CORE 2 (Pg 10-16) Flashcards
Describe Coordinating Authority
Coordinating authority is the authority delegated to a commander for coordinating specific functions and activities involving forces of two or more Military Departments, two or more joint force components, or two or more forces of the same Service (e.g., joint security coordinator exercises coordinating authority for joint security area operations among the component commanders). Coordinating authority may be granted and modified through a Memorandum of Agreement (MOA) to provide unity of effort. The commander or individual has the authority to require consultation between the agencies involved but does not have the authority to compel agreement. The common task to be coordinated will be specified in the establishing directive without disturbing the normal organizational relationships in other matters. Coordinating authority is a consultation relationship between commanders, not an authority by which command may be exercised. It is more applicable to planning and similar activities than to operations
Describe Direct Liaison Authorized (DIRLAUTH).
DIRLAUTH is that authority granted by a commander (any level) to a subordinate to directly consult or coordinate an action with a command or agency within or outside of the granting command. DIRLAUTH is more applicable to planning than operations and always carries with it the requirement of keeping the commander granting DIRLAUTH informed. DIRLAUTH is a coordination relationship, not an authority through which command may be exercised
Describe the various types of orders involved in Joint operations at the Operational Level of War
The major orders types are: Warning Orders (WARNORD) Planning Order (PLANORD) Alert Order Prepare to Deploy Order (PTDO) Deployment Orders (DEPORD) Execute Orders (EXORD) Operation Order (OPORD) Fragmentary Orders (FRAGORD)
Identify the standard MOC organization include Fleet Management and Operations areas of the organization.
Each MOC is organized a bit differently. However, each has major centers/cells and a number of Cross Functional Teams. The best method to accomplish this task is to understand your MOC’s organization chart. The items listed below are for the standard notional MOC. USFF and PACFLT as well as the Numbered Fleets (and NAVEUR/NAVAF, NAVCENT and NAVSO) have fleet management functions and tasks as well as operational tasks. The MOCs are organized to accomplish both requirements most often with the same personnel performing a Fleet Management task one minute followed by an Operational task the next. There are few staff members who spend their entire efforts in only one area.
Discuss the meaning of Boards, Bureaus, Centers, Cells, and Working Groups ( B2C2WG)/ Cross Functional Team (CFT) and how they fit into the MOC organization.
CFT is the term replacing B2C2WG and includes Elements, Offices, and Operational Planning Teams. CFTs are cross-functional in terms of their membership and their product development. However, oversight of the various CFTs can be viewed as being aligned with one of the staff codes (N1, N2, N3, N4…). A key feature of the MOC organization is that while the leadership of the CFT will fall under one staff code some of the functions will be performed by members of other staff elements. Each individual staff member may serve more than one function simultaneously: the N-code to which the individual is permanently (traditionally) assigned and the one or more CFT of which he or she may be a functioning member. The majority of work performed in the MOC is conducted by a CFT.
Describe each B2C2WG
a. Board. A board meets with the purpose of gaining guidance or decision. Boards are chaired by a senior leader with members representing major staff elements, subordinate commands, liaison officers (LNOs), and other organizations as required.
b. Bureau. A long-standing functional organization with a supporting staff designed to perform a specific function or activity within a headquarters.
c. Center. An enduring functional organization, with a supporting staff, designed to perform a function within a headquarters. Often, these organizations have designated locations or facilities.
d. Cell. A subordinate organization formed for a specific process, capability, or activity within a designated larger organization of a headquarters (usually a center). A cell usually is part of both a functional and a traditional staff structure.
e. Working Group. An enduring or ad hoc organization formed to provide analysis to users. The working group consists of a core functional group and other staff and component representatives. Planning teams and working groups are complementary. Working groups enhance planning through development of functional staff estimates. Working groups also provide input to Boards – for example the Logistics Coordination Working Group is an Action Officer meeting that works issues presented to the Logistics Coordination Board for decisions.
f. Element. An organization formed around a specific function within a designated directorate. Similar to a Cell.
g. Office. An enduring organization that is formed around a specific function to coordinate and manage support requirements.
h. Planning Team. A functional element established to solve problems related to a specific task or requirement. The planning team is not enduring and dissolves upon completion of the assigned task. Planning teams can be Operational Planning Teams (OPTs) or Crisis Action Teams (CAT).
Identify the major centers and cells in a MOC.
This requires the discussion of the major cells and centers of the MOC. It does not include the LRC which is discussed in depth later in this JQR. Once again this structure is notional. Generally centers and cells are associated with a location/office/set of desks.
Identify the Centers and Cells that provide intelligence support to the MOC
Maritime Intelligence Operations Center (MIOC). The MIOC is a 24 hours-per-day/7 days-per-week (24/7) operation responsible for attaining, maintaining, and sharing intelligence-related situational awareness. The MIOC is an all-source intelligence organization. Its primary function is to satisfy the commander and staff’s requirements by planning, conducting, collecting, analyzing, and disseminating reliable and timely intelligence.
The MIOC organization and location differ at each command and vary between operations but should be organized to conduct multiple simultaneous operations. Figure 2-2 depicts a notional MIOC organizational construct. Major Cells may include Targeting Cell, Plans Cell, Collection Cell, Analysis/Dissemination Cell and I&W Cell.
Describe the major centers and cells of the Operations directorate.
The major elements of the Operations directorate are: Fleet Command Center (FCC)
Current Operations Cell (COPS)
Future Operations Cell (FOPS).
Other elements of Operations include: Fires Element Targeting Cell Information Operations/Cyber Cell Knowledge Management Cell METOC Cell
Describe Fleet Command Center (FCC):
The FCC is responsible to the commander for the operational level direction and control of operations. The BWC stands watch in the FCC, leads the 24/7 current operations watch team, and is the commander’s direct representative for all current operations. Working very closely within current operations, the FCC attains, maintains, and shares operational situational awareness.
Describe Current Operations Cell (COPS):
COPS primarily focuses on monitoring and assessing ongoing operations and the execution of the commander’s intentions. COPS is responsible for the implementation and coordination of the commander’s orders, for monitoring the current situation and reflecting any changes to the execution of assigned orders by all subordinate forces. COPS, in coordination with other cells, must be capable of short-term operation planning, usually through a crisis action team (CAT).
Future Operations (FOPS):
Future operations conducts operational-level planning for potential midterm operations (branch plans). Anticipated or desired actions, within the realm of the existing plans, are staffed in FOPS. Generally, operational plans are developed by FUPLANS, synchronized and coordinated through FOPS, and then executed by COPS.
Describe the functions of the Future Plans Cell (FUPLANS).
The FUPLANS cell contains the core group of planning experts. They support MOC operations by providing long-range planning as well as coordinating with the higher headquarters long-range plans such as campaign plans, OPLANs, and OPORDs. FUPLANS manages the joint operation planning process (JOPP) and complementary Navy Planning Process (NPP). The focus of the command’s future planning is development of plans, orders, and policy directives. Future planning processes and products generally require significant coordination with entities both internal and external to the MOC.
Describe the functions of the Assessment Cell/Maritime Assessment Group.
The assessment cell/group supports the planning process and facilitates the development of an integrated assessment of trends using pre-established decisive points. The assessment cell works closely with OPTs in collecting inputs and formulating recommendations to the commander. Additionally, the assessment cell assists the maritime assessment group in the development of draft measures of effectiveness during the operational mission analysis process in planning.
Describe the major centers and cells associated with MOC communications.
Communications and Information Systems Center/Navy Communications System Coordination Center (CISC/NCCC): The CISC/NCCC is organized to plan and manage Communications and Information’s Systems/ Communications Systems for the commander. There are four cells within the CISC/NCCC—CS COPS cell, CS Plans cell, CS MOC Support cell, and Headquarters Support cell.
