8 August 2006

Incorporating Change 1

27 May 2008

Command and Control for

Joint Maritime Operations

Joint Publication 3-32
PREFACE

i

1. Scope

This publication provides doctrine for the command and control of joint maritime operations

throughout the range of military operations. It addresses command relationships and the

considerations, procedures, and options for conducting joint maritime operations under a

functional component commander. This includes the establishment, authority, and responsibilities

of a joint force maritime component commander and the formation, functions, and organization

of a joint force maritime component command element and staff. It also discusses the maritime

operating environment and its relationship to the environments of other functional and Service

component commanders.

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 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 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 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
ii

Preface

JP 3-32

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:

WALTER L. SHARP

Lieutenant General, USA

Director, Joint Staff
TABLE OF CONTENTS

iii

PAGE

EXECUTIVE SUMMARY................................................................................................. v

CHAPTER I

INTRODUCTION

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

• Maritime Domain ...................................................................................................... I-1

• Joint Maritime Operations.......................................................................................... I-2

• Organizing Joint Forces ............................................................................................. I-3

• Options for Organizing the Joint Maritime Force........................................................ I-3

• Considerations for Employing a Joint Force Maritime Component ............................. I-4

CHAPTER II

GENERAL CONSIDERATIONS FOR COMMAND AND CONTROL FOR

JOINT MARITIME OPERATIONS

• Establishing Authority ............................................................................................. II-1

• Joint Force Maritime Component Commander Authority and Responsibilities.......... II-3

• Joint Force Maritime Component Commander Staff and Organization ..................... II-8

• Liaison, Board, and Cell Requirements .................................................................... II-9

• Joint Force Commander Staff Options for Joint Maritime Operations...................... II-11

CHAPTER III

JOINT MARITIME OPERATIONS PLANNING

• Integration with Joint Campaign Planning ............................................................... III-1

• Planning Considerations and Process ...................................................................... III-2

• Organization for Planning ....................................................................................... III-2

• Joint Maritime Operations Targeting Process........................................................... III-3

• Planning Products ................................................................................................... III-8

APPENDIX

A Communications System Support ....................................................................... A-1

B Intelligence, Surveillance, and Reconnaissance................................................... B-1

C Movement and Maneuver................................................................................... C-1

D Fire Support ....................................................................................................... D-1

E Joint Force Maritime Component Commander’s Staff ......................................... E-1

F Logistics ............................................................................................................. F-1

G Notional Joint Maritime Operations Organization and Processes......................... G-1

H Achieving Maritime Domain Awareness Through Global Networking ........................ H-1
iv

Table of Contents

JP 3-32 (CH1)

J Antisubmarine Warfare ........................................................................................... J-1

K References .......................................................................................................... K-1

L Administrative Instructions...................................................................................... L-1

GLOSSARY

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

Part II Terms and Definitions............................................................................... GL-4

FIGURE

I-1 Possible Components in a Joint Force.............................................................. I-4

II-1 Joint Force Maritime Component Commander Responsibilities..................... II-4

II-2 Joint Force Maritime Component Commander Functions .............................. II-5

E-1 Notional Joint Force Maritime Component Commander Staff

Organization ................................................................................................ E-2

F-1 Possible Joint Logistic Boards and Centers..................................................... F-4

G-1 Notional Joint Force Maritime Component Commander Planning and

Operations Process...................................................................................... G-2

G-2 Notional Joint Force Maritime Component Commander Functional

Organization ................................................................................................. G-3

H-1 Global Maritime Common Operational Picture (Achieving Maritime

Domain Awareness) ...................................................................................... H-3

J-1 Antisubmarine Warfare Organization ................................................................. J-5
EXECUTIVE SUMMARY

COMMANDER’S OVERVIEW

•

•

•

v (CH1)

Discusses Organization for and Fundamentals of Joint Maritime Operations

Describes the Joint Force Maritime Component Commander’s Authority,

Command Relationships, and Responsibilities

Describes Joint Maritime Operations Planning and Processes

Overview

Joint maritime operations

are performed with

capabilities/forces in

support of the joint force

commander’s (JFC’s)

operation or campaign

objectives, or in support of

other components of the

joint force.

The JFC has several

options for organizing the

joint maritime force.

Maritime power is employed to gain or exploit command of the sea,

maintain sea control, and/or project power and defense from the sea,

unilaterally or in conjunction with or to support other joint or

multinational, air, land, maritime, space, and special operations. The

qualities that characterize maritime forces include readiness, flexibility,

self-sustainability, and mobility.

The joint force maritime component commander (JFMCC)

is the joint force commander’s (JFC’s) maritime warfighter.

The JFC normally designates a JFMCC to command and control

joint maritime operations. As a functional component commander,

the JFMCC has authority over assigned and attached forces and

forces/assets made available for tasking to perform operational

missions.

JFCs can conduct operations through subordinate joint task forces,

Service components, functional components, a combination of

Service and functional components, or, in operations of limited

scope and duration, the JFC may retain control and use the joint

staff to direct and execute maritime operations.

JFCs may decide to establish a functional component

command to integrate planning; reduce their span of control,

and/or significantly improve combat efficiency, information flow,

unity of effort, weapons system management, component

interaction or control over the scheme of maneuver.

Options for Organizing the Joint Maritime Force
vi

Executive Summary

JP 3-32

The joint force maritime

component commander

(JFMCC) has authority

over forces or military

capabilities made

available to perform

operational missions.

The JFMCC executes or

contributes to the

operational functions

supporting JFC goals.

All campaigns are joint in

nature, and most of them

involve maritime

operations.

JFMCC responsibilities include, but are not limited to, planning,

coordination, allocation, tasking, and synchronization of joint

maritime operations based on the JFC’s concept of operations

(CONOPS) and maritime apportionment decisions.

The authority and command relationships of the JFMCC

are established by the JFC. The JFMCC typically exercises

operational control over assigned and attached forces.

Additionally, the JFMCC may exercise tactical control over other

military capabilities/forces made available for tasking. The JFC

may also establish a support relationship between components to

facilitate operations.

The JFMCC executes or contributes to the operational functions

supporting JFC goals. These operational functions apply in

varying degrees across the range of military operations, including

those that involve multinational forces and interagency support.

Joint planning at the JFMCC headquarters is predominantly

focused on the operational level of war. Maritime force planning

links the tactical employment of maritime forces to operational

and strategic objectives. Focus at the command level is on

operational art — the use of military forces to achieve strategic

objectives through the design, organization, and execution of

strategies, campaigns, major operations, and battles.

JFMCC planning must be in consonance with the guidance of

senior commanders and must support the JFC CONOPS and

should support other component commanders as well. The

JFMCC’s operational concept is typically built upon the following

missions: sea control; maritime power projection and projection

of defense from sea to land; deterrence; strategic sealift; forward

maritime presence; and, seabasing operations.

Joint Force Maritime Component Commander

Authority and Responsibilities

Integration with Joint Campaign Planning
vii

Executive Summary

The JFMCC uses

standard joint terminology

and procedures, amplified

by the JFC's guidance for

targeting.

Joint Publication 3-60, Joint Targeting, provides standard

terminology and procedures that govern JFC targeting

responsibility and execution. These basic tenets are amplified by

JFC guidance that adapts them to specific missions and force

capabilities for each component.

Commanders must clearly understand the joint targeting process

in order to arrange for fires that support their own objectives

while satisfying the tasking of the JFC. Effective coordination,

deconfliction, and synchronization maximize the strategic,

operational, and tactical effects of joint targeting. The JFMCC

and other components must employ adaptive and flexible joint

targeting procedures that ensure: compliance with JFC objectives,

guidance, and intent, rules on the use of force, rules of engagement

and collateral damage concerns; coordination, synchronization

and deconfliction of targets; fratricide avoidance; rapid response

to time-sensitive targets; minimal duplication of effort;

expeditious combat assessment; and, common perspective of all

targeting on the adversaries’ center of gravity.

This publication provides doctrine for the command and control

of joint maritime operations throughout the range of military

operations. The JFC may retain command and control of joint

maritime operations and use the joint force staff to plan and

execute on the JFC’s behalf. The JFC may also organize and

conduct maritime operations through the Service component

commanders in the joint force. This publication addresses the

operational relationships, policies, and procedures for command

and control of joint maritime operations through the designation

of a JFMCC.

Integration with Joint Targeting Process

CONCLUSION
viii

Executive Summary

JP 3-32

Intentionally Blank
CHAPTER I

INTRODUCTION

I-1

“Whosoever can hold the sea has command of everything.”

Themistocles (524-460 B.C.)

1. General

a. This publication provides fundamental principles and doctrine for the command and

control (C2) of joint maritime operations (JMO) throughout the range of military operations in

order to help ensure unity of effort for the joint force. The joint force commander (JFC) may

retain C2 of JMO and use the joint force staff to plan and execute on the JFC’s behalf. The JFC

may also organize and conduct maritime operations through the Service component commanders

in the joint force. This publication addresses the operational relationships, policies, and procedures

for C2 of JMO through the designation of a joint force maritime component commander (JFMCC).

Commanders of combatant commands, subordinate unified commands, and joint task forces

(JTFs) should establish implementation policies and procedures within their commands.

Variations to the relationships and procedures contained herein may be necessary to accommodate

specific needs, but such variations must be the exception rather than the rule.

b. The nature of today’s complex global environment and the evolution of the Armed Forces of

the United States, especially brought about by tremendous technology advances in communications and

intelligence, surveillance, and reconnaissance (ISR) systems and improved weapons capabilities, affect

how forces organize, train, equip, and fight. Equally important in determining how a commander organizes

joint forces and capabilities to accomplish assigned missions are the adversary’s nature and capabilities

and the environment (e.g., geography, accessibility, climate, infrastructure).

c. Finally, this publication presents the JFMCC’s operating procedures and delineates

guidance for the formation, functions, and organization of the command. Appendices A through

H provide guidance on the typical functions, responsibilities, organization, and planning processes

for a JFMCC.

2. Maritime Domain

a. National Security Presidential Directive (NSPD)-41/Homeland Security Presidential

Directive (HSPD)-13 defines the maritime domain as “All areas and things of, on, under, relating

to, adjacent to, or bordering on a sea, ocean, or other navigable waterway, including all maritimerelated activities, infrastructure, people, cargo, and vessels and other conveyances.” It further

states that a key component of an active, layered maritime defense is achieved through maritime

domain awareness (MDA). MDA is described as “the effective understanding of anything

associated with the global maritime domain that could impact the security, safety, economy, or

environment of the United States.” However, for joint doctrine purposes, the term battlespace

awareness is used. The battlespace for a commander may include parts of all domains (air, land,

maritime, and space).
I-2

Chapter I

See Appendix H, “Achieving Maritime Domain Awareness Through Global Networking.”

b. The Maritime Domain. Joint doctrine further defines the maritime domain as “the

oceans, seas, bays, estuaries, islands, coastal areas and the airspace above these, including

the littorals.” Per Joint Publication (JP) 3-0, Joint Operations, “The littoral area contains two

parts. First is the seaward area from the open ocean to the shore, which must be controlled to

support operations ashore. Second is the landward area inland from the shore that can be supported

and defended directly from the sea.”

c. Command of the sea is necessary to accomplish control within the maritime domain. This

objective is achieved by establishing maritime superiority or maritime supremacy in the operational area.

JP 1-02, Department of Defense Dictionary of Military and Associated Terms, defines maritime

superiority as “that degree of dominance of one force over another that permits the conduct of maritime

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.” Maritime supremacy is defined as “that degree of

maritime superiority wherein the opposing force is incapable of effective interference.”

3. Joint Maritime Operations

JMO are those maritime operations performed with maritime capabilities/forces, and other

forces assigned, attached, or made available, in support of the JFC’s operation or campaign

objectives, or in support of other components of the joint force.

a. Maritime power is employed to gain or exploit command of the sea, maintain sea control, and/

or project power and defense from the sea. This can be accomplished unilaterally, in conjunction with,

or to support other joint or multinational, air, land, maritime, space, and special operations, or interagency

activities. The qualities that characterize maritime forces include readiness, flexibility, self-sustainability,

and mobility.

b. The JFC normally designates a JFMCC to command and control joint maritime operations.

As a functional component commander, the JFMCC has authority over assigned and attached

forces and forces/assets made available for tasking to perform operational missions.

For detailed information on JFMCC responsibilities with respect to strategic and theater nuclear

operations, deterrence missions and strategic sealift, see JP 3-03, Joint Interdiction; JP 4-01,

Joint Doctrine for the Defense Transportation System, and JP 4-01.2, Sealift Support to Joint

Operations.

c. The JFC normally designates a commander from the Service whose forces are principally

represented as the functional component commander (e.g., a Navy commander serving as JFMCC; an

Army or Marine Corps commander as joint force land component commander [JFLCC]; an Air Force

commander as joint force air component commander [JFACC]; and an appropriate special operations

forces commander as joint force special operation component commander [JFSOCC]). The JFC

augments the designated JFMCC staff as necessary to complete the following:

JP 3-32 (CH1)
I-3

Introduction

(1) Reflect the composition of assigned maritime forces.

(2) Properly execute the JFMCC staff mission.

(3) Fulfill joint, multinational, and interagency requirements.

4. Organizing Joint Forces

a. A JFC has the authority to organize forces to best accomplish the assigned mission based

on the concept of operations (CONOPS). Figure I-1 depicts the possible components in a joint

force to show that joint forces can be organized by Service component, functional component,

or a combination of both.

See JP 0-2, Unified Action Armed Forces (UNAAF), for more details.

b. As the JFC’s maritime warfighter, a JFMCC manages the maritime military environment

and a wide range of maritime assets.

c. The JFC develops a CONOPS for assigned missions and organizes forces appropriately.

Sound organization should provide for unity of effort, centralized planning and direction, and

decentralized execution including authority to rapidly exercise initiative across increasingly

dynamic operations. Clear definition of mission and goals is the essential first step in the mission

planning process. Centralized planning and direction is essential for controlling and coordinating

the efforts of the forces. Decentralized execution and initiative are essential because no one

commander can control the detailed actions of a large number of units or individuals, or predict

the opportunities which may unfold.

d. The joint force organization should be sufficiently flexible to meet the planned phases of

operations and any development that may necessitate a change in operations.

5. Options for Organizing the Joint Maritime Force

JFCs can conduct operations through subordinate JTFs, Service components, functional

components, a combination of Service and functional components, or, in operations of limited

scope and duration, the JFC may retain control and use the joint staff to direct and execute

maritime operations.

a. Weighing Options. The JFC and staff must consider the advantages and disadvantages

of each option before making the final decision to organize under a particular option.

b. JFCs may decide to establish a functional component command to integrate planning; reduce

their span of control, and/or significantly improve combat efficiency, information sharing, unity of effort,

weapons system management, component interaction or control over the scheme of maneuver. When

the JFC designates a JFMCC, the JFMCC’s authority and responsibility is also defined by the JFC.
I-4

Chapter I

6. Considerations for Employing a Joint Force Maritime Component

When designated, a JFMCC is the single maritime voice regarding maritime forces and

requirements and makes recommendations to the JFC regarding prioritization and allocation of

joint maritime force assets, and synchronization of maritime operations with overall operations.

The following are some considerations for employing a joint force maritime component:

a. Planning. The need for detailed, coordinated, concurrent, and parallel planning is a

consideration when deciding whether the JFC should establish a JFMCC. While JFMCCintegrated planning is focused primarily on employment, the JFMCC may also be tasked to integrate

planning of multi-Service maritime forces for deployment, transition, and redeployment/reconstitution at

a level subordinate to that of the JFC.

Figure I-1. Possible Components in a Joint Force

POSSIBLE COMPONENTS IN A JOINT FORCE

ARMY FORCES

(ARFOR)

ARMY

COMPONENT

AIR FORCE

FORCES

(AFFOR)

AIR FORCE

COMPONENT

MARINE CORPS

FORCES

(MARFOR)

MARINE CORPS

COMPONENT

FORCES/

CAPABILITY

MADE AVAILABLE

FORCES/

CAPABILITY

MADE AVAILABLE

FORCES/

CAPABILITY

MADE AVAILABLE

FORCES/

CAPABILITY

MADE AVAILABLE

JOINT FORCE

SPECIAL

OPERATIONS

COMPONENT

JOINT FORCE

LAND

COMPONENT

JOINT FORCE

AIR

COMPONENT

JOINT FORCE

MARITIME

COMPONENT

OPERATIONAL

CONTROL

(OPCON)

COMMAND

RELATIONSHIP(S)

DETERMINED BY JFC

(1) A joint force contains Service components (because of

logistic and training responsibilities), even when

operations are conducted through functional components.

(2) All Service and functional components are depicted;

any mix of the above components can constitute a joint

force.

(3) There may also be a Coast Guard component in a joint force.

NOTES:

NAVY

FORCES

(NAVFOR)

COAST GUARD

FORCES

(CGFOR)

NAVY

COMPONENT

JOINT FORCE

COMMANDER

(JFC)

JP 3-32
I-5

Introduction

b. Duration. The length of an operation may be sufficient to warrant the establishment of a single

maritime commander. The decision to establish a JFMCC should consider the time required for personnel

and staff sourcing and training, the establishment of C2, and communications system support architecture.

c. Maritime Perspective. A JFMCC will provide the JFC with focused maritime expertise

to enhance the detailed planning, coordination, and execution of joint operations.

d. JFC Span of Control. A JFMCC will resolve joint maritime issues when task or

organizational complexities limit the JFC’s effective span of control. For instance, the JFC will

direct publication of an airspace control order when assets from more than one component

might use overlapping operational areas.

e. Multinational Operations. A JFMCC (or a combined force maritime component

commander) will integrate multinational maritime forces into the overall operation on a level

commensurate with the capabilities they provide.

f. Timing. The decision to establish and designate a JFMCC ideally will occur during the

concept development phase of the campaign plan, permitting the JFMCC to fully participate

and to maximize unity of effort.
I-6

Chapter I

Intentionally Blank

JP 3-32
CHAPTER II

GENERAL CONSIDERATIONS FOR COMMAND AND CONTROL

FOR JOINT MARITIME OPERATIONS

II-1 (CH1)

“When a functional component command will employ forces from more than one

Service, the functional component commander’s staff should reflect the

composition of the functional component command to provide the commander

with the expertise needed to effectively employ the forces made available.”

JP 1, Doctrine for the Armed Forces of the United States

1. Establishing Authority

a. JFCs exercising operational control (OPCON) of forces at the combatant commander

(CCDR), commander of subordinate unified commands, or JTF commander level have the

authority to organize forces to control military operations in order to best accomplish assigned

missions. The JFC establishes subordinate commands, assigns responsibilities, establishes or

delegates appropriate command relationships and establishes coordinating instructions to optimize

the capabilities of each subordinate. These actions help to clearly focus and synchronize efforts

while providing subordinate commanders flexibility and opportunity to exercise the initiative

required to maintain the joint forces’ operational tempo and unity of effort.

b. JP 3-0, Joint Operations, describes functional commands as being established to provide

direction and control of certain functions and types of operations. The JFC who establishes a

functional component command has the authority to designate its commander. Normally, the

Service component commander with the preponderance of forces to be tasked to perform that

function will be designated as the functional component commander. However, the JFC will

always consider the mission, nature and duration of the operation, force capabilities and C2

capabilities when selecting a commander.

c. The functional component commander typically is a Service component commander.

When this is the case, the functional component commander typically retains the responsibilities

associated with Service component command for those assigned forces. However, the functional

component commander must be cognizant of the constraints and restraints imposed on the

capability of the forces as well as those responsibilities retained by the Service component

commanders.

d. The JFC assigns the specific responsibilities and authority of a functional component

commander. The establishment of a functional component commander must not affect the

command relationships between the Service component commanders and the JFC or Service

headquarters.

e. When a JFMCC is designated, normally the JFC will designate an area of operations (AO).

Based on the nature of the operations, the geography, the adversary, and the operations and

activities of other elements of the joint force, this AO can be dynamic and evolving as the

operation or campaign matures. The AO should be of sufficient size to allow for movement,
II-2

Chapter II

JP 3-32

maneuver, and employment of weapons systems as well as other force projection and inherent warfighting

capabilities. The AO must also provide the operational depth for required logistics and force protection

(FP). Within the AO, the JFMCC establishes the battlespace geometry that both allows for independent

yet supporting operations of subordinate elements while enabling the synchronization of employment of

forces across all components. The AO may not encompass the entire littoral area, however, it should be

large enough for the JFMCC to accomplish the mission and protect the maritime force. The AO may

include air, land, and sea.

f. When the JFC designates a JFMCC AO, the JFMCC is the supported commander within the

AO. As supported commander, the JFMCC integrates and synchronizes maneuver, fires, and interdiction.

To facilitate this integration and synchronization, JFMCC has the authority to designate target priority,

effects, and timing of fires within his AO. All missions within a theater and/or joint operations area (JOA)

must contribute to the accomplishment of the overall objective.

(1) Synchronization of efforts within land or maritime AOs with theater- and/or JOAwide operations is of particular importance. To facilitate synchronization, the JFC establishes

priorities that will be executed throughout the theater and/or JOA, including within the land and

maritime force commander’s AOs.

(2) In coordination with the land and/or maritime force commander, those commanders

designated by the JFC to execute theater- and/or JOA-wide functions have the latitude to plan

and execute these JFC prioritized operations within land and maritime AOs. If those operations

A joint force maritime component commander can provide the joint force commander

with focused maritime expertise.
II-3

General Considerations for Command and Control for Joint Maritime Operations

would have adverse impact within a land or maritime AO, the commander must either readjust the plan,

resolve the issue with the appropriate component commander, or consult with the JFC for resolution.

2. Joint Force Maritime Component Commander Authority and Responsibilities

JFMCC responsibilities include, but are not limited to, planning, coordination, allocation,

tasking, and synchronization of JMO based on the JFC’s CONOPS and maritime apportionment

decisions. Specific responsibilities that normally are assigned to the JFMCC are included in

Figure II-1.

a. Command Relationships Applicable to the JFMCC. The authority and command

relationships of the JFMCC are established by the JFC. The JFMCC typically exercises OPCON

over assigned and attached forces. Additionally, the JFMCC may exercise tactical control over

other military capabilities/forces made available for tasking. The JFC may also establish a

support relationship between components to facilitate operations.

For additional information on command relationships, see JP 0-2, Unified Action Armed Forces

(UNAAF).

(1) Establishing a JFMCC provides the JFC another option for managing operations

of forces by achieving a more manageable span of control.

(2) The JFMCC, as the focal point for planning and executing the maritime portion of

the JFC’s campaign plan, may prepare a supporting operation plan (OPLAN) that provides the

intent, CONOPS and supporting details. The JFMCC also directs current operations while

continuing to plan and prepare for future assigned operations. The JFMCC shares equally

with the other component commanders in the requirement to synchronize operations in

support of achieving overall mission objectives.

(3) The JFMCC is responsible for making maritime apportionment recommendations

to the JFC. Maritime forces in excess of requirements to accomplish the maritime missions

assigned by the JFC should be made available for tasking by other appropriate component

commanders.

(4) The JFMCC also requests forces of other component commanders when necessary

for the accomplishment of the maritime mission. The JFMCC’s requirements for additional

forces are a factor in the apportionment recommendations of other component commanders.

b. Maritime Support. A JFMCC can ease the burden on the CCDR’s and/or subordinate

JFC’s staff, free them to focus more on strategic aspects of the campaign, and provide a single

maritime headquarters (HQ) for coordination with the other components. Regardless of

organizational and command arrangements within joint commands, Service component

commanders are responsible for certain Service-specific functions and other matters affecting

their forces: internal administration, training, logistics and Service-unique intelligence operations. The

JFMCC must be aware of all such Service-specific responsibilities.
II-4

Chapter II

JP 3-32

For additional information, see JP 3-0, Joint Operations.

c. JFMCC Functions. The JFMCC executes or contributes to the operational functions

supporting JFC goals. These operational functions apply in varying degrees across the range of military

operations, including those that involve multinational forces and interagency support (see Figure II-2).

Figure II-1. Joint Force Maritime Component Commander Responsibilities

JOINT FORCE MARITIME COMPONENT

COMMANDER RESPONSIBILITIES

Develop

Provide

Request

Make

Provide

Control

Act

Assign and coordinate

Evaluate

Support

Function

Perform

a joint maritime operations plan to best support joint force

objectives.

centralized direction for the allocation and tasking of

forces/capabilities made available.

forces of other component commanders when necessary for the

accomplishment of the maritime mission.

maritime apportionment recommendations to the joint force

commander (JFC).

maritime forces to other component commanders in accordance

with JFC maritime apportionment decisions.

the operational level synchronization and execution of joint

maritime operations, as specified by the JFC, to include adjusting targets

and tasks for available joint capabilities/forces. The JFC and affected

component commanders will be notified, as appropriate, if the joint force

maritime component commander (JFMCC) changes the planned joint

maritime operations during execution.

as supported commander within the assigned area of operations (AO).

target priorities within the assigned AO by

synchronizing and integrating maneuver, mobility and movement, fires, and

interdiction. The JFMCC nominates targets located within the maritime AO

to the joint targeting process that may potentially require action by another

component commander’s assigned forces.

results of maritime operations and forward combat assessments

to the JFC in support of the overall effort.

JFC information operations with assigned assets, when directed.

as a supported and supporting commander, as directed by the

JFC.

other functions as directed by the JFC.
II-5

General Considerations for Command and Control for Joint Maritime Operations

(1) Command and Control. The JFMCC commands assigned and attached forces,

prepares OPLANs, and executes operations in support of the assigned tasks and strategic goals as

directed by the JFC. Upon JFC approval of the JFMCC’s plan, the JFMCC exercises specified

authority and direction over forces/capabilities in the accomplishment of the assigned mission.

The JFMCC publishes daily targeting orders for the execution of maritime operational activity

and special procedures. The JFMCC must also maintain liaison with other functional/Service

components and agencies and provide representation on boards, groups, and cells. These include

the information operations (IO) cell, joint targeting coordination board, joint planning group

(JPG) and the civil-military operations center, among others. Such JFMCC representation is

essential to ensure that joint force operations are coordinated and achieve unity of effort.

(2) Coordination and Deconfliction. The JFMCC must ensure that forces/capabilities

are coordinated within the maritime force and with other component commanders. Where

appropriate, the JFMCC may make coordination and deconfliction recommendations to the

JFC, to include, but not limited to:

(a) Airspace management.

(b) Land space management.

(c) Waterspace management.

Figure II-2. Joint Force Maritime Component Commander Functions

JOINT FORCE MARITIME COMPONENT

COMMANDER FUNCTIONS

COMMAND AND CONTROL

COORDINATION AND DECONFLICTION

COMMUNICATIONS SYSTEM SUPPORT

INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE

MOVEMENT AND MANEUVER

FIRES

FORCE PROTECTION

LOGISTIC SUPPORT

PLANNING
II-6

Chapter II

JP 3-32

(d) Fire support.

(e) Coordination with interagency, intergovernmental, and nongovernmental organizations.

(3) Communications System Support. The JFMCC has responsibility for:

(a) Developing and integrating the JMO communications system architecture

and plans that support the JFC’s operational requirements.

(b) Establishing the policy and guidance for implementation and integration of

interoperable JMO communications system to exercise command in the execution of the JFMCC

mission.

(c) Providing guidance on JMO communications matters to the JFC.

(d) Providing recommendations to the JFC on joint maritime communications

operations.

(e) Any other communications requirements as assigned.

(f) The JFMCC may delegate authority for the accomplishment of joint

communications tasks that are under the OPCON of the JFMCC. When the establishment of a

JFMCC staff occurs, Service components can be tasked to provide communications resources

necessary to establish the C2 architecture.

See Appendix A, “Communications System Support.”

(4) ISR

(a) The JFMCC provides the operational requirements and continuous feedback

to the JFC to ensure optimum maritime and littoral ISR support. Maritime forces typically bring

a rich complement of sensors and sensor fusion capability. Close coordination with other

component commanders and the JFC’s communications system directorate (J-6) early in joint

planning are essential to creating architectures and sensor employment plans that provide the

best mix of ISR services throughout the joint force. Organic asset control is not the only issue

for negotiation and accommodation. Access to maritime ISR sensor products and to those

produced by theater and national sensors is critical to effective C2 capability.

(b) All major tactical combat forces normally share access to the joint intelligence

architecture. The JFMCC prioritizes requests for information (RFIs).

See Appendix B, “Intelligence, Surveillance, and Reconnaissance.”

(5) Movement and Maneuver. The JFMCC, responsible at the operational level for

movement and maneuver of assigned forces, directs subordinate commanders in the execution
II-7

General Considerations for Command and Control for Joint Maritime Operations

of force level operational tasks, advises the JFC of their movement, and coordinates with other functional/

Service components and other agencies in supporting JFMCC missions.

(6) Fires. Joint fires can be in support of gaining sea control/maritime superiority/

maritime supremacy, in support of projecting power ashore/interdiction/fire support, projecting

defense inland from the sea, and other missions. The JFMCC is responsible for the planning and

employment of operational fires within the assigned AO, both in terms of developing and

integrating multidimensional attacks on the adversary’s centers of gravity (COGs) and in terms

of shaping the JFMCC AO. The JFMCC should provide guidance for the employment of JFMCC

forces’ fires.

See Appendix D, “Fire Support.”

(7) FP. The JFMCC is responsible to the JFC for all aspects of maritime FP. The

JFMCC creates force protection plans and sets priorities for JFMCC forces. FP is part of each

mission assigned as a function routinely conducted by maritime forces. FP includes the following

elements:

(a) Antiterrorism.

(b) Physical security.

(c) Personal security.

(d) FP planning.

(8) Logistic Support. Each Service is responsible for the logistic support of its own

forces, except when logistic support is otherwise provided for by agreement with national agencies,

multinational partners or by assignments to common, joint or cross-servicing. The supported

combatant command can determine whether or not common servicing would be beneficial within

the theater or designated area. The JFMCC makes recommendations concerning the distribution

of material and services commensurate with priorities developed for JFMCC operations. A

CCDR may delegate responsibility for a common support capability to the JFMCC. The JFMCC

will usually assume logistic coordination responsibilities for all Services and forces operating

from a sea base.

(9) Planning. The JFMCC assists the JFC in long-range or future planning, preparation

of campaign and joint OPLANs, and associated estimates of the situation. JFMCC planning

responsibilities include:

(a) Develop a maritime OPLAN to best support joint force objectives as assigned.

(b) Develop maritime courses of action (COAs) within the framework of the

JFC-assigned objective or mission, the forces available, and the commander’s intent.
II-8

Chapter II

JP 3-32

(c) Coordinate JFMCC planning with higher, lower, adjacent, and multinational HQ.

(d) Determine JFMCC forces required and coordinating deployment planning in

support of the selected COAs.

(e) Coordinate the planning and execution of maneuver operations with other

missions.

(10) The JFMCC makes recommendations to the JFC on the employment and support

of JFMCC forces. Such recommendations can include, but are not limited to:

(a) Force structure requirements.

(b) Integration and employment of multinational maritime forces.

(c) JFMCC force scheme of maneuver.

(d) Priorities of effort for JFMCC forces.

(e) Designation of operational limitations.

(f) Intelligence collection priorities.

(g) Space support to the JFMCC forces.

(h) Measures of performance assessments.

3. Joint Force Maritime Component Commander Staff and Organization

a. Core Staff. The JFMCC’s staff is typically built from an existing Service component/

force staff and then augmented with appropriate Service staff representation as soon as practical.

For example, recent history reflects that the JFMCC organization is typically organized from the

Service (Navy) component or a Navy numbered fleet command assigned to the CCDR. These

staffs require advanced planning, appropriate training, and frequent exercises for efficient

operations. Liaison elements from and to other components facilitate coordination.

b. Augmented JFMCC Staff Organization. Appendix E, “Joint Force Maritime

Component Commander’s Staff,” depicts a notional staff organization for a joint force maritime

component. The organization of the Service component core staff forming the nucleus of the

joint force maritime component typically is the first priority. The augmented staff’s standard

operating procedures (SOPs) normally form the baseline for the joint force maritime component SOPs.

c. Sourcing JFMCC Forces. For more details, see Chairman of the Joint Chiefs of Staff

Manual (CJCSM) 3122.01, Joint Operation Planning and Execution System (JOPES) Vol I:

(Planning Policies and Procedures). During contingency planning, forces are apportioned in
II-9

General Considerations for Command and Control for Joint Maritime Operations

the Joint Strategic Capabilities Plan process. Apportioned forces are those forces available to a

CCDR for contingency planning purposes. They may be more or less than those actually allocated by

the Secretary of Defense for execution planning or actual execution. When planning during a crisis, the

JFC designates forces during the crisis action planning (CAP) process.

(1) As the JFC develops the CONOPS, Service and functional components conduct

concurrent planning. During this process, the JFC will task the Service and functional components

to provide estimates of forces required to attain mission goals and objectives. Because the

JFMCC will typically employ forces from several Services, and possibly multinational forces,

and/or interagency assets, the JFMCC should provide force estimates in terms of capabilities

required rather than specific forces. It is important to note, however, that specific forces/capabilities

may be needed for specific missions. When specifying capabilities required, it is essential that

capacity (the ability to employ the capability concurrently across the required number of locations)

and endurance (the ability to sustain employment until operational objectives are met) are also

clearly defined.

(2) After the JFMCC’s requirements have been received, the JFC works with the

components to source the actual forces needed if not already assigned or attached. If additional

forces are needed, the JFC will submit a request for forces (RFF) or request for capability to

meet the stated requirements. Secretary of Defense approval is required for the transfer of

forces from the military departments or other CCDRs. Forces will be sourced through the Joint

Operation Planning and Execution System process. Service components typically designate

specific units to the JFC for transfer to the JFMCC.

(3) Once the forces have been sourced, the JFC can plan and conduct operations.

While the JFMCC, like other functional component commanders, provides recommended phasing

of forces to the JFC, the JFMCC normally does not control the maritime portion of the timephased force and deployment data (TPFDD). Based on component recommendations, the JFC

develops the integrated TPFDD and assigns the required delivery dates.

For more details, see CJCSM 3122.01, Joint Operation Planning and Execution System (JOPES)

Vol I: (Planning Policies and Procedures).

4. Liaison, Board, and Cell Requirements

a. Command relationships and the nature of the mission to be accomplished are the primary

determinants when defining liaison requirements. Effective liaison is essential to overall success.

The JFMCC prioritizes liaison with other components in order to coordinate the planning and

execution of operations. The JFMCC must also consider existing liaison requirements from the

assigned Service components when establishing liaison requirements with other designated Service and

functional component commanders. JFC boards, centers, and cells must have the appropriate JFMCC

representation through liaison officers (LNOs) or virtual presence via a collaborative environment.

b. Liaison personnel generally represent the interests of their commanders and serve to

promote understanding of the commander’s intent at both the sending and receiving HQs.
II-10

Chapter II

JP 3-32

c. The JFMCC’s senior LNO sent to the JFC or other component’s staff, (e.g., JFACC, JFLCC,

and/or JFSOCC), interacts with the commander and senior staff. To be credible and effective, the

senior LNO should have the authority to communicate directly with the JFMCC should the situation

warrant.

d. The JFMCC requirements can include liaison with:

(1) Other components of the joint force.

(2) JFC staff.

(3) Major subordinate commands.

(4) Multinational forces.

(5) Interagency, intergovernmental, and nongovernmental organizations.

e. LNO Organization. Reciprocal arrangements can provide other component and Service

subject matter experts (SMEs) required for efficient prosecution of JFMCC objectives in the

AO.

f. LNO Responsibilities. JFMCC LNO/LNO team responsibilities include:

(1) Maintaining familiarity with issues of the JFMCC, including specific information

requirements from each staff section.

(2) Knowing the current situation of the JFMCC; including the commander’s intent,

commander’s critical information requirements, TPFDD issues, and CONOPS.

(3) Conveying the JFMCC’s intent and guidance concerning assigned operations and

all activities within the JFMCC’s assigned AO to the commander and staff.

(4) Keeping the commander and staff updated on the JFMCC’s priority, timing, and

effects for supported actions.

(5) Monitoring and interpreting the maritime battle situation for the commander and

staff.

(6) Staying informed of the operational status of units.
II-11

General Considerations for Command and Control for Joint Maritime Operations

“LNOs [liaison officers], whether individually or in teams, perform several critical

functions that are consistent across the full range of military operations. The extent

to which these functions are performed is dependent on the mission and the

charter established by the sending organization commander they represent. A

successful LNO performs four basic functions: monitor, coordinate, advise and

assist.”

Naval Warfare Publication 5.02, Multiservice Tactics, Techniques

and Procedures for Joint Task Force Liaison Operations

5. Joint Force Commander Staff Options for Joint Maritime Operations

The JFC normally designates a JFMCC. On rare occasions, however, there may be situations

where designation of a JFMCC is not required. Typically, this would occur when a conflict or

situation is of limited duration, scope, or complexity. In cases where the JFC does not designate

a JFMCC, the JFC may elect to directly task maritime forces. If this option is exercised, the

JFC’s staff assists in planning and coordinating maritime operations for JFC approval. The JFC

can elect to centralize selected functions (planning, coordinating, and tasking) within the staff to

provide direction, control, and coordination of the joint force.
II-12

Chapter II

JP 3-32

Intentionally Blank
CHAPTER III

JOINT MARITIME OPERATIONS PLANNING

III-1

“A 19th-century sailor would be bewildered by a modern warship, but regardless

of the appearance of ships, there is one element, the most important of all, that

remains unchanged - the man himself. Human nature in all the changing years

has altered but little. It is the human element in warfare which may, if understood

by the commander, prove to be the only way of converting an impossibility into a

successful reality. With trained men and proper materials, the commander’s task

is reduced to the preparation of good plans.”

War Instructions, US Navy, 1944

1. Integration with Joint Campaign Planning

All campaigns are joint in nature, and most of them involve maritime operations. Joint

planning at the JFMCC HQ is predominantly focused on the operational level of war. Maritime

force planning links the tactical employment of maritime forces to operational and strategic

objectives. Focus at the command level is on operational art — the use of military forces to

achieve strategic objectives through the design, organization, and execution of strategies,

campaigns, major operations, and battles.

a. JFMCC planning must be in consonance with the guidance of senior commanders, must

support the JFC’s CONOPS, and should support other component commanders as well. The

JFMCC’s operational concept is typically built upon the following missions:

(1) Sea control.

(2) Power projection and projection of defense from the sea and inland (e.g., ship to

shore defense of assets on the JFC’s defended asset list).

(3) Deterrence.

(4) Strategic sealift.

(5) Forward maritime presence.

(6) Seabasing operations.

b. Other specified and implied tasks can involve planning and directing naval operations

(e.g., undersea operations, mine operations, strike operations, interdiction, amphibious and

expeditionary operations, maritime interception operations, foreign humanitarian assistance and

noncombatant evacuation operations, and civil support operations), as well as providing

communications system support and FP.
III-2

Chapter III

JP 3-32

2. Planning Considerations and Process

a. The JFMCC’s operational level planning must simultaneously support the strategic and

operational requirements of the JFC and also frame the tactical-level planning requirements of

subordinate commanders and assigned forces/capabilities.

b. JFMCC planning is derived from, and directly supports, the JFC’s guidance and intent.

Its format, content, and time-phasing must be consistent with the expectations at the JFC level

and should be consistent with those used by other components, when possible. Maritime

operations planning involves simultaneous efforts to address near-term and far-term operations,

and must be flexible enough to enable dynamic synchronization with overall joint force operations.

c. Many maritime forces are multimission capable. Maritime planners must be able to

fully recognize and integrate different capabilities, requirements, and limitations of assigned

and attached forces, and capabilities/forces made available for tasking from other components.

It is important to understand the crucial implications of multimission tasking for offensive,

defensive, as well as logistic operations. Factoring these implications into JFMCC decisions

regarding delegation of command relationships and decisions regarding employment of

multimission platforms is paramount. Some capabilities of multimission ships and other maritime

forces may be made available to other components in direct support based on the operational

need, the JFMCC’s apportionment recommendation, and the JFC’s apportionment decision.

d. The JFMCC’s operational-level maritime plan delineates how to integrate and coordinate

joint maritime operations to achieve the JFC’s operation or overall campaign objectives. This

plan, capable of being modified daily, is a compilation of subordinate requests and plans used to

achieve mission objectives based on dynamics and the campaign’s tempo. It frames the daily

operational planning conducted by the JFMCC staff and assigned forces.

Detailed information on a notional JMO organization and processes, under a functional construct,

is provided in Appendix G, “Notional Joint Maritime Operations Organization and Processes.”

3. Organization for Planning

The JFMCC’s forces/capabilities may consist of subordinate commanders and forces from

any Service and may include multinational forces. The JFMCC’s subordinate commanders use

the JFMCC’s operational-level plans to develop their specific maritime tactical plans. Although

a notional JFMCC organization is discussed in Appendix E, “Joint Force Maritime Component

Commander’s Staff,” the planning organization functions are addressed in this chapter.

a. Transition. When a JFMCC staff is established from an existing Service component

staff, they must plan and transition from Service component responsibilities to JFMCC-level

responsibilities. When the geographic combatant commander designates Service component

commanders and staffs as contingency JFMCCs, transition plans or more general SOPs should

be developed to guide the transition. Specific billet migrations for the resident Service staff and
III-3

Joint Maritime Operations Planning

specific augmentation billets from external sources provide the foundation on which to build the

staff transition.

b. Post-Transition. Once initial planning products and orders are complete, the staff should

be organized to conduct execution phase planning. This effort will include time-flow of planning

documents and appropriate production of necessary products through the planning staff. The

responsibility for planning is coordinated between the maritime future plans center (MFPC) and

the operations center (OPS). While the top level, cross-directorate coordinating functions will

need to continue, development of specific plans and the integration of those plans will occur

within the planning directorate. The size and specific composition of the MFPC and OPS must

be appropriate to the scope and complexity of maritime activity. The planning organization

should include long-range planning, near-term planning, and all liaisons that tie maritime plans

at the JFMCC level with those of other components and other maritime command echelons.

(1) Long-Range Planning. The MFPC is the organizational element that typically

conducts long-range planning. The MFPC’s primary responsibility is OPLAN development

and maritime force deployment planning. The MFPC usually works on planning for events 72

hours and beyond. Force deployment planning conducted by the MFPC in the planning directorate

must be in concert with transition team operational planning. The deployment planners need to

understand the capabilities of available assets and sequencing priorities associated with a COA

or CONOPS. The JFMCC’s planning staff must be aware that the timing and sequencing priority

may be affected by the JFC’s overall concept of deployment.

(2) Near-Term Planning. The JFMCC OPS has primary responsibility for operational

planning within 72 hours. The OPS is usually subdivided into current operations and future

operations branches. Current operations is responsible for operations out to 24 hours and the

future operations branch is responsible for operations from 24 to 72 hours out. A dynamic

operational environment often requires rapid replanning in parallel with mission change orders

for the maritime force. The principal products of the OPS are situation reports, daily maritime

intentions messages, maritime deconfliction plans, synchronization of operations joint air tasking

order, and other near-term coordination products. (See Appendix G, “Notional Joint Maritime

Operations Organization and Processes.”) OPS, or a subordinate cell assigned to it, plans maritime

targeting, including required coordination with targeting cells of other components. This function

includes targeting that supports JFMCC requirements and those assigned by the JFC in support

of other components.

4. Joint Maritime Operations Targeting Process

JP 3-60, Joint Targeting, provides standard terminology and procedures that govern JFMCC

targeting responsibility and execution. These basic tenets are amplified by JFC guidance that

adapts them to specific missions and force capabilities for each component.

a. Commanders must clearly understand the joint targeting process in order to arrange for

fires that support their own objectives while satisfying the tasking of the JFC. Effective

coordination, deconfliction and synchronization maximize the strategic, operational, and tactical
III-4

Chapter III

JP 3-32

effects of joint targeting. The JFMCC and other components must employ joint targeting

procedures that ensure:

(1) Compliance with JFC objectives, guidance and intent, rules on the use of force,

rules of engagement (ROE), and collateral damage concerns.

(2) Coordination, synchronization, and deconfliction of targets.

(3) Fratricide avoidance.

(4) Rapid response to time-sensitive targets (TSTs).

(5) Minimal duplication of effort.

(6) Expeditious combat assessment (CA).

(7) Common perspective of all targeting on the adversaries’ COG.

b. Targeting Process. Once the JFC provides targeting guidance, subordinate component

commanders can recommend to the JFC how best to use their assigned forces/capabilities to

achieve the JFC’s objectives. The JFC may retain central targeting authority or delegate it to the

subordinate component commander best able to accomplish it. Key functions include

synchronization, integration, deconfliction, fratricide avoidance targeting, and force allocation.

Components typically will nominate targets to the JFC’s designated targeting authority for

centralized servicing and will provide the direct support sortie requirements plan for central

targeting support. Typically, LNOs acting in support of their component commander actively

participate in the targeting. For example, if the JFACC is designated the targeting authority, the

JFMCC provides target input to the joint guidance, apportionment, and targeting team directly

via collaborative tools or JFMCC LNOs. The JFMCC is charged with establishing procedures

and mechanisms to manage its part of the joint targeting function. The JFMCC must be prepared

to coordinate and employ alternative procedures for any aspect of the joint targeting process

should established procedures require change to keep pace with execution. The theater joint

intelligence center (JIC) normally provides targeting support to the JFC and components. This

is supplemented by continental United States reach-back services.

For additional information, see JP 3-60, Joint Targeting.

c. In addition to these targeting measures, there is a growing need for real time operational

targeting capability, which reflects the very dynamic environment that grows from taking

advantage of our force agility and highly trained personnel. This unstructured, often chaotic

process must also be considered and supported.

d. Targeting for JFMCC Operations/JFMCC Distributed Targeting. The JFMCC

directs the maritime segment of the joint targeting process within an organizational framework

tailored to the scope of the maritime targeting requirements. A combination of maritime force
III-5

Joint Maritime Operations Planning

sensors, access to various intelligence products and the robust mission planning and imagery

processing capabilities resident in maritime assets (e.g., aircraft carriers, large-deck amphibious

ships, command ships, surface combatants, submarines, and aircraft) offer the JFMCC a potentially

significant distributed targeting arrangement. SOPs for employing these capabilities must be

consistent with the targeting direction from the JFC and with specific arrangements for the

shared use of sensors.

e. The JFMCC’s targeting structure must be agile enough to react to rapidly changing

events at sea, in the seaward littoral, and the landward littoral, as well as to project power and

defense inland in support of other component commanders while providing for efficient and

continuous execution of all phases of the joint targeting process. Deliberate targeting supports

the standard targeting cycle established by the JFC. Additional dynamic targeting procedures

are required to support time-sensitive targeting requirements. The JFMCC’s targeting process

should mirror the standard joint process as closely as possible. The JFMCC provides long-term,

top level planning guidance that highlights the commander’s intent for fires. Subordinate units

submit targeting requests for servicing either by the JFMCC’s own targeting capability or for

consideration by the JFC’s targeting authority, if necessary.

f. OPS normally is responsible for organizing and executing the JFMCC’s targeting

responsibilities. The joint targeting process cuts across traditional functional and organizational

boundaries. Operations, plans, and intelligence specialists are the primary active participants,

but other functional areas, such as logistics, weather, law, and communications may also support

the process. Close coordination, cooperation, and communications are essential. Depending on

technical capabilities resident inside and outside the JFMCC staff, portions of the targeting

effort may need to be delegated to subordinate units best equipped and manned for it.

g. The servicing of RFIs is a key element of the targeting process. Standard format RFIs

are essential for compiling information necessary for all aspects of the joint targeting process. In

order to service joint force RFIs in a timely manner, the JFMCC’s process must be synchronized

with that used by the JFC targeting authority. The intelligence directorate of a joint staff (J-2) or

OPS will typically coordinate the JFMCC’s RFI submissions in accordance with procedures

established by the JFC and existing joint doctrine.

h. Component Targeting Board. The JFMCC typically organizes a maritime component

targeting board to function as an integrating center for maritime targeting oversight and review.

Primary direction is provided by OPS. This maritime targeting board must be a joint activity

with representatives from the JFMCC staff, all component LNOs, and major subordinate units.

It provides a forum for review of joint targeting guidance and joint apportionment that advises

the JFMCC on alternatives for achieving the JFC’s theater plans and campaign objectives. The

board acts to consider the capabilities of the JFMCC force and other component forces. Specific

responsibilities include:

(1) Assigning maritime target priorities.
III-6

Chapter III

JP 3-32

(2) Developing a general asset/platform allocation plan to service the prioritized target

list for refinement by the strike cell.

Additional details on the strike cell may be found in Appendix D, “Fire Support.”

(3) Assisting subordinate units with translating JFMCC objectives, guidance, and

desired effects into the targeting effort.

(4) Providing targeting guidance based on major plans and priorities.

(5) Providing pre-execution review of JFMCC’s major plans.

(6) Specifying the desired effects of joint targeting in the maritime AO.

(7) Recommending supplemental ROE to enhance the effectiveness of fires missions.

(8) Recommending changes to the JFC’s restricted target and no-strike lists.

(9) Developing a prioritized target list to submit to the JFC for inclusion in the joint

integrated prioritized target list.

(10) Considering potential nonscheduled fires that can be held in reserve for direct

(close battle) support.

(11) Identifying requests for supporting fires from other component commanders.

(12) Coordinating with other component targeting to avoid duplication of effort and

reduce the risk of fratricide.

i. Staff Support to Targeting

(1) Intelligence support to the targeting process is provided by the J-2. Specific

responsibilities include:

(a) Providing coordination of ISR resources, reporting, products, and services

that support meeting the JFMCC’s targeting requirements within an operationally effective

timeline.

(b) Recommending collection priorities for JFC, theater, and national tasking.

(c) Coordinating with the operations directorate to support collection requirements.

(d) Conducting/coordinating CA of lethal and nonlethal effects for further action

by the operations directorate.
III-7

Joint Maritime Operations Planning

(e) Ensuring dissemination of products in useable forms to meet end user needs.

(2) Operations and plans directorate responsibilities include:

(a) Managing the targeting board and related boards (including the CA board and

IO working group) and providing target meeting results to each subordinate unit and supporting

forces.

(b) Ensuring the J-2 has the required information/priorities for target development,

target acquisition, and CA.

(c) Assisting in CA for JFMCC with support from the staff, each subordinate

unit, and other functional components.

(d) Application and modification of special instructions (SPINS) in support of

defensive and offensive tactical air operations.

(3) Operations directorate responsibilities include:

(a) Determining the availability of resources to carry out the IO plan and to

coordinate intelligence and assessment support for IO.

(b) Serving as the primary advocate for IO (lethal and nonlethal) targets nominated

for attack throughout the target nomination and review process established by the JFMCC.

(c) Providing meteorological and oceanographic (METOC) support, products,

and services to support JFMCC targeting requirements.

(4) Logistics directorate responsibilities include:

(a) Updating weapons inventories.

(b) Identifying critical or key logistic issues specific to JFMCC targeting.

(c) Assisting the J-2 in identifying adversary logistic targets (e.g., fuel storage

depots and pipelines, ordnance depots and movement centers, distribution infrastructure and

hubs to include airports and seaports) that can affect the adversary’s sustainment capability.

(d) Assisting the J-2 with review of target selection for unnecessary adverse

environmental impacts (e.g., dams and oil fields).

(5) Staff judge advocate responsibilities include advising the JFMCC and the targeting

board on:

(a) Applicable international and domestic laws.
III-8

Chapter III

JP 3-32

(b) Law of armed conflict issues.

(c) ROE/SPINS.

(d) Other pertinent issues surrounding target recommendations and decision

processes.

(6) Subordinate unit responsibilities include:

(a) Identifying requirements and nominating targets to the JFMCC.

(b) Providing representation to the targeting board and related boards/working

groups.

(c) Recommending priorities for CA collection requirements to the JFMCC J-2.

(d) Appraise the JFMCC of weapons and weapons systems availability.

5. Planning Products

a. Initial output from the JFMCC planning process focuses primarily on JFC COA

development conducted in accordance with JP 5-0, Joint Operations Planning. JFMCCdeveloped maritime planning products must also support the planning processes of other functional

commanders (refer to JP 3-30, Command and Control for Joint Air Operations and JP 3-31,

Command and Control for Joint Land Operations) by providing:

(1) Support requests.

(2) Allocation of forces/capabilities available.

b. Planning products include long-range contingency planning, adjusted near-term

refinements, provisions for very near-term CAP, and tactical adjustments. The JFMCC provides

the maritime input to JFC OPLANs and operation orders (OPORDs) to convey how the maritime

force intends to help achieve JFC objectives. The JFMCC plan describes the relationship or

arrangement of major assigned operations that support the JFC’s strategic and operational

objectives.

c. The OPORD describes the synchronization of specific tasks that result in an employment

of joint/multinational maritime force capabilities for a major operation. The format for the

OPORD generally follows that found in CJCSM 3122.01, Joint Operation Planning and

Execution System (JOPES) Vol I: (Planning Policies and Procedures).

d. Maritime forces inputs to OPLANs and OPORDs are distributed internally to maritime

forces and externally to the JFC, Service, and functional component commanders for information.

If OPLAN or OPORD maritime forces inputs describe a branch or sequel to the current plan,
III-9

Joint Maritime Operations Planning

they are distributed externally to the JFC for approval and to the Service, functional component

commanders, and maritime force subordinate commanders for information. Once approved,

the JFC provides additional instructions to the maritime forces that are tailored for operations in

the near-term. These directives are contained in the appropriate sections of the tasking order.

e. Daily intentions messages are the primary means of directing the maritime operationallevel planning and execution, and thus are useful to indicate to other component commanders

the amount of progress made toward accomplishing the goals of the direct maritime tasks list

and other component commander tasks lists.
III-10

Chapter III

JP 3-32

Intentionally Blank
APPENDIX A

COMMUNICATIONS SYSTEM SUPPORT

A-1

1. Communications System Support Considerations

a. The JFMCC is responsible for planning and activating all validated joint maritime

communications links that are consistent with the overall campaign plan and allow

accomplishment of the JFC directives. The ability to exchange information via reliable and

secure communications with the JFC, joint force staff, component commanders, and forces is

key to the successful integration of the joint maritime operation. Planners must also take into

consideration communication requirements when dealing with host nations and international

agencies. Compliance with the Department of Defense (DOD) joint technical architecture is the

assumed baseline for the JFMCC communications system support architecture.

b. The designation of a JFMCC and selection of a HQ must be made based upon the

mission and C2 requirements (at a minimum) imposed by the JFC’s explicit, implied, and potential

tasking. Communications system support requirements of the JFMCC generally include:

(1) An accurate and reliable multidimensional (air, land, maritime, and space) common

operational picture (COP).

(2) Robust and redundant secure over-the-horizon communications.

(3) Significant wide-band reach back access to theater and national information

resources.

(4) A suite of tactical links that connect with organic, theater, and national sensors to

create an accurate operational picture.

(5) Provisions for connecting with specific C2 systems of multinational components

and nongovernmental agencies.

2. Integrated Communications System Support

a. The JFC has the responsibility for developing the overarching communications plan in

concert with input from subordinate and component commands. Based on guidance from the

JFC, the JFMCC develops the assigned operations portion of the communications plan. The

plan is then provided to the JFC to develop and coordinate employment of forces and to support

the overall campaign. Individual Service component commands have the overall responsibility

for providing communications system support to their own forces unless otherwise directed.

b. The existing joint theater communications system (TCS) is directed, established, and managed

by the JFC. This system provides theater-wide communications system connectivity between all

components and elements. The TCS also addresses communications connectivity requirements to

(CH1)
A-2

Appendix A

JP 3-32

ensure the appropriate interface between Service component forces and C2 that permits timely execution

of assigned missions.

c. Tactical communications in the AO are phased in and established as specified in the

OPLAN and/or OPORD being supported/executed.

d. Sensors are key elements in the JFC’s communications architecture, with national, theater,

and organic component systems all serving as nodes in a joint sensing network. Sensor capability

resident in the joint maritime force may be tasked exclusively to support the joint force collection

plan, may be dedicated to exclusive use by the JFMCC or may be netted so that it partially serves

both levels as the operational environment requires. Sensor tasking procedures and allocation

of collection products should be negotiated early in the planning process and clearly defined in

supporting plans and tactical procedures, and must also be able to adapt quickly to changing

requirements. JFMCC access to theater and national sensor mission products may enhance the

situational awareness, targeting, and operational assessment capabilities of the maritime force

depending on the persistence, accuracy, and fusion standard for the data they provide.

3. Role of the Joint Force Maritime Component Commander Communications

System Directorate

a. The JFMCC J-6 provides communications system functional expertise to the JFMCC.

The J-6 staff’s role is to focus on key communications issues that can have an adverse effect on

the JFMCC portion of the campaign. Routine communications system management is the

responsibility of the JFC and the subordinate component commands.

b. Communications system hardware is normally a Service component responsibility.

However, the JFMCC designates specific JFMCC force communications functions on an

exception basis. Only communications issues affecting the conduct of the operational mission

are of concern to the JFMCC J-6.

c. Guidance to supporting commanders is provided in formal SOPs and operation tasks

(OPTASKs). Specific JFMCC J-6 staff responsibilities are provided in Appendix E, “Joint

Force Maritime Component Commander’s Staff.”
APPENDIX B

INTELLIGENCE, SURVEILLANCE, AND RECONNAISSANCE

B-1

1. Intelligence, Surveillance, and Reconnaissance Considerations

The JFC’s staff develops an overall collection strategy and posture for the execution of the

ISR mission. The JFMCC’s plan includes assets to satisfy joint maritime operations requirements

and information collection.

2. Role of Intelligence Support Within the Joint Force Maritime Component

Commander’s Staff

a. Like the JFC, JFMCC is both a broker of intelligence support for those in subordinate

commands as well as the executive agent for intelligence support tasks that may be required by

the JFMCC maritime CONOPS or directed by higher authority. The JFMCC has primary

responsibility for coordinating maritime intelligence efforts. Based on JFC guidance, the JFMCC

develops intelligence and reconnaissance plans for component operations and provides feedback

to the JFC on maritime-related issues affecting joint operations. The JFMCC defines intelligence

responsibilities and prioritized maritime-related intelligence requirements of tactical forces.

Finally, the JFMCC provides representation for the maritime component at the JFC’s joint targeting

coordination boards.

b. The JFMCC and the J-2 staff must understand the intelligence requirements of the JFC,

other component commanders (e.g., JFACC, JFLCC) and subordinate JFMCC commands so

they can focus on the timely integration and synchronization of relevant all-source intelligence

into JFMCC operations. The overall objective is to provide the JFMCC with an accurate, timely,

and relevant knowledge about the threat and the surrounding environment. Specific JFMCC J2 staff responsibilities are provided in Appendix E, “Joint Force Maritime Component

Commander’s Staff.”

3. The Joint Force Maritime Component Commander’s Intelligence Directorate

and Staff Considerations

a. Size and Composition. The size and composition of the JFMCC J-2 staff are dependent

upon the JFMCC organization and scope of the operation. Typical joint intelligence functions

will include planning and direction, collection management, processing and exploitation, analysis

and production, dissemination and integration, and evaluation and feedback of intelligence.

Normally, the JFMCC needs access to national, theater, and tactical intelligence systems/data.

The JFMCC also requires:

(1) Core analysis capability.

(2) Ability to provide indications and warnings.

(3) ISR collection management skills.
B-2

Appendix B

JP 3-32

(4) Targeting capability.

(5) Systems and administrative support.

b. Augmentation of Staff. When a Service component commander is activated as a JFMCC,

the core intelligence staff normally becomes responsible for operational-level intelligence matters.

Because such responsibility can be a significant expansion of the scope and depth normally

executed, augmentation of the JFMCC J-2 staff will likely be required. A notional JFMCC J-2

organization consists of an intelligence watch, intelligence plans, intelligence analysis, collections,

cryptology, counterintelligence (CI), and intelligence systems cells.

(1) Augmentation requirements are determined by the nature of the contingency,

specific skills required to execute the mission, and the depth of intelligence capability in the

existing staff. The JFMCC J-2 organization normally mirrors the JFC core J-2 and/or JIC

organizations.

(2) The following skilled personnel and skill sets should be considered when there is

a need to augment the JFMCC J-2 staff:

(a) Targeting SMEs.

(b) Special security administrators.

(c) Cryptologic resource coordinator and signals intelligence analysts.

(d) Collection management personnel.

(e) Intelligence analysts.

(f) Imagery exploitation analysts.

(g) Geospatial information analysts.

(h) Intelligence LNOs (representing each component Service).

(i) Production and dissemination personnel as required (coalition).

(j) Systems administrators to assist with component and coalition support.

(k) Human intelligence (HUMINT)/CI coordination.

(l) Unmanned vehicles support personnel for unmanned aerial vehicles, surface

unmanned vehicles, underwater unmanned vehicles, and other intelligence collection platform

operators/interpreters.
B-3

Intelligence, Surveillance, and Reconnaissance

(3) The following organizational resources should be considered when there is a need

to augment the JFMCC intelligence directorate staff:

(a) National Intelligence Support Team (NIST). These nationally sourced teams

are composed of intelligence and communications experts from the Defense Intelligence Agency,

Central Intelligence Agency, National Security Agency, National Geospatial-Intelligence Agency,

or any combination of those agencies. Requests for NIST augmentation should be considered

early in planning and coordinated with the JFC.

(b) Joint Intelligence Support Element (JISE). Combatant commanders have

theater JICs who are focused on geographic or functional responsibilities. A subordinate joint

force, when established, also normally forms a JISE to be the focus for intelligence in support of

the JFC, joint staff and components. When a JISE is required, personnel augmentation and

communications equipment and procedures can be tailored and deployed to fit the operating

environment. The JISE normally assists with collection management, analysis, and dissemination.

Some theaters have provisions to augment the JFMCC J-2 with JISE-like support. Specific

requests for JISE augmentation should be coordinated with the joint force intelligence directorate.

(c) Joint Force Intelligence Directorate Counterintelligence and Human

Intelligence Staff Element (J-2X). During joint operations, CI and HUMINT both complement

each other and work together to provide intelligence and FP. To help ensure that these staff

elements are in a position to accomplish the necessary goals, the JFC normally establishes a

J-2X staff element. The J-2X staff element manages, coordinates and deconflicts those activities

to include coordinating force CI and protection activities and HUMINT operations.

c. Coordination with the JFC. The JFMCC’s J-2 staff is required to chair, co-chair, or

participate in JFC-sponsored coordination boards and conferences. Some of the more significant

boards include:

(1) Joint captured material exploitation center.

(2) Joint reconnaissance committee.

(3) Joint planning group.

(4) Joint document exploitation center.

(5) Joint targeting coordination board.

(6) Joint interrogation and debriefing center.
B-4

Appendix B

JP 3-32

Intentionally Blank
APPENDIX C

MOVEMENT AND MANEUVER

C-1

1. General

Movement and maneuver of maritime forces, when combined with the element of surprise,

provide a significant advantage over adversaries and allow the commander to rapidly concentrate

forces where necessary. They are also key attributes upon which the JFMCC CONOPS is built,

applying directly to the key maritime areas such as control of the sea and maritime AO, power

projection from sea to land, deterrence, strategic sealift, forward maritime presence, and other

specified and implied tasks as assigned.

a. The JFMCC plans, controls, and coordinates operational level movement and maneuver

to gain a positional advantage over the adversary. The objective for operational maneuver is

usually focused on an adversary’s COG.

b. A prime attribute of maritime forward presence is the ability to, on short notice and with

no host-nation notification or approval, conduct a show of force in an area of increased tension

or a show of support to friends and allies. While these are typically peacetime operations conducted

by a Service component commander, a JFMCC can conduct them by using maneuver and

movement.

The joint force commander tasks the joint force maritime component commander

concerning employment of maritime operations.
C-2

Appendix C

c. Maneuver and movement of maritime forces are integral aspects of joint operations.

Examples of maneuver and movement include undersea warfare (USW), strategic sealift, movements

of other military forces, convoy operations, and amphibious operations. During maritime

operations, the use of information, initiative, and decisive force is applied through maneuver to

dominate specific regions of the environment, in all dimensions, at the chosen time and place.

Maintaining awareness in the transition from the open ocean to littoral areas is key to the continuing

conduct of maneuver on and from the sea, allowing the JFMCC to focus on the adversary’s

COG.

d. Whether at sea or from the sea, maneuver can guide application of power projection in

support of the land battle. The concepts for maneuver are articulated in JFC and JFMCC tasking

documents, and include timing, sequencing, method, and location of entry into the assigned AO.

e. Maritime interception operations, which restrict a vessel’s ability to move and maneuver,

isolates a vessel of interest from outside support, enhances free use of the sea lines of

communications (SLOCs) for friendly operations, assures law and sanction enforcement, and enforces

and provides security for maritime operations.

2. Key Considerations

a. The notional JFMCC staff organization discussed in Appendix E, “Joint Force Maritime

Component Commander’s Staff,” provides for the integration of staff from the appropriate

Services into the JFMCC staff. It is essential that staffs from each Service participate in the

planning process for all operational level movement and maneuver to ensure that all Servicespecific capabilities are considered. A key to maximizing capabilities of the JFMCC force is in

understanding the requirements of each assigned command. One example of requirements is a

joint amphibious operation where the commander of the landing force (e.g., Marine expeditionary

unit, Marine expeditionary brigade, or Marine expeditionary force) requires a sufficient AO or

amphibious objective area to effectively employ his aviation combat element, requiring

coordination with the JFACC, the airspace control authority (ACA), and area air defense

commander (AADC), with careful consideration of fire support coordinating measures and

boundaries. The inherent mobility of JFMCC units must also be preserved in deconfliction

plans worked out between components.

Refer to JP 3-02, Joint Doctrine for Amphibious Operations, for more information.

b. Operational and tactical level maneuver and movement of maritime forces, both significant

counter-targeting measures, are integral in defense planning considerations such as JFMCC

support to, or execution of, assigned ACA or AADC responsibilities. As described in JP 3-0,

Joint Operations, maneuver must be synchronized with fires and interdiction. Such

synchronization provides one of the most dynamic tools available to the JFC.

c. Coordination of waterspace is a requirement unique to the joint maritime component.

The JFMCC will coordinate the operations of forces/capabilities in order to prevent mutual

interference between maritime elements as well as with commercial shipping, multinational

JP 3-32 (CH1)
C-3

Movement and Maneuver

forces, and other units. Specifically for submarine operations, JFMCC will liaise with the

theater submarine operating authority for the establishment of:

(1) Waterspace management (WSM) procedures relative to use of friendly antisubmarine

weapons.

(2) Prevention of mutual interference guidance to prevent submerged collisions between

friendly submarines, between submarines and friendly surface ship towed bodies and arrays,

and between submarines and any other hazards to submerged navigation (e.g., explosive

detonations, weapon jettison areas, research submersible operations, oil drilling).

d. The JFMCC will provide necessary information to the JFC and other component

commanders, specifically JFACC, to prevent inadvertent engagement of friendly forces and

physical interference among maritime forces.

e. The JFC normally tasks the JFMCC to make recommendations concerning the

employment of forces for maritime operations within the JFMCC’s AO. This includes:

(1) Organizing for combat.

(2) Developing a JFMCC force scheme of maneuver and a fire support plan to support

the JFC’s campaign plan.

(3) Identifying interdiction targets or objectives within the JFMCC’s AO.

(4) Establishing priorities of effort.

(5) Coordinating, integrating, and synchronizing operational reconnaissance.

(6) Coordinating/planning operational fires that impact maneuver.

(7) Integrating multinational forces in maritime operations.

(CH1)
C-4

Appendix C

Intentionally Blank
APPENDIX D

FIRE SUPPORT

D-1

1. General

a. This appendix provides information regarding JFMCC fires, staff organization, and the

execution and assessment of fires at the operational level.

b. Operational fires accomplish specific missions and create conditions for success in the

AO. Such operations can focus on accomplishing JFMCC objectives or serve as support to

other components. In addition to providing fires, the JFMCC must also prepare to direct a

multidimensional fires operation using assigned forces/capabilities.

2. Maritime Fires Mission

Maritime fires consist of strike and fire support. The extended range, speed, and versatility

of maritime forces and the associated fires capabilities they provide, combine to make strike

fires the salient operational capability of JFMCC forces. With assets that include fires-capable

units, the JFMCC is a significant fires provider for various operations of the JFC campaign.

a. Types of Fires. Fires from maritime platforms can produce a full range of effects and

are a critical component of maritime power and defense projection from sea-to-land missions.

Examples of maritime missions employing fires at targets ashore or over land include interdiction,

close air support, suppression of enemy air defenses, counterair (offensive and defensive), and

naval surface fire support (direct and general).

b. Shaping the AO. The use of fires is one of the principal means of shaping the JFMCC

AO. IO, employed to affect adversary information and information systems, are also integral to

this process. The JFMCC’s interests are those theater-wide adversary forces, functions, facilities,

and operations that impact JFMCC plans and operations. As a significant strike and fire support

provider, the JFMCC works closely with the JFC and component commanders to coordinate

fires for maximum operational effect.

c. Interdiction. Joint interdiction operations are a key focus for JFMCC fires. Fires from

maritime assets may be major active elements of interdiction. The key attributes in the JFC’s

joint interdiction operations are the flexibility, maneuverability and speed of JFMCC fires assets

and freedom from host nation permissions.

3. Joint Force Maritime Component Commander Fires Assets

a. Concentrated fires, even from dispersed JFMCC forces, are possible because of the

maneuverability of JFMCC forces and the extended range of their fires.

b. JFMCC resources for fires encompass forces/capabilities assigned by the JFC and may

include:
D-2

Appendix D

JP 3-32

(1) Sea- or shore-based aircraft including fixed- or rotary-wing assigned to theater naval

forces, Marine air-ground task force, or other aircraft made available for tasking.

(2) Armed and attack helicopters.

(3) Surface- and subsurface-launched cruise missiles and torpedoes.

(4) Surface gunnery, including naval surface fire support (NSFS).

(5) Surface-, subsurface- and air-launched mines.

(6) Air, land, maritime, and special operations forces.

(7) Unmanned vehicles.

4. Fires Synchronization and Coordination

a. The JFMCC must synchronize and coordinate fires in support of the JFC’s objectives.

Because of the highly specialized nature of some assigned operations, maritime fires require a

high degree of coordination between component and subordinate commanders. And, as discussed

in Appendix C, “Movement and Maneuver,” fires need to be synchronized with maneuver and

interdiction.

b. The JFMCC synchronizes operational fires and C2 by the active participation of the

JFMCC strike, NSFS cell, supporting arms coordination center, and landing force fire support

planners, where available, and as required.

See JP 3-09, Joint Fire Support, for additional information.

c. JFMCC Targeting Functions. The targeting functions and responsibilities of the JFMCC

are to:

(1) Advise on application of operational fires.

(2) Identify fires requirements from other components.

(3) Provide apportionment recommendations.

(4) Recommend JFMCC assets for JFC allocation.

(5) Advise on fires asset distribution (priority) of JFMCC forces.

(6) Develop JFMCC priorities, timing, and effects for interdiction within the JFMCC

AO.
D-3

Fire Support

(7) Develop JFMCC targeting guidance and priorities.

(8) Develop a prioritized target nomination list for submission to the JFC.

(9) Integrate/deconflict fires activity with the JFC and other component commanders

or forces.

(10) Plan, coordinate, and supervise the execution of JFMCC deep supporting fire

operations.

(11) Coordinate with designated airspace control authorities for all planned airspace

requirements.

(12) Staff and man the JFMCC time-sensitive strike branch in the assigned operations

cell.

d. Successful application and synchronization of fires requires rigorous practice prior to

commencement of operations with as many actual forces as possible.

5. Air Tasking Order/Airspace Control Order

The air tasking order (ATO) delineates tasked sorties allocated by the JFACC after the

JFC’s air apportionment decision in support of the JFC’s campaign. While intended to be a

methodically planned document, operations frequently force dynamic changes which may be

received only a few hours before launch. The ATO codifies tasked sorties, capabilities and/or

forces, assigned targets and specific missions to components, subordinate units, and tactical C2

agencies. The airspace control order provides airspace coordination measures to deconflict the

employment of air assets throughout the joint force operational area. It is published either as

part of the ATO or as a separate document and provides the details of approved requests for

airspace control measures.

See JP 3-30, Command and Control for Joint Air Operations, JP 3-52, Doctrine for Joint Airspace

Control in the Combat Zone, and Navy Warfare Publication (NWP) 3-56.1, Naval Air Operations

Center Organization and Processes, for additional details.

6. Combat Assessment

CA addresses the effectiveness of overall joint targeting in light of the JFC’s objectives,

guidance and intent. CA gives both the JFMCC and the JFC a broad perspective on the total

effects of joint targeting against the adversary at both the operational and strategic levels. Preand post-mission reconnaissance are required as part of CA. For example, the product of the CA

effort directly impacts the survivability of air assets, by avoiding unnecessary restrikes on targets,

hitting key targets again which were not destroyed, and freeing assets to take on additional

tasking.
D-4

Appendix D

JP 3-32

Intentionally Blank
APPENDIX E

JOINT FORCE MARITIME COMPONENT COMMANDER’S STAFF

E-1

“A joint staff should be established for commands comprised of more than one

Service. The staff of the commander of a combatant command, subordinate

unified command, joint task force, or subordinated functional component (when a

functional component command will employ forces from more than one Service)

must be composed of Service members that comprise significant elements of the

joint force. Positions on the staff should be divided so that Service representation

and influence generally reflect the Service composition.”

JP 0-2, Unified Action Armed Forces (UNAAF)

1. General

a. The JFMCC organizes staff and forces to meet JFC and higher authority objectives. The

JFMCC organization must be capable of meeting mission requirements to ensure success in a

complex joint and multinational environment. Maritime force representation, component

commander liaison, and C2 connectivity must all be robust.

Specific C2 technical issues are presented in Appendix A, “Communications System Support,”

and Appendix D, “Fire Support.”

b. The JFMCC organizes his staff in a manner that best supports achievement of the JFC’s

objectives. Since formation of a new HQ for every mission is both time-consuming and inefficient,

the staff organization is usually based upon an existing command element. The JFMCC’s staff

may need to be augmented with additional personnel. Ideally, the JFMCC and the deputy will

come from different Services or, at a minimum, from different warfare specialties and key JFMCC

staff positions should be filled by other Service component personnel, as appropriate. This

concept should be replicated throughout the staff leadership to ensure an understanding of the

distinct capabilities of each JFMCC Service component and to optimize employment of the

forces. Figure E-1 is a depiction of one option for a notional JFMCC staff organization. While

the staff responsibilities and J-code assignments noted are in accordance with JP 0-2, Unified

Action Armed Forces (UNAAF), the JFMCC also has the option to organize the staff and forces

as necessary to meet JFC objectives.

Refer to functional organization construct in Appendix G, “Notional Joint Maritime Operations

Organization and Processes.”

2. Joint Force Maritime Component Commander Staff Responsibilities

Each staff section must be organized, manned, and equipped to accommodate national and

allied/coalition operations, if required. Figure E-1 includes J-codes for ease of clarification.

a. Personnel. Most personnel and administrative actions are handled through the joint

force manpower and personnel directorate (J-1) down to the Service component level. The JFC
E-2

Appendix E

JP 3-32

and JFMCC are normally responsible for monitoring current and projected unit strengths through

the daily personnel status, casualty reports, and critical reports of personnel shortages. The JFC

and JFMCC will analyze these reports and determine their effects on assigned operations.

Although the JFMCC J-1 is not in the formal personnel reporting chain, a critical function of J1 is to provide all necessary order writing and other administrative support for JFMCC LNOs.

This requires close coordination with the operations directorate (J-3) and plans directorate (J-5)

to ensure that both the core JFMCC staff and the supplemental staff are assembled without delay

and with all necessary support to begin work quickly.

Refer to JP 1-0, Personnel Support to Joint Operations, or NWP 5-02, Multiservice Tactics,

Techniques, and Procedures for Joint Task Force (JTF) Liaison Operations, for additional details.

NOTE: Figure E-1 depicts a notional staff; it is not intended to be prescriptive. The actual

JFMCC staff organization may require some staff members to have dual responsibilities.

Additionally, the location of certain sections and the specific special assistant staff will often

vary, depending on the organization of the core staff and the mission at hand.

NOTIONAL JOINT FORCE MARITIME COMPONENT

COMMANDER STAFF ORGANIZATION

JOINT FORCE MARITIME COMPONENT COMMANDER

J-1

J-3

J-5

J-7 JED

J-2

Special

Staff

J-4

J-6

Deputy

Chief of Staff

J-1

J-2

J-3

J-4

J-5

J-6

J-7JED

manpower and personnel directorate

intelligence d

operations d

logistics d

plans d

communications system directorate

exercises and training d

irectorate

irectorate

irectorate

irectorate

irectorate

Figure E-1. Notional Joint Force Maritime Component Commander Staff Organization
Joint Force Maritime Component Commander’s Staff

b. Intelligence. The primary role of J-2 is to provide intelligence support to the JFMCC.

The following intelligence-related actions are the responsibility of the J-2 staff:

(1) Maintain an intelligence watch.

(a) Coordinate and maintain technical control over specialty multidiscipline

intelligence and CI support to the commander and subordinate elements.

(b) Establish an all-source intelligence cell in, or adjacent to, the joint operations

center. The all-source cell is supported, as required, by available multinational intelligence

assets that remain under national control.

(c) Complete an initial intelligence estimate and maintain updates as required by

the operational situation.

(d) Establish and maintain intelligence collection, and contact of interest (COI),

and critical contact of interest (CCOI) management systems.

(e) Complete all-source analysis and dissemination.

(f) Establish and maintain enemy order of battle and databases to support operations

and planning.

(g) Act as central point of contact for reports from subordinate staffs.

(h) Provide higher HQ JIC with a prioritized list of and track outstanding COIs/

CCOIs. Ensure answers are directed correctly when received from supporting agencies.

(i) Assign and task intelligence resources within forces made available.

(j) Establish a targeting cell within the all-source cell, as necessary, to support the

component deep operations cell.

(k) Assist other staff in developing and refining essential elements of friendly

information.

(l) Plan and coordinate appropriate CI and necessary antiterrorism/FP intelligence

operations.

(m) Develop Annex B (Intelligence) to the JFMCC forces OPORDs.

(n) Provide regular intelligence summaries and reports, as required, to the

following:

E-3
E-4

Appendix E

JP 3-32

1. Higher HQ (JFC).

2. Multinational force national HQ and other addressees designated by the

JFC (if a multinational operation).

3. Adjacent and subordinate units.

4. Any subordinate specialty unit.

(2) Maintain overall security of assigned intelligence spaces.

(3) Maintain digital topographic data to support the COP and provide analysis in support of

the joint operation planning process.

(4) Examples (not all inclusive) of JFMCC J-2 billets in addition to the directorate

may include a targeteer, targeting support, air COP, land COP, battle damage assessment (BDA),

communication intelligence, electronic intelligence, cryptographic, ISR, and database personnel.

Refer to JP 2-0, Joint Intelligence, and JP 2-01, Joint and National Intelligence Support to

Military Operations, for additional details.

c. Operations. The J-3 is responsible for the coordination, integration, and synchronization

of all current operations. The J-3 staff assists the commander in the discharge of assigned

responsibilities for the direction and control of operations, beginning with planning and following

through until specific operations are completed. The flexibility and range of modern forces

require close coordination and integration for effective unity of effort. The J-3 staff’s

responsibilities include, but are not limited to, the following tasks:

(1) Organizing the operational aspects of the HQ.

(2) Recommending ROE.

(3) Manning and supporting the OPS.

(4) Collecting and analyzing joint/Service feedback and/or lessons learned.

(5) Planning for and coordinating operational maneuver.

(6) Coordinating civil-military operations.

(7) Coordinating maritime C2.

(8) Coordinating foreign humanitarian assistance.

(9) Coordinating maritime mine warfare operations (offensive and defensive).
Joint Force Maritime Component Commander’s Staff

(10) Maintaining liaison with other staffs, agencies, and JFC counterparts to maintain

awareness regarding operations.

(11) Providing METOC and space operations support, products, and services to the

JFMCC.

(12) Developing short-term joint plans and exercising staff supervision or cognizance

over the conduct of the following:

(a) Operational maritime operations.

(b) Rear area protection and security.

(c) C2. (This function requires close coordination with the J-6.)

(d) IO. (This function requires close coordination with civil affairs and public

affairs.)

(e) Measures to prevent friendly force or neutral unit engagements.

(f) Combat search and rescue to include the establishment of the component rescue

coordination center if that responsibility is not assigned to another component or formed by the

JFC.

(g) Reconnaissance.

(h) Mine operations.

(13) Examples (not all inclusive) of JFMCC J-3 billets in addition to the directorate

may include a deputy operations director, warfare (air, surface, subsurface, strike, mine, sea

combat commander) specialists, METOC, IO, fire support, TST, ISR, and battle watch personnel.

d. Logistics. The logistics directorate (J-4) formulates and implements logistic plans within

the assigned operational area for forces assigned or attached to the JFMCC force. The JFMCC

J-4 oversees the implementation of logistic plans by monitoring the logistic requirements of the

JFMCC components. The JFMCC J-4 also performs an analysis for logistic impacts on operations.

The J-4 staff’s responsibilities include the following tasks:

(1) Monitoring and coordinating the logistic functions and requirements for maritime

operations.

(2) Advising the JFMCC concerning logistic matters affecting joint, combined, and

coalition support to maritime operations.

E-5
E-6

Appendix E

JP 3-32

(3) Preparing and/or assisting the Service components with the preparation of logistic

support for the assigned operational area and the logistic annexes of JFMCC OPLANs and

OPORDs.

(4) Recommending priorities to the JFMCC, within the guidelines established by the

JFC, for the allocation of logistic resources among assigned forces in the operational area.

(5) Participating in joint/multinational logistic boards and centers that directly impact

on assigned operations.

(6) Maintaining liaison with the other JFMCC staff, agencies and JFC counterparts to

stay current with logistic, operational, and intelligence issues.

(7) Planning, providing, and maintaining levels of personnel, materiel, and consumables

needed to sustain the planned levels of combat activity for the estimated duration and at the

desired level of intensity with close coordination with the J-3 and J-5.

(8) Integrating existing information technologies, logistic automated information

systems, and joint decision support and visualization tools, which support the JFMCC logistics

common operating picture with close coordination with the J-6.

Refer to Appendix F, “Logistics,” for more details.

e. Planning. The J-5 is responsible for the development of long-range plans and:

(1) Supports theater OPLAN and concept plan development.

(2) Supports employment planning, delineating application of force/forces to attain

specified military objectives.

(3) Conducts exercise planning in coordination with the exercises and training

directorate (J-7/JED).

(4) Mans and supports the maritime planning center.

(5) Examples (not all inclusive) of additional JFMCC J-5 billets; future plans deputy

directorate, current plans deputy directorate, warfare specialists (air, surface, subsurface, strike,

mine, and sea combat commander) amphibious, logistics, IO, fire support, TST, ISR, liaison

officers, deconfliction, and other support personnel.

f. Communications System Support. The J-6 provides all types of communications

system connectivity among all components and major subordinate elements. The following

actions are the responsibility of the communications system directorate:
Joint Force Maritime Component Commander’s Staff

(1) Advising the JFMCC and staff on communications matters that have or potentially may

have an impact on operations.

(2) Establishing the JFMCC system control center:

(a) To provide operational and tactical level network operational direction to

subordinate naval forces.

(b) To provide prioritization of activation, restoration, and retrograde of JFMCC

transport, networks, and systems.

(c) To provide and prioritize JFMCC communications requirements requiring

external support to higher authority:

1. Communications forces and equipment using Joint Staff RFF format.

2. Satellite communications, both military and commercial.

3. Spectrum requests.

4. Gateway accesses.

5. Circuit activations.

(3) Preparing JFMCC communications plans, annexes, and operating instructions

required for JFMCC operations by (typically) addressing:

(a) Communications support principles and CONOPS that parallel the operational

phases.

(b) Transport architectures:

1. Satellite (both military and commercial) support and architectures that

(typically) includes Defense Satellite Communications System, ground mobile forces, Iridium,

Challenge Athena, international maritime satellite, ultrahigh frequency, and extremely high

frequency.

2. Terrestrial commercial transport support and architecture.

3. Radio requirements by publishing a communications-electronics operating

instruction.

(c) Information assurance procedures:

1. Communications security (COMSEC).

E-7 (CH1)
E-8

Appendix E

JP 3-32

a. COMSEC call out message.

b. Intertheather COMSEC package.

c. COMSEC violations.

d. COMSEC requests.

e. COMSEC management principles.

2. Computer network defense.

a. Defense architecture.

b. Intrusion reporting process.

c. Information security process.

d. Information assurance vulnerability alert process.

e. COMSEC monitoring principles and training.

(d) Network architectures:

1. Data network services.

a. SECRET Internet Protocol Router Network.

b. Non-secure Internet Protocol Router Network.

c. Joint Worldwide Intelligence Communications System (JWICS).

d. Officer in tactical command information exchange system/tactical

data information exchange system.

e. Tactical digital information links/links (normally OPTASK COP) in

coordination with J-3.

2. Voice network services.

a. Radio.

b. Defense Switched Network (Plain Old Telephone Service).

c. Defense Red Switched Network.
Joint Force Maritime Component Commander’s Staff

d. Commercial.

3. Video network services.

a. Defense Switched Network Video Services-Global.

b. Video Information Exchange System.

c. JWICS.

4. System architectures and configurations.

a. Global Command and Control System.

b. Maritime COP.

5. Applications.

a. Collaboration.

b. Messaging (Emergency Action Messaging, General Service

Messaging, Special Category/Limited Distribution Messaging).

g. Exercises and Training. The J-7/JED can be established for exercise and training

support of assigned forces. The J-7/JED is responsible for the development of long-range training

plans and exercises to include the following:

(1) Advising the JFMCC and staff on exercise and training matters.

(2) Developing exercise and training plans in support of joint force development.

(3) Assessing training and exercise requirements to support assigned forces.

(4) Providing exercise and training recommendations to JFC regarding joint and

multinational force interoperability.

(5) Coordinating the development of joint related training requirements, including

multinational training, within assigned forces.

(6) Assessing training and exercise requirements to support joint forces.

(7) Conducting exercise training planning in coordination with J-5.

(8) Ensuring official records are maintained in accordance with the appropriate Service

Records Disposition Schedule. Contact supporting records managers as required.

E-9
E-10

Appendix E

JP 3-32

h. Public Affairs. Public affairs personnel advise the JFMCC and staff on public affairs

issues including:

(1) Advising the JFMCC and staff on public affairs matters.

(2) Developing appropriate strategies relative to public affairs issues.

(3) Coordinating with JFC and other component staffs, including media organizations,

regarding JFMCC operations.

(4) Preparing for and supporting embedded media across all aspects of operations

(planning through execution).
APPENDIX F

LOGISTICS

F-1

1. General

As defined in JP 4-0, Logistic Support of Joint Operations, the following are the six functions

of logistics: supply, maintenance, health services, transportation, other services, and general

engineering. Each Service is responsible for the logistic support of its own forces, except when

it is otherwise provided for by agreements with national agencies or allies or by common or

cross-servicing agreements or directives.

2. Directive Authority for Logistics

a. CCDRs exercise directive authority for logistics and may delegate this authority for a

common support capability. The CCDR may delegate directive authority for as many common

support capabilities to a subordinate JFC as required to accomplish the subordinate JFC’s assigned

mission. In joint operations the geographic CCDR, through the functional/Service components

and DOD agencies (primarily Defense Logistics Agency), ensures the effective and efficient

execution of logistics and personnel services, consistent with the overall campaign plan. A

CCDR’s exercise of directive authority for logistics includes the authority to issue such directives

to subordinate commanders (including peacetime measures) as are necessary to ensure:

(1) Execution of approved OPLANs.

(2) Effectiveness and economy of operations.

(3) Prevention or elimination of unnecessary duplication of facilities and overlapping

functions among the Service component commands.

(4) Integration by logistic personnel of existing information technologies, logistic

automated information systems, and joint decision support and visualization tools.

b. A CCDR’s directive authority for logistics does not:

(1) Discontinue Service responsibility for logistic support.

(2) Discourage coordination by consultation and agreement.

(3) Disrupt effective procedures or efficient use of facilities or organization.

c. Under crisis action, wartime conditions, or where critical situations make diversion of

the normal logistic process necessary, the logistic authority of CCDRs enables them to use all

facilities and supplies of all forces assigned and/or attached to their commands as necessary for

the accomplishment of their missions.
F-2

Appendix F

3. Common-User Logistics

a. The JFC has the responsibility to develop the overarching campaign plan in concert with

the CCDR’s guidance and with input from the Service component commands, functional

component commands, and DOD agencies. In concert with the JFC planning effort, the JFMCC

must develop the assigned operations portion of the campaign plan, which is provided to the

JFC to assist in developing and coordinating deployment/employment of forces and support of

the overall campaign plan. Individual Service component commands have overall responsibility

for providing logistic support to their own forces unless otherwise directed.

See JP 4-07, Joint Tactics, Techniques, and Procedures for Common-User Logistics During

Joint Operations, for additional details.

b. Service component forces are often required to provide significant levels of JOA-wide commonuser logistics (CUL) support to other Service components, multinational partners, and other organizations

(such as other governmental organizations and nongovernmental organizations). For example, Navy

JOA-wide CUL support requirements are normally provided by the parent fleet commanders (i.e.,

Commander, US Fleet Forces Command and Commander, US Pacific Fleet) from which the unit

deploys. However, these requirements are carried out under the auspices of a US Navy component

commander or a numbered fleet commander and are not a JFMCC responsibility. US Marine Corps

forces (MARFOR) may provide limited CUL support to other Service component forces, based on the

plan.

c. In some cases, the JFMCC may direct selected CUL support within the assigned operational

area; however, authority to direct logistics is not resident in the JFMCC command authority. (See JP 1,

Doctrine for the Armed Forces of the United States) When required, JFMCC CUL authority can

be derived from one of two sources: CCDR delegation of specific maritime-operation-focused CUL

authority or the use of short-term inter-Service support agreements between the Service components.

d. With this limited CUL authority, the JFMCC can direct CUL support to be provided

between Service component units. This operations-focused CUL can include temporary task

organization or the development of support relationships of selected JFMCC logistic units. The

JFMCC logistic staff must ensure that JFMCC-directed CUL requirements do not conflict or

interfere with CCDR-directed JOA-wide CUL requirements.

NOTE: Operations-focused CUL support is separate and distinct from JOA-wide CUL

requirements.

4. Logistic Planning

a. The following provides a nonexhaustive checklist of JFMCC logistic planning

considerations:

(1) Logistic plans should be integrated with CCDR annexes as well as JFC, Service

component, and multinational partner logistic plans.

JP 3-32 (CH1)
Logistics

(2) Logistic personnel must be involved early in the staff planning and undertake an

analysis of the logistic support capabilities of each of the COAs being considered.

(3) CUL requirements must be properly planned and coordinated with JFC-directed

CUL requirements.

(4) Logistic personnel will determine the location and accessibility of key supply points.

b. The JFMCC logistic planners will identify those issues not already identified by the JFC

logistic reports that are to the assigned operations.

5. Boards and Centers

a. JFMCC Participation on Logistic Boards and Centers. The JFMCC is not routinely

the lead for JFC-level logistic boards and centers. The JFMCC logistic directorate normally

participates on those selected CCDR/subordinate JFC boards and centers of critical importance

to the success of the maritime portion of the campaign. The joint transportation board and the

joint movement center, both of which are transportation-related, may have significant impact on

the maritime portion of the joint campaign and are examples of higher-level logistic boards on

which the JFMCC must participate. Among other functions, the JFMCC staff must ensure

logistic movements and plans minimize the maneuvers required and the time required to support

resupply of forces at sea. Other boards and centers of significant importance to the JFMCC

include the joint material priorities and allocation board and the joint petroleum office. To

ensure proper focus, JFMCC participation on these boards must be treated as separate and distinct

from the Service component participation on those same boards and centers (see Figure F-1).

b. JFMCC Lead on Logistic Boards and Centers. The JFMCC does not normally

convene separate joint logistic boards and centers except when needed to coordinate critical

CUL support within the JFMCC AO. Possible JFMCC-established boards and centers may

include a movement center and materials priorities allocation board.

(1) A JFMCC-level joint movement center is built on the lead Service movement

control agency and will include staff members from the other Services. The movement center

will also:

(a) Facilitate coordination and prioritization of movement within the JFMCC

AO.

(b) Be subordinate to the JFC joint movement center.

(c) Ensure that JFMCC movement requirements do not conflict with JFC-directed

movements.

(CH1) F-3
F-4

Appendix F

(2) A JFMCC materials priorities allocation board performs similar functions for critical

supply items. The JFMCC can combine the two centers/boards into one distribution management

center. The JFMCC, in any case, must ensure that the capability exists to adequately control

movement and cross-level critical logistic resources.

6. Functions of the Logistic Center

a. The JFMCC logistic center provides critical functional expertise to the commander in

the areas of logistics. Logistic center primary staff officers focus on key logistic issues that may

have an adverse effect on the maritime portion of the joint campaign.

b. In general, the JFMCC logistic center manages by exception only. Routine administrative,

personnel, and logistic management is the responsibility of the JFC and subordinate Service

component commands.

Figure F-1. Possible Joint Logistic Boards and Centers

POSSIBLE JOINT LOGISTIC BOARDS AND CENTERS

Joint Transportation Board

Joint Movement Center

Joint Petroleum Office

Joint Civil-Military Engineering Board

Joint Facilities Utilization Board

Theater Patient Movement Requirements Center

Joint Blood Program Office

Joint Mortuary Affairs Office

Joint Material Priorities and Allocation Board

JP 3-32
Logistics

The joint force maritime component commander must ensure that the capability exists

to adequately control movement and cross-level critical logistic resources.

F-5
F-6

Appendix F

Intentionally Blank

JP 3-32
APPENDIX G

NOTIONAL JOINT MARITIME OPERATIONS ORGANIZATION

AND PROCESSES

G-1

1. Introduction

a. This appendix provides a notional model for the organization and associated processes

through which the JFMCC may command and control the maritime component of a joint force.

The JFMCC staff organization uses a common planning process to support high level operational

planning of the JFC, the lower level maritime specific operational planning at the JFMCC level,

and subordinate commander tactical planning. The JFC staff uses a synchronization process to

ensure coordination between component commanders. Similarly, the JFMCC staff uses a

synchronization process to ensure coordination between subordinates. All levels of command

have processes for analysis and assessment when execution occurs.

b. Collaboration is critical to the integration of planning, synchronization, and execution

processes and allows multiple echelons of C2 to work together. Analysis and feedback are

additional key elements that allow elements of the joint organizations and processes to respond

to emerging events on the battlefield. The products associated with the processes allow

modification of the desired outcome in response to emergent battlefield events, or alteration of

plans to adapt to opportunities (see Figure G-1).

2. Joint Force Maritime Component Commander Organization

a. The JFMCC staff is organized to support the commander by:

(1) Integrating planning and assessment efforts with higher HQ, other component

commanders, and the JFMCC’s subordinate maritime commanders across the maritime force.

(2) Synchronizing warfighting functions and mission areas throughout the maritime

force.

(3) Coordinating maritime response to emergent battlefield events.

b. The JFMCC staff is divided into organizational elements called centers and cells that are

collectively called the maritime operations center (MOC) (refer to Figure G-2). Centers are

manned 24 hours a day during the planning and execution of maritime operations. Cells meet as

required for specific tasks. There are six centers dedicated to major maritime functions: knowledge

management, intelligence and analysis, operations, logistic coordination, future planning, and

support. These centers to some degree correspond to (and are typically sourced by) traditional

N-codes or G-codes of a Service component commander’s staff, but with more functional

interrelationships. In addition, two centers, (knowledge management and support) perform

necessary supporting functions relevant to all centers such as administration, information

technology, communications, personnel, etc.
G-2

Appendix G

JP 3-32

(1) The knowledge management center (KMC) establishes processes and business

rules for information management within the JFMCC staff. This organizational innovation

recognizes the increasing importance of high quality, timely information to the effectiveness of

an organization’s C2. Central to the integration of supporting cells is an information management

organization that matches information needs to SMEs throughout the JFMCC organization.

Both maritime task plan (MTP) and maritime support request (MSR) databases are managed

centrally by the KMC. The KMC is organized into four cells: information management, MSR

management, MTP management, and information technology/communications.

JFMCC Execution

Current

Operations

Cell

Operations

Execution

Tactical

Assessment

Analysis

and

Assessment

Operations

Assessment

Cell

NOTIONAL JOINT FORCE MARITIME COMPONENT

COMMANDER PLANNING AND OPERATIONS PROCESS

Campaign/JFC

Planning

Maritime Operational Maritime Tactical

Operational-Tactical

Assessment and Feedback

JFMCC Planning

FOC

FPC

JFACC

JFC

JFLCC

JFMCC

JFSOCC

MARSUPPLAN

MARSUPREQs

OPORD

future operations cell

future plans cell

joint force air component commander

joint force commander

joint force land component commander

joint force maritime component

commander

joint force special operations

component commander

maritime support plan

maritime support requests

operation order

Functional Components

(JFACC, JFLCC, JFSOCC) Planning

Maritime

Planning

Group

(FPC/FOC)

Future

Operations

Cell

Maritime

Synchronization

Process

Subordinate

Commander(s)

Tactical

Planning

Processes

Maritime

Planning

Process

JFMCC

OPORD

MARSUPPLAN

MARSUPREQs

JFC

OPORD

Future

Planning

Center

Campaign/

JFC Planning

Process

Synchronized

Maritime Task

Plan

Maritime Task

Plans and

MARSUPREQs

Figure G-1. Notional Joint Force Maritime Component Commander

Planning and Operations Process
G-3

Notional Joint Maritime Operations Organization and Processes

(2) The maritime intelligence and analysis center (MIAC) evaluates the planning and

execution of maritime operations and coordinates with subordinate staffs. It supports the

assessment of the progress of each phase toward accomplishment of the JFMCC’s objectives

and evaluates accomplishment of tasks based on the approved measures of effectiveness and

performance for each task and objective. It also is the JFC’s source for adversary maritime force

intelligence, target development, and BDA. This combination of analysis, assessment, and

intelligence responsibilities requires the MIAC be staffed with a range of warfighters, analysts,

and intelligence specialists. The MIAC has three main cells: intelligence plans and assessment,

NOTIONAL JOINT FORCE MARITIME COMPONENT

COMMANDER FUNCTIONAL ORGANIZATION

JOINT FORCE MARITIME COMPONENT COMMANDER

Deputy Joint Force Maritime Component Commander

Knowledge

Management

Maritime

Intelligence

and Analysis Center

Maritime

Future Plans

Center

Operations

Center

Maritime

Logistics

Coordination

Center

Maritime

Support

Center

MOC

Personnel and

Administrative

Support

Medical

Current

Operations

Red/Blue

Cell

Intelligence

Plans and

Assessment

Cell

Information

Management Cell

MSR

Management Cell

MTP

Management Cell

IT/Communications

Cell

ROE Cell Intelligence

Support Cell

Intelligence

Operations

Cell

Future

Operations

Information

Operations

Operations

Assessment

Battle Watch

I&W

Fires

Planning Coordination

Order Production

I&W

IT

MOC

MSR

MTP

ROE

Indications and warning

information technology

maritime operations center

maritime support request

maritime task plan

rules of engagement

Chaplain

Public Affairs

Staff Judge

Advocate

Meteorology

and

Oceanography

Antiterrorism

and Force

Protection

Doctrine,

Training, and

Lessons

Learned

Assessment

Figure G-2. Notional Joint Force Maritime Component Commander

Functional Organization
G-4

Appendix G

JP 3-32

intelligence support, and intelligence operations. Intelligence specialists are also assigned as

needed to other cells throughout the organization, such as the current operations and indications

and warnings cell and for time-sensitive targeting in the fires cell within the OPS. While it has

the most interaction with the OPS, it also has vital relationships with future plans center (FPC),

maritime support center (MSC), the operations assessment cell, the information operations cell,

and the antiterrorism and force protection cell.

(3) The OPS is the primary agent for JFMCC operational level coordination,

synchronization, and guidance of near-term planning and execution. The OPS resolves resource

allocation conflicts with other components and tactical commanders during planning and once

the plan has transitioned to execution. It contains two major cells, the future operations cell

(FOC) and the current operations cell. The MOC provides near-term planning integration and

synchronization, monitors task execution, and coordinates changes to the MTP requested by

subordinates. It also coordinates the management of ISR assets with the appropriate subordinates

and the MIAC. The MOC OPS manages the JFMCC maritime COP and facilitates the engagement

of TSTs.

(4) The maritime logistics coordination center provides functional expertise to the

JFMCC in the areas of logistics in the areas of supply, maintenance, transportation, general

engineering, health services, and general services.

(5) The FPC assists the JFMCC in long-range planning and preparation of the JFMCC’s

contribution to the JFC’s campaign plan. The FPC provides the core group of planners to the

JFC’s JPG and the JFMCC’s maritime planning group (MPG), normally chaired by the plans

director or its deputy. The JFMCC MPG also includes representatives from other centers or

supporting cells as required. The FPC is responsible for producing the JFMCC’s estimate of

supportability and the maritime supporting plan and for ensuring the JFC’s campaign plans are

correct with regard to JFMCC capabilities, command relation requirements, and battlespace

geometry. The FPC identifies planning situations requiring branch or sequel plans, and may

assist FOC in CAP if required.

(6) The MSC provides the expertise needed to carry out supporting functions that cut

across the planning, execution, and assessment spectrum. Rather than spread this subject matter

expertise throughout the other centers, the MSC allows more efficient information sharing,

focused on serving decision makers information requirements. The MSC is organized into the

following functional areas: personnel and administrative support, METOC, medical, chaplain,

public affairs, staff judge advocate, antiterrorism and force protection, and doctrine, training and

lessons learned assessment.

3. Joint Force Maritime Component Commander Planning

a. The JFMCC uses a planning process that integrates Navy and Marine Corps planning

into a consistent, scalable process. It can be used for all types of planning carried out at all

echelons and in any timeframe.
G-5

Notional Joint Maritime Operations Organization and Processes

b. The JFMCC is involved in campaign planning, contingency planning, and CAP. The

JFMCC planning process interfaces with the joint contingency planning process during the

development of supporting plans. Supporting plans are developed once the CCDR’s concept

has been approved and a plan has been developed. Maritime supporting plans address the tasks

identified for JFMCC forces and define the planned actions of assigned and augmenting forces.

The JFMCC planning process interfaces with the CAP process beginning in situation development

and throughout the process as JFMCC planners develop new plans, or expand or modify existing

plans.

c. The JFMCC planning process is defined below. This JFMCC planning process can be

worked at all levels of planning within the maritime planning environment — (i.e., the strategic,

operational, and tactical levels).

(1) Step 1 — Mission Analysis. Mission analysis is the first step in planning, and it

drives the JFMCC planning process. Its purpose is to review and analyze orders, guidance, and

other information provided by higher HQ and to produce a JFMCC mission statement.

(2) Step 2 — COA Development. During COA development, planners use the mission

statement approved during mission analysis (which includes the higher HQ commander’s tasking

and intent), commander’s intent, and commander’s planning guidance to develop COA(s).

(3) Step 3 — COA Analysis. COA analysis (wargaming) involves a detailed

assessment of each COA as it pertains to the adversary and the battlespace. Each friendly COA

is wargamed against selected threat COAs. COA analysis assists planners in identifying strengths

and weaknesses, associated risks, and asset shortfalls for each friendly COA.

(4) Step 4 — COA Comparison and Decision. In COA comparison, the commander

evaluates all friendly COAs against established criteria and against each other. The JFMCC

staff and system management center commanders identify their preferred COA and the

commander then selects the COA that will best accomplish the mission.

(5) Step 5 — Plans/Orders Development. The staff uses the commander’s COA

decision, mission statement, and commander’s intent and guidance to develop orders that direct

unit actions.

(6) Step 6 — Transition. Transition is the orderly handover of a plan or order as it is

passed to those tasked with execution of the operation. It provides those who will execute the

plan or order with the situational awareness and rationale for key decisions necessary to ensure

there is a coherent shift from planning to execution.

4. Joint Force Maritime Component Commander Planning Integration

a. The process of integrating the planning and execution efforts of the JFMCC includes at

a minimum: participating in campaign/JFC planning, developing maritime operational plans,

coordinating maritime tactical plans, ensuring operational and tactical synchronization, executing
G-6

Appendix G

JP 3-32

maritime operations, and providing assessment and feedback to plans and execution. The naval

planning process is used within the JFC campaign level, maritime operational level, and individual

tactical level. The use of a collaborative information environment (CIE) allows these processes

to occur in parallel, making the process far less sequential than the overview above may imply.

b. Preliminary JFC guidance and joint intelligence preparation of the battlespace are the

primary inputs needed to start the planning and execution process. The CIE allows JFMCC and

subordinate planners to observe and participate in the planning process. The JFMCC assembles

operational planning teams, as required, composed of future plans and future operations planners,

to transition the campaign plan from the JFC to JFMCC level.

c. The synchronization of tactical level planning takes the resultant tactical plans and ensures

they are resourced, coordinated, and objective-oriented. This is also where requirements of

other components are provided for in a single integrated MTP. Once execution commences,

dynamic replanning occurs based on feedback provided by the various assessment mechanisms.

This requires constant reassessment of the campaign plan and the JFC OPORD as required. The

control of the execution of the plan in the face of adversary opposition is performed by the battle

watch organization. It ensures that emergent issues are resolved quickly and passed to the

appropriate planning group or assessment group to provide feedback.
APPENDIX H

ACHIEVING MARITIME DOMAIN AWARENESS

THROUGH GLOBAL NETWORKING

H-1

“The heart of the maritime domain awareness program is accurate information,

intelligence, surveillance, and reconnaissance of all vessels, cargo, and people

extending well beyond our traditional maritime boundaries.”

President George W. Bush, January 20, 2002

1. Overview

a. NSPD-41/HSPD-13 establishes “...US policy, guidelines, and implementation actions

to enhance US national security and homeland security by protecting US maritime interests. It

directs the coordination of United States Government maritime security programs and initiatives

to achieve a comprehensive and cohesive national effort involving appropriate Federal, state,

local and private sector entities.”

b. NSPD-41/HSPD-13 directs a coordinated and integrated government-wide effort to

enhance the security of the maritime domain through a National Strategy for Maritime Security,

and eight supporting plans:

(1) Maritime Domain Awareness.

(2) Global Maritime Intelligence Integration.

(3) Domestic Outreach.

(4) Coordination of International Efforts and International Outreach.

(5) Maritime Operational Threat Response.

(6) Maritime Infrastructure Recovery.

(7) Maritime Transportation System Security.

(8) Maritime Commerce Security.

c. Together, the National Strategy for Maritime Security and its supporting plans represent

a comprehensive national effort to promote global economic stability and protect legitimate

activities, while preventing hostile or illegal acts within the maritime domain.

d. The maritime domain is a global thoroughfare for the commerce that sustains our national

prosperity and is vital to our national security. The maritime domain has relatively few access

barriers and provides an expansive pathway to the global commons.
H-2

Appendix H

JP 3-32

e. Achieving MDA is a key enabler of this active, layered maritime defense in depth. The

US must deploy the full range of its operational assets and capabilities to prevent the maritime

domain from being used by terrorists, and hostile States to commit acts of terrorism and criminal

or other unlawful or hostile acts against the US, its people, economy, property, territory, allies,

and friends, while recognizing that maritime security policies are most effective when the strategic

importance of international trade, economic cooperation, and the free flow of commerce are

considered appropriately.

f. Achieving awareness of the maritime domain is challenging as the vastness of the oceans

and seas, the great length of shorelines, and size of port areas provide both concealment and

numerous access points to the land. It requires integrating all-source intelligence, law enforcement

information, and open-source data and information from public and private sectors, both nationally

and internationally.

2. Global Networking the Maritime Domain — The Global Maritime Common

Operational Picture

a. The primary method for information sharing, situational awareness, and collaborative

planning in the maritime domain is through a global maritime COP. The global maritime COP

is developing into a near-real time, dynamically tailorable, network-centric virtual information

grid shared by US federal, state, local agencies and international partners with maritime interests

and responsibilities providing the means to monitor activities, identify trends, and differentiate

anomalies. Global maritime COP data will be accessible to all users within the limits of security,

policy, or regulations.

b. Once established, the JFMCC will contribute to the active, layered defense of the US

and our interests in a number of vital ways. Key among them is providing input to the global

maritime COP concerning matters and events within the assigned operational area. As an element

of a global network of joint, Service, and functional commands as well as other designated US

and multinational organizations, each JFMCC contributes information from his/her own

operational area that enhances awareness for the collective network.

c. By networking maritime regions and resources into a common “global” maritime picture,

useful data can be presented in a form that supports a wide range of planning, decision, execution

and assessment requirements and support CCDR requirements to achieve an AOR-wide, single

integrated COP. The maritime data can range from a global “snapshot” to the detailed information

required by the JFMCC and subordinate echelons within their specific operational area (see

Figure H-1). For example, the “global” maritime COP could aid in reducing possible seams

between JFMCCs when tracking a high interest vessel transiting between adjacent operational

areas. This global maritime COP could provide the situational awareness and information for

JFMCC to plan early and execute an active, layered defense at the outer boundaries and detect,

deter, and defeat (if required) this potential threat as early and distant from US interests as

possible.
H-3

Achieving Maritime Domain Awareness Through Global Networking

Figure H-1. Global Maritime Common Operational Picture

GLOBAL MARITIME COMMON OPERATIONAL PICTURE Global Networking

Multinational and Interagency

COMBATANT COMMANDERS

Strategic

Operational

Operational

Tactical

Compilation of a

single Maritime

Common Operational

Picture

Global

Operational (Component)

COMNAVSPECWARCOM

COMUSNAVCENT COMUSNAVEUR COMUSNAVSOUTH COMPACFLT COMUSFLTFORCOM

JFMCC

CENT

JFMCC

EUR

JFMCC

NORTH

JFMCC

PAC

(Notional)

JFMCC

SOUTH

(Notional)

Numbered Fleet Commanders Coast Guard Area

Commanders

COMCGFORs

COMSC

CJTFs

Tactical

(Group/Unit)

Carrier Strike Groups

Surface Strike Groups Missile Defense Surface Action Groups

Expeditionary Strike Groups

Coast Guard Port Captains Regions Federal - State - Local Agencies

Individual Units

CJTF:

COMCGFOR:

COMUSFLTFORCOM:

COMNAVSPECWARCOM:

COMPACFLT:

COMSC:

COMUSNAVCENT:

COMUSNAVEUR:

commander, joint task force

Commander, Coast Guard forces

Commander, US Fleet

Forces Command

Commander, Naval

Special Warfare Command

Commander, US Pacific Fleet

Commander, Military Sealift

Command

Commander, US Naval

Forces Central Command

Commander, US Naval

Forces European Command

COMUSNAVSOUTH:

JFMCC CENT:

JFMCC EUR:

JFMCC NORTH:

JFMCC PAC:

JFMCC SOUTH:

Commander, US Naval Forces

Southern Command

Joint Force Maritime Component

Commander, Central Command

Joint Force Maritime Component

Commander, European Command

Joint Force Maritime Component

Commander, Northern Command

Joint Force Maritime Component

Commander, Pacific Command

Joint Force Maritime Component

Commander, Southern Command

(CH1)
H-4

Appendix H

JP 3-32

3. Maximize Battlespace Awareness to Support Effective Decision Making

“America, in this new century, again faces new threats. Instead of massed armies,

we face stateless networks; we face killers who hide in our own cities. We must

confront deadly technologies. To inflict great harm on our country, America’s

enemies need to be only right once. Our intelligence and law enforcement

professionals in our government must be right every single time.”

President George W. Bush, January 17, 2002

As described above, the global maritime COP provides the means to network US federal,

state, and local agencies with maritime interests and responsibilities, thereby enhancing MDA

and overall battlespace awareness. Enhanced awareness facilitates timely, better-informed

decision making. As both a contributor to and user of that network, the JFMCC is able to

leverage information provided by other participants to enhance awareness and inform decision

making. MDA and battlespace awareness do not direct actions, but enables expeditious, more

precise action by the JFMCC and subordinate commanders. Individual JFMCCs will collect,

analyze, and disseminate data, information, and intelligence into a “global” maritime COP; and

use that information by applying functional and operational knowledge in the context of known

and potential threats for their assigned operational area. MDA is an enabler that allows the

JFMCCs to make effective decisions and act early against a vast array of maritime threats to the

security of the US, its interests, allies, and friends.
APPENDIX J

ANTISUBMARINE WARFARE

J-1

1. Introduction

a. This appendix provides key definitions, factors, and organization regarding antisubmarine warfare

(ASW) at the operational level of war.

b. Control of the maritime domain is typically critical to joint force operations. US joint forces

maintain the capability to destroy enemy naval forces, suppress enemy sea commerce, protect vital sealanes, and establish maritime superiority in support of a joint or multinational operation. Control of the

undersea portion of the operational area is vital to the success of joint operations. A principal threat in

the maritime domain comes from enemy submarines. To counter this threat, the JFC will coordinate, and

when required, integrate assets from the joint force to conduct ASW during all phases of the joint

operation or campaign.

c. Although often viewed as a Navy-only mission, the JFMCC may utilize a variety of joint forces

and capabilities (air, land, maritime, space, and special operations) to facilitate or conduct ASW. At the

operational level of war, ASW will have joint implications. In particular, given the nature of the operating

environment, the size of the area to be covered, and the requirement to find, fix, track, target, and

engage enemy submarines, the use of persistent national and joint ISR is one of the essential resources

to ASW mission accomplishment. For example, the monitoring, tracking, and engagement of enemy

submarines in port or transiting on the ocean surface may be effectively accomplished by non-Navy

aircraft, satellites, special forces, or other joint assets.

d. While the JFC is responsible for ASW planning inside the JOA, coordination of ASW plans

and activities with commands outside the JOA will be essential and may require close coordination with

other government agencies, multinational partners, and host nations.

2. Undersea Warfare and Antisubmarine Warfare

a. USW operations are conducted to establish dominance in the underwater environment, which

permits friendly forces to accomplish the full range of potential missions and denies an opposing force

the effective use of underwater systems and weapons. It includes offensive and defensive submarine,

antisubmarine, and mine warfare operations.

For more information regarding mine warfare operations, see JP 3-15, Barriers, Obstacles, and

Mine Warfare for Joint Operations.

b. ASW is operations conducted with the intention of denying the enemy the effective use of

submarines. ASW is a subset of USW.

(CH1)
J-2

Appendix J

JP 3-32 (CH1)

3. Antisubmarine Warfare Planning Considerations

a. ASW missions will be centrally planned, typically under the direction of the JFMCC or a Navy

component commander and executed in a decentralized manner in support of the JFC’s concept of

operations. ASW is extremely complex, requiring the coordination and integration of multiple platforms

and systems in order to mitigate the risks posed by enemy submarines. ASW planning should include

consideration of the submarine threat, operational environment, force planning, ISR, communications

systems, and command and control.

b. Understanding the Operational Environment. Because it is difficult to detect and track

submarines operating underwater, a thorough understanding of the operational environment is a key

tenet of success. Only after through analyses of the physical environment and adversary systems will the

JFC be able to properly develop the concept of operations.

(1) Physical Environment. The physical characteristics of the maritime domain have a

significant impact on ASW execution. The highly variable acoustic properties of the underwater

environment will impact the ability to detect identify, track, and engage enemy submarines. Factors that

may affect these properties include surface shipping (including that of the joint force and commercial

shipping), inherent environmental noise and oceanographic properties, and seasonal weather patterns.

Acoustic sensor placement will be highly dependant on the acoustic properties of the waterspace.

Because acoustics will not be the sole detection capability, an environmental assessment will be required

to identify the requirements for non-acoustic detection systems (such as satellite imagery).

(2) Adversary Forces. A thorough understanding of the adversary’s ability to conduct

submarine warfare is essential. Intelligence efforts must focus on the both the physical attributes of

specific enemy platforms, their supporting physical and C2 infrastructure, and past and anticipated

employment patterns.

c. Force Planning. ASW may require joint and combined forces and capabilities. Maritime

forces must be identified early to account for long transit times. Initial force planning considerations

should include utilization of prepositioned capabilities, early deployment of surface and subsurface forces,

and reassignment of forward deployed forces to the ASW operation. Early presence of joint forces

may be essential in seizing the initiative.

d. Concept of Operations. The objective of ASW operations is to assist in the establishment or

maintenance of maritime superiority by denying enemy submarines influence in the operational area.

This is accomplished through detection, identification, tracking, and engagement of enemy submarines.

Unlocated enemy submarines often have the most influence in the JOA, possibly affecting fleet maneuver

and commercial shipping operations. A single unlocated submarine could result in a significant operational,

political, or economic impact. The JFC should designate enemy submarines as time-sensitive

targets and develop and implement a comprehensive plan to reduce this influence.

(1) Focused operations. The operational key to limiting the influence of unlocated submarines

is to focus the ASW effort to hold enemy submarines at risk and secure friendly maneuver areas.
J-3

Antisubmarine Warfare

(CH1)

(a) Preventing enemy submarines from entering open ocean areas through ASW efforts

focused on enemy bases and littoral chokepoints may deny much of the maritime environment to enemy

submarine operations. When possible, planned targeting of enemy naval facilities neutralizing

submarines prior to getting underway and disrupting critical infrastructure supporting

submarine operations is the most effective defense against enemy submarine operations.

Dynamic targeting of enemy submarines may also be possible when the enemy submarine remains on

the surface, but once permitted to enter open ocean areas and submerge, the level of effort required to

neutralize the threat increases significantly.

(b) Protection of surface units or commercial shipping may require emphasis on ASW

near operating areas, SLOCs, chokepoints, friendly and neutral ports, or other critical areas.

(c) When the focus of the ASW effort is upon enemy submarines in port, the number of

assets required to neutralize the threat typically decreases. It is also more likely that other joint forces

(e.g., JFACC and JFSOCC assets) may be employed. Once enemy submarines submerge, their

detection, identification, tracking and engagement becomes much more difficult and the ASW capabilities

more limited and Navy-centric.

For further details on time-sensitive targets and targeting, refer to JP 3-60, Joint Targeting.

(2) ISR. Detection of submarines can have a significant impact on maritime operations.

Even if engagement of enemy submarines is prevented by ROE or other considerations, the ability to

track enemy submarine movement will shrink the area of influence from all possible areas of enemy

submarine operations to the known location of the submarine. The integration of intelligence and

operations through a comprehensive ISR concept of operations is essential to the conduct of

ASW. The theater ASW commander (TASWC) should maintain direct liaison with the Joint Intelligence

Center (JIC).

(a) Successful ASW prosecution requires fusing intelligence, oceanographic data,

surveillance, cueing, multiple sensors, sensor technologies, and coordination between multiple platforms

and staffs. Joint and national ISR capabilities must be incorporated into this process.

(b) Sensor employment must be considered closely in the concept of operations. Planners

must take into consideration the acoustic properties of the operational environment. Sensor platforms

should be placed to optimize sensor performance while minimizing the threat to the sensor platform.

Acoustics are not be the sole detection and tracking mechanism. ISR planning should emphasize that all

joint sensors, including those not historically associated with ASW, may provide information for application

at both the operational and tactical levels of war.

(c) ISR visualization through a common operating picture will maximize MDA and

enhance ASW execution. Care must be taken, however, to ensure that the uncertainty inherent in ASW

operations is taken into consideration; distinction must be made between suspected location of unlocated

submarines and known submarine positions.

For further details on ISR, refer to JP 2-01, Joint Intelligence Support to Operations.
J-4

Appendix J

JP 3-32 (CH1)

e. Communications Planning. A survivable, networked joint communication system is essential

to facilitate ISR, coordinate multi-platform execution, manage the waterspace, and prevent fratricide.

Information connectivity, exchange, and integration at all levels can help maximize maritime domain

awareness and mission accomplishment.

4. Antisubmarine Warfare Organization

a. Each geographic combatant commander (GCC) operates theater ASW commanders

(TASWCs), through the NCC. Each NCC appoints submarine operating authorities (SUBOPAUTHs).

The TASWC and SUBOPAUTH closely coordinate submarine operations. In some cases, the TASWC

and SUBOPAUTH responsibilities may be shared by a single commander.

b. Theater ASW Commander

(1) The TASWC is the Navy commander assigned to develop plans and direct assigned

assets to conduct ASW within an assigned operational area. The TASWC may exercise either operational

or tactical command and control of assigned assets. The TASWC is normally designated as a task

force or task group commander subordinate to a navy component commander or joint force maritime

component commander. Figure J-1 describes current TASWC designations.

(2) The TASWC conducts ASW operations as permitted by ROE. When a joint task

force is established and a JOA is activated, the TASWC supports the JFC, through the JFMCC (if

established) or NCC in the conduct of ASW within the JOA, while remaining responsible to the GCC,

through the NCC, for ASW operations outside the JOA. The JFC may assign forces directly to the

TASWC. The TASWC supports other maritime commanders (i.e. strike group commanders) in the

conduct of tactical ASW and typically provides ASW support to afloat forces as they transit through or

operate in the assigned operational area.

(3) The TASWC must ensure all assigned forces understand WSM and PMI elements in

effect. As changes to elements of WSM and PMI are promulgated by SUBOPAUTH, the TASWC

must ensure widest dissemination.

c. Submarine Operating Authority (SUBOPAUTH)

(1) The SUBOPAUTH is the Navy commander responsible for ensuring safety, PMI,

providing WSM, and controlling the submarine broadcast for assigned submarines within a designated

operational area.

(a) Within their operational area, SUBOPAUTHs employWSM to permit the rapid

and effective engagement of hostile submarines while preventing inadvertent attacks on friendly submarines.

Similar to fire support coordination measures on land, WSM may facilitate reducing or eliminating

coordination requirements for the engagement of undersea targets or impose requirements for specific

coordination before engagement of targets. Along with other control measures, WSM and associated
J-5

Antisubmarine Warfare

(CH1)

procedures help ensure that surface and air fires do not jeopardize submarine safety or interfere with

other attack means.

(b) PMI is waterspace allocation and procedures designed to prevent submerged

collision between friendly submarines, between submarines and friendly surface ships’ towed bodies,

and between submarines and any other underwater event.

(2) To effectively employ all available ASW forces and prevent interference with US and

multinational submarine forces, the TASWC and SUBOPAUTH must closely coordinate WSM and

PMI issues and planning.

Figure J-1 Antisubarine Warfare Organization

ANTISUBMARINE WARFARE ORGANIZATION

CDR

USNORTHCOM

CDR

USSOUTHCOM

CDR

USEUCOM

CDR

USCENTCOM

CDR

USPACOM

COMUSFLTFORCOM

(Supporting Commander)

COMUSNAVO

COMUSNAVEU

COMUSNAVCENT

COMPACFLT

COMSECONDFLT

As Assigned

COMSIXTHFLT

COMFIFTHFLT

COMSEVENTHFLT

COMTHIRDFLT

CTG 20 20

CTF 34

As Assigned

CTF 69

CTF 54

CTF 74

CTF 34

CDR

CTF

CTG

COMFIFTHFLT

COMPACFLT

COMSECONDFLT

COMSEVENTHFLT

COMSIXTHFLT

COMTHIRDFLT

COMUSFLTFORCOM

COMUSNAVO

commander

combined task force

commander, task group

Commander, Fifth Fleet

Commander, US Pacific Fleet

Commander, Second Fleet

Commander, Seventh Fleet

Commander, Sixth Fleet

Commander, Third Fleet

Commander, US Fleet

Forces Command

Commander, US Naval

Forces Southern Command

COMUSNAVEU

COMUSNAVCENT

GCC

NCC

TASWC

USNORTHCOM

USSOUTHCOM

USEUCOM

USCENTCOM

USPACOM

Commander, US Naval

Forces European Command

Commander, US Navy,

Central Command

Geographic Combatant

Commander

Navy Component

Commander

Theater Antisubmarine

Warfare Commander

US Northern Command

US Southern Command

US European Command

US Central Command

US Pacific Command

GCC NCC Numbered Fleet TASWC
J-6

Appendix J

JP 3-32 (CH1)

Intentionally Blank
APPENDIX K

REFERENCES

K-1

The development of JP 3-32 is based upon the following primary references:

1. General

a. NSPD-41/HSPD-13, Maritime Security Policy.

b. The National Strategy for Maritime Security.

2. Joint Publications

a. JP 0-2, Unified Action Armed Forces (UNAAF).

b. JP 1-0, Personnel Support to Joint Operations.

c. JP 1-02, Department of Defense Dictionary of Military and Associated Terms.

d. JP 2-0, Intelligence Support to Joint Operations.

e. JP 2-01, Joint and National Intelligence Support to Military Operations.

f. JP 3-0, Joint Operations.

g. JP 3-01, Countering Air and Missile Threats.

h. JP 3-02, Joint Doctrine for Amphibious Operations.

i. JP 3-03, Joint Interdiction.

j. JP 3-07.2, Antiterrorism.

k. JP 3-09, Joint Fire Support.

l. JP 3-10, Joint Security Operations in Theater.

m. JP 3-13, Information Operations.

n. JP 3-13.3, Operations Security.

o. JP 3-16, Joint Doctrine for Multinational Operations.

p. JP 3-30, Command and Control for Joint Air Operations.
K-2

Appendix K

JP 3-32

q. JP 3-31, Command and Control for Joint Land Operations.

r. JP 3-33, Joint Task Force Headquarters.

s. JP 3-52, Joint Doctrine for Airspace Control in the Combat Zone.

t. JP 3-57, Joint Doctrine for Civil-Military Operations.

u. JP 3-57.1, Joint Doctrine for Civil Affairs.

v. JP 3-59, Meteorological and Oceanographic Operations.

w. JP 3-60, Joint Targeting.

x. JP 4-0, Logistic Support of Joint Operations.

y. JP 4-01, Joint Doctrine for the Defense Transportation System.

z. JP 4-01.2, Sealift Support to Joint Operations.

aa. JP 4-01.5, Joint Tactics, Techniques, and Procedures for Transportation Terminal

Operations.

bb. JP 4-01.6, Joint Logistics Over-the-Shore (JLOTS).

cc. JP 4-01.8, Joint Tactics, Techniques, and Procedures for Joint Reception, Staging, Onward

Movement, and Integration.

dd. JP 4-07, Joint Tactics, Techniques, and Procedures for Common-User Logistics During

Joint Operations.

ee. JP 4-08, Joint Doctrine for Logistic Support of Multinational Operations.

ff. JP 4-09, Joint Doctrine for Global Distribution.

gg. JP 5-0, Joint Operations Planning.

3. Navy Publications

a. Naval Doctrinal Publication 4, Naval Logistics.

b. Navy Tactics, Techniques, and Procedures (NTTP) 4-02.1, Navy HSS Logistics.

c. NTTP 4-02.2, Patient Movement.
K-3

References

d. NTTP 4-02.7, HSS in a CBR Environment.

e. Navy Warfare Publication (NWP) 3-09.1, Navy Strike and Fire Support.

f. NWP 3-15 Series, Mine Warfare.

g. NWP 3-20 Series, Surface Warfare.

h. NWP 3-21 Series, Antisubmarine Warfare.

i. NWP 4-01, Naval Transportation.

j. NWP 4-01.1, Navy Expeditionary Shore-Based Logistic Support and RSOI Operations.

k. NWP 4-01.4, Underway Replenishment.

l. NWP 4-04.1, Seabee Operations in the MAGTF.

m. NWP 4-07, Naval Maintenance.

n. NWP 4-08, Naval Supply Operations.

o. NWP 4-09 Rev A, Other Logistic Services.

p. NWP 4-10, Naval Conventional Ordnance Management.

q. NWP 4-11, Environmental Protection.

r. NWP 5-01 Rev A, Naval Operational Planning.

s. NWP 5-02, Multiservice Tactics, Techniques, and Procedures for Joint Task Force (JTF)

Liaison Operations.
K-4

Appendix K

JP 3-32

Intentionally Blank
APPENDIX L

ADMINISTRATIVE INSTRUCTIONS

L-1 (CH1)

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: Doctrine

and Education 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 United States Navy. The Joint Staff doctrine

sponsor for this publication is the Director for Operations (J-3).

3. Change Recommendations

a. Recommendations for urgent changes to this publication should be submitted:

TO: COMUSFLTFORCOM NORFOLK VA//N3/N5//

INFO: JOINT STAFF WASHINGTON DC//J7-JEDD//

CDRUSJFCOM SUFFOLK VA//DOC GP//

CNO WASHINGTON DC//N5/N51/N512//

COMNAVWARDEVCOM NEWPORT RI//N5//

Routine changes should be submitted electronically to Commander, Joint Warfighting Center,

Doctrine and Education Group and info the Lead Agent and the Director for Operational Plans

and Joint Force Development J-7/JEDD via the CJCS JEL at http://www.dtic.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

1 1 27 May 2008 27 May 2008 JEDD None

 _______________________________________________________________________

 __________________________________________________________________________________________________

__________________________________________________________________________________________________
L-2

Appendix L

JP 3-32

4. Distribution of Printed Publications

a. Additional copies of this publication can be obtained through the Service publication

centers listed below (initial contact) or USJFCOM in the event that the joint publication is not

available from the Service.

b. Individuals and agencies outside the combatant commands, Services, Joint Staff, and

combat support agencies are authorized to receive only approved joint publications and joint test

publications. Release of any classified joint publication 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, DC 20301-7400.

c. Additional copies should be obtained from the Military Service assigned administrative

support responsibility by DOD Directive 5100.3, 15 November 1999, Support of the Headquarters

of Unified, Specified, and Subordinate Joint Commands.

By Military Services:

Army: US Army AG Publication Center SL

1655 Woodson Road

Attn: Joint Publications

St. Louis, MO 63114-6181

Air Force: Air Force Publications Distribution Center

2800 Eastern Boulevard

Baltimore, MD 21220-2896

Navy: CO, Naval Inventory Control Point

700 Robbins Avenue

Bldg 1, Customer Service

Philadelphia, PA 19111-5099

Marine Corps: Commander (Attn: Publications)

814 Radford Blvd, Suite 20321

Albany, GA 31704-0321

Coast Guard: Commandant (G-OPD)

US Coast Guard

2100 2nd Street, SW

Washington, DC 20593-0001
L-3

Administrative Instructions

Commander

USJFCOM JWFC Code JW2102

Doctrine and Education Group (Publication Distribution)

116 Lake View Parkway

Suffolk, VA 23435-2697

d. Local reproduction is authorized and access to unclassified publications is unrestricted.

However, access to and reproduction authorization for classified joint publications must be in

accordance with DOD Regulation 5200.1-R, Information Security Program.

5. Distribution of Electronic Publications

a. The Joint Staff will not print copies of electronic joint publications for distribution.

Electronic versions are available at www.dtic.mil/doctrine (NIPRNET), or http://

nmcc20a.nmcc.smil.mil/dj9j7ead/doctrine/ (SIPRNET).

b. Only approved joint publications and joint test publications are releasable outside the

combatant commands, Services, and Joint Staff. Release of any classified joint publication 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, DC 20301-7400.
L-4

Appendix L

JP 3-32

Intentionally Blank
GLOSSARY

PART I — ABBREVIATIONS AND ACRONYMS

GL-1

AADC area air defense commander

ACA airspace control authority

AO area of operations

ATO air tasking order

BDA battle damage assessment

C2 command and control

CA combat assessment

CAP crisis action planning

CCDR combatant commander

CCOI critical contact of interest

CI counterintelligence

CIE collaborative information environment

CJCSM Chairman of the Joint Chiefs of Staff manual

COA course of action

COG center of gravity

COI contact of interest

COMSEC communications security

CONOPS concept of operations

COP common operational picture

CUL common-user logistics

DOD Department of Defense

FOC future operations cell

FP force protection

FPC future plans cell

HQ headquarters

HSPD homeland security Presidential directive

HUMINT human intelligence

IO information operations

ISR intelligence, surveillance, and reconnaissance

J-1 manpower and personnel directorate of a joint staff

J-2 intelligence directorate of a joint staff

J-2X joint force intelligence directorate counterintelligence and human

intelligence staff element

J-3 operations directorate of a joint staff

J-4 logistics directorate of a joint staff
GL-2

Glossary

JP 3-32 (CH1)

J-5 plans directorate of a joint staff

J-6 communications system directorate of a joint staff

J-7/JED exercises and training directorate of a joint staff

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

JIC joint intelligence center

JISE joint intelligence support element

JMO joint maritime operations

JOA joint operations area

JOPES Joint Operation Planning and Execution System

JP joint publication

JPG joint planning group

JTF joint task force

JWICS Joint Worldwide Intelligence Communications System

KMC knowledge management center

LNO liaison officer

MDA maritime domain awareness

METOC meteorological and oceanographic

MFPC maritime future plans center

MIAC maritime intelligence and analysis center

MOC maritime operations center

MPG maritime planning group

MSC maritime support center

MSR maritime support request

MTP maritime task plan

NCC Navy component commander

NIST national intelligence support team

NSFS naval surface fire support

NSPD national security Presidential directive

NTTP Navy tactics, techniques, and procedures

NWP Navy warfare publication

OPCON operational control

OPLAN operation plan

OPORD operation order

OPS operations center

OPTASK operation task
GL-3

Glossary

(CH1)

RFF request for forces

RFI request for information

ROE rules of engagement

SME subject matter expert

SOP standard operating procedure

SPINS special instructions

TCS theater communications system

TF task force

TG task group

TPFDD time-phased force and deployment data

TST time-sensitive target
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 3-01)

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; JP 3-30)

all-source intelligence. 1. Intelligence products and/or organizations and activities that

incorporate all sources of information, most frequently including human resources

intelligence, imagery intelligence, measurement and signature intelligence, signals

intelligence, and open-source data in the production of finished intelligence. 2. In intelligence

collection, a phrase that indicates that in the satisfaction of intelligence requirements, all

collection, processing, exploitation, and reporting systems and resources are identified for

possible use and those most capable are tasked. (JP 1-02; JP 2-0)

antisubmarine warfare forces. Forces organized primarily for antisubmarine action. May be composed

of surface ships, aircraft, submarines, or any combination of these, and their supporting systems.

(JP 3-32)

antiterrorism. Defensive measures used to reduce the vulnerability of individuals and property

to terrorist acts, to include limited response and containment by local military and civilian

forces. Also called AT. (JP 1-02; JP 3-07.2)

apportionment. In the general sense, distribution for planning of limited resources among

competing requirements. Specific apportionments (e.g., air sorties and forces for planning)

are described as apportionment of air sorties and forces for planning, etc. (JP 1-02)

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; JP 3-0)

area of operations. An operational area defined by the joint force commander for land and maritime

forces. Areas of operation do not typically encompass the entire operational area of the joint force

commander, but should be large enough for component commanders to accomplish their missions

and protect their forces. Also called AO. (JP 1-02; JP 3-0)

area of responsibility. The geographical area associated with a combatant command within

which a geographic combatant commander has authority to plan and conduct operations.

Also called AOR. (JP 1-02; JP 1)

PART II — TERMS AND DEFINITIONS

GL-4 JP 3-32 (CH1)
at sea. Includes the following maritime areas: foreign internal waters, archipelagic waters, and territorial

seas; foreign contiguous zones; foreign exclusive economic zones; the high seas; and US-exclusive

economic zone, territorial sea, and internal waters. (JP 1-02)

battle damage assessment. The estimate of damage resulting from the application of lethal or

nonlethal military force. Battle damage assessment is composed of physical damage assessment,

functional damage assessment, and target system assessment. Also called BDA. (JP 1-02; JP 3-

0)

campaign. A series of related major operations aimed at achieving strategic and operational objectives

within a given time and space. (JP 5-0)

campaign plan. A joint operation plan for a series of related major operations aimed at achieving

strategic or operational objectives within a given time and space. (JP 5-0)

campaign planning. The process whereby combatant commanders and subordinate joint force

commanders translate national or theater strategy into operational concepts through the development

of an operation plan for a campaign. Campaign planning may begin during contingency planning

when the actual threat, national guidance, and available resources become evident, but is normally

not completed until after the President or Secretary of Defense selects the course of action during

crisis action planning. Campaign planning is conducted when contemplated military operations

exceed the scope of a single major joint operation. (JP 5-0)

center of gravity. The source of power that provides moral or physical strength, freedom of action, or

will to act. Also called COG. (JP 1-02; JP 3-0)

civil-military operations. The activities of a commander that establish, maintain, influence, or exploit

relations between military forces, governmental and nongovernmental civilian organizations and

authorities, and the civilian populace in a friendly, neutral, or hostile operational area in order to

facilitate military operations, to consolidate and achieve operational US objectives. Civil-military

operations may include performance by military forces of activities and functions normally the

responsibility of the local, regional, or national government. These activities may occur prior to,

during, or subsequent to other military actions. They may also occur, if directed, in the absence of

other military operations. Civil-military operations may be performed by designated civil affairs, by

other military forces, or by a combination of civil affairs and other forces. Also called CMO. (JP

1-02; JP 3-57)

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 each air mission with the fire and

movement of those forces. Also called CAS. (JP 1-02; JP 3-0)

combatant command. A unified or specified command with a broad continuing mission under a single

commander established and so designated by the President, through the Secretary of Defense and

GL-5

Glossary

(CH 1)
GL-6

Glossary

JP 3-32 (CH1)

with the advice and assistance of the Chairman of the Joint Chiefs of Staff. Combatant commands

typically have geographic or functional responsibilities. (JP 1-02; JP 5-0)

combat assessment. The determination of the overall effectiveness of force employment during

military operations. Combat assessment is composed of three major components: (a) battle

damage assessment; (b) munitions effectiveness assessment; and (c) reattack

recommendation. Also called CA. (JP 1-02; JP 3-60)

command and control. The exercise of authority and direction by a properly designated commander

over assigned and attached forces in the accomplishment of the mission. Command and control

functions are performed through an arrangement of personnel, equipment, communications, facilities,

and procedures employed by a commander in planning, directing, coordinating, and controlling

forces and operations in the accomplishment of the mission. Also called C2. (JP 1-02; JP 1)

command relationships. The interrelated responsibilities between commanders, as well as the operational

authority exercised by commanders in the chain of command; defined further as combatant command

(command authority), operational control, tactical control, or support. (JP 1-02; JP 1)

concept of operations. A verbal or graphic statement that clearly and concisely expresses what the

joint force commander intends to accomplish and how it will be done using available resources.

The concept is designed to give an overall picture of the operation. Also called commander’s

concept or CONOPS. (JP 5-0)

contingency. A situation requiring military operations in response to natural disasters, terrorists,

subversives, or as otherwise directed by appropriate authority to protect US interests. (JP 5-0)

convoy. 1. A number of merchant ships and/or naval auxiliaries usually escorted by warships and/or

aircraft-or a single merchant ship or naval auxiliary under surface escort-assembled and organized

for the purpose of passage together. 2. A group of vehicles organized for the purpose of control

and orderly movement with or without escort protection that moves over the same route at the

same time and under one commander. (JP 3-32)

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; JP 3-01)

counterintelligence. Information gathered and activities conducted to protect against espionage,

other intelligence activities, sabotage, or assassinations conducted by or on behalf of foreign

governments or elements thereof, foreign organizations, or foreign persons, or international terrorist

activities. Also called CI. (JP 1-02; JP 2-0)

course of action. 1. Any sequence of activities that an individual or unit may follow. 2. A possible plan

open to an individual or commander that would accomplish, or is related to the accomplishment of

the mission. 3. The scheme adopted to accomplish a job or mission. 4. A line of conduct in an

engagement. 5. A product of the Joint Operation Planning and Execution System concept
GL-7

Glossary

(CH1)

development phase and the course-of-action determination steps of the joint operation planning

process. Also called COA. (JP 5-0)

crisis. An incident or situation involving a threat to a nation, its territories, citizens, military forces,

possessions, or vital interests that develops rapidly and creates a condition of such diplomatic,

economic, political, or military importance that commitment of military forces and resources is

contemplated to achieve national objectives. (JP 1-02; JP 3-0)

critical information. Specific facts about friendly intentions, capabilities, and activities vitally needed

by adversaries for them to plan and act effectively so as to guarantee failure or unacceptable

consequences for friendly mission accomplishment. (JP 1-02)

deception. Those measures designed to mislead the enemy by manipulation, distortion, or falsification

of evidence to induce the enemy to react in a manner prejudicial to the enemy’s interests. (JP 1-02;

JP 3-13.4)

defensive counterair. All defensive measures designed to detect, identify, intercept, and destroy or

negate enemy forces attempting to penetrate or attack through friendly airspace. Also called DCA.

(JP 3-01)

direct support. A mission requiring a force to support another specific force and authorizing it

to answer directly to the supported force’s request for assistance. Also called DS. (JP 1-02)

essential elements of friendly information. Key questions likely to be asked by adversary officials

and intelligence systems about specific friendly intentions, capabilities, and activities, so they can

obtain answers critical to their operational effectiveness. Also called EEFI. (JP 1-02; JP 3-09.1)

expeditionary force. An armed force organized to accomplish a specific objective in a foreign country.

(JP 1-02; JP 3-0)

fires. The use of weapon systems to create a specific lethal or nonlethal effect on a target. (JP 1-02; JP

3-0)

fire support. Fires that directly support land, maritime, amphibious, and special operations forces to

engage enemy forces, combat formations, and facilities in pursuit of tactical and operational objectives.

(JP 1-02; JP 3-09.3)

force protection. Preventive measures taken to mitigate hostile actions against Department of Defense

personnel (to include family members), resources, facilities, and critical information. Force protection

does not include actions to defeat the enemy or protect against accidents, weather, or disease.

Also called FP. (JP 1-02; JP 3-0)

functional component command. A command normally, but not necessarily, composed of forces of

two or more Military Departments which may be established across the range of military operations
GL-8

Glossary

JP 3-32 (CH1)

to perform particular operational missions that may be of short duration or may extend over a

period of time. (JP 1-02; JP 1)

human intelligence. A category of intelligence derived from information collected and provided by

human sources. Also called HUMINT. (JP 1-02; JP 2-01.2)

information operations. The integrated employment of the core capabilities of electronic warfare,

computer network operations, psychological operations, military deception, and operations security,

in concert with specified supporting and related capabilities, to influence, disrupt, corrupt or usurp

adversarial human and automated decision making while protecting our own. Also called IO. (JP

1-02; JP 3-13)

intelligence. The product resulting from the collection, processing, integration, evaluation, analysis,

and interpretation of available information concerning foreign nations, hostile or potentially hostile

forces or elements, or areas of actual or potential operations. The term is also applied to the activity

which results in the product and to the organizations engaged in such activity. (JP 2-0)

intelligence requirement. 1.Any subject, general or specific, upon which there is a need for the

collection of information, or the production of intelligence. 2. A requirement for intelligence to fill a

gap in the command’s knowledge or understanding of the operational environment or threat forces.

(JP 1-02; JP 2-0)

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; 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, vehicles, aircraft, people, and cargo. (JP 3-03)

interoperability. 1. The ability to operate in synergy in the execution of assigned tasks. 2. (DOD only)

The condition achieved among communications-electronics systems or items of communicationselectronics equipment when information or services can be exchanged directly and satisfactorily

between them and/or their users. The degree of interoperability should be defined when referring

to specific cases. (This term and its definition modify the existing term and its definition and are

approved for inclusion in the next edition of JP 1-02.)

joint force. A general term applied to a force composed of significant elements, assigned or attached,

of two or more Military Departments operating under a single joint force commander. (JP 1-02; JP

3-0)

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
GL-9

Glossary

(CH1)

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; JP 3-0)

joint force commander. Ageneral term applied to a combatant commander, subunified commander,

or joint task force commander authorized to exercise combatant command (command authority)

or operational control over a joint force. Also called JFC. (JP 1-02)

joint force land 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 land forces; planning and coordinating land operations; or accomplishing such operational

missions as may be assigned. The joint force land component commander is given the authority

necessary to accomplish missions and tasks assigned by the establishing commander. Also called

JFLCC. (JP 1-02; JP 3-0)

joint force maritime 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 maritime forces and assets; planning and coordinating maritime operations; or accomplishing

such operational missions as may be assigned. The joint force maritime component commander is

given the authority necessary to accomplish missions and tasks assigned by the establishing

commander. Also called JFMCC. (JP 1-02; JP 3-0)

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; JP 3-60)

joint intelligence operations center. An interdependent, operational intelligence organization at the

Department of Defense, combatant command, or joint task force (if established) level, that is

integrated with national intelligence centers, and capable of accessing all sources of intelligence

impacting military operations planning, execution, and assessment. Also called JIOC. (JP 2-0)

joint intelligence support element. A subordinate joint force element whose focus is on intelligence

support for joint operations, providing the joint force commander, joint staff, and components with

the complete air, space, ground, and maritime adversary situation. Also called JISE. (JP 1-02; JP

2-01)

joint operations. A general term to describe military actions conducted by joint forces, or by Service

forces in relationships (e.g., support, coordinating authority), which, of themselves, do not establish

joint forces. (JP 1-02; JP 3-0)
GL-10

Glossary

JP 3-32 (CH1)

joint operations area. An area of land, sea, and airspace, defined by a geographic combatant

commander or subordinate unified commander, in which a joint force commander (normally a

joint task force commander) conducts military operations to accomplish a specific mission. Also

called JOA. (JP 1-02; JP 3-0)

joint planning group. A planning organization consisting of designated representatives of the joint

force headquarters principal and special staff sections, joint force components (Service and/or

functional), and other supporting organizations or agencies as deemed necessary by the joint force

commander. Also called JPG. (JP 5-0)

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, 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; JP 3-60)

joint task force. A joint force that is constituted and so designated by the Secretary of Defense, a

combatant commander, a subunified commander, or an existing joint task force commander. Also

called JTF. (JP 1-02; JP 1)

littoral. The littoral comprises two segments of battlespace: 1. Seaward: the area from the open

ocean to the shore, which must be controlled to support operations ashore. 2. Landward:

the area inland from the shore that can be supported and defended directly from the sea. (Approved

for inclusion in the next edition of JP 1-02.)

logistics. The science of planning and carrying out the movement and maintenance of forces. In

its most comprehensive sense, those aspects of military operations that deal with: a. design

and development, acquisition, storage, movement, distribution, maintenance, evacuation, and

disposition of materiel; b. movement, evacuation, and hospitalization of personnel; c. acquisition or

construction, maintenance, operation, and disposition of facilities; and d. acquisition or furnishing of

services. (JP 1-02)

maneuver. 1. A movement to place ships, aircraft, or land forces in a position of advantage over the

enemy. 2. A tactical exercise carried out at sea, in the air, on the ground, or on a map in imitation

of war. 3. The operation of a ship, aircraft, or vehicle, to cause it to perform desired movements.

4. Employment of forces in the operational area through movement in combination with fires to

achieve a position of advantage in respect to the enemy in order to accomplish the mission. (JP 1-

02; JP 3-0)

maritime domain. The oceans, seas, bays, estuaries, islands, coastal areas, and the airspace

above these, including the littorals. (Approved for inclusion in the next edition of JP 1-02.)
GL-11

Glossary

(CH1)

maritime domain awareness. The effective understanding of anything associated with the

maritime domain that could impact the security, safety, economy, or environment of a nation.

(Approved for inclusion in the next edition of JP 1-02.)

maritime environment. None. (Approved for removal from the next edition of JP 1-02.)

maritime forces. Forces that operate on, under, or above the sea to gain or exploit command of

the sea, sea control, or sea denial and/or to project power from the sea. (Approved for

inclusion in the next edition of JP 1-02.)

maritime power projection. Power projection in and from the maritime environment, including a

broad spectrum of offensive military operations to destroy enemy forces or logistic support or to

prevent enemy forces from approaching within enemy weapons’ range of friendly forces. Maritime

power projection may be accomplished by amphibious assault operations, attack of targets ashore,

or support of sea control operations. (JP 3-32)

maritime superiority. That degree of dominance of one force over another that permits the conduct

of maritime 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 the next edition of JP 1-

02.)

maritime supremacy. That degree of maritime superiority wherein the opposing force is incapable of

effective interference. (JP 3-32)

military deception. Actions executed to deliberately mislead adversary military decision makers as to

friendly military capabilities, intentions, and operations, thereby causing the adversary to take specific

actions (or inactions) that will contribute to the accomplishment of the friendly mission. Also called

MILDEC. (JP 1-02; JP 3-13.4)

mine warfare. The strategic, operational, and tactical use of mines and mine countermeasures. Mine

warfare is divided into two basic subdivisions: the laying of mines to degrade the enemy’s capabilities

to wage land, air, and maritime warfare; and the countering of enemy-laid mines to permit friendly

maneuver or use of selected land or sea areas. Also called MIW. (JP 1-02; JP 3-15)

multinational force. A force composed of military elements of nations who have formed an alliance or

coalition for some specific purpose. Also called MNF. (JP 1-02; JP 1)

multinational operations. A collective term to describe military actions conducted by forces of two or

more nations, usually undertaken within the structure of a coalition or alliance. (JP 1-02; JP 3-05)

national intelligence support team. A nationally sourced team composed of intelligence and

communications experts from Defense Intelligence Agency, Central Intelligence Agency, National
GL-12

Glossary

JP 3-32 (CH1)

Geospatial-Intelligence Agency, National Security Agency, or other intelligence community agencies

as required. Also called NIST. (JP 2-0)

naval operation. 1. A naval action (or the performance of a naval mission) that may be strategic,

operational, tactical, logistic, or training. 2. The process of carrying on or training for naval combat

in order to gain the objectives of any battle or campaign. (JP 3-32)

offensive counterair. Offensive operations to destroy, disrupt, or neutralize enemy aircraft, missiles,

launch platforms, and their supporting structures and systems both before and after launch, but as

close to their source as possible. Offensive counterair operations range throughout enemy territory

and are generally conducted at the initiative of friendly forces. These operations include attack

operations, suppression of enemy air defenses, fighter escort, and fighter sweep. Also called

OCA. (JP 3-01)

operational art. The application of creative imagination by commanders and staffs-supported by

their skill, knowledge, and experience — to design strategies, campaigns, and major operations

and organize and employ military forces. Operational art integrates ends, ways, and means

across the levels of war. (JP 1-02; JP 3-0)

operational control. Command authority that may be exercised by commanders at any echelon at or

below the level of combatant command. Operational control is inherent in combatant command

(command authority) and may be delegated within the command. Operational control is the authority

to perform those functions of command over subordinate forces involving organizing and employing

commands and forces, assigning tasks, designating objectives, and giving authoritative direction

necessary to accomplish the mission. Operational control includes authoritative direction over all

aspects of military operations and joint training necessary to accomplish missions assigned to the

command. Operational control should be exercised through the commanders of subordinate

organizations. Normally this authority is exercised through subordinate joint force commanders

and Service and/or functional component commanders. Operational control normally provides full

authority to organize commands and forces and to employ those forces as the commander in

operational control considers necessary to accomplish assigned missions; it does not, in and of

itself, include authoritative direction for logistics or matters of administration, discipline, internal

organization, or unit training. Also called OPCON. (JP 1)

operational level of war. The level of war at which campaigns and major operations are planned, conducted,

and sustained to achieve strategic objectives within theaters or other operational areas. Activities at this

level link tactics and strategy by establishing operational objectives needed to achieve the strategic objectives,

sequencing events to achieve the operational objectives, initiating actions, and applying resources to bring

about and sustain these events. (JP 1-02; JP 3-0)

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
GL-13

Glossary

(CH1)

support, and resources required to execute the plan and provide closure estimates for their flow

into the theater. Also called OPLAN. (JP 5-0)

physical security. That part of security concerned with physical measures designed to safeguard

personnel; to prevent unauthorized access to equipment, installations, material, and documents;

and to safeguard them against espionage, sabotage, damage, and theft. 2. (DOD only) In

communications security, the component that results from all physical measures necessary to safeguard

classified equipment, material, and documents from access thereto or observation thereof by

unauthorized persons. See also communications security; security. (JP 1-02; JP 6-0)

prevention of mutual interference. In submarine operations, procedures established to prevent

submerged collisions between friendly submarines, between submarines and friendly surface ship

towed bodies and arrays, and between submarines and any other hazards to submerged navigation

(e.g., explosive detonations, research submersible operations, oil drilling rigs, etc.) (Approved for

inclusion in the next edition of JP 1-02.)

public affairs. Those public information, command information, and community relations activities

directed toward both the external and internal publics with interest in the Department of Defense.

Also called PA. (JP 1-02; JP 3-61)

reconnaissance. A mission undertaken to obtain, by visual observation or other detection methods,

information about the activities and resources of an enemy or adversary, or to secure data concerning

the meteorological, hydrographic, or geographic characteristics of a particular area. Also called

RECON. (JP 1-02; JP 2-0)

rules of engagement. Directives issued by competent military authority that delineate the circumstances

and limitations under which United States forces will initiate and/or continue combat engagement

with other forces encountered. Also called ROE. (JP 1-02)

sea control operations. The employment of naval forces, supported by land and air forces as appropriate,

in order to achieve military objectives in vital sea areas. Such operations include destruction of

enemy naval forces, suppression of enemy sea commerce, protection of vital sea lanes, and

establishment of local military superiority in areas of naval operations. (JP 3-32)

Service component command. A command consisting of the Service component commander and all

those Service forces, such as individuals, units, detachments, organizations, and installations under

that command, including the support forces that have been assigned to a combatant command or

further assigned to a subordinate unified command or joint task force. (JP 1-02; JP 1)

standard operating procedure. See standing operating procedure. (JP 1-02)

standing operating procedure. A set of instructions covering those features of operations which lend

themselves to a definite or standardized procedure without loss of effectiveness. The procedure is

applicable unless ordered otherwise. Also called SOP. (JP 1-02; JP 3-31)
GL-14

Glossary

JP 3-32 (CH1)

strategic level of war. The level of war at which a nation, often as a member of a group of nations,

determines national or multinational (alliance or coalition) strategic security objectives and guidance,

and develops and uses national resources to achieve these objectives. Activities at this level establish

national and multinational military objectives; sequence initiatives; define limits and assess risks for

the use of military and other instruments of national power; develop global plans or theater war

plans to achieve these objectives; and provide military forces and other capabilities in accordance

with strategic plans. (JP 1-02; JP 3-0)

strike. An attack to damage or destroy an objective or a capability. (JP 1-02; JP 3-0)

support. 1. The action of a force that aids, protects, complements, or sustains another force in

accordance with a directive requiring such action. 2. A unit that helps another unit in battle. 3. An

element of a command that assists, protects, or supplies other forces in combat. (JP 1-02; JP 1)

supported commander. 1. The commander having primary responsibility for all aspects of a task

assigned by the Joint Strategic Capabilities Plan or other joint operation planning authority. In the

context of joint operation planning, this term refers to the commander who prepares operation

plans or operation orders in response to requirements of the Chairman of the Joint Chiefs of Staff.

2. In the context of a support command relationship, the commander who receives assistance from

another commander’s force or capabilities, and who is responsible for ensuring that the supporting

commander understands the assistance required. (JP 1-02; JP 3-0)

supporting commander. 1. A commander who provides augmentation forces or other support to a

supported commander or who develops a supporting plan. This includes the designated combatant

commands and Department of Defense agencies as appropriate. 2. In the context of a support

command relationship, the commander who aids, protects, complements, or sustains another

commander’s force, and who is responsible for providing the assistance required by the supported

commander. (JP 3-0)

surveillance. The systematic observation of aerospace, surface, or subsurface areas, places, persons,

or things, by visual, aural, electronic, photographic, or other means. (JP 1-02; JP 3-0)

synchronization. 1. The arrangement of military actions in time, space, and purpose to produce

maximum relative combat power at a decisive place and time. 2. In the intelligence context, application

of intelligence sources and methods in concert with the operation plan to ensure intelligence

requirements are answered in time to influence the decisions they support. (JP 2-0)

tactical control. Command authority over assigned or attached forces or commands, or military

capability or forces made available for tasking, that is limited to the detailed direction and

control of movements or maneuvers within the operational area necessary to accomplish

missions or tasks assigned. Tactical control is inherent in operational control. Tactical

control may be delegated to, and exercised at any level at or below the level of combatant

command. Tactical control provides sufficient authority for controlling and directing the application

of force or tactical use of combat support assets within the assigned mission or task. Also called

TACON. (JP 1)
GL-15

Glossary

(CH1)

targeting. The process of selecting and prioritizing targets and matching the appropriate response to

them, considering operational requirements and capabilities. (JP 1-02; JP 3-0)

task force. A component of a fleet organized by the commander of a task fleet or higher authority for

the accomplishment of a specific task or tasks. Also called TF.

task group. A component of a naval task force organized by the commander of a task force or higher

authority. Also called TG.

theater antisubmarine warfare commander. A Navy commander assigned to develop plans and

direct assigned and attached assets for the conduct of antisubmarine warfare within an operational

area. Normally designated as a task force or task group commander and responsible to a Navy

component commander or joint force maritime component commander. Also called TASWC.

(Approved for inclusion in the next edition of JP 1-02.)

time-phased force and deployment data. The Joint Operation Planning and Execution System

database portion of an operation plan; it contains time-phased force data, non-unit-related cargo

and personnel data, and movement data for the operation plan, including the following: a. In-place

units; b. Units to be deployed to support the operation plan with a priority indicating the desired

sequence for their arrival at the port of debarkation; c. Routing of forces to be deployed; d.

Movement data associated with deploying forces; e. Estimates of non-unit-related cargo and

personnel movements to be conducted concurrently with the deployment of forces; and f. Estimate

of transportation requirements that must be fulfilled by common-user lift resources as well as those

requirements that can be fulfilled by assigned or attached transportation resources. Also called

TPFDD. (JP 1-02)

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; JP 3-60)

under sea warfare. Operations conducted to establish and maintain control of the underwater

environment by denying an opposing force the effective use of underwater systems and weapons.

It includes offensive and defensive submarine, antisubmarine, and mine warfare operations. Also

called USW. (Upon approval of this change to the existing publication, this term and its definition

will modify the existing term and its definition and will be included in JP 1-02.)

unmanned aerial vehicle. A powered, aerial vehicle that does not carry a human operator, uses

aerodynamic forces to provide vehicle lift, can fly autonomously or be piloted remotely, can be

expendable or recoverable, and can carry a lethal or nonlethal payload. Ballistic or semiballistic

vehicles, cruise missiles, and artillery projectiles are not considered unmanned aerial vehicles. Also

called UAV. (JP 1-02; JP 3-52)

waterspace management. The allocation of waterspace in terms of antisubmarine warfare attack

procedures to permit the rapid and effective engagement of hostile submarines while preventing
GL-16

Glossary

JP 3-32 (CH1)

inadvertent attacks on friendly submarines. Also called WSM. (Upon approval of this change to

the existing publication, this term and its definition will modify the existing term and its definition and

will be included in JP 1-02.)
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

anlalysis

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) 3-32 Operations