FUA

FUA-09 Define Cyberspace Operations

The employment of cyberspace capabilities where the primary purpose is to achieve objectives in or through cyberspace.

FUA-08 How is Information as an instrument of National Power integrated by military forces to support military operations?

1) (Student Text, Chapter 3, p. 3-136) Information-related capabilities in support of targeting methodologies to achieve/enable desired effects through the information environment. a) Use as force multiplier

FUA-08 Define Strategic Communication (SC)

Focused United States Government efforts to understand and engage key audiences to create, strengthen or preserve conditions favorable for the advancement of United States Government interests, policies and objectives through the use of coordinated programs, plans, themes, messages and products synchronized with the actions of all instruments of national power. (JP 5-0)

FUA-08 Define Information Related Capabilities (IRC).

IRCs are the tools, techniques, or activities that affect any of the three dimensions of the information environment. The joint force (means) employs IRCs (ways) to affect the information provided to or disseminated from the target audience (TA) in the physical and informational dimensions of the information environment to affect decision making. (JP 3-13)

FUA-13 Why is attaining Interagency unity of effort so important?

a) Unity of effort is the coordination, integration, and/or synchronization of the activities of governmental and nongovernmental entities with military operations in order to achieve unified action. Successful coordination of interorganizational and multinational plans facilitates unity of effort among multiple organizations by promoting common understanding of the capabilities, limitations, and consequences of military and nonmilitary actions. It also assists with identifying common objectives and the ways in which military and civilian capabilities best complement each other to achieve these objectives. (JP 5-0, I-15)

FUA-09 Define Cyberspace

The global domain within the information environment consisting of the interdependent network of information technology infrastructures and resident data, including the Internet, telecommunications networks, computer systems, and embedded processors and controllers. (JP 3-12)

FUA-09 Define DOD Information Network (DODIN) Operations

The globally interconnected, end-to-end set of information capabilities, and associated processes for collecting, processing, storing, disseminating, and managing information on-demand to warfighters, policy makers, and support personnel, including owned and leased communications and computing systems and services, software (including apps), data, security services, other associated services, and national security systems.

FUA-08 Define Information Operations (IO

The integrated employment, during military operations, of information-related capabilities in concert with other lines of operation, to influence, disrupt, corrupt, or usurp the decision-making of adversaries and potential adversaries, while protecting our own. (JP 3-13)

FUA-08 Commander's Communication Synchronization (CCS).

a. A process to coordinate and synchronize narratives, themes, messages, images, operations, and actions to ensure their integrity and consistency to the lowest tactical level across all relevant communication activities. (JP 3-61, Change 1, 2016) b. CCS entails focused efforts to create, strengthen, or preserve conditions favorable for the advancement of national interests, policies, and objectives by understanding and communicating with key audiences through the use of coordinated information, themes, messages, plans, programs, products and actions, synchronized with the other instruments of national power. (JP 3-0, 2017)

FUA-05 What GCC organization plans and C2s SOF in theater?

1) - Theater Special Operations Command (TSOC)

FUA-16 What trends characterize the future security environment?

1) Persistent Trends a) Proliferation of WMD: Fall within Regional or Global Trends (Capstone Concept for Joint Operations: Joint Force 2020 (Page 2) b) Rise of Modern Competitor States: Fall within Regional or Global Trends (Capstone Concept for Joint Operations: Joint Force 2020 (Page 2) c) Violent Extremism: Fall within Regional or Global Trends (Capstone Concept for Joint Op-erations: Joint Force 2020 (Page 2) d) Regional Instability: Fall within Regional or Global Trends (Capstone Concept for Joint Op-erations: Joint Force 2020 (Page 2) e) Transnational Criminal Activity: Fall within Regional or Global Trends (Capstone Concept for Joint Operations: Joint Force 2020 (Page 2) f) Competition For Resources: Fall within Regional or Global Trends (Capstone Concept for Joint Operations: Joint Force 2020 (Page 2) 2) Regional Trends: a) Asia-Pacific - Rapid pace and comprehensive scope of China's military modernization. North Korea's long range missile and WMD program. (Quadrennial Defense Review (Page 4) b) Middle East - Trans-national division in the region for resources to include energy, and water. Iran remains a destabilizing actor by posing a threat to Middle East allies and partners and by defying international law and pursuing capabilities that would allow it to develop nuclear weapons. Syria has become a magnet for Global Jihad, with ongoing severe spillover effects of foreign fighters and refugees into neighboring countries; a situation that is likely to persist. (Quadrennial Defense Review (page 5) c) Africa - Terrorists, criminal orgs, militias, corrupt officials, and pirates continue to exploit un-governed or under-governed territories. (Quadrennial Defense Review (page 5) d) Europe - Remains our principal partner in promoting global security. Continued instability in the Balkans and European periphery will continue to pose a security challenge. Russia's multi-dimensional defense modernization and actions to violate the sovereignty of its neighbors. (Quadrennial Defense Review (pages 5-6) e) Western Hemisphere: Spread of narcotics and other forms of transnational organized crime, in addition to natural disasters and uneven economic opportunities. (Quadrennial Defense Re-view (page 6) 3) Global Trends: a) Terrorism - Terrorist remain willing and able to threaten the US our citizens and interests, terrorist networks continue to demonstrate interest in obtaining WMD. (Quadrennial Defense Review (page 8) b) Globalization - International partners with global interconnectedness through technology, travel, trade, and social media provide common incentives for a more effective means of fos-tering international cooperation and the shared norms of behavior. (Quadrennial Defense Re-view (page 6) c) Technology d) Cyber - Importance of America's way of life, makes for an attractive target for those seek-ing to challenge our security and economic order. (Quadrennial Defense Review (pages 7) e) Space - Threats to US space capabilities and space environment itself designed to deny and degrade our ability to conduct military ops and project power globally. (Quadrennial Defense Review (page 7) 4) New Trends a) While new capabilities will be essential, many of our most important advancements will come through innovations in training, education, personnel management, and leadership develop-ment. (CCJO p.iii). (CCJO, p.2) b) Persistent trends: the rise of competitor states, WMD, VEOs, regional instability, transnational criminal activity and competition for resources (CCJO p.iii). (CCJO, p.2) c) Social media can catalyze protests in days that popular movements once took months or years to build. (CCJO p.iii). (CCJO, p.2) d) Adversaries will not only have more advanced capabilities in every domain. More of them will have the ability to simultaneously fight across multiple domains. (CCJO p.iii). (CCJO, p.2) e) Future adversaries may elect to attack only in cyberspace, where military networks and critical infrastructure are vulnerable to remote attack—Notions of who is the combatant and what con-stitutes a battlefield are shifting beyond previous norms (CCJO p.iii). (CCJO, p.2)

FUA-04 Conceptually, and historically, what are the differences between the Guard and the Service Reserve Components and why? How does these disctinctions affect domestic operations?

1) 2016 Index of U.S. Military Strength "America's Reserve and National Guard Components: Key Contributors to U.S. Military Strength," Colonel Richard J. Dunn, III, U.S. Army (ret.). 63-70. a) BLUF: Guard allows for Title 32 actions to be executed without limits set by Title 10. Service Reserves always fall under Title 10. Historically, we have always had state militias and this allows the Guard to respond when required, under the authority of the Executive branch (Governor) for each state. b) Reserve Components: The Army, Navy, Air Force, Marine Corps, and Coast Guard Reserves have only federal missions and are subordinate directly to the leadership of their respective services under Title 10 of the U.S. Code (which enumerates federal U.S. armed forces law). They tend to be closely integrated with the Active components of their respective services. Some Active component organizations have individual Reserve members or Reserve units directly assigned to them. c) National Guard: National Guard elements differ from Reserve elements in substantial ways, primarily in that the Guard has both state and federal missions, reflecting its origin as state militias. Title 32 of the U.S. Code describes the relationship between the federal government and the state National Guard units recognized as elements of the Army and Air National Guards of the U.S.: d) In accordance with the traditional military policy of the United States, it is essential that the strength and organization of the Army National Guard and the Air National Guard as an integral part of the first line defenses of the United States be maintained and assured at all times. Whenever Congress determines that more units and organizations are needed for the national security than are in the regular components of the ground and air forces, the Army National Guard of the United States and the Air National Guard of the United States, or such parts of them as are needed, together with such units of other reserve components as are necessary for a balanced force, shall be ordered to active Federal duty and retained as long as so needed. e) All of the 50 states, the District of Columbia, and the U.S. territories of Puerto Rico, Guam, and U.S. Virgin Islands have National Guard organizations responsible, when functioning under state law in state status, to their governors or chief executives for executing state missions such as disaster response or support to civil authorities during a crisis. The de facto operational commander of these organizations while they are under state control is the state adjutant general (TAG), usually a major general, who is the senior military official in his or her state, territory, or district. serves as the channel of communications between the states and the Departments of the Army and the Air Force on Guard matters. The Chief of the National Guard Bureau is a four-star general. The Chief is the principal adviser on National Guard Affairs to the DOD, Army, and Air Force leadership. According to the National Guard Adjutants General Association, the National Guard represents the world's 11th largest army, fifth largest air force, and 38 percent of the total U.S. military force structure "and has over 458,000 personnel serving in 3,600 communities throughout the country." While this is accurate in aggregate numbers, the Guard is in reality a collection of militia-type units, each answering separately to its respective state, district, or territorial chief executive. The Guard is not constituted as a singular service or force, although issues unique to the Guard in its structure, equipping, and role when mobilized for federal service under Title 10 of the U.S. Code are handled by the National Guard Bureau.

FUA-16 What are the three pillars that the Department of Defense emphasizes in its defense strategy?

(Quadrennial Defense Review 2014 pgs. V, 13-22) 1) Protect the Homeland: Deter and defeat attacks on the United States and to support civil authorities in mitigating the effects of potential attacks and natural disasters. 2) Build Security Globally: In order to preserve regional stability, deter adversaries, support allies and partners, and cooperate with others to address common security challenges. 3) Project Power and Win Decisively: Defeat aggression, disrupt and destroy terrorist networks, and provide humanitarian assistance and disaster relief.

FUA-07 List the seven core logistics functions and the four personnel services covered in the joint function of sustainment? What does sustainment provide to the JFC?

1) (1) Materiel acquisition, receipt, storage, movement, distribution, maintenance, evacuation, and disposition. 2) (2) In-transit visibility and asset visibility. 3) (3) Common-user logistics support to other USG departments and agencies, international organizations, NGOs, and other nations. 4) (4) Logistic services (food, water, and ice, contingency basing, and hygiene). 5) (5) OCS (synchronization of contract support for operations and contract management). 6) (6) Disposal operations. 7) (7) Engineering support. 8) (8) Facilities and infrastructure acquisition, construction, maintenance, operation, and disposition. 9) (9) Infrastructure assessment, repairs, and maintenance. 10) (10) Detention compounds (establish and sustain large-scale to support enduring detainee operations). 11) (11) Host-nation support (HNS). 12) (12) Personnel movement, including patient movement, evacuation, and hospitalization. 13) Personnel services are sustainment functions provided to personnel rather than to systems and equipment. Personnel services complement logistics by planning for and coordinating efforts that provide and sustain personnel during joint operations. These services include: a) (1) Human resources support. b) (2) Religious support. c) (3) Financial management. d) (4) Legal support. e) (5) Morale, welfare, and recreation support.

FUA-07 In addition to its primary purpose of preserving the joint force's fighting potential, what other responsibilities could the JFC align to the joint function protection?

1) (1) Security of forces and means enhances force protection by identifying and reducing friendly vulnerability to hostile acts, influence, or surprise. 2) (2) DCA. DCA supports protection using both active and passive air and missile defense measures. a) (a) Active air and missile defense includes all direct defensive actions taken to destroy, nullify, or reduce the effectiveness of hostile air and missile threats against friendly forces and assets. b) (b) Passive air and missile defense includes all measures, other than active air and missile defense, taken to minimize the effectiveness of hostile air and missile threats against friendly forces and assets. 3) (3) Global Ballistic Missile Defense. Global ballistic missile defense is the overarching characterization of cumulative planning and coordination for those defensive capabilities designed to neutralize, destroy, or reduce effectiveness of enemy ballistic missile attacks that cross AOR boundaries. 4) (4) Defensive use of IRCs ensures timely, accurate, and relevant information access while denying enemies and adversaries opportunities to exploit friendly information and information systems for their own purposes. a) (a) OPSEC, as an IRC, denies the adversary the information needed to correctly assess friendly capabilities and intentions b) (b) DCO include passive and active CO to preserve friendly cyberspace capabilities and protect data, networks, and net-centric capabilities by monitoring, Joint Functions III-39 analyzing, detecting, and responding to unauthorized activity within DOD information systems and computer networks. c) (c) Cybersecurity encompasses measures that protect computers, electronic communications systems and services, wired communications, and electronic communications by ensuring their availability, integrity, authentication, confidentiality, and nonrepudiation. d) (d) Defensive Use of EW. Electronic protection is that division of EW involving action taken to protect personnel, facilities, and equipment from any effects of friendly or enemy use of the EMS that degrade, neutralize, or destroy friendly combat capability. 5) (5) PR. PR missions use military, diplomatic, and civil efforts to recover and reintegrate isolated personnel. There are five PR tasks (report, locate, support, recover, and reintegrate) necessary to achieve a complete and coordinated recovery of US military personnel, DOD civilians, DOD contractors, and others designated by the President or SecDef. JFCs should consider all individual, component, joint, and multinational partner capabilities available when planning and executing PR missions. 6) (6) CBRN Defense. Preparation for potential enemy use of CBRN weapons is integral to joint planning. 7) (7) Antiterrorism programs support force protection by establishing defensive measures that reduce the vulnerability of individuals and property to terrorist acts, to include limited response and containment by local military and civilian forces. 8) (8) The intent of combat identification (CID) is to accurately distinguish enemy objects and forces in the OE from others to support engagement decisions. 9) (9) Critical infrastructure protection programs support the identification and mitigation of vulnerabilities to defense critical infrastructure, which includes DOD and non-DOD domestic and foreign infrastructures essential to plan, mobilize, deploy, execute, and sustain US military operations on a global basis. 10) (10) Counter-Improvised Explosive Device (C-IED) Operations. C-IED operations are the organization, integration, and synchronization of capabilities and activities to reduce casualties and mitigate damage caused by IEDs. 11) (11) Identify and Neutralize Insider Threats. Insider threats (sometimes referred to as "green-on-blue" or "inside-the-wire" threats) may include active shooters, bombers, spies, and other threats embedded within or working with US forces. 12) f. FHP complements force protection efforts, and includes all measures taken by the JFC and the Military Health System to promote, improve, and conserve the mental and physical well-being of Service members. 13) g. Protection of Civilians. Persons who are neither part of nor associated with an armed force or group, nor otherwise engaged in hostilities are classified as civilians and have protected status under the law of war.

FUA-07 What are the key considerations associated with the employment of the joint function fires?

1) (1) Targeting a) (a) Oversight. b) (b) Delegation c) (c) Air Apportionment. 2) (2) Joint fire support 3) (3) Countering Air and Missile Threats a) (a) The JFC counters air and missile threats to ensure friendly freedom of action, provide protection, and deny enemy freedom of action. b) (b) Offensive counterair (OCA) operations are the preferred method of countering theater air and missile threats. c) (c) Control of the Air. Control of the air is a prerequisite to success for modern operations or campaigns because it prevents enemy air and missile threats from Joint Functions III-29 effectively interfering with operations thus facilitating freedom of action and movement. d) (d) Integrating Air and Missile Defense. 4) (4) Interdiction a) (a) Interdiction is a powerful tool for JFCs. b) (b) Interdiction can include operations conducted under lawful authority to track, identify, divert, delay, intercept, board, detain or destroy vessels, vehicles, aircraft, people, cargo, and money. c) (c) Many elements of the joint force can conduct interdiction operations. Air, land, maritime, space, cyberspace, and special operations forces can conduct interdiction operations as part of their larger or overall mission. d) (d) JFCs may choose to employ interdiction as a principal means to achieve an objective (with other components supporting the component leading the interdiction effort). For example, one of the JFC's objectives associated with the seize initiative phase of an operation might be to prevent the enemy's navy from interfering with friendly force sea transit through a choke point in the JOA. e) (e) Counter threat finance (CTF) incorporates efforts to interdict money that funds terrorism, illegal narcotics networks, weapons proliferation, espionage, and other activities that generate revenue through trafficking networks. Illicit finance networks are a critical vulnerability of state and non-state adversaries threatening US national security. 5) (5) Strategic Attack. A strategic attack is a JFC-directed offensive action against a target—whether military or other—that is selected to achieve national or military strategic objectives. 6) (6) Global Strike a) (a) Global strike is the capability to rapidly plan and deliver extended-range attacks, limited in duration and scope, to create precision effects against enemy assets in support of national and theater commander objectives. b) (b) The UCP assigns CDRUSSTRATCOM the responsibility for global strike. CDRUSTRATCOM plans global strike in full partnership with affected CCDRs. 7) (7) Limiting Collateral Damage. Collateral damage is unintentional or incidental injury or damage to persons or objects that would not be lawful military targets based on the circumstances existing at the time. 8) (8) Nonlethal Capabilities. Nonlethal capabilities can generate effects that limit collateral damage, reduce risk to civilians, and may reduce opportunities for enemy or adversary propaganda. They may also reduce the number of casualties associated with excessive use of force, limit reconstruction costs, and maintain the good will of the local populace. a) (a) Cyberspace Attack. Cyberspace attack actions create various direct denial effects in cyberspace (i.e., degradation, disruption, or destruction) and manipulation that leads to denial that is hidden or that manifests in the physical domains. b) (b) EA. EA involves the use of electromagnetic energy, directed energy, or anti-radiation weapons to attack personnel, facilities, or equipment to degrade, neutralize, or destroy enemy combat capability. c) (c) Military Information Support Operations (MISO). MISO convey selected information and indicators to foreign audiences to influence their emotions, motives, and objective reasoning, and ultimately induce or reinforce foreign attitudes and behavior favorable to the originator's objectives. MISO craft messages using a variety of print, audio, audio-visual, and electronic media, which can then be delivered to target audiences. d) (d) Nonlethal Weapons. Nonlethal weapons are weapons, devices, and munitions that are explicitly designed and primarily employed to incapacitate targeted personnel or materiel immediately, while minimizing fatalities, permanent injury to personnel, and undesired damage to property in the target area or environment. Nonlethal weapons are intended to have reversible effects on personnel and materiel.

FUA-08 How are joint staffs organized to conduct Information Operations?

1) (IO Briefing) Joint Staff IO is situated in the J3 under the J39; contributes/participates in the J5, JPG 2) (JP 3-13, Chapter II, pp. 11-2 - 11-5) a) An IO staff or IO cell. b) IO staff, in order to provide planning support, includes IO planners and a complement of IRC specialists; specialists can include, but are not limited to, personnel from the EW, cyberspace operations, military information support operations, civil-military operations, military deception, intelligence, and public affairs communities. c) IO cell integrates and synchronizes IRCs to achieve national or combatant commander level objectives; comprises representatives from a wide variety of organizations to coordinate and integrate additional activities.

FUA-08 What is the joint definition of Information Operations?

1) (JP 3-13 & Student Text, Chapter 3, p. 3-135) The integrated employment, during military operations, of information-related capabilities in concert with other lines of operation, to influence, disrupt, corrupt, or usurp the decision-making of adversaries and potential adversaries, while protecting our own.

FUA-05 What are the priorities/lines of operation for USSOCOM?

1) - Ensure SOF readiness 2) - Help our Nation win 3) - Continue to build relationships 4) - Prepare for the future 5) - Preserve our force and families

FUA-03 How does trust relate to professionalism, the ideals of U.S. military service, and the Joint Values of the U.S. Armed Forces?

1) - Gen Dempsey's White Paper explains how trust stands out as the defining element that ena-bled our military to overcome adversity and endure the demands of extended combat. Trust is earned not given, through deeds not words. Trust is inherent in the strength of our collective character. "America's Military - A Profession of Arms White Paper" from the CJCS, 2012, (3-5) 2) - Relation to Professionalism: The ultimate relation of trust and professionalism is its leaders; Leadership is then the foundation of our profession. Gen Dempsey yet again depicts this rela-tionship in his white paper by stating, the foundation and driving force of the Profession of Arms are its leaders. They are the builders and maintainers of trust. It is they who instill the ethos that we will never leave a fallen comrade nor betray the public trust. "America's Military - A Profession of Arms White Paper" from the CJCS, 2012, (3-5) 3) - Relation to Ideals of US Military Service: Trust is directly tied into and related to the ideals of the US Military Service as seen by the values that the Navy, Army, Marines and Air Force and Joint Service uphold and share. Our profession is defined by our values, ethics, standards, code of conduct, skills, and attributes. Those values are Honor and Integrity; Trust and confidence are central to unity of effort. A highly effective team (Joint) is based on the team members having trust and confidence in each other. "Appendix B: The Profession of Arms", JP 1, Doctrine for the Armed Forces of the United States (B1-B3) a) -- Honor: is the code of behavior that defines the ethical fulfillment of our duties. It is that quality that guides us to exemplify the ultimate in ethical and moral behavior; never to lie, cheat, or steal; to abide by an uncompromising code of integrity; to respect human dignity; to have respect and concern for each other. The quality of maturity; dedication, trust, and de-pendability that commits members of the profession of arms to act responsibly; to be account-able for actions; to fulfill obligations; and to hold others accountable for their actions. "Appen-dix B: The Profession of Arms", JP 1, Doctrine for the Armed Forces of the United States (B1-B3) b) -- Integrity: is the quality of being honest and having strong moral principles. Integrity is the bedrock of our character and the cornerstone for building trust. Trust is an essential trait among Service members—trust by seniors in the abilities of their subordinates and by juniors in the competence and support of their seniors. American Service members must be able to rely on each other, regardless of the challenge at hand; they must individually and collectively say what they mean, and do what they say. "Appendix B: The Profession of Arms", JP 1, Doctrine for the Armed Forces of the United States, (B1-B3)

FUA-03 What is the difference between internal and external trust and how does unethical behavior affect each type of trust?

1) - Internal trust: is integral to the chain of command. It is both inherent in and demanded amongst peers, between seniors and subordinates. Followers trust that their leaders will take care of their charges even at their own expense. Leaders set the example and foster a relationship with their subordinates as teacher to scholar. Our troops trust one another to each do their duty; they trust their leaders and chain of command to ensure they get the support they need; they trust their families will be cared for; that a fallen comrade will never be left behind. 2) - External trust: is the bond with which we connect with those we serve, our leaders in government and the American people. It must be continually earned. Special trust and confidence is placed in military leaders. This trust is based upon the fact that the members of our profession remain apolitical and would never betray the principles and intent of the Constitution, even at the risk of their own lives. Our men and women, who serve, return to society better for their service.

FUA-04 For a National Guardsman, what are the different statuses of service, who is in charge, and who is "paying the bill" in each status?

1) - The Joint Staff Officer's Guide (ST-1) (1 January 2017) Chapter 1 , section 105 U.S. Reserve Component pg 1-24: a) State Active Duty (SAD): CMD Authority = Governor, Pay Benefits = State b) Title 32: CMD Authority = Governor, Pay Benefits = Federal c) Title 10: CMD Authority = President, Pay Benefits = Federal d) *During drill weekends = Pay is from Title 10

FUA-04 Under Title 10 United States Code, what are the different mobilization authorities for recalling RC personnel to active duty status?

1) - The Joint Staff Officer's Guide (ST-1) (1 January 2017) Chapter 1 , section 105 U.S. Reserve Component pg 1-27 (Figure 1-13): a) Full Mobilization, Partial Mobilization, Other than during war or National Emergency, Reserve emergency call-up, Reserve pre-planned Call-up, 15-day statute

FUA-05 What are the SOCOM missions?

1) - USSOCOM synchronizes the planning of Special Operations and provides Special Operations Forces to support persistent, networked and distributed Global Combatant Command operations in order to protect and advance our Nation's interests. 2) - Civil Affairs 3) - Counterinsurgency 4) - Counterterrorism 5) - Countering Weapons of Mass Destruction 6) - Direct Action 7) - Foreign Humanitarian Assistance 8) - Foreign Internal Defense 9) - Hostage Rescue and Recovery 10) - Military Information Support Operations 11) - Security Force Assistance 12) - Special Reconnaissance 13) - Unconventional Warfare 14) - Preparation of the Environment

FUA-16 What are the ten primary missions through which the Joint Force will protect U.S. national interests? (CCJO)

1) 1. Counter-terrorism and irregular warfare 2) 2. Deter and defeat aggression 3) 3. Project power despite anti-access/area denial challenges 4) 4. Counter weapons of mass destruction 5) 5. Operate effectively in cyberspace and space 6) 6. Maintain a safe, secure and effective nuclear deterrence 7) 7. Defend the homeland and provide support to civil authorities 8) 8. Provide a stabilizing presence 9) 9. Conduct stability and counterinsurgency operations 10) 10. Conduct humanitarian, disaster relief and other operations

FUA-09 What are the elements of Cyberspace Operations; specifically the missions (based on their intent) and the actions involved?

1) 1. Offensive cyber ops (OCO): project power by application of force in/thru cyberspace. Authorized by EXORD. 2) 2. Defensive cyber ops (DCO): intended to defend DOD and other friendly cyberspace. Passive and active cyber defense ops to preserve ability to utilize friendly cyberspace and protect data, networks, net-centric capabilities and other designated systems. Two sub-sets of DCO: a) -- DCO Internal Defensive Measures (DCO-IDM): mission assurance actions to re-establish, re-secure, re-route or reconstitute degraded or compromised networks within the DODIN b) -- DCO Response Actions (DCO-RA): conducted typically external to DODIN in response to an attack, exploitation, intrusion or defeat ongoing/imminent threats (e.g., "shoot the archer" before/after he shoots us) 3) 3. DOD Info Network Ops (DODIN Ops): design, build, configure, secure, op, maintain, sustain DOD comm systems and networks to maintain data Confidentiality-Integrity-Availability (CIA triad) and user authentication/non-repudiation. 4) 4. Cyberspace ISR: gather intel that may be required to support future OCO/DCO via mapping adversary cyberspace (e.g., find the live computers/networks) 5) 5. Cyberspace Operational Prep of the Environment (OPE): (after C-ISR,) non-intel enabling activities to plan/prepare for follow-on military ops (e.g., now figure out those computers make, model, what Operating System, software,...bla bla bla)

FUA-04 How does maintaining an "Operational Reserve" affect the resource allocation across the armed services?

1) 2016 Index of U.S. Military Strength "America's Reserve and National Guard Components: Key Contributors to U.S. Military Strength," Colonel Richard J. Dunn, III, U.S. Army (ret.). 63-70. a) BLUF: They provide significant return on investment when augmenting the Active Component. Signficant capability to rotate within the active component when proper training is achieved. Although not as thoroughly trained on a day to day basis, this can be overcome with pre-deploment/mission training. Maintaiing the right number of both "Operational Reserve" and Active Component to respond and prepare to respond to threats is a challenge to balance to ensure appropriate resources are available to the current fight. b) Traditionally, the Guard and Reserve components have served as a national strategic reserve force, a national asset that can be mobilized in times of significant crisis to provide expanded military capacity to the Joint Force. In the recent engagements in Iraq and Afghanistan, however, they have often served as an operational reserve, filling the manpower needs of an overly taxed Active component. c) The difficulty of achieving balance in resources and in the roles and missions assigned to Active, Guard, and Reserve elements has drawn focused attention at the highest levels of government. In 2013, Congress created a National Commission on the Structure of the Air Force to "determine whether, and how, the structure should be modified to best fulfill current and anticipated mission requirements...in a manner consistent with available resources."61 The commission submitted its report on January 30, 2014, recommending in part that the Air Force should "entrust as many missions as possible to its Reserve Component forces"62 while realizing that "there is an irreducible minimum below which the Air Force cannot prudently cut Active Component end strength without jeopardizing warfighting capabilities, institutional health, and the ability to generate future forces." d) Our armed forces must be prepared to support an effective national military strategy across the full range of potential threats that the nation faces in the current and uncertain future threat environment. This calls for Guard and Reserve component forces to be postured for action in ways that best suit their organizational nature, their access to resources, and the demands of evolving operational and strategic requirements. In general, the Reserve component, composed of Guard and Reserve forces, best supports the country by serving as the nation's insurance policy in the event that the Active component finds itself in major combat operations rather than by substituting for the Active component in smaller contingencies due to an undersized Active force.

FUA-10 What are the key principals and attributes of Mission Command?

1) Basic Principles of Mission Command(Dempsey, White Paper, p. 3): a) Commander's Intent b) Mission Type Orders c) Decentralized Execution 2) Key attributes of Mission Command (Dempsey, White Paper, p. 5): a) Understanding equips decision-makers at all levels with the insight and foresight required to make effective decisions, to manage the associated risks, and to consider second and subsequent order effects. This is the "inner eye" - the cognitive ability "at a glance" to see and understand a situation and thereby enable independent decision and correct action. Understanding in mission command must flow from both bottom-up and top-down. Shared context is a critical enabler of the next of the attributes relevant to mission command, that of intent. b) Intent Joint Doctrine defines '·commander's intent" in part as "a clear and concise expression of the purpose of the operation and the desired military end state." 5 It then links intent explicitly to mission command. ln mission command, intent fuses understanding, assigned mission, and direction to subordinates. c) Trust informs the execution of that intent. Mission command for Joint Force 2020 requires trust at every echelon of the force. Building trust with subordinates and partners may be the most important action a commander will perform. Given our projected need for superior speed in competitive cycles of decision-making, it is clear that in Joint Force 2020, operations will move at the speed of trust.

FUA-11 Why has OCS planning become increasingly important?

1) Boot on Ground (BOG) limitations forces shift to greater reliance on contractors 2) About 1:1 ratio of service member to contractor in recent operations 3) Allows for flexibility to employ forces in warfighting functions, while much of logistics can be handled through contracts. 4) Medical, laundry, sanitation, shower service, food prep to food service, transportation, maintenance, comms and IT, Translation & Intel, construction, private security 5) Need for short-term support for contingency ops (SOF)

FUA-10 How is a C2 structure and an operational area constructed to de-conflict combat operations between subordinate units without hampering operations or creating seams that adversaries could exploit?

1) C2 in area of operations. The land and maritime force commanders are the supported commanders within their designated AOs. (ST-1 p.3-86) The JFACC is normally the supported commander for the JFCs overall air interdiction effort, while JFLCCs and JFMCCs are supported commanders for interdiction in their AOs (ST-1 p.3-86) JFC's C2 encompasses the exercise of authority and direction by a commander over assigned forces to accomplish the mission. (ST-1 p.3-83)

FUA-12 How do Combatant Commands coordinate with the "Interagency" in the development of plans and in conducting operations?

1) CCMDs should be proactive in seeking OSD and JS assistance to access the NSC staff to understand individual departmental interests to enable interagency coordina-tion. CCMDs should establish permanent direct lines of communications with partner agencies through periodic video teleconferences, teleconferences, and visits. (ref: 1-JP 3-08_Interorganizational_Cooperation_Oct2016.)

FUA-10 Distinguish between different levels of authority/command relationships. How do the different levels of authority exercised by joint force commanders impact force employment and mission accomplishment?

1) COCOM provides full authority for a CCDR to accomplish the mission assigned. (ST-1 p.1-48) AOR belongs only to the CCDR. 2) ADCON - Direct Ops & training, Organize & employ commands and forces, assign command functions to subordinates, Establish plans and requirements for ISR, Suspend subordinates (ST-1 p.1-51) 3) TACON - direction & control of movements & maneuvers to accomplish the mission(JP-1 p.V-2) 4) Support - Aid, assist, protect, or sustain assigned org/unit/cmd (ST-1 p.1-51) a) General Support b) Mutual Support c) Direct Support 5) Coordinating Authority - authority to coordinate functions and activities involving forces of two or more military departments, joint force components (ST-1 p.1-52) 6) DIRLAUTH - commander granted authority to a subordinate to directly consult or coordinate an action with a command or agency within or outside the command. (ST-1 p.1-53) 7) Force Employment and Mission Accomplishment [STILL NEEDS WORK]: Unity of command in joint ops is maintained through the application of the various command relationships. (ST-1 p. 3-85) Commanders must have the combatant command or full command authority IOT do all the C2 items on p.3-84, ST-1.

FUA-12 What is Civilian Power and how does it advance America's interests?

1) Civilian power is the combined force of civilian personnel across government and civil society. It is the power of diplomats in 271 missions around the world, development professionals in more than 100 nations, and experts from other U.S. government agencies working together to advance America's core interests in the world. Civilian power is: a) A cost-effective investment for the American people b) A powerful tool for preventing armed conflict and managing crises c) A catalyst to spur economic growth, open markets for U.S. goods and create jobs at home d) A necessary response to the complex nature of the problems of the 21st century (ref. 2010 QDDR factsheet).

FUA-07 Describe the five joint functions covered in this lesson?

1) Command and Control: encompasses the exercise of authority and direction by a commander over assigned and attached forces to accomplish the mission. 2) Intelligence: encompasses (1) planning and direction, to include managing counterintelligence activities that protect against espionage, sabotage, and assassinations; (2) collection of data; (3) processing and exploitation of collected data to produce relevant information; (4) analysis of information and production of intelligence; (5) dissemination and integration of intelligence with operations; and (6) evaluation and feedback regarding intelligence effectiveness and quality. 3) Fires: use of available weapons and other systems to create a specific lethal or nonlethal effect on a target. 4) Movement and Maneuver: Utilizing adversary COG's to mass available air, land, and sea assets to create multi-domain supremacy while using strategic and tactical speed. 5) Protection: focuses on preserving the joint force's fighting potential in four primary ways: use of active defense measures; use of passive defense measures; application and procedures; emergency management. 6) Sustainment: the provision of logistics and personnel services necessary to maintain and prolong operations through mission accomplishment and redeployment of the force.

FUA-11 What are the three OCS supporting functions?

1) Contract Support Integration (User): a) Requirements, Performance Work Statement (PWS), Independent Govt Cost Estimate (IGCE), Spend Plan 2) Contracting Support (KO, CORs): a) Advertise, Solicitation, Award, Close Out 3) Contractor Management (CORs): a) Quality Control Plan (QCP), Qualtiy Assurance Plan (QCP), Close Out

FUA-01 What are the primary instruments of national power?

1) Diplomatic, Informational, Military, Economic 2) Diplomatic: Diplomacy is the principal instrument for engaging with other states and foreign groups to advance US values, interests, and objectives, and to solicit foreign support for US military operations. (JP1 I-12) 3) Informational: Information remains an important instrument of national power and a strategic resource critical to national security. (JP1 I-12) 4) Military: The US employs the military instrument of national power at home and abroad in support of its national security goals. (JP1 I-13) 5) Economic: strong US economy with free access to global markets and resources is a fundamental engine of the general welfare, the enabler of a strong national defense. In the international arena, the Department of the Treasury works with other USG agencies, the governments of other nations, and the international financial institutions to encourage economic growth, raise standards of living, and predict and prevent, to the extent possible, economic and financial crises. (JP1 I-13)

FUA-03 What are the joint values?

1) Duty: is our foremost value. It binds us together and conveys our moral commitment or obligation as defenders of the Constitution and servants of the Nation. As members of the profession of arms, we fulfill our duty without consideration of self-interest, sacrificing our lives if needed. From duty comes responsibility. 2) Honor: is the code of behavior that defines the ethical fulfillment of our duties. It is that quality that guides us to exemplify the ultimate in ethical and moral behavior; never to lie, cheat, or steal; to abide by an uncompromising code of integrity; to respect human dignity; to have respect and concern for each other. The quality of maturity; dedication, trust, and dependability that commits members of the profession of arms to act responsibly; to be accountable for actions; to fulfill obligations; and to hold others accountable for their actions. 3) Courage: The United States of America is blessed with Soldiers, Marines, Sailors, Airmen, and Coast Guardsmen whose courage knows no boundaries. Even in warfare characterized by advanced technology, individual fighting spirit and courage remain essential. Courage has both physical and moral aspects and encompasses both bravery and fortitude. a) Physical courage has throughout history defined warriors. It is the ability to confront physical pain, hardship, death, or threat of death. Physical courage in a leader is most often expressed in a willingness to act, even alone if necessary, in situations of danger and uncertainty. b) Moral courage is the ability to act rightly in the face of popular opposition, or discouragement. This includes the willingness to stand up for what one believes to be right even if that stand is unpopular or contrary to conventional wisdom. This involves risk taking, tenacity, and accountability. 4) Integrity is the quality of being honest and having strong moral principles. Integrity is the bedrock of our character and the cornerstone for building trust. Trust is an essential trait among Service members—trust by seniors in the abilities of their subordinates and by juniors in the competence and support of their seniors. American Service members must be able to rely on each other, regardless of the challenge at hand; they must individually and collectively say what they mean, and do what they say. 5) Selfless service epitomizes the quality of putting our Nation, our military mission(s), and others before ourselves. Members of the profession of arms do not serve to pursue fame, position, or money. They give of themselves for the greater good. Selfless service is the enabler of teamwork, the cooperative effort by the members of a group to achieve common goals.

FUA-03 What is the concept of ethical fading? How do individuals employ ethical fading to justify unethical behavior?

1) Ethical fading allows us to convince ourselves that considerations of right or wrong are not applicable to decisions that in any other circumstances would be ethical dilemmas. Ethical fading allows Army officers to transform morally wrong behavior into socially acceptable conduct by dimming the glare and guilt of the ethical spotlight. 2) Employment: The first time that officers sign an OER support form authenticating a counseling session that never happened or check a box saying, "I have read the above requirements" when they really only glanced at the 1,800-word IA acceptable use policy, they might feel a tinge of ethical concern. Eventually, their signature and word become tools to maneuver through the Army bureaucracy rather than symbols of integrity and honesty. 3) Justification: Excuses/Rationalizing; that dishonesty is often necessary because the directed task, the data requested, or the reporting requirement is unreasonable or "dumb." Mission accomplishment and supporting the troops.

FUA-14 What international organizations, nongovernmental organizations, and private sector entities have capabilities that should be considered in a campaign plan?

1) Generally state, territorial, local, and tribal government agencies; foreign military forces and government agencies; international organizations; nongovernmental organizations (NGOs); and the private sector (JP 3-08 pg I-1) 2) United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA), United Nations Department of Peacekeeping Operations (UNDPKO), International Committee of the Red Cross (ICRC), USAID, The International Council of Voluntary Agencies (ICVA), UN Economic and Social Council (ECOSOC), Centers for Disease Control and Prevention [CDC] etc.

FUA-14 What are some of the benefits, challenges, and limitations of working with International Organizations, NGOs, and the private sector?

1) In a hostile or uncertain environment, the military's initial objective is stabilization and security for its own forces. NGOs normally seek to address humanitarian needs first and are often unwilling to subordinate their objectives to military missions, which they had no part in determining. (Chapter IV-10 JP 3-08 ) 2) NGO's extensive involvement, local contacts, and experience in various nations can make them valuable sources of information about local and regional affairs and civilian attitudes. (Chapter IV-11 JP 3-08 ) 3) Awareness of NGO activities can influence resource planning and budgeting by allowing the commander to shape resourcing requirements to mitigate shortfalls. (Chapter IV-11 JP 3-08 ) 4) Additionally, communication with NGOs can forestall unintended second- and third-order effects of DOD actions within the operational area. For instance, NGOs can utilize their extensive local experience to inform the JFC that a large military footprint may drive up prices in the local economy, undermining progress. (Chapter IV-11 JP 3-08)

FUA-07 Who is responsible for the Joint Intelligence Preparation of the Operational Environment (JIPOE)? When is the JIPOE process complete?

1) J-2 owns the JIPOE. It is a continuous process so it is technically never complete.

FUA-09 What are the greatest threats and challenges to our Cyberspace

1) JP 3-12, p.I-6: Nation state threat is potentially the most dangerous because of access to resources, personnel and time that may not be available to other actors. May employ cyberspace to conduct attack or espionage against the US. 2) JP 3-12, p.I-7: greatest challenge to attribution - attempting to connect a cyberspace actor (cyber-persona) or action to an actual individual, group or state actor. Requires significant analysis/collaboration with non-cyber agencies/organizations.

FUA-07 How are the joint functions incorporated into planning?

1) Joint planning occurs within the Joint Operation Planning and Execution System and the APEX enterprise, which encompasses department-level joint planning policies, processes, procedures, and reporting structures. The following are all key elements to the planning process that are all shaped off of the joint functions. These include the operational approach, mission statement, commander's planning guidance, commander's intent, commander's critical information requirements (CCIRs), and CONOPS.

FUA-11 What are the challenges and risks associated with contractor management?

1) Lack of command and staff knowledge in contracting process 2) Administrative burden 3) Increased force protection burden 4) Accountability of contractor personnel 5) Security issues with TCNs 6) Contractor non-performance can lead to mission failure 7) Contractors may only perform work specified in the contract (lack of flexibility). 8) Risk of corruption, nepotism, fraud, waste, abuse

FUA-01 What are the principles of joint operations?

1) Legitimacy, Perseverance, Restraint 2) MOOSEMUSS (Mass, Objective, Offensive, Simplicity, Economy of Force, Maneuver, Unity of Command, Security, Surprise)+PRL (Perseverance, Restraint, Legitimacy)(Purple book 3-77)

FUA-07 What is the importance of a Commander's Priority Intelligence Requirements (PIR)?

1) PIRs are designated by the commander to focus information collection on the enemy or adversary and the OE to provide information required for decision making. All staff sections can recommend potential PIRs that may support the JFC's decisionmaking process. However, the J-2 consolidates the staff's recommended PIRs to the commander. PIRs are continuously updated in synchronization with the commander's decision points. PIRs are periodically reviewed to support plan refinement and adaptation based on the OE and prior to each execution phase transition to ensure the PIRs remain relevant to the commander's anticipated decision points.

FUA-10 What are the ten tenants and four principles of command and control?

1) Ten Tenants of C2 (JP-1, p. V-14): a) Clearly Defined Authorities, Roles, and Relationships. Effective C2 of joint operations begins by establishing unity of command through the designation of a JFC with the requisite authority to accomplish assigned tasks using an uncomplicated chain of command. b) Mission Command is the conduct of military operations through decentralized execution based upon mission-type orders. c) Information Management and Knowledge Sharing. Control and appropriate sharing of information is a prerequisite to maintaining effective C2. d) Communication. Two joint C2 constructs that ensure implicit communication are the commander's intent and mission statement. e) Timely Decision Making. With well-defined commander's critical information requirement, effective common operational picture and establishing clear objectives, the JFC can make timely and effective decisions to get inside the adversary's decision and execution cycle. f) Coordination Mechanisms. Coordination mechanisms facilitate integration, synchronization, and synergistic interaction among joint force components. Coordinating mechanisms can include: agreements, memoranda of understanding, exchange and/or liaison officers, direct and integrated staffing, interoperable communications systems, information sharing, exercises, and plan development. g) Battle Rhythm Discipline. A command headquarters battle rhythm is its daily operations cycle for briefings, meetings, and reporting requirements. A battle rhythm is essential to support decision making, staff actions, and higher headquarters information requirements and to manage the dissemination of decisions and information in a coordinated manner. A defined battle rhythm should be based on the information requirements of the CCDR, subordinates, and senior commands. h) Responsive, Dependable, and Interoperable Support Systems. ISR, spacebased, and communications systems must be responsive and dependable in real time to provide the JFC with accurate, timely, relevant, and adequate information. Linking support systems that possess commonality, compatibility, and standardization to the greatest extent possible will contribute to a higher state of interoperability and thus C2 utility. Integrating the support systems of multinational and other agency partners also must be considered. i) Situational Awareness. The primary objective that the staff seeks to attain for the commander and for subordinate commanders is SA—a prerequisite for commanders anticipating opportunities and challenges. True situational understanding should be the basis for all decision makers. Knowledge of friendly capabilities and adversary capabilities, intentions, and likely COAs enables commanders to focus joint efforts where they best and most directly contribute to achieving objectives. j) Mutual Trust. Decentralized execution, operating within the JFC's intent, and mission-type orders capitalize on the initiative of subordinate commanders. For these methods to work within a joint force and for the joint force to function at all, there must be mutual trust. The JFC should be guided in this effort by the following 4 principles (JP-1, p. V-18) (ST-1 p.3-86): a) Simplicity. Unity of command must be maintained through an unambiguous chain of command, well-defined command relationships, and clear delineation of responsibilities and authorities. The JFC staff does not have direct authority over any subordinate commander's staffs. The component staffs work solely for the component commander. b) Span of Control. The desired reach of the JFC's authority and direction over assigned or attached forces will vary depending on the mission and the JFC's ability to C2 the actions required. Span of control is based on many factors, including the number of subordinates, number of activities, range of weapon systems, force capabilities, size and complexity of the operational area, and method used to control operations (centralized or decentralized). (a) How many subordinate organizations you have control of. c) Unit Integrity. Component forces should remain organized as designed and in the manner accustomed through training to maximize effectiveness. d) Interoperability. C2 capabilities within joint force headquarters, component commands, and supporting commands must be interoperable to facilitate control of forces. The simplest and most streamlined chain of command can be thwarted by an absence of interoperability among the components' forces and systems.

FUA-16 What are the prioritization of missions (or "ways") that the CJCS and Joint Chiefs utilize when advising the SecDef and the President on how to distribute the force among Combatant Commanders?

1) The CJCS and the Joint Chiefs use the following prioritization of missions (or "ways") to advise the SECDEF and the President and to determine how to distribute the force among our Combatant Commanders: Prioritization aids us in choosing among resource options, analyzing plans, and articulating risk over time. a) 1. Maintain a secure and effective nuclear deterrent; b) 2. Provide for military defense of the homeland; c) 3. Defeat an adversary; d) 4. Provide a global, stabilizing presence; e) 5. Combat terrorism; f) 6. Counter weapons of mass destruction; g) 7. Deny an adversary's objectives; h) 8. Respond to crisis and conduct limited contingency operations; i) 9. Conduct military engagement and security cooperation; j) 10. Conduct stability and counterinsurgency operations; k) 11. Provide support to civil authorities; and l) 12. Conduct humanitarian assistance and disaster response.

FUA-12 Explain the mission and values of the DOS?

1) The Department's mission is to shape and sustain a peaceful, prosperous, just, and democratic world and foster conditions for stability and progress for the benefit of the American people and people everywhere. This mission is shared with the USAID, ensuring we have a common path forward in partnership as we invest in the shared security and prosperity that will ultimately better prepare for the challenges of tomorrow. (ref: DoS 2014 Financial Report)

FUA-12 What is the QDDR?

1) The Quadrennial Diplomacy and Development Review (QDDR) is a sweeping assessment of how the Department of State and the United States Agency for International Development (USAID) can become more efficient, accountable, and effective in a world in which rising powers, growing instability, and technological transformation create new threats, but also new opportunities. (ref. 2010 QDDR factsheet).

FUA-12 Why is attaining Interagency unity of effort so difficult?

1) The ability to maintain a multidimensional enterprise that requires the integration of diplomatic, informational, military, economic, and other elements of power is complicated. It's vital that a nation's multiple national security bureaucracies align themselves and work well together to succeed in unity of efforts. Another obstacle to unified effort is the sheer number and competing objectives of players and activities involved. (ref: unity of effort_Lamb_Cinnamond)

FUA-12 Explain the mission and goals of USAID?

1) The mission and goals of USAID is to partner to end extreme poverty and to promote resilient, democratic societies while advancing our security and prosperity (ref: 7-USAID_Mission_Vision_Values_(Jan_2014).

FUA-07 What considerations must a JFC consider regarding movement of forces?

1) The movement and maneuver function encompasses a number of tasks including: a) (1) Deploy, shift, regroup, or move joint and/or component force formations within the OA by any means or mode (i.e., air, land, or sea). b) (2) Maneuver joint forces to achieve a position of advantage over an enemy. c) (3) Provide mobility for joint forces to facilitate their movement and maneuver without delays caused by terrain or obstacles. d) (4) Delay, channel, or stop movement and maneuver by enemy formations. This includes operations that employ obstacles (i.e., countermobility), enforce sanctions and embargoes, and conduct blockades. e) (5) Control significant areas in the OA whose possession or control provides either side an operational advantage. f) Movement to Attain Operational Reach (a) (1) Forces, sometimes limited to those that are forward-deployed or even multinational forces formed specifically for the task at hand, can be positioned within operational reach of enemy COGs or decisive points to achieve decisive force at the appropriate time and place. (b) (2) JFCs must carefully consider the movement of forces and whether to recommend the formation and/or movement of multinational forces. They must be aware of A2/AD threats which may slow or disrupt the deployment of friendly forces.

FUA-11 What is the primary function of the OCS Integration Cell (OCSIC)?

1) The primary purpose of this cell is to plan, coordinate, and integrate OCS actions across all joint, personal, and special staffs, service components, CSAs, and lead theater support contracting activity in the operational area.

FUA-14 What are the different types of UN Security Council resolutions and how are they related to the operating environment?

1) These may include complete or partial interruption of economic relations and of rail, sea, air, postal, telegraphic, radio, and other means of communication, and the severance of diplomatic relations. (Article 41 of the United Nations Charter) 2) It also may include demonstrations, blockade, and other operations by air, sea, or land forces of Members of the United Nations.(Article 42 of the United Nations Charter)

FUA-16 What are America's four core national interests?

1) These may include complete or partial interruption of economic relations and of rail, sea, air, postal, telegraphic, radio, and other means of communication, and the severance of diplomatic relations. (Article 41 of the United Nations Charter) 2) It also may include demonstrations, blockade, and other operations by air, sea, or land forces of Members of the United Nations.(Article 42 of the United Nations Charter)

FUA-14 How does USG support International Organization, NGO, and private sector capability?

1) Under some circumstances, USAID may act as an intermediary with NGOs in the operational area. USAID is the lead agency for overseas development and disaster response and carries out programs that complement DOD efforts in stabilization, foreign internal defense, and security force assistance. (JP 3-08 Pg IV-12)

FUA-01 What is meant by a whole-of-nation approach?

1) Using all means to include military and civilian to conquer an issue 2) For the US, which will always wage IW from the perspective of a nation-state, whole-of-nation approaches where the military instrument of power sets conditions for victory are essential. Adversaries waging IW have critical vulnerabilities to be exploited within their interconnected political, military, economic, social, information, and infrastructure systems (I-6).

FUA-12 What are some means of overcoming challenges to a "whole of government" or comprehensive approach to achieving national security objectives?

1) Utilizing the National Security Council. The function of the Council shall be to advise the President with respect to the integration of domestic, foreign, and military policies relating to the national security so as to enable the military services and the other departments and agencies of the Government to cooperate more effectively in matters involving the national security. (ref: NSC an organizational assessment).

FUA-01 What is the difference between a war, campaign, and operation?

1) War: War can result from failure of states to resolve their disputes by diplomatic means: War is socially sanctioned violence to achieve a political purpose (JP-1 I-3) a) Clausewitz " war is a "duel on a larger scale" "war is a violent clash of wills (JP1 I-3) b) Principles of war (old-objective, offensive, mass, economy of force, maneuver, unity of command, security , surprise , simplicity) 2) Campaign: a) A campaign is a series of related major operations aimed at achieving strategic and operational objectives within a given time and space. (JP1 I-9) 3) Operation: a) An operation is a sequence of tactical actions with a common purpose or unifying theme. An operation may entail the process of carrying on combat, including movement, supply, attack, defense, and maneuvers needed to achieve the objective of any battle or campaign (JP1 I-9)

FUA-07 What is the importance of Intelligence in the Commander's planning and decision making processes?

1) intelligence enables commanders to make decisions and execute those decisions more rapidly and effectively than the enemy. This decreases risk and allows the commander more control over the timing and tempo of operations. 2) JFCs and their component commanders are the key players in planning and conducting intelligence tasks. Commanders are more than just consumers of intelligence. They are responsible for fully integrating intelligence into their plans and operations. They are also responsible for distributing intelligence and information to subordinate commands, and when appropriate, to relevant participants through established protocols and systems. Commanders establish operational and intelligence requirements and continuous feedback to ensure optimum intelligence support to planning and operations. This interface supports the commander and operational planning and execution. It also mitigates surprise, assists friendly deception efforts, and enables joint operation assessment.

FUA-01 What is meant by a comprehensive approach?

1) involving all participating organizations, both military and nonmilitary, within an operational area requires the JFC to understand the capabilities, limitations, and mandates of those organizations involved and to effectively communicate the mission of the joint force.JP1 II-11

FUA-09 Under which Combatant Command are Cyberspace Operations functionally controlled?

1) per the Unified Command Plan (UCP), USSTRATCOM owns the cyber mission. (It performs day-to-day global cyber ops through its sub-unified command, USCYBERCOM.)

FUA-11 What are the three categories of contracted support?

1) theater support, systems support, external support

FUA-09 Define Offensive Cyberspace Operations (OCO)

CO intended to project power by the application of force in or through cyberspace.

FUA-09 Define Defensive Cyberspace Operations (DCO)

Passive and active CO intended to preserve the ability to utilize friendly cyberspace capabilities and protect data, networks, net-centric capabilities, and other designated systems.

FUA-08 Define Commander's Communication Strategy (CCS).

The CCDR and JFC designs the communications strategy to provide intent, objectives, thematic guidance, and the process by which IO, PA, and other SC-related means coordinate and integrate their efforts and ensure consistency of messages, activities, and operations to the lowest level. The typical communications strategy for a specific operation contains at least a narrative, themes, messages, visual products, supporting activities, and key audiences. (JP 5-0)

FUA-10 What size or types of area(s) do component commanders require to effectively and efficiently employ their forces in accordance with the JFC's operational concept and doctrine?

The JFC should be guided in this effort by the following 4 principles (JP-1, p. V-18) (ST-1 p.3-86): a) Simplicity. Unity of command must be maintained through an unambiguous chain of command, well-defined command relationships, and clear delineation of responsibilities and authorities. The JFC staff does not have direct authority over any subordinate commander's staffs. The component staffs work solely for the component commander. b) Span of Control. The desired reach of the JFC's authority and direction over assigned or attached forces will vary depending on the mission and the JFC's ability to C2 the actions required. Span of control is based on many factors, including the number of subordinates, number of activities, range of weapon systems, force capabilities, size and complexity of the operational area, and method used to control operations (centralized or decentralized). (a) How many subordinate organizations you have control of. c) Unit Integrity. Component forces should remain organized as designed and in the manner accustomed through training to maximize effectiveness. d) Interoperability. C2 capabilities within joint force headquarters, component commands, and supporting commands must be interoperable to facilitate control of forces. The simplest and most streamlined chain of command can be thwarted by an absence of interoperability among the components' forces and systems.

FUA-01 What is the meaning of the term 'unified action' and how does it compare with what doctrine calls a unified command?

Unified Action synchronizes, coordinates, and/or integrates joint, single-Service, and multinational operations with the operations of other USG departments and agencies, NGOs, IGOs (e.g., the United Nations [UN]), and the private sector to achieve unity of effort (see Figure II-2). Unity of command within the military instrument of national power supports the national strategic direction through close coordination with the other instruments of national power. (JP1 II-7) a) Synergistic application of all instruments of National Power and more 2) Unified action: The school itself is an exemplification of the truism that there no longer exists any separate land, air and sea warfare. It is all one. "Dwight Eisenhower, AFSC Opening Exercises address, 2 Feb 1948

FUA-13 What are the current roles of the NSC, JIACG/J9, and Country Team?

a) The NSC system is the principal forum for interagency deliberation of national security policy issues requiring Presidential decision. In addition to NSC meetings chaired by the President, the current NSC organization includes the Principals Committee, deputies committee, and interagency policy committees. Specific issue interagency working groups support these higher-level committees. The purpose of the NSC is to develop policy recommendations with interagency consensus to the President for approval. When implemented, the policy provides strategic direction for military planning and programming. (JP 5--0, II-4, par.4) b) JIACGs help CCDRs by facilitating unified action in support of plans, operations, contingencies, and initiatives. The primary role of the JIACG is to enhance interagency coordination. The JIACG is a fully integrated participant on the CCDR's staff with a daily focus on joint strategic planning. It provides a capability specifically organized to enhance situational awareness of interagency activities to prevent undesired consequences and uncoordinated activity. JIACGs include representatives from other USG departments and agencies, and state and local authorities, as well as LNOs from other commands and DOD components. It provides the CCDR with the capability to collaborate at the operational level with other USG departments and agencies. Representatives and LNOs are the subject matter experts for their respective agencies and commands. JIACGs provide the bridge between the CCDR and USG interagency partners; however, JIACGs can be called by different names in different CCMDs. (JP 3-08, F-4) c) The country team, headed by the Chief of Mission (COM), is the senior in-country interagency coordinating body. It is composed of the COM, DCM, section heads, the senior member of each USG department or agency in country, and other USG personnel, as determined by the COM. Each member presents the position of the parent organization to the country team and conveys country team considerations back to the parent organization. The COM confers with the country team to develop and implement foreign policy toward the HN and to disseminate decisions to the members of the mission. d) The country team system provides the foundation for rapid interagency consultation and action on recommendations from the field and effective execution of US programs and policies. Under the country team construct, USG departments and agencies are required to coordinate their plans and operations and keep one another and the COM informed of their activities. Country team members who represent USG departments and agencies other than the DOS are routinely in contact with their parent organizations. Issues arising within the country team can become interagency issues at the national level if they are not resolved locally or when they have broader national implications. Prior to providing any DOD logistical support, the reimbursement mechanism and policies should be clearly specified, understood, and coordinated with the supporting comptroller per DODI 4000.19, Support Agreements. (JP 3-08, IV-3)

FUA-13 How do Combatant Commands coordinate with the "Interagency" in the development of plans and in conducting operations?

a) Through Joint Interagency Coordination Group (JIACG). b) When formed, a JIACG can provide the CCDR with an increased capability to collaborate with other USG civilian agencies and departments. The JIACG, an element of a CCDR's staff, is an interagency staff group that establishes and enhances regular, timely, and collaborative working relationships between other governmental agencies' representatives (DOS, DHS, and others) and military operational planners at the CCMDs. JIACGs complement the interagency coordination that occurs at the national level through DOD and the NSC and HSC systems. JIACG members participate in deliberate and crisis action planning. They provide a conduit back to their parent organizations to help synchronize joint operations with the efforts of USG departments and agencies. c) A contingency and planning focused subgroup of the JIACG is the interagency planning cell. The interagency planning cell can be organized or tailored to operate 24/7 to assist in and support interagency planning and/or coordination in crisis and/or contingency situations. During such situations, an interagency planning cell will enable a coherent, efficient, and responsive planning and coordination effort through focused or targeted participation by interagency subject matter experts and dedicated agency representatives. An interagency planning cell should be activated to support a CCMD's campaign planning efforts, ensuring interagency issues are fully considered in mission analysis and COA development. (JP 3-08, IV-3)