (SPINS). 

A3.3. Battlefield coordination detachment (BCD): The BCD is the primary 

interface between the US Army component commander and the JFACC. The 

BCD coordinates ARFOR airspace management needs with the JAOC when the 

JFACC is also designated the ACA. These airspace requirements are generated 

through the AAGS. The BCD coordinates the use of airspace by ground-based 

fire support systems, especially rockets and missiles, and with other airspace 

users such as aviation, UAS, and supporting aircraft. The commander, ARFOR 

is responsible for identifying any required ACMs and FSCMs to both facilitate 

fires and protect other airspace users. The Army identifies airspace 

requirements and submits ACMREQs to the BCD. The BCD coordinates the 

ACMs and designated FSCMs with the ACA’s Airspace Management Team to 

ensure they are included in the ACO per the ACP guidance. The BCD will 

notify the JAOC ACA representative about immediate airspace requirements 

during combat operations if required. The NRT airspace integration is 

conducted by Army AC2 elements with the ACA’s ACS per the ACP. 

A3.4. Airspace users: Any user of airspace, to include operators of aircraft, 

UASs, artillery, missiles, or other flying objects. Airspace users will adhere to 

airspace guidance promulgated in the ACP, ACO or spins while operating 

within the [Operation Name] operational area. Airspace users will adhere to 

host nation ATC procedures while operating outside of the [Operation Name] 

operational area. 

SECTION BRAVO: SPECIAL PROCEDURES

B1. AIR TRAFFIC CONTROL PROCEDURES. 

B1.1. GENERAL. 

B.2. COORDINATING ALTITUDE. To provide deconfliction between fixed- and 

rotary-wing operations, the coordinating altitude for the joint operations area (JOA) is 

XXXX feet above ground level (AGL). 

B.3. IDENTIFICATION PROCEDURE: 

B.3.1. Aircraft penetrating friendly airspace must be classified (friendly, 

unknown, or hostile) within X minutes of initial detection. 

B.4. HELICOPTER PROCEDURES. All rotary-wing aircraft will use see and avoid 

deconfliction procedures at all times. 

B.5. TRANSITION ALTITUDE. 
Appendix E 

E-4 JP 3-30 

B.6. SPECIAL USE AIRSPACE. 

B.7. DEGRADED OPERATIONS. 

B.8. IDENTIFICATION FRIEND OR FOE/SELECTIVE IDENTIFICATION 

FEATURE (IFF/SIF) MODE III PROCEDURES. 

B.8.1. IDENTIFICATION OF HELICOPTERS: 

B.9. EMERGENCY PROCEDURES. 

B.10. WEATHER AVOIDANCE. 

B.11. DIVERT/FUEL DUMPING PROCEDURES. 

B.12. CORRIDORS AND ROUTES: 

B.12.1. CORRIDORS. 

B.12.2. SAFE PASSAGE. 

B.12.3. LAME DUCK PROCEDURES. (A lame duck aircraft is defined as an 

aircraft that is unable to talk, squawk and navigate along promulgated minimum 

risk routes [MRRs]). 

B.13. UNMANNED AIRCRAFT SYSTEMS. 

B.13.1. ESTABLISHING AIRSPACE PARAMETERS. 

B.13.2. UAS DECONFLICTION. Deconfliction will be accomplished using 

ACMs to segregate UASs from other airspace users. 

B.13.3. REAL-TIME DECONFLICTION PROCEDURES. 

B.13.3.1. UAS WITH IFF. 

B.13.3.2. UAS WITHOUT IFF. 

B.13.4 – X.GUIDANCE FOR SPECIFIC TYPES OF UASs. 

B.14. C2 AND ISR PLATFORMS AND UNMANNED AIRCRAFT. 

B.14.1. IN-FLIGHT DECONFLICTION PRIORITY. 

B.14.2. RESPONSIBLE AGENCIES FOR DEPARTURE, ARRIVAL, ENROUTE/OPS AREA DECONFLICTION. 
Sample Airspace Control Plan 

E-5 

B.14.3. EN-ROUTE DECONFLICTION PROCEDURES TO OPERATIONS 

AREA. 

B.15. MONITORING AGENCIES. 

SECTION CHARLIE: POINTS OF CONTACT. 

C.1. Specific points of contact, as required by the operation. Include email and 

internet contact points.

C.2. CHANGES TO THE ACP should be disseminated by separate message as 

required. Proposed changes must be submitted to JFACC airspace management team 

(AMT) in the JAOC at [Location]. 

C.2.1. METHODS TO REQUEST UNCLASSIFIED CHANGES. 

C.2.2. METHODS TO REQUEST CLASSIFIED CHANGES. 

SECTION DELTA: AIRSPACE CONTROL ORDER. 

D.1. JOINT FORCE AIR COMPONENT COMMANDER. Airspace-specific duties 

and responsibilities of the JFACC, as well as required information on who has been 

appointed as the JFACC and what command arrangements have been made to support 

him or her. 

D.2. AIRSPACE CONTROL AUTHORITY. Location and required details on the 

ACA. 

D.3. AIRSPACE MANAGEMENT TEAM (AMT). Location and required details 

about the AMT within the JAOC. 

D.4. COORDINATION AND DECONFLICTION PROCEDURES WITH OTHER 

JOINT FORCE COMPONENTS. 

SECTION ECHO: ACM REQUEST / ACO PROMULGATION PROCEDURES. 

 E.1. INTRODUCTION.

E.1.1. THE JOINT OPERATIONS AREA DEFINED. 

E.1.2. OVERFLIGHT CONSIDERATIONS. 

E.1.3. SPECIAL TARGET RESTRICTIONS. 

 E.2. SUBMISSION RESPONSIBILITIES AND PROCEDURES. 
Appendix E 

E-6 JP 3-30 

 E.3. ACM REQUESTING PROCEDURES. 

E.4. ACM COORDINATION PROCEDURES. 

E.5. ACO PROMULGATION / DISSEMINATION PROCEDURES. 

SECTION FOXTROT: ATC EQUIPMENT DEFINED 

F.1. RADAR SERVICES. 

F.2. NAVIGATIONAL AIDS (NAVAIDS). 

F.3. COMMUNICATION REQUIREMENTS. 

F.4. ATC SERVICES 

F.5. AIRPORT INFORMATION. 

SECTION GOLF: ABBREVIATIONS AND DEFINITIONS 

SECTION HOTEL: AIRSPACE COORDINATING MEASURE 

H.1 INTRODUCTION. 

H.2. AIRSPACE CONTROL DEFINITIONS AND PROCEDURES 

H.3. DECONFLICTION PROCEDURES. 

H.4. ACM TYPES. (IAW US message text format (USMTF) 2000.) 

H.5. ACM USAGE CODES. (USMTF 2000 usage codes) 

 H.6. NO FLY AREA (NOFLY). 
APPENDIX F 

JOINT AIR OPERATIONS CENTER DIVISIONS AND DESCRIPTIONS 

1. Joint Air Operations Center Director 

The JAOC director is charged with effectively managing joint air operations and 

establishing the JAOC battle rhythm. The JAOC director develops and directs processes 

to plan, coordinate, allocate, task, execute, and assess joint air operations in the JOA 

based on JFC and JFACC guidance. The JAOC director’s staff includes division chiefs, 

ATO coordinators, the JAOC manager, information management personnel, and the ATO 

SPINS coordinator (see Figure F-1). 

2. Strategy Division 

The SD concentrates on long-range and near-term planning of joint air operations to 

achieve JFC objectives by developing, refining, disseminating, and assessing the 

JFACC’s strategy. In addition, the SD does near-term planning for space, cyberspace, 

and IO in coordination with joint air operations. Strategy activities are primarily 

reflected in the JAOP, AOD, and the operational assessment report. The SD is divided 

into four teams: strategy plans, strategy guidance, IO, and operational assessment. 

Despite physical proximity to the ATO planning, production, and execution areas within 

the JAOC, SD personnel should not become caught up in execution details. Although the 

IO team is organizationally aligned with the SD, it coordinates IO efforts across all the 

divisions within the JAOC. 

3. Combat Plans Division 

 The CPD is responsible for near-term air operations planning (within 48 hours prior 

to ATO execution). The CPD is divided into four teams: TET, MAAP, ATO production, 

and C2 plans. The TET develops the JFACC’s TNL and produces a draft JIPTL for JFC 

approval. The primary daily products of CPD processes are the ATO and ACO. CPD 

develops the MAAP, assembles the SPINS, and ISR synchronization matrix. The MAAP 

team needs the current AOD, ABP shell, and JIPTL loaded to build missions in the 

proper TBMCS format. The C2 plans team produces the daily ACO, tactical operations 

data, and operational task link message. The ATO production team develops the ABP 

databases, and assembles, publishes, and disseminates the ATO, ACO, and SPINS. 

Additionally, various specialty/support personnel are embedded in the CPD. 

4. Combat Operations Division 

The COD is responsible for the execution of the current ATO (usually the 24 hours 

encompassing the effective period of the ATO). The COD is divided into four teams: 

offensive operations, defensive operations, interface control, and the senior intelligence 

duty officer (SIDO) team. Additionally, various specialty/support personnel are 

embedded in the COD. 

F-1 
Appendix F 

AAMDC US Army Air and Missile Defense 

Command

ACO airspace control order

AFLE Air Force liaison element

ATO air tasking order

BCD battlefield coordination detachment

C2 command and control

IGO intergovernmental organization 

ISR intelligence, surveillance, and 

reconnaissance

JAOC joint air operations center

JFACC joint force air component commander

MAAP master air attack plan

MARLE Marine liaison element

NALE naval and amphibious liaison element

NGO nongovernmental organization

PED processing, exploitation, and 

dissemination

PRCC personnel recovery coordination cell

SIDO senior intelligence duty officer

SOLE special operations liaison element

TET targeting effects team

USTRANSCOM United States Transportation 

Command Authority

LEGEND

Coordination

 JOINT FORCE AIR COMPONENT COMMANDER STAFF AND 

JOINT AIR OPERATIONS CENTER ORGANIZATION

JFACC

Communications

JAOC Director

Personal and Special Staff Personnel

AAMDC AFLE BCD MARLE NALE SOLE USTRANSCOM

Specialty 

and 

Support 

Teams

PRCC

Liaison Elements

Combat 

Plans

TET

MAAP

ATO 

Production

C2 Plans

Strategy

Strategy 

Plans

Strategy 

Guidance

Operational 

Assessment

Information 

Operations

Combat 

Operations

Offensive 

Operations

Defensive 

Operations

SIDO Team

Interface 

Control

ISR

Analysis, 

Correlation, and 

Fusion

Targets/ Tactical 

Assessment

ISR Operations

PED 

Management

Air 

Mobility

Aircraft 

Control

Air Refueling 

Control

Air Mobility 

Control

Aeromedical 

Evacuation

 Unit Liaisons

Interagency 

Liaisons NGOs IGOs Contractors Multinational Liaisons

Figure F-1. Joint Force Air Component Commander Staff and Joint Air Operations 

Center Organization 

F-2 JP 3-30 
Joint Air Operations Center Divisions and Descriptions 

5. Intelligence, Surveillance, and Reconnaissance Division 

For operations in theaters outside the continental United States, the intelligence, 

surveillance, and reconnaissance division (ISRD) is responsible for providing the JFACC 

and JAOC with awareness of adversary activity in the operational area, assisting with 

integrating, planning, and managing airborne ISR operations, developing and maintaining 

targeting information about the adversary, and assisting with execution of ISR operations. 

In addition, ISRD has integrated teams or assigned personnel in other JAOC divisions. 

The ISRD is divided into four teams: analysis, correlation and fusion; targets and tactical 

assessment; ISR operations; and processing, exploitation, and dissemination team. ISR 

personnel, assigned in the SD, assist in the development of overall JFACC strategy, 

JAOP and operational assessment. ISR personnel, assigned in the CPD, provide tailored 

ISR operations planning, threat analysis, and targeting expertise necessary to develop 

detailed execution plans for joint air operations. ISR personnel, assigned to the COD, are 

part of the SIDO team and provide current situational awareness, targeting, and ISR 

operations management for execution of the ATO. 

6. Air Mobility Division 

The AMD plans, coordinates, tasks, and executes the air mobility mission in support 

of the joint air planning and execution process. The AMD consists of four teams: airlift 

control team (ALCT), air refueling control team (ARCT), air mobility control team 

(AMCT), and aeromedical evacuation control team (AECT). ALCT plans, schedules, 

and tasks the theater airlift portion of the ATO. The ARCT plans, schedules, tasks, and 

assists in execution of air refueling missions. The AMCT manages the execution of the 

air mobility missions in the ATO and provides support for the overall air mobility effort. 

The AECT plans, schedules, and monitors execution of AE missions and AE assets to 

support patient movements. Elements within the AMD are matrixed throughout other 

divisions. 

7. Specialty and Support Functions 

Various specialty and support teams provide the JAOC with diverse capabilities to 

help integrate and orchestrate joint air operations. Examples of these functions include 

IO, public affairs, PR/combat search and rescue, staff judge advocate, weather, airspace 

management, and information management. Integration of specialty and support 

capabilities is crucial to the success of the JAOC and joint air operations. 

F-3 
Appendix F 

F-4 JP 3-30 

Intentionally Blank 
APPENDIX G 

LIAISON ELEMENTS WITHIN THE JOINT AIR OPERATIONS CENTER 

G-1 

1. Introduction 

Liaison between forces is essential for coordinated and effective joint air operations. 

Component commanders will exchange liaison elements to assist and coordinate the 

planning and execution of their component’s operations with joint air operations. Liaison 

elements provide senior level interface for air, land, sea, and SOFs. These elements 

consist of personnel who provide component planning and tasking expertise, coordination 

capabilities, and the ability to deconflict component operations and joint air operations. 

A brief summary follows of typical liaison elements. Detailed information can be found 

in respective command and Service documents. 

2. Battlefield Coordination Detachment 

The BCD is organized into a headquarters element and six sections (e.g., plans, 

intelligence, operations, air defense, airspace management, and airlift). The Army 

allocates one BCD per Army service component command (ASCC). The BCD may 

support the ASCC or be tailored to support the senior ARFOR deployed commander’s 

operations. BCD coordinates with and receives objectives, guidance, and priorities from 

the ARFOR commander and staff. Specific missions include processing requests for 

tactical air support, monitoring and interpreting the land battle situation, providing the 

necessary interface for the exchange of current intelligence and operational data, 

coordinating air and missile defense, and airspace management with the JAOC. It 

expedites information exchange through face-to-face coordination with JAOC 

division/teams because the BCD personnel are trained to operate in the JAOC 

environment using TBMCS and understand air component processes. Additionally, the 

BCD supervises the Army air reconnaissance LNO teams and Army ground LNO 

augmentation teams that coordinate Army forces with Air Force reconnaissance, fighter, 

and airlift wings. 

3. Special Operations Liaison Element 

The JFSOCC provides a SOLE to the JFACC, or appropriate Service component air 

C2 facility, to coordinate and synchronize SOF, air and surface operations with joint air 

operations. The SOLE director places LNOs throughout the JFACC’s staff, located in 

the JAOC. The SOLE coordinates, integrates, and deconflicts all SOF air, surface, and 

subsurface activities by providing a SOF presence in the JAOC that is aware of the 

activities of special operations units in the field. Special operations must be closely 

coordinated with joint air operations planning and execution to prevent fratricide, and 

ensure achievement of mission objectives. 

For more information on the SOLE, see JP 3-05, Joint Special Operations; JP 3-05.1, 

Joint Special Operations Task Force Operations; and USSOCOM Directive 535-7, Joint 

Special Operations Liaison Element.
Appendix G 

G-2 JP 3-30 

4. Naval and Amphibious Liaison Element

The NCC/JFMCC (if designated), establishes a NALE to act as the interface between 

the NCC/JFMCC and the JFACC. The NALE is responsive to the JFACC on matters 

pertaining to all Navy operations and Marine Corps amphibious operations and provides 

subject matter experts knowledgeable in the tactics and capabilities of Navy ships, 

aircraft and weapon systems. The NALE coordinates, integrates, and deconflicts all 

Navy air and surface activities by providing visibility of maritime operations and targets 

in the JFACC’s AOD, ATO, and ACO. The NALE processes Navy force and Marine 

Corps landing force requests for air support and monitors and interprets the maritime 

battle situation in the JAOC. The NALE provides the necessary interface for the 

exchange of operational and intelligence data. The NALE also coordinates maritime 

requirements for air defense support, interdiction, and monitors Navy and Marine Corps 

airspace and air traffic control requirements and changes. The NALE provides feedback 

to the organizations within the JAOC on current and future joint air operations 

concerning integration of force requirements. 

5. Marine Liaison Element 

The MARLE is the Marine Corps forces commander’s representative within the 

JAOC and is responsive to the JFACC on matters pertaining to Marine Corps operations. 

The MARLE provides feedback to organizations within the JAOC on current and future 

joint air operations concerning integration of force requirements. 

6. Air Force Liaison Element 

The AFLE provides an interface between the COMAFFOR and the JFACC for 

coordinating and synchronizing Air Force units in support of joint air operations if the 

JFACC is not also the COMAFFOR. Normally, the AFLE is composed of personnel and 

equipment for a general purpose, numbered Air Force’s staff and component 

organizations. AFLE manning is based on a cadre concept with personnel selected for 

their battle management expertise and knowledge of C2 concepts and procedures. The 

cadres are augmented by additional personnel who are specialists knowledgeable in the 

capabilities and tactics of the aircraft, intelligence, or weapons systems being employed. 

The AFLE can be tailored to perform a variety of missions and management functions to 

match the contingency or operation. 

7. Army Air and Missile Defense Command Liaison Team 

The AAMDC liaison team is the senior Army and air defense element. It is the 

primary interface for all land-based Army air and theater missile defense operations. The 

BCD air defense section will coordinate its activities with the AAMDC liaison if 

required. Although the BCD has an air defense section, responsibility to integrate the 

ARFOR air and missile defense resides with the senior air defense artillery commander, 

normally the commander, AAMDC. The AAMDC liaison team responsibilities normally 

include: 
Liaison Elements Within the Joint Air Operations Center 

G-3 

a. Assisting the AADC with the AADP development. 

b. Integrating land-based air and missile defense into theater defensive operations. 

c. Advising the JFACC/AADC regarding ROE, ACMs related to air defense, 

weapons control measures, fire control orders, and air defense warnings. 

d. Advising the AADC on matters regarding land-based air and missile defense 

operations. 

8. Other Liaison 

Liaisons representing coalition/allied forces or interagency organizations may 

improve JAOC situational awareness and contribute to unity of effort. They provide 

invaluable information on their nation’s (or agencies) capabilities and sensitivities. They 

can also help overcome cultural barriers. The JFACC must anticipate the need for LNOs 

and be prepared to proactively coordinate as appropriate. 

See JP 3-0, Joint Operations, and JP 3-16, Multinational Operations, for further 

discussion on the subject.
Appendix G 

G-4 JP 3-30 

Intentionally Blank 
APPENDIX H 

THE JOINT AIR COMPONENT COORDINATION ELEMENT 

1. General 

A JACCE is a small team of airpower experts that can be used to facilitate 

coordination between a JFACC and other component commanders or the JFC. The 

JACCE is intended as a facilitator, and should not be used in place of existing, more 

formal methods of coordination. The JACCE will not bear any responsibilities of the 

JAOC nor will it replace any JAOC processes or sub-processes. The JAFFAC may 

simultaneously deploy multiple JACCEs as liaisons to the JTF, subordinate joint forces, 

or Services, while operating from home station or a deployed location. Some general 

considerations include: 

a. The JACCE director’s rank should be high enough to work effectively with the 

JFC or component commander whom they are supporting. 

b. The JACCE director should be supported by a staff. Its size should reflect the 

breadth of the operation and normally includes plans, operations, intelligence, airspace 

management, space, and air mobility. Additionally, administration and communications 

support may be needed. 

(1) The JACCE staff should be representative of the JFACC’s staff and should 

be composed primarily of personnel from the JFACC’s Service or component (e.g., if the 

JFACC is a naval officer and the JAOC is composed primarily of naval personnel, then 

the JACCE should also be composed primarily of naval personnel). 

(2) The JACCE staff should be tailored in expertise to the supported/supporting 

headquarters. 

(a) For example, a JACCE, to a JFLCC who commands a very large land 

force involved in major combat, should be relatively large and the JACCE should have 

requisite experience in supporting land operations with joint air power. The JACCE 

should also understand how land forces can support the air scheme of maneuver. 

(b) The JACCE, deployed to a JTF headquarters conducting a humanitarian 

relief operation, would be composed very differently. 

c. Authority and responsibility of the JACCE should be tailored to JFACC needs. 

In some situations the JFACC may give the JACCE significant latitude in their authority 

to represent the JFACC; in other cases the JFACC may be more restrictive. 

d. Working relationships. The JFACC should introduce the JACCE director to the 

supported component commander or JFC to establish the desired working relationship. If 

this is not possible, the JFACC should at least meet face-to-face with the JACCE prior to 

the JACCE assuming their duties. 

H-1 
Appendix H 

e. Communications. A key to the JACCE’s success is its ability to communicate 

and gather information. Better communication should lead to better information and thus 

to better advice from the JACCE. Some members of the JACCE will require access to 

special access programs or compartmentalized information and they should deploy with 

the requisite clearances. 

2. Presentation and Command/Control Relationships 

Ideally, the JFACC and other component commanders would be located together and 

there would be no need for a JACCE – the JFACC and other commanders could work 

side-by-side and talk face-to-face. Headquarters are often not located together, however, 

so a JACCE is presented to the other commanders in order to bridge that physical 

separation. The JFACC retains OPCON of the JACCE, but Service components retain 

administrative control of their personnel within it. There are two general modes of 

JACCE presentation: internal and external to a JTF. 

a. Presentation with JFACC internal to a JTF 

(1) In this model the CCDR has established a JTF, the JFACC is subordinate to 

the commander, JTF, and JACCE are presented as needed laterally to other functional 

component commanders and upward to the JTF. This is illustrated in Figure H-1. 

(2) Although a JSOTF normally includes a JSOACC, the JSOACC is focused 

on employment of SOF aviation. A JACCE may be required if “conventional” aviation 

provided by the JFACC is to be integrated with SOF to provide non-SOF capabilities. 

b. Presentation with JFACC external to a JTF. In this model there is a mix of 

several JTFs within a theater, but only one fully capable JAOC to service all components. 

In such instances, there is usually one JFACC reporting to the geographic CCDR. The 

JFACC provides centralized control of all joint air power across the theater and supports 

multiple JTFs based on the CCDR’s priorities. This arrangement usually occurs because 

there are insufficient air assets to supply each JTF with adequate air component 

representation and thus there is no separate air component within the JTFs. 

H-2 JP 3-30 
The Air Component Coordination Element 

Example 1: Commander of US Central Air Forces, while acting as the 

combined force air component commander for the Commander of US 

Central Command, simultaneously provides support to separate joint 

task forces (JTFs) in Iraq, Afghanistan, and the Horn of Africa. 

Example 2: The US Northern Air Forces/First Air Force Commander, 

acting as the Joint Force Air Component Commander for Operation 

NOBLE EAGLE in the continental Untied States (CONUS), may also 

support separate JTFs responding to separate disasters in CONUS. In 

this case, if there are very limited Air Force forces operational control 

to the JTF, then the joint air component coordination element (JACCE) 

director could be dual-hatted as the commander, Air Force forces, 

depending on the JACCE director’s ability to handle both jobs.

LEGEND

JACCE joint air component coordination 

element

JFACC joint force air component 

commander

JFLCC joint force land component 

commander

STRUCTURE FOR JOINT FORCE AIR COMPONENT 

COMMANDER INTERNAL TO A JOINT TASK FORCE

JFMCC joint force maritime component 

commander

JFSOCC joint force special operations 

component commander

JTF joint task force

COMBATANT COMMANDER

JFACC JFLCC JFMCC JFSOCC

JTF COMMANDER

JACCE

JACCE JACCE JACCE

Figure H-1. Structure for Joint Force Air Component Commander Internal to a Joint 

Task Force 

H-3 
Appendix H 

c. Presentation to Service components. In those cases when a JFC elects not to 

designate functional component commanders, the COMAFFOR may provide JACCEs to 

the other Service component commanders and the JFC as necessary. Duties and 

relationships remain as stated. 

d. Presentation in multinational operations. In multinational operations JACCEs 

may be presented as necessary. The model should be similar to that depicted in Figure 

H-1 above. (See Figure H-2.) 

3. Joint Air Component Coordination Element Authority, Command Relations, 

 and Functions and Responsibilities 

The joint air component coordination element: 

a. Derives all authority from the JFACC. 

LEGEND

JACCE joint air component coordination 

element

JFACC joint force air component 

commander

JFLCC joint force land component 

JFMCC joint force maritime component 

commander

JFSOCC joint force special operations 

component commander

JTF joint task force

COMBATANT COMMANDER

JFLCC JFMCC JFSOCC

JFACC

JTF COMMANDER

JACCE

JACCE JACCE JACCE

 STRUCTURE FOR JOINT FORCE AIR COMPONENT 

COMMANDER EXTERNAL TO A JOINT TASK FORCE

Figure H-2 Structure for Joint Force Air Component Commander External to a Joint 

Task Force

H-4 JP 3-30 
The Air Component Coordination Element 

b. Authority can change over time, depending on operation dynamics. 

c. Is presented in a liaison role (not with operational or TACON of forces, or in 

direct support of the host component commander) and communicates, facilitates, advises, 

coordinates, and supports the effective interplay between the JFACC and the host 

commander(s). 

d. Communicates: 

(1) The host commander’s decisions, priorities, interests, and plans to the 

JFACC. 

(2) The JFACC’s intent, capabilities, restraints, and air component perspective 

to the host commander. 

e. Advises and assists in planning supporting and supported relationship options. 

f. Facilitates the staff process for the JFACC and host commander. 

g. Should not replace, replicate, or circumvent in-place request mechanisms (such as 

target requests, air apportionment, etc.). 

H-5 
Appendix H 

H-6 JP 3-30 

Intentionally Blank 
APPENDIX J 

REFERENCES

J-1 

The development of JP 3-30 is based upon the following sources: 

1. DOD Publications 

 Department of Defense Directive 5100.1, Functions of The Department Of Defense

And Its Major Components. 

2. CJCS Publications 

 a. Chairman of the Joint Chiefs of Staff (CJCS) Instruction 3151.01B, Global 

Command and Control System Common Operational Picture Reporting Requirements. 

 b. CJCSM 3122.01A, Joint Operation Planning and Execution System (JOPES), 

Vol. I, Planning Policies and Procedures. 

 c. CJCSM 3122.03C, JOPES, Vol. II, Planning Formats. 

 d. JP 1, Doctrine for the Armed Forces of the United States. 

 e. JP 2-0, Joint Intelligence. 

 f. JP 2-01, Joint and National Intelligence Support to Military Operations. 

 g. JP 2-01.3, Joint Intelligence Preparation of the Operational Environment. 

 h. JP 3-0, Joint Operations. 

 i. JP 3-01, Countering Air and Missile Threats. 

 j. JP 3-03, Joint Interdiction. 

 k. JP 3-04, Joint Shipboard Helicopter Operations.

 l. JP 3-05, Doctrine for Joint Special Operations. 

 m. JP 3-05.1, Joint Special Operations Task Force Operations. 

 n. JP 3-08, Interorganizational Coordination During Joint Operations.

 o. JP 3-09, Joint Fire Support. 

 p. JP 3-09.3, Close Air Support. 

 q. JP 3-11, Operations in Chemical, Biological, Radiological, and Nuclear 

Environments. 
Appendix J 

J-2 JP 3-30 

 r. JP 3-13, Information Operations. 

 s. JP 3-13.1, Electronic Warfare. 

 t. JP 3-14, Space Operations. 

 u. JP 3-16, Multinational Operations. 

 v. JP 3-17, Air Mobility Operations. 

 w. JP 3-50, Personnel Recovery. 

 x. JP 3-52, Joint Airspace Control. 

 y. JP 3-60, Joint Targeting. 

 z. JP 4-02, Health Service Support. 

 aa. JP 5-0, Joint Operation Planning. 

3. Service Publications 

 a. AFTTP 3-3.AOC, Operational Employment – Air and Space Operations Center 

(U). 

 b. NTTP 3-03.4, Naval Strike and Air Warfare. 

 c. FM 3-04.15/ NTTP 3-55.14/AFTTP(I) 3-2.64, Multi-Service Tactics, Techniques, 

and Procedures for Tactical Employment of UAS. 

 d. NTTP 3-20.8/AFTTP 3-2.74, Multi-Service Tactics, Techniques, and Procedures 

for Air Operations in Maritime Surface Warfare. 

4. United States Special Operations Command Publications 

 a. USSOCOM Directive 535-7, Joint Special Operations Liaison Element. 

 b. USSOCOM Directive 535-8, Joint Special Operations Air Component. 
APPENDIX K 

ADMINISTRATIVE INSTRUCTIONS 

1. User Comments 

 Users in the field are highly encouraged to submit comments on this publication to: 

Commander, United States Joint Forces Command, Joint Warfighting Center, ATTN: 

Joint Doctrine Group, 116 Lake View Parkway, Suffolk, VA 23435-2697. These 

comments should address content (accuracy, usefulness, consistency, and organization), 

writing, and appearance. 

2. Authorship 

 The lead agent for this publication is the US Air Force. The Joint Staff doctrine 

sponsor for this publication is the J-3. 

3. Supersession 

 This publication supersedes JP 3-30, 5 June 2003, Command and Control for Joint 

Air Operations. 

4. Change Recommendations 

 a. Recommendations for urgent changes to this publication should be submitted: 

 TO: LEMAY CENTER MAXWELL AFB AL//CC// 

 INFO: JOINT STAFF WASHINGTON DC//J7-JEDD// 

 CDRUSJFCOM NORFOLK VA//DOC GP// 

 Routine changes should be submitted to the Commander, Joint Warfighting Center – 

Doctrine and Education Group, and info the Director for Operational Plans and Joint 

Force Development (J-7)/JEDD, via the CJCS JEL at http://www.ditc.mil/doctrine. 

 b. When a Joint Staff directorate submits a proposal to the Chairman of the Joint 

Chiefs of Staff that would change source document information reflected in this 

publication, that directorate will include a proposed change to this publication as an 

enclosure to its proposal. The Military Services and other organizations are requested to 

notify the Joint Staff/J-7 when changes to source documents reflected in this publication 

are initiated. 

 c. Record of Changes: 

CHANGE COPY DATE OF DATE POSTED 

NUMBER NUMBER CHANGE ENTERED BY REMARKS 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

K-1 
Appendix K 

K-2 JP 3-30 

5. Distribution Publications 

 Local reproduction is authorized and access to unclassified publications is 

unrestricted. However, access to and reproduction authorization for classified JPs must 

be in accordance with DOD 5200.1-R, Information Security Program. 

6. Distribution of Electronic Publications 

 a. Joint Staff J-7 will not print copies of JPs for distribution. Electronic versions are 

available on JDEIS at https://jdeis.js.mil (NIPRNET), and https://jdeis.js.smil.mil 

(SIPRNET) and on the JEL at http://www.dtic.mil/doctrine (NIPRNET). 

 b. Only approved JPs and joint test publications are releasable outside the combatant 

commands, Services, and Joint Staff. Release of any classified JP to foreign governments 

or foreign nationals must be requested through the local embassy (Defense Attaché 

Office) to DIA Foreign Liaison Office, PO-FL, Room 1E811, 7400 Defense Pentagon, 

Washington, D.C. 20301-7400. 

 c. CD-ROM. Upon request of a JDDC member, the Joint Staff J-7 will produce and 

deliver one CD-ROM with current JPs.
GLOSSARY 

PART I — ABBREVIATIONS AND ACRONYMS 

AADC area air defense commander 

AADP area air defense plan 

AAGS Army air-ground system 

AAMDC US Army Air and Missile Defense Command 

ABP air battle plan 

AC2 airspace command and control 

ACA airspace control authority 

ACE aviation combat element 

ACM airspace coordinating measure 

ACO airspace control order 

ACP airspace control plan 

ACS airspace control system 

ADAM air defense airspace management 

AE aeromedical evacuation 

AECT aeromedical evacuation control team 

AETF air and space expeditionary task force 

AFLE Air Force liaison element 

AFTTP Air Force tactics, techniques, and procedures 

ALCT airlift control team 

ALLOREQ allocation request 

AMCT air mobility control team 

AMD air mobility division 

AOC air and space operations center (USAF) 

AOD air operations directive 

AOR area of responsibility 

ARCT air refueling control team 

ARFOR Army forces 

ASCC Army Service component command 

ASOC air support operations center 

ATO air tasking order 

BAE brigade aviation element 

BCD battlefield coordination detachment 

BDA battle damage assessment 

C2 command and control 

CAS close air support 

CC critical capability 

CCDR combatant commander 

CDRJSOTF commander, joint special operations task force 

CJCSM Chairman of the Joint Chiefs of Staff manual 

CMA collection management authority 

COA course of action 

COD combat operations division 

COG center of gravity 

GL-1 
Glossary 

COMAFFOR commander, Air Force forces 

CONOPS concept of operations 

CPD combat plans division 

CR critical requirement 

CV critical vulnerability 

CWC composite warfare commander 

DAL defended asset list 

DASC direct air support center 

DCA defensive counterair 

DIRMOBFOR director of mobility forces 

FM field manual (Army) 

FSCL fire support coordination line 

GCC geographic combatant commander 

GPS Global Positioning System 

IGO intergovernmental organization 

IO information operations 

IPB intelligence preparation of the battlespace 

ISR intelligence, surveillance, and reconnaissance 

ISRD intelligence, surveillance, and reconnaissance division 

J-2 intelligence directorate of a joint staff 

J-3 operations directorate of a joint staff 

J-4 logistics directorate of a joint staff 

JACCE joint air component coordination element 

JAOC joint air operations center 

JAOP joint air operations plan 

JDDOC joint deployment and distribution operations center 

JFACC joint force air component commander 

JFC joint force commander 

JFLCC joint force land component commander 

JFMCC joint force maritime component commander 

JFSOCC joint force special operations component commander 

JIPCL joint integrated prioritized collection list 

JIPOE joint intelligence preparation of the operational 

 environment 

JIPTL joint integrated prioritized target list 

JMC joint movement center 

JOA joint operations area 

JOC joint operations center 

JOPPA joint operation planning process for air 

JP joint publication 

JPRC joint personnel recovery center 

GL-2 JP 3-30 
Glossary 

JSOACC joint special operations air component commander 

JSOTF joint special operations task force 

JTCB joint targeting coordination board 

JTF joint task force 

LNO liaison officer 

LOO line of operations 

MAAP master air attack plan 

MACCS Marine air command and control system 

MAGTF Marine air-ground task force 

MARLE Marine liaison element 

MOC maritime operations center 

MOE measure of effectiveness 

MOP measure of performance 

NALE naval and amphibious liaison element 

NCC Navy component commander 

NGO nongovernmental organization 

NTACS Navy tactical air control system 

NTTP Navy tactics, techniques, and procedures 

OCA offensive counterair 

OGA other government agency 

OPCON operational control 

OPLAN operation plan 

PED processing, exploitation, dissemination

PNT positioning, navigation, and timing 

PR personnel recovery 

PRCC personnel recovery coordination cell 

RCT rescue coordination team (Navy) 

ROE rules of engagement 

ROZ restricted operations zone 

618th TACC 618th Tanker Airlift Control Center 

SCA space coordinating authority 

SD strategy division 

SIDO senior intelligence duty officer 

SOAGS special operations air-ground system 

SOF special operations forces 

SOLE special operations liaison element 

SPINS special instructions 

GL-3 
Glossary 

GL-4 JP 3-30 

TACC tactical air command center (Marine Corps); 

 tactical air control center (Navy) 

TACON tactical control 

TACS theater air control system 

TAGS theater air-ground system 

TBMCS theater battle management core system 

TET targeting effects team 

TNL target nomination list 

TPFDD time-phased force and deployment data 

TST time-sensitive target 

UA unmanned aircraft 

UAS unmanned aircraft system 

USTRANSCOM United States Transportation Command 

WMD weapons of mass destruction 
PART II – TERMS AND DEFINITIONS 

 Unless otherwise annotated, this publication is the proponent for all terms and 

definitions found in the glossary. Upon approval, JP 1-02, Department of Defense 

Dictionary of Military and Associated Terms, will reflect this publication as the source 

document for these terms and definitions. 

air and space expeditionary task force. A deployed numbered air force or command 

echelon immediately subordinate to a numbered air force provided as the United 

States Air Force component command committed to a joint operation. Also called 

AETF. (This term and its definition modify the existing term and its definition and 

are approved for inclusion in JP 1-02.) 

air and space operations center. The senior agency of the Air Force component 

commander that provides command and control of Air Force air and space 

operations and coordinates with other components and Services. Also called AOC. 

(This term and its definition modify the existing term “Air Force air and space 

operations center” and its definition and are approved for inclusion in JP 1-02.) 

air apportionment. See apportionment (air). (JP 1-02. SOURCE: JP 3-30) 

air component coordination element. An Air Force component element that interfaces 

and provides liaison with the joint force land component commander, or commander 

Army forces. The air component coordination element is the senior Air Force 

element assisting the joint force land component commander, or commander Army 

forces in planning air component supporting and supported requirements. Also 

called ACCE. (This term and its definition modify the existing term and its 

definition and are approved for inclusion in JP 1-02.) 

air defense. Defensive measures designed to destroy attacking enemy aircraft or missiles 

in the atmosphere, or to nullify or reduce the effectiveness of such attack. Also 

called AD. (JP 1-02. SOURCE: JP 3-01) 

air domain. The atmosphere, beginning at the Earth’s surface, extending to the altitude 

where its effects upon operations become negligible. (Approved for inclusion in JP 

1-02.) 

air employment/allocation plan. None. (Approved for removal from JP 1-02.) 

Air Force Component Headquarters. None. (Approved for removal from JP 1-02.) 

air interdiction. Air operations conducted to divert, disrupt, delay, or destroy the 

enemy’s military potential before it can be brought to bear effectively against 

friendly forces, or to otherwise achieve objectives. Air interdiction is conducted at 

such distance from friendly forces that detailed integration of each air mission with 

GL-5 
Glossary 

the fire and movement of friendly forces is not required. (JP 1-02. SOURCE: JP 

3-0) 

air offensive. None. (Approved for removal from JP 1-02.) 

air reconnaissance. None. (Approved for removal from JP 1-02.) 

airspace control area. Airspace that is laterally defined by the boundaries of the 

operational area, and may be subdivided into airspace control sectors. (JP 1-02. 

SOURCE: JP 3-01) 

 

airspace control authority. The commander designated to assume overall responsibility 

for the operation of the airspace control system in the airspace control area. Also 

called ACA. (JP 1-02. SOURCE: JP 3-52) 

airspace control order. An order implementing the airspace control plan that provides 

the details of the approved requests for airspace coordinating measures. It is 

published either as part of the air tasking order or as a separate document. Also 

called ACO. (JP 1-02. SOURCE: JP 3-52) 

airspace control plan. The document approved by the joint force commander that 

provides specific planning guidance and procedures for the airspace control system 

for the joint force operational area. Also called ACP. (JP 1-02. SOURCE: JP 3-52) 

airspace control system. An arrangement of those organizations, personnel, policies, 

procedures, and facilities required to perform airspace control functions. Also called 

ACS. (JP 1-02. SOURCE: JP 3-52) 

air superiority. That degree of dominance in the air battle of one force over another that 

permits the conduct of operations by the former and its related land, maritime, and 

air forces at a given time and place without prohibitive interference by the opposing 

force. (This term and its definition modify the existing term and its definition and 

are approved for inclusion in JP 1-02.) 

air support operations center. The principal air control agency of the theater air control 

system responsible for the direction and control of air operations directly supporting 

the ground combat element. It coordinates air missions requiring integration with 

other supporting arms and ground forces. It normally collocates with the Army 

tactical headquarters senior fire support coordination center within the ground 

combat element. Also called ASOC. (JP 1-02. SOURCE: 3-09.3) 

air support request. A means to request preplanned and immediate close air support, air 

interdiction, air reconnaissance, surveillance, escort, helicopter airlift, and other 

aircraft missions. Also called AIRSUPREQ. (JP 1-02. SOURCE: JP 3-30) 

GL-6 JP 3-30 
Glossary 

air supremacy. That degree of air superiority wherein the opposing air force is 

incapable of effective interference. (JP 1-02. SOURCE: JP 3-30) 

air tasking order. A method used to task and disseminate to components, subordinate 

units, and command and control agencies projected sorties, capabilities and/or forces 

to targets and specific missions. Normally provides specific instructions to include 

call signs, targets, controlling agencies, etc., as well as general instructions. Also 

called ATO. (JP 1-02. SOURCE: JP 3-30) 

air tasking order/confirmation. None. (Approved for removal from JP 1-02.) 

allocation. In a general sense, distribution for employment of limited forces and 

resources among competing requirements. Specific allocations (e.g., air sorties, 

nuclear weapons, forces, and transportation) are described as allocation of air sorties, 

nuclear weapons, etc. (JP 1-02. SOURCE: JP 5-0) 

allocation request. A message used to provide an estimate of the total air effort, to 

identify any excess and joint force general support aircraft sorties, and to identify 

unfilled air requirements. This message is used only for preplanned missions and is 

transmitted on a daily basis, normally 24 hours prior to the start of the next air 

tasking day. Also called ALLOREQ. (JP 1-02. SOURCE: JP 3-30) 

apportionment (air). The determination and assignment of the total expected effort by 

percentage and/or by priority that should be devoted to the various air operations for 

a given period of time. Also called air apportionment. (JP 1-02. SOURCE: JP 3-0) 

area air defense commander. Within a unified command, subordinate unified 

command, or joint task force, the commander will assign overall responsibility for 

air defense to a single commander. Normally, this will be the component 

commander with the preponderance of air defense capability and the command, 

control, and communications capability to plan and execute integrated air defense 

operations. Representation from the other components involved will be provided, as 

appropriate, to the area air defense commander’s headquarters. Also called AADC. 

(JP 1-02. SOURCE: JP 3-52) 

centralized control. 1. In air defense, the control mode whereby a higher echelon 

makes direct target assignments to fire units. 2. In joint air operations, placing 

within one commander the responsibility and authority for planning, directing, and 

coordinating a military operation or group/category of operations. (JP 1-02. 

SOURCE: JP 3-30) 

clean aircraft. None. (Approved for removal from JP 1-02.) 

close air support. Air action by fixed- and rotary-wing aircraft against hostile targets 

that are in close proximity to friendly forces and that require detailed integration of 

GL-7 
Glossary 

each air mission with the fire and movement of those forces. Also called CAS. (JP 

1-02. SOURCE: JP 3-0) 

collateral damage. Unintentional or incidental injury or damage to persons or objects 

that would not be lawful military targets in the circumstances ruling at the time. 

Such damage is not unlawful so long as it is not excessive in light of the overall 

military advantage anticipated from the attack. (JP 1-02. SOURCE: JP 3-60) 

combat search and rescue. The tactics, techniques, and procedures performed by forces 

to effect the recovery of isolated personnel during combat. Also called CSAR. (JP 

1-02. SOURCE: JP 3-50) 

composite wing. None. (Approved for removal from JP 1-02.) 

coordinating altitude. A procedural airspace control method to separate fixed- and 

rotary-wing aircraft by determining an altitude below which fixed-wing aircraft will 

normally not fly and above which rotary-wing aircraft normally will not fly. The 

coordinating altitude is normally specified in the airspace control plan and may 

include a buffer zone for small altitude deviations. (JP 1-02. SOURCE: JP 3-52) 

coordinating authority. A commander or individual assigned responsibility for 

coordinating specific functions or activities involving forces of two or more Military 

Departments, two or more joint force components, or two or more forces of the same 

Service. The commander or individual has the authority to require consultation 

between the agencies involved, but does not have the authority to compel agreement. 

In the event that essential agreement cannot be obtained, the matter shall be referred 

to the appointing authority. Coordinating authority is a consultation relationship, not 

an authority through which command may be exercised. Coordinating authority is 

more applicable to planning and similar activities than to operations. (JP 1-02. 

SOURCE: JP 1) 

counterair. A mission that integrates offensive and defensive operations to attain and 

maintain a desired degree of air superiority. Counterair missions are designed to 

destroy or negate enemy aircraft and missiles, both before and after launch. (JP 

1-02. SOURCE: JP 3-01) 

cyberspace. A global domain within the information environment consisting of the 

interdependent network of information technology infrastructures, including the 

Internet, telecommunications networks, computer systems, and embedded processors 

and controllers. (JP 1-02. SOURCE: CJCS CM-0363-08). 

decentralized execution. Delegation of execution authority to subordinate commanders. 

(JP 1-02. SOURCE: JP 3-30) 

GL-8 JP 3-30 
Glossary 

decision point. A point in space and time when the commander or staff anticipates 

making a key decision concerning a specific course of action. (JP 1-02. SOURCE: 

JP 5-0) 

decisive point. A geographic place, specific key event, critical factor, or function that, 

when acted upon, allows commanders to gain a marked advantage over an adversary 

or contribute materially to achieving success. (JP 1-02. SOURCE: JP 3-0) 

 

director of mobility forces. Normally a senior officer who is familiar with the area of 

responsibility or joint operations area and possesses an extensive background in air 

mobility operations. When established, the director of mobility forces serves as the 

designated agent for all air mobility issues in the area of responsibility or joint 

operations area, and for other duties as directed. The director of mobility forces 

exercises coordinating authority between the air operations center (or appropriate 

theater command and control node), the tanker airlift control center, the air mobility 

operations control center (when established and when supporting subordinate 

command objectives), and the joint movement center, in order to expedite the 

resolution of air mobility issues. The director of mobility forces may be sourced 

from the theater’s organizations or US Transportation Command. Additionally, the 

director of mobility forces, when designated, will ensure the effective integration of 

intertheater and intratheater air mobility operations and facilitate the conduct of 

intratheater air mobility operations. Also called DIRMOBFOR. (JP 1-02. 

SOURCE: JP 3-17) 

dynamic targeting. Targeting that prosecutes targets identified too late, or not selected 

for action in time to be included in deliberate targeting. (JP 1-02. SOURCE: JP 

3-60). 

end state. The set of required conditions that defines achievement of the commander’s 

objectives. (JP 1-02. SOURCE: JP 3-0) 

flight. 1. In Navy and Marine Corps usage, a specified group of aircraft usually engaged 

in a common mission. 2. The basic tactical unit in the Air Force, consisting of four 

or more aircraft in two or more elements. 3. A single aircraft airborne on a 

nonoperational mission. (JP 1-02. SOURCE: JP 3-30) 

intelligence, surveillance, and reconnaissance. An activity that synchronizes and 

integrates the planning and operation of sensors, assets, and processing, exploitation, 

and dissemination systems in direct support of current and future operations. This is 

an integrated intelligence and operations function. Also called ISR. (JP 1-02. 

SOURCE: JP 2-01)

interdiction. 1. An action to divert, disrupt, delay, or destroy the enemy’s military 

surface capability before it can be used effectively against friendly forces, or to 

otherwise achieve objectives. 2. In support of law enforcement, activities conducted 

to divert, disrupt, delay, intercept, board, detain, or destroy, as appropriate, vessels, 

GL-9 
Glossary 

vehicles, aircraft, people, and cargo. See also air interdiction. (JP 1-02. SOURCE: 

JP 3-03) 

joint air component coordination element. A general term for the liaison element that 

serves as the direct representative of the joint force air component commander for 

joint air operations. Also called JACCE. (Approved for inclusion in JP 1-02.) 

joint air operations. Air operations performed with air capabilities/forces made 

available by components in support of the joint force commander’s operation or 

campaign objectives, or in support of other components of the joint force. (JP 1-02. 

SOURCE: JP 3-30) 

joint air operations center. A jointly staffed facility established for planning, directing, 

and executing joint air operations in support of the joint force commander’s 

operation or campaign objectives. Also called JAOC. (JP 1-02. SOURCE: JP 3-30) 

joint air operations plan. A plan for a connected series of joint air operations to achieve 

the joint force commander’s objectives within a given time and joint operational 

area. Also called JAOP. (JP 1-02. SOURCE: JP 3-30) 

joint force air component commander. The commander within a unified command, 

subordinate unified command, or joint task force responsible to the establishing 

commander for making recommendations on the proper employment of assigned, 

attached, and/or made available for tasking air forces; planning and coordinating air 

operations; or accomplishing such operational missions as may be assigned. The 

joint force air component commander is given the authority necessary to accomplish 

missions and tasks assigned by the establishing commander. Also called JFACC. 

(JP 1-02. SOURCE: JP 3-0) 

joint guidance, apportionment, and targeting team. None. (Approved for removal 

from JP 1-02.) 

joint integrated prioritized target list. A prioritized list of targets approved and 

maintained by the joint force commander. Targets and priorities are derived from 

the recommendations of components and other appropriate agencies, in conjunction 

with their proposed operations supporting the joint force commander’s objectives 

and guidance. Also called JIPTL. (JP 1-02. SOURCE: JP 3-60) 

 

joint special operations air component commander. The commander within a joint 

force special operations command responsible for planning and executing joint 

special operations air activities. Also called JSOACC. (JP 1-02. SOURCE: JP 

3-05) 

 

joint targeting coordination board. A group formed by the joint force commander to 

accomplish broad targeting oversight functions that may include but are not limited 

to coordinating targeting information, providing targeting guidance and priorities, 

GL-10 JP 3-30 
Glossary 

and refining the joint integrated prioritized target list. The board is normally 

comprised of representatives from the joint force staff, all components, and if 

required, component subordinate units. Also called JTCB. (JP 1-02. SOURCE: JP 

3-60) 

maritime domain. The oceans, seas, bays, estuaries, islands, coastal areas, and the 

airspace above these, including the littorals. (JP 1-02. SOURCE: JP 3-32) 

master air attack plan. A plan that contains key information that forms the foundation 

of the joint air tasking order. Sometimes referred to as the air employment plan or 

joint air tasking order shell. Information that may be found in the plan includes joint 

force commander guidance, joint force air component commander guidance, support 

plans, component requests, target update requests, availability of capabilities and 

forces, target information from target lists, aircraft allocation, etc. Also called 

MAAP. (JP 1-02. SOURCE: JP 3-60) 

measure of effectiveness. A criterion used to assess changes in system behavior, 

capability, or operational environment that is tied to measuring the attainment of an 

end state, achievement of an objective, or creation of an effect. Also called MOE. 

(JP 1-02. SOURCE: JP 3-0) 

 

mission. 1. The task, together with the purpose, that clearly indicates the action to be 

taken and the reason therefore. (JP 3-0) 2. In common usage, especially when 

applied to lower military units, a duty assigned to an individual or unit; a task. (JP 

3-0) 3. The dispatching of one or more aircraft to accomplish one particular task. 

(JP 3-30). (This term and its definition modify the existing term and its definition 

and are approved for inclusion in JP 1-02.) 

operation plan. 1. Any plan for the conduct of military operations prepared in response 

to actual and potential contingencies. 2. In the context of joint operation planning 

level 4 planning detail, a complete and detailed joint plan containing a full 

description of the concept of operations, all annexes applicable to the plan, and a 

time-phased force and deployment data. It identifies the specific forces, functional 

support, and resources required to execute the plan and provide closure estimates for 

their flow into the theater. Also called OPLAN. (JP 1-02. SOURCE: JP 5-0) 

risk management. The process of identifying, assessing, and controlling risks arising 

from operational factors and making decisions that balance risk cost with mission 

benefits. Also called RM. (JP 1-02. SOURCE: JP 2-0) 

sortie. In air operations, an operational flight by one aircraft. (JP 1-02. SOURCE: JP 

3-30) 

sortie allotment message. The means by which the joint force commander allots excess 

sorties to meet requirements of subordinate commanders that are expressed in their 

GL-11 
Glossary 

air employment and/or allocation plan. Also called SORTIEALOT. (JP 1-02. 

SOURCE: JP 3-30) 

space coordinating authority. A commander responsible for coordinating joint space 

operations and integrating space capabilities in the operational area. Also called 

SCA. (JP 1-02. SOURCE: JP 3-14) 

standard use Army aircraft flight route. Routes established below the coordinating 

altitude to facilitate the movement of Army aviation assets. Routes are normally 

located in the corps through brigade rear areas of operation and do not require 

approval by the airspace control authority. Also called SAAFR. (JP 1-02. 

SOURCE: JP 3-52) 

strike coordination and reconnaissance. A mission flown for the purpose of detecting 

targets and coordinating or performing attack or reconnaissance on those targets. 

Strike coordination and reconnaissance missions are flown in a specific geographic 

area and are an element of the command and control interface to coordinate multiple 

flights, detect and attack targets, neutralize enemy air defenses and provide battle 

damage assessment. Also called SCAR. (JP 1-02. SOURCE: JP 3-0) 

tactical air reconnaissance. None. (Approved for removal from JP 1-02.) 

target. 1. An entity or object considered for possible engagement or other action. 2. In 

intelligence usage, a country, area, installation, agency, or person against which 

intelligence operations are directed. 3. An area designated and numbered for future 

firing. 4. In gunfire support usage, an impact burst that hits the target. (JP 1-02. 

SOURCE: JP 3-60) 

target development. The systematic examination of potential target systems - and their 

components, individual targets, and even elements of targets - to determine the 

necessary type and duration of the action that must be exerted on each target to 

create an effect that is consistent with the commander’s specific objectives. (JP 

1-02. SOURCE: JP 3-60) 

targeting. The process of selecting and prioritizing targets and matching the appropriate 

response to them, considering operational requirements and capabilities. (JP 1-02. 

SOURCE: JP 3-0) 

target nomination list. A target-consolidated list of targets made up of the multiple 

candidate target lists. A prioritized list of targets drawn from the joint target list and 

nominated by component commanders, appropriate agencies, or the joint force 

commander’s staff for inclusion on the joint integrated prioritized target list. Also 

called TNL. (JP 1-02. SOURCE: JP 3-60) 

GL-12 JP 3-30 
Glossary 

target system. 1. All the targets situated in a particular geographic area and functionally 

related. 2. A group of targets that are so related that their destruction will produce 

some particular effect desired by the attacker. (JP 1-02. SOURCE: JP 3-60) 

time-sensitive target. A joint force commander designated target requiring immediate 

response because it is a highly lucrative, fleeting target of opportunity or it poses (or 

will soon pose) a danger to friendly forces. Also called TST. (JP 1-02. SOURCE: 

JP 3-60) 

weapon system video. None. (Approved for removal from JP 1-02.) 

GL-13 
Glossary 

GL-14 JP 3-30 

Intentionally Blank 
JOINT DOCTRINE PUBLICATIONS HIERARCHY JOINT DOCTRINE PUBLICATIONS HIERARCHY

JP 1-0 JP 2-0 JP 3-0

PERSONNEL

JP 4-0 JP 5-0 JP 6-0

INTELLIGENCE OPERATIONS LOGISTICS

COMMUNICATION

PLANS SYSTEMS

JP 1

JOINT

DOCTRINE

Maintenance

Approval Development

Initiation

JOINT

DOCTRINE

PUBLICATION

ENHANCED

JOINT

WARFIGHTING

CAPABILITY

STEP #4 - Maintenance









JP published and continuously

assessed by users

Formal assessment begins 24-

27 months following

publication

Revision begins 3.5 years after

publication

Each JP revision is completed

no later than 5 years after

signature

STEP #3 - Approval STEP #2 - Development

STEP #1 - Initiation







JSDS delivers adjudicated matrix to JS J-7

JS J-7 prepares publication for signature

JSDS prepares JS staffing package

JSDS staffs the publication via JSAP for

signature













LA selects Primary Review Authority (PRA) to develop the

first draft (FD)

PRA/USJFCOM develops FD for staffing with JDDC

FD comment matrix adjudication

JS J-7 produces the final coordination (FC) draft, staffs to

JDDC and JS via Joint Staff Action Processing

Joint Staff doctrine sponsor (JSDS) adjudicates FC

comment matrix

FC Joint working group













Joint Doctrine Development

Community (JDDC) submission to

fill extant operational void

US Joint Forces Command

(USJFCOM) conducts front-end

analysis

Joint Doctrine Planning Conference

validation

Program Directive (PD) development

and staffing/joint working group

PD includes scope, references,

outline, milestones, and draft

authorship

Joint Staff (JS) J-7 approves and

releases PD to lead agent (LA)

(Service, combatant command, JS

directorate)

All joint publications are organized into a comprehensive hierarchy as shown in the chart above.

is in the series of joint doctrine publications. The diagram below illustrates an overview of

the development process:

Joint Publication

(JP) 3-30 Operations