carlton johnson ii

Preface Intentionally Blank ii JP 3-28 Preface ii JP 3-28 Intentionally Blank

Preface Intentionally Blank ii JP 3-60 Preface ii JP 3-60 Intentionally Blank

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The Joint Targeting Cycle II-11 the use of terrain, camouflage, emission controls, passive, and active defenses to negate friendly efforts to affect adversary activity. f. Physical characteristics are analyzed to determine the target’s susceptibility…

…Chapter II, “The Joint Targeting Cycle,” provides a detailed discussion of each phase in the joint targeting cycle.

The Joint Targeting Cycle II-33 C2 arrangements should include the rapid identification and communication capabilities required for expedited decision making. Overall responsibility for mission execution remains with the components in order to accomplish coordination and…

Chapter II II-12 JP 3-60 (7) Target List Development. Various target lists may be identified for use by the JFC. It is imperative that procedures be in place for additions or deletions to the…

Chapter II II-2 JP 3-0 b. The C2 function is commander-centric and network-enabled to facilitate initiative and decision making at the lowest appropriate level. Although we have grown used to communicating freely…

…I-7  II-1 Map of the Ten Federal Emergency Management Agency Regions .....................................................................................................II-15 II-2 Example Defense Support of Civil Authorities Objective to Standard Assignment (Combatant Command) .........................................II-20 II-3 Example Defense Support…

…I-11 CHAPTER II SUPPORTNG A COMPREHENSIVE ALL HAZARDS RESPONSE  State, Local, Territory, and Tribal Government Roles ..............................................II-1  Federal Role ...............................................................................................................II-4  Department of Defense Immediate Response and Emergency Authority .................II-5…

The Joint Targeting Cycle II-29 3. The target step begins with target validation. That is, operations personnel ensure that all vetted targets meet the objectives and criteria outlined in the commander’s guidance. Additionally, validation…

The Art of Joint Command II-11 comprehensive, integrated assessment plan that links assessment activities and measures at all levels. (4) Combat assessment is an example of a tactical-level assessment and a term that can…

…In certain circumstances the US can provide direct combat support, such as support to the French Resistance in World War II, the Afghanistan Northern Alliance to remove the Taliban in 2001-2002, or for NATO’s…

The Joint Targeting Cycle II-25 1. A “fix” is a position determined from terrestrial, electronic, or astronomical data. The fix step of this phase includes actions to determine the location (fix) of the potential target…

The Art of Joint Command II-5 supports operational art with a general methodology using elements of operational design for understanding the situation and the problem. The methodology helps the JFC and staff to understand conceptually…

…SECTION II – ANALYZING COMPLEX NETWORKS AND ASSOCIATIONS 5-26. Analyzing complex networks and associations is the review, compilation, and interpretation of data to determine the presence of associations among individuals, groups (military units, insurgent and terrorist…

The Joint Targeting Cycle II-17 (2) During any current operation, the joint targeting process also documents the logical linkage between tasks, effects, objectives, and guidance. This documentation traces the analytical reasoning that supported the nominated…

Chapter II II-32 JP 3-60 (1) Establishing planned FSCMs against specific TSTs. (2) Defining TST engagement authority based on a JFC’s OA, assigned functional mission, or a combination thereof. The JFC should normally…

Chapter II II-20 JP 3-60 Normally, a summary of the plan resulting from the force assignment process, once approved by the component commander, is briefed to the JFC. Generally, operations and intelligence staffs work…

The Art of Joint Command II-3 Strategic guidance can be vague, and the commander must interpret and clarify it for the staff. While national leaders and CCDRs may have a clear strategic perspective of the…