The JMTC BMC Campaign Plan 2013-2014

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

G R A F E N W O E H R / H O H E N F E L S / G A R M I S C HCAMPAIGN PLAN

CAMPAIGN PLAN JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

1

DEPARTMENT OF THE ARMYSEVENTH ARMY JOINT MULTINATIONAL TRAINING COMMAND

UNIT 28130APO AE 09114

AETT-CDR

MEMORANDUM FOR All Service Members, civilians, and Family members of the JMTC and BavariaMilitary Community

SUBJECT: The Joint Multinational Training Command and Bavaria Military Community Campaign Plan

The JMTC and Bavaria Military Community Campaign Plan articulates a shared vision for the Joint Multinational Training Command and the Bavaria Military Community, which includes Grafenwoehr, Hohenfels, and Garmisch.

In our collective pursuits to provide relevant and realistic training to U.S. forces and multinational partners while simultaneously fulfilling support activity requirements as integrated military communities,this campaign plan outlines a “Roadmap to Excellence” we will use to achieve a common vision. It establishes lines of effort, enabling functions, associated objectives and a targeting methodologydesigned to continuously assess and improve. The plan requires input from the community to remainrelevant. This version of the campaign plan incorporates our current business practices and provides a frameworkto continuously plan our way-ahead. It is not intended to be rigid, but rather remain flexible in order toadapt to a changing environment. The ability to adapt is critical to our overall success. In an era ofuncertainty, rapid change and increasing competition for resources, we make our best decisions by settingclear goals and objectives and assessing overall progress. The JMTC and the Bavaria Military Community team is a powerful combination of capabilities,innovation and excellence. The execution of the objectives outlined in this plan will cement our collectivesupport to U.S. Army Europe, the U.S. Army and our nation as we train the force to Prevent conflict,Shape the international environment, and Win decisively on any battlefield.

Train to Win!

BRYAN L. RUDACILLECOL, INCommandingJMTC


JAMES E. SAENZCOL, SFCommandingBMC

2CAMPAIGN PLAN

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

TABLE OF CONTENTS

3

Organizat ion……………………………………………………………………4

Mission & Objective.…...…………………………………………………………….7

The Landscape……..……………………………………………………………………8

Roadmap to Excellence………………………………………...........................10

Lines of Effort…………………………………………….…………………………11

World Class Training…………………………………………...……………12

Build Multinational Capacity………………………………………….......15

Sustainable Installation………………………………………………………18

Community of Excellence……………………………………………………..21

Enabling Functions….………………………………………………………………22

Protection……………………………………………………………………….24

Safety………………………………………………………………………………25

Resource and Sustain…………………………………………………………26

Communication, Information, Engagement, Outreach……………………28

Implementation: Targeting Approach………………………………………....32

Summary……………………………………………….……………………………33

Annex A: Campaign Plan Battle Rhythm………………………………………34

Annex B: Board Participation……………………………………………………35

Annex C: Line of Effort Feeder Meetings…………………………………....…36


4

ORGANIZATION

The Joint Multinational Training Command (JMTC) has multiple command and coordinating relationships with units located throughout Europe. JMTC’s major subordinate units include the Joint Multinational Readiness Center (JMRC), Joint Multinational Simulation Center (JMSC), Training Support Activity - Europe (TSAE), Combined Arms Training Center, the GrafenwoehrTraining Area and the NCO Academy (NCOA). In addition, the 7th Warrior Training Brigadefalls under the operational control (OPCON) of JMTC. The JMTC is geographically dispersed with major activities located in Germany, Italy, Belgium, the Netherlands and Kosovo. In addition, the JMTC routinely employs expeditionarycapabilities for the “away game”, supporting a host of nations within multiple Combatant Command (COCOM) areas of responsibility. The task organization further depicts the major units JMTC is responsible for training andproviding training support. This includes the members of the North Atlantic Treaty Organization(NATO) as well as USAREUR major subordinate commands. The Commanding General of United States Army Europe (USAREUR) also designated additional authorities and responsibilities to the Commander of the JMTC: As the senior military authority for the Joint Multinational Training Command and BavariaMilitary Community (BMC), the Commander, JMTC is responsible for providing guidance andoversight in the caring for Soldiers, Families and civilians, and enabling unit readiness in thisassigned area of responsibility.

The Commander, JMTC also serves as the General Court-Marshal Convening Authority(GCMCA) for the Bavaria Military Community as well as, Bamberg, Schweinfurt, Ansbach(including Katterbach and Illesheim), Pfullendorf and Oberammergau communities. Within thisGCMCA jurisdiction the JMTC commander has also been charged with orchestrating the executionof the SHARP program.


5

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

USECOM

IMCOM-EUSAREUR

NATO

JFCOM

JFTC JWCSTAVANGER V CORPS 21st TSC ERMC5th SIG 66th MI BDEJMTC

JOINT WARFARE CENTRE

ACT ACO

JFCBRUNSSUM

JMRC

JMSC

TSAE

GTA CATC

NCOA

7TH WTB

(OPCON)

709th MP BN

66thMI DET

BMEDDAC

172ndHBCT

18thCSSB

69th SIG BN

7thTTSB

44th ESB

BDENTAC

MILITARY/FOREIGN LNO

BAVARIA MILITARY COMMUNITY(USAG GRAFENWEOHR HOHENFELS,GARMISCH)

Senior Military authority for tenant units located in the Bavaria Military Community.

2 CR

7th CivilSPT CMD

DENTAC-E

266thFinance

30th MEDCOM

VET CMD-E

MNBG-E(Kosovo)

202ndMP (CID)

405thAFSB

USAGANSBACH

USAGBAMBERG

USAGSCHWEINFURT

12THCAB

173RD BCT(A)(-)

18THEN BDE

18TH MPBDE (-)

JMTC TRAINING POPULATION

ORGANIC

DIRECTORATES

GCMCA

173RD IBCT (A)

16thCSSB

- - - - - - - - - - - - - - - - - - -

----

--


*

*

6

WORLD CLASSTRAINING

SUSTAINABLEINSTALLATION

MULTINATIONALBUILD

CAPACITY

OFCOMMUNITY

EXCELLENCE

JMTC


7

MISSION AND OBJECTIVE

MISSION 7th Army JMTC provides world-class training of forces and leaders in order to dominateUnified Land Operations in support of USAREUR’s Global requirements and USEUCOM’s Strategy of Active Security.

CAMPAIGN PLAN OBJECTIVE Implement a balanced, synergistic integration of our four core functions: World-class training to dominate with decisive action, anytime, anywhere. Support building multinational partner training capacity. A Community of Excellence where Soldiers, civilians and Family members thrive and are good neighbors to our German hosts. Sufficient, sustainable and increasingly energy efficient Infrastructure that meets mission requirements.


8

THE LANDSCAPE

Strategically, the post 9-11 period is most notably marked by persistent conflict and evolving global security challenges. These challenges also provided opportunities for our Army to buildrelationships and operate with numerous multinational partners. The U.S. military at large has performed a pivotal role with our allies and partner nations in defending freedom, defeating Al Qaeda’s network, assisting disaster relief and promoting peace and stability throughout the world. The uncertainty and complexity of the future operational environment requires Army units to respond to a broad range of threats and challenges. We acknowledge that thecombination of unforeseen political-military struggles, environmental catastrophes and pro-gressive globalization will continue to produce unpredictable future threats making preparation for the “next fight” very challenging. Our approach to successfully meeting this challenge is to effectively train Unified Land Operations using the combined and powerful capabilitiesof the JMTC, which remains the U.S. Army’s only unified training command.

At the local level, our community evolved significantly in recent years and will continueto experience significant changes caused by a number of competing demands generated by the evolving global security environment and new fiscal realities stemming from our nation’s challenging economic times. In the near-term, we anticipate that the units we support will continue to deploy. However, as current operations draw to a close, we will enter a “post-ISAF” trainingenvironment prior to the end of FY 2013. As we move forward, the lessons our organizationhas learned from training with our multinational partners remain invaluable. These combined lessons learned remain a premium asset as we strive to maintain the interoperability that wehave developed over the last decade.

Admiral James G. StavridisCommander, U.S. European Command

and NATO Supreme Allied Commander Europe

“The JMTC is the linchpinto achieving vital theater

objectives, and meeting ourcomprehensive security

cooperation mission.”


9

THE LANDSCAPE

Looking toward the future, training is the most essential task of the JMTC. The JMTC will continue to train and build relationships with our European partners and allies --- not merely providing training capabilities, but intensely focused on building enduring training capacity among other nations. We will continue to train for contingency operations as directed worldwide. Training for the Kosovo mission (KFOR) will continue, but will transform as the sourcing adjusts from National Guard forces to Active forces. As long as ISAF continues, JMTC will support U.S., NATO and other partner nations to fully prepare for combat from small advisory teams (MAT/PAT) to Brigade Combat Team (BCT) level Mission Rehearsal Exercises.The Secretary of Defense pledged in early 2012 to reinvigorate the U.S. contribution to the NATO Response Force. The JMTC and the Bavaria Military Community stand ready to supportthat commitment by responsible application of our training capabilities, facilities, and community. Training “post-ISAF” will very likely include rotational forces from CONUS participating in theater cooperation exercises and conducting home station, simulation, and combat trainingcenter training at the JMTC. While training remains the overarching priority, we will also focus on improving garrison systems that have atrophied over the last decade of war: training management, training in combined arms warfare and training support. Additionally, we must remain agile to adjusttraining demand load and content while adjusting resources across the Army for training. We also recognize that the pace and tempo of deployments have severely strained our Soldiers and Family members. In response, we have made significant progress across the JMTC and Bavaria Military Community to re-establish our collective focus and systematic approach to troubling issues of Suicide, Sexual Assault, and high risk behavior. As leaders, we must continue to improve our systems and personally commit to programs that improve the health of our Soldiers, Civilians, and Family members, prevent suicides, and eliminate sexual assault and harassment from our formations.

It is within this complex and evolving landscape that we move forward in our mission.Through the powerful combination of unique capabilities, the JMTC and the Bavaria MilitaryCommunity will continue to support the U.S. Army and our Nation to Prevent conflict, Shapethe international environment, and Win decisively on any battlefield.


PR

OTECTIO

N PROTECTIO

N

SA

F

ET Y S A F

ET

Y

CO

MM

UN

ICA

TIO

N

I

NFORMATION OUTREACH E

NG

AG

EM

EN

T

EN

GA

GE

ME

NT

OUTR E AC H I N FO R M ATIO N

C

OM

MU

NIC

AT

ION

R

ES

O

URCE

RESO

UR

CE

SU

S

TA I N S US

TAIN

ENVIRONMENTALSTEWARDSHIP

INSTALLATIONREADINESS

SOLDIER, FAMILYAND CIVILIAN WELL BEING

SOLDIER,FAMILY AND

CIVILIANREADINESS

ENHANCEDSTAKEHOLDERPARTNERSHIPS

LEADER ANDWORKFORCE

DEVELOPMENT

DEVELOPAND SUPPORT

MULTINATIONALTRAININGCAPACITY

SUPPORTNATO AND

ISAF

EXPEDITIONARYTRAINING

CAPABILITY

ENERGY ANDWATER

EFFICIENCYAND SECURITY

FLEXIBLEAND ADAPTIVE

TRAININGSUPPORT

DATEFOCUSEDLEADER

DEVELOPMENT

FULLDOMAIN

INTEGRATION

JOIN

T MU

LTINATIONAL TRAINING COMM

AND

7TH UNITED STATES ARMY

WORLD CLASSTRAINING

COMMUNITYOF

EXCELLENCE

BUILDMULTINATIONAL

CAPACITY


ROADMAP TO EXCELLENCE

10

Our “ROADMAP TO EXCELLENCE” represents the operational design for this campaign plan.It establishes the lines of effort, associated objectives and targeting methodology by whichwe will make improvements. In addition, it reinforces the central concept of “one community”as well as certain critical enabling functions which will facilitate our efforts.

CENTRAL CONCEPT: ONE COMMUNITY “One Community” represents the central organizing concept of the campaign plan and isour key to success. Ultimately, operating as a single, unified community is central to thefoundation of our efforts.


11

ROADMAP TO EXCELLENCE

LINES OF EFFORT Our campaign plan further operationalizes our four core functions into four Lines of Effort(LOE). Each LOE is designed to optimally fulfill our mission of providing current, relevant and realistic training while simultaneously fulfilling support activity requirements as an integratedmilitary community.

ENABLING FUNCTIONS Our Roadmap to Excellence also includes four critical enabling functions: protection, safety,resource and sustain, and communication, engagement, information, and outreach. These functionsare intertwined within all lines of effort and are essential to mission accomplishment. Each of thefollowing enabling functions will be further described in subsequent sections of the Campaign Plan.

WORLD CLASSTRAINING


MULTINATIONALBUILD

CAPACITY OF

COMMUNITY

EXCELLENCE

Provide Army and JointU.S. Forces world classtraining and trainingsupport necessary todominate in UnifiedLand Operationsanytime and anywhere.

Build relationships withforeign defense forces that promote specificU.S. security interests, develop allied and friendly military capabilities, andprovide U.S. forces withpeacetime and contingencyaccess to a host nation.

Develop a Community of Excellence where Soldiers, civilians and Families thrive while being good neighbors with our localnational German hosts.

Develop modern, sustain-able and increasingly energy efficient infra-structure that meets all current and future mission requirements.

PROTECTIONEnsure a secure community that effectively protects our Soldiers, Families and civilians as wellas critical community assets from both natural and man-made hazards.SAFETYProvide a safe and healthy environment for those who live, work, train and play in the BavariaMilitary Community.

RESOURCE AND SUSTAINProvide resources in the form of manning, equipping, and funding while developing integratedsystems to sustain operations.

COMMUNICATION, INFORMATION, ENGAGEMENT, AND OUTREACHCommunicate a unified message: promote frequency, reduce miscommunication and sustainsynergy of mission.


WORLD CLASS TRAINING

12

We must provide Army and Joint U.S. Forces the world-class training and training support necessary to accomplish current missions and future contingencies.The last decade of war has demonstrated the enemy’s ability to transform its tactics, techniques, and procedures. A thinking enemy and an unpredictable future global landscape make preparationfor the next challenge difficult. However, JMTC’s adaptive live, virtual, constructive and gaming capabilities will deliver training solutions to prepare U.S. forces to fight and win in any conflict. Our state-of-the-art training capabilities will allow commanders to generate cohesive, trained andready forces capable of dominating in any environment and conditions now and into the future. Most importantly, our cadre of instructors and training support specialists remain subject-matterexperts in their field and are capable of assisting leaders to develop professionally and assistingunits to achievemission readiness.

The world-class training line of effort has three primary objectives. We must develop current, relevant and realistic targets that directly support these objectives.

OBJECTIVE 1 – FULL DOMAIN INTEGRATION

WORLD CLASSTRAINING

We will integrate and synchronize our training and training support strategy within the Army’sthree training domains – institutional, operational and self-development. It is imperative that we continually assess our training programs to ensure they remain aligned with evolving requirementsfrom our Centers of Excellence. This three-pronged enterprise approach to training ensures we produce agile Soldiers, leaders and staff officers capable of winning anytime and anywhere alongthe spectrum of conflict. This initiative is further delineated by the Army Capstone Concept, Army Learning Concept and AE 350-1.

Expected Outcomes Develop and field modernized live, virtual, constructive & gaming (LVCG) training enablers that create realistic conditions for Decisive Action Training Environment (DATE) METL training. Align training aids, devices, simulators and simulations (TADSS) to the evolving USAREUR footprint. Capitalize on the Army Science and Technology program investment areas that can improve Training Support System (TSS) products, services and facilities.


13

OBJECTIVE 2 – FLEXIBLE AND ADAPTIVE TRAINING SUPPORT We must possess the organizational learning capability that allows us to quickly anticipate requirements and adapt training programs so they accurately replicate the Decisive Action TrainingEnvironment (DATE). We are required to continuously review and adjust our training activities so they realistically portray threats in targeted regions as well as existing capabilities-based threatsbased on timely observations, insights and lessons learned.

Expected Outcomes Institutionalize the capability to develop fully integrated training solutions which can readily adapt to changes in Army missions and threats against our forces . Field and sustain an exportable training capability that can rapidly deploy to support unit training requirements. Fully support all regional aligned force/NATO Reaction Force (RAF/NRF) training requirements.


WORLD CLASSTRAINING

OBJECTIVE 3 – DATE FOCUSED LEADER DEVELOPMENT We must develop training activities which build confident and agile leaders who can conduct successful operations across the spectrum of conflict. Leaders have the responsibility to train their organization in a balance of offense, defense, and stability operations within the core competencies of wide area security and combined arms maneuver. The Army needs leaders experienced and knowledgeable enough to accomplish any mission in any operational environment. Our task is to build on what we have learned the past eleven years to prepare for the next fight.

Expected Outcomes Design, resource and implement the Army approved Decisive Action Training Environment at JMRC. Create an environment that allows subordinate, adaptive leaders to think their way through unanticipated events and react to unfamiliar situations. Align and adjust Combined Arms Training and NCOA courses for the post-ISAF environment.


14

PROPONENT - WORLD CLASS TRAINING The JMTC G3 is designated as the proponent for the World Class Training Line of Effortand is responsible to lead synchronization efforts.

Requirements


WORLD CLASSTRAINING

Develop and implement a flexible targeting process that can quickly and effectively respondto emerging requirements.Identify potential areas for improvement and recommend targets to address these deficiencies.Conduct WCT targeting working groups to review, develop and properly align the proposed targets.Integrate the results of the G3/S3 Conference, Combined Training Conference (CTC), BCTMRE AARs, Rotational Exercises Working Group, REX briefs, Military Advisor Team/Police Advisor Team (MAT/PAT) Rotation AARs, Regional Aligned Forces/NATO Reaction Force (RAF/NRF) IPRs, and the Range and Training Area Working Group into the targeting process.

Solicit customer feedback from training units in order to adjust and/or re-align targets as necessary.

Coordinate with applicable tenant units and organizations to ensure all installation stakeholdershave input to the targeting process.

Properly align target development, resourcing and execution with the Program Objective Memorandum (POM) process.

Conduct a quarterly review board chaired by the Commander, 7A JMTC in order to review,resource and approve targets. Lead efforts to execute the approved target list and complete all required supporting actions. Continually gather relevant information to measure the effectiveness of identified targets.Publish minutes for all board meetings in order to capture decision points, open issues and due-outs. Provide target updates between scheduled board meetings as required in order to sustain momentum.Recommend adjustments to the battle rhythm in order to synchronize operations.

Sustain, renew and develop relationships with other training organisations that will assistin the accomplishment of our mission.


MULTINATIONALBUILD

CAPACITY

15

BUILD MULTINATIONAL CAPACITY

We will provide opportunities to increase the capacity of our allies and partner nations whilesimultaneously enhancing global and regional strategic cooperation. Our world-class training capability coupled with our proximity to European, central Asian and African partners make us the unrivalled choice to support EUCOM and USAREUR capacity building initiatives. Similar to our support for U.S. forces, we will provide NATO a state-of-the-art training and training supportplatform to build their operational capacity, while facilitating unit training readiness for employ-ment by ISAF. These ready forces offer solutions to global security challenges that augment andoffset the requirements levied against US forces. Multinational training venues supported byU.S. and European-based units will improve interoperability while strengthening trust betweennations as we all support enduring peace, security and stability.

The Build Multinational Capacity Line of Effort has three primary objectives. We must developcurrent, relevant and realistic targets that directly support these objectives.

OBJECTIVE 1 – SUPPORT NATO AND ISAF

We must design, coordinate and execute multinational training exercises in support of current and planned NATO and ISAF mission sets. We are committed to ensuring U.S. and troopcontributing nations meet mission readiness through training for NATO requirements. Our multinational training programs will continue to strengthen our collective ability to promote security, deter threats and defend our people now and into the future.

Expected Outcomes Integrate multinational forces into individual and collective decisive action training venues. Maintain currency with ISAF mission requirements that deploying troop contributing nations are required to execute. In accordance with theater security cooperation plans, engagement with multinational partners leads to tangible progress in training areas, centers, programs and platforms.


16

OBJECTIVE 2 – DEVELOP AND SUPPORT MN TRAINING CAPACITY We must initiate and sustain programs to build the capacity of our allies and partner nations to prepare them for both the current fight and future contingencies. Today’s challenges are complex and cannot be mastered solely through unilateral U.S. action. Trained and ready multinational forces have a significant and enduring role with helping us achieve common security goals andobjectives.

Expected Outcomes Create an integrated training strategy to develop multinational warfighting capabilities. Develop flexible and adaptive multinational forces that can decisively respond to complex contingencies. Support the transition by USAREUR to a more regionally-focused approach to theater security cooperation planning and execution. Leverage existing U.S. capabilities (JMSC, TSAE, CTC, CATC, NCOA, MTTs) and expertise to enhance multinational leader competencies.

OBJECTIVE 3 – EXPEDITIONARY TRAINING CAPABILITY We must develop and deploy an expeditionary training capability that provides units training opportunities regardless of location. This capability will be synchronized to augment and maximizehome station training. Our intent is to execute training events that challenge commanders andSoldiers while also meeting their unit’s training objectives.

Expected Outcomes Field and sustain an exportable training capability that can rapidly deploy to support the full range of multinational security training requirements. Develop and/or improve multinational training infrastructure capabilities in the EUCOM AOR to support future combined multinational exercises. Support the increasing demand in our training capabilities by AFRICOM and other combatant commands as requested.

MULTINATIONALBUILD

CAPACITY



17

MULTINATIONALBUILD

CAPACITY


PROPONENT - BUILD MULTINATIONAL CAPACITY The JMTC G3 is designated as the proponent for the World Class Training Line of Effort and is responsible to lead synchronization efforts.

RequirementsDevelop and implement a flexible targeting process that can quickly and effectively respondto emerging requirements.Identify potential areas for improvement and recommend targets to address these deficiencies.

Nest target development with EUCOM and USAREUR theater security cooperation (TSC)programs.

Coordinate and synchronize target development with current NATO and ISAF initiatives.

Conduct Bavairan Military Community Targeting Working Groups to review, develop andproperly align the proposed targets.

Conduct a tri-annual review board chaired by the Commander, 7A JMTC in order to review,resource and review targets.

Integrate the results of the G3/S3 Conference, Combined Training Conference, MAT/PAT Rotation AAR Forum, CIED Working Group, Rotational Exercises Working Group, REX Brief.

Incorporate Range and Training Area Working Group into the targeting process.

Solicit customer feedback from multinational training units in order to adjust and/or re-align targets as necessary. Properly align target development, resourcing and execution with the Program ObjectiveMemorandum (POM) process.Lead efforts to execute the approved target list and complete all required supporting actions.

Publish minutes for all board meetings in order to capture decision points, open issues anddue-outs.

Provide target updates between scheduled board meetings as required in order to sustainmomentum.Recommend adjustments to the battle rhythm in order to synchronize operations.

Synchronize JMTC’s efforts with USAREUR and EUCOM Theater Security Cooperation plansand priorities.


We must develop sufficient, sustainable and increasingly efficient infrastructure that meets allcurrent and future mission requirements. Demands on our installation’s infrastructure have signifi-cantly increased during the past nine years and will continue to change in concert with an ever-evolving operational environment. The current fiscal reality for the Army requires that we usesustainable business acumen in maintaining current efforts as well as planning for future infra-structure needs. In concert with our German hosts, we must find innovative and effective ways to meet the Bavaria Military Community’s dynamic needs while continuing to optimize existing capabilities, available resources and best practices. We must solicit installation tenant engagement to educate all Soldiers, civilians, Families and contractors to make a personal commitment to reducing energy and waterconsumption and preserving natural resources as laid out by the Army Energy Security Implementa-tion Strategy. Continuously improving the capacity and capabilities of our training areas is a keycomponent to create a sustainable installation. Our community’s relevance in Europe is contingentupon the ability to provide first-class training and training support. It is imperative that all of ourinitiatives remain grounded in the principles of energy efficiency and environmental stewardshipin order to maximize the sustainability of our installations.

The Sustainable Installation (SI) Line of Effort has 3 primary objectives. We must develop current, relevant and realistic targets that directly support these objectives.

18


SUSTAINABLE INSTALLATION

OBJECTIVE 1 – INSTALLATION READINESS We must enhance mission excellence through streamlined processes, strategic partnerships andgood stewardship of resources that meet mission requirements.


Expected Outcomes Sustainment of BMC as a deployment platform in support of contingency operations. Develop the BMC as a sustainable Army Community of Excellence. Establish a sustainable infrastructure that supports senior commander requirements. Provide quality housing and barracks.

19



OBJECTIVE 2 – ENVIRONMENTAL STEWARDSHIP We must preserve, protect, conserve, sustain and where appropriate, restore the natural environment and comply with statutory and other environmental requirements. Transform businesspractices and leverage environmental Best Practice across the Army enterprise to improve operationalcapabilities while achieving greater efficiencies and reduced liabilities.

Expected Outcomes Minimize generation of waste. Apply environmental best business practices. Educate the BMC on environmental stewardship practices. Develop and implement net zero waste plans.

OBJECTIVE 3 – ENERGY AND WATER EFFICIENCY AND SECURITY We must create an energy and water efficient BMC by holding users accountable, modernizingfacilities, installing new technologies, and leveraging partnerships that will provide anincreased level of energy and water security leading to sustainable and resilient infrastructureand mission assurance.

Expected Outcomes Reduced energy and water consumption. Increased energy and water efficiency and modernized infrastructure. Reduced carbon footprint on the environment. Develop and implement net zero energy plans.


20



PROPONENT - SUSTAINABLE INSTALLATION The Commander, Bavaria Military Community, is designated as the proponent for the Sustainable Installation Line of Effort and is responsible to lead community synchronization efforts.

RequirementsDevelop and implement a flexible targeting process that can quickly and effectively respondto emerging requirements.

Identify potential areas for improvement and recommend targets to address these deficiencies.

Conduct SI working groups to review, develop and properly align the proposed targets.

Integrate the results of the Installation Planning Board, Real Property Planning Board, Environ-mental Quality Control Council, Community, Energy Steering Committee, Community Huddleand BOSS Council into the targeting process.

Align the SI targeting process with the Army Campaign Plan, Army Sustainability CampaignPlan and IMCOM Campaign Plan in order to reduce redundancy and synchronize efforts.



Conduct a semi-annual review board chaired by the Commander, 7A JMTC to review, resourceand approve targets.

Provide recommendations to the improvement of the JMTC MCCP.

Lead community efforts to execute the approved target list and complete all required supportingactions.

Publish minutes for all board meetings in order to capture decision points, open issues and due-outs.

Provide target updates between scheduled board meetings as required to sustain momentum.


21

OFCOMMUNITY

EXCELLENCE

COMMUNITY OF EXCELLENCE

We must establish a Community of Excellence where Soldiers, civilians and Families thrivewhile being good neighbors with our German hosts. Continual deployments throughout the pastnine years have severely strained the resiliency and morale of our team. We owe it to our Soldiers,civilians and Families to provide them a quality of life commensurate with their service andsacrifice. We are committed to furnishing the best care, support and services for our communityby improving the quality of life through meaningful initiatives. We must continually provide qualitycustomer service and programs utilizing the most fiscally responsible approach. Our well-beingprograms must capture and incorporate both U.S. and Host Nation best practices. One of our primary goals is to earn the Army Community of Excellence (ACOE) award for all installations in the BavariaMilitary Community. Additionally, we must seek opportunities to maintain the Army FamilyCovenant (AFC) throughout our community. Ultimately, the intent is to capitalize on our uniquepartnerships and the beautiful Bavarian landscape to provide experiences that our Team and Germanneighbors will reflect on for a lifetime. Our end-state should ensure Soldiers, Families and civilianemployees are being cared for and our programs and services enhance community life, foster readiness,promote mental resiliency, physical fitness and deliver a quality working and living environment.

The Community of Excellence (COE) Line of Effort has four primary objectives. We mustdevelop current, relevant and realistic targets that directly support objectives, that build ready andresilient Soldiers and Families.

OBJECTIVE 1 – SOLDIER, FAMILY AND CIVILIAN READINESS We must enrich our team’s physical, emotional, social, family and spiritual needs throughquality programs and support. The intent is to create a balanced, healthy, and self-confident team of Soldiers, civilians and Families whose resilience and total fitness enable them to thrive in an era of high operational tempo and persistent conflict.

Expected Outcomes Create a readiness mindset across the Bavaria Military Community. Enhance resilience and readiness – physical, emotional, social, Family and spiritual. Well-being programs and services to meet Soldier, Family and civilian needs throughout the entire deployment cycle.


We will collaborate with our host nation communities via community partnerships and other venues to enhance the quality of life of Soldiers, civilians, and Families. BMC leadership atall levels are empowered to support, adopt and improve the communities where we live.

Expected Outcomes Local and community support and relationships. Enhanced capabilities through partnerships. Informed stakeholder expectations.

We must develop a multi-skilled, adaptable and sustainable workforce with the knowledge, skills and abilities to successfully and innovatively deliver products and services to Soldiers, Families, and civilians.

Expected Outcomes Create multi-skilled and adaptive leaders. Provide continuing education and training opportunities for BMC members. An empowered workforce focused on collaboration & innovation.

22

OFCOMMUNITY

EXCELLENCE


OBJECTIVE 2 – SOLDIER, FAMILY AND CIVILIAN WELL BEING We must ensure our Soldiers, civilians and Families have access to programs and services that enhance community life, foster readiness, promote mental and physical fitness and deliver a quality working and living environment. These activities must be designed to support the diverseneeds of our team.

Expected Outcomes Develop comprehensive support systems to mitigate stress and challenges of military life. Excellence in school support, youth services and child care. Programs and services that support recreation, leisure, travel, and single Soldiers.

OBJECTIVE 3 – LEADER AND WORKFORCE DEVELOPMENT

OBJECTIVE 4 – ENHANCED STAKEHOLDER PARTNERSHIP


23

PROPONENT - COMMUNITY OF EXCELLENCE The Commander, Bavaria Military Community, is designated as the proponent for the Community of Excellence Line of Effort and is responsible to lead community synchronization efforts.

RequirementsDevelop and implement a flexible targeting process that can quickly and effectively respondto emerging requirements.

Identify potential areas for improvement and recommend targets to address these deficiencies.

Conduct COE working groups to review, develop and properly align the proposed targets.

Integrate the results of the Installation Planning Board, Community Health Promotion Council,Suicide Prevention Task Force, CYSS Advisory Committee, Community Family Readiness Group(FRG) Forum, EEO Council, School Advisory Committee, Community Huddle, BOSS Council and Chaplain’s Meeting into the targeting process.

Align the COE targeting process with the Army Campaign Plan and IMCOM Campaign Plan in order to reduce redundancy and synchronize efforts.

Coordinate with applicable tenant units and organizations to ensure all installation stakeholders have input to the targeting process.


Conduct a semi-annual review board chaired by the Commander, 7A JMTC in order to review, resource and approve targets.

Provide recommendations to the improvement of the campaign plan.


Publish minutes for all board meetings in order to capture decision points, open issues and due-outs.

Provide target updates between scheduled board meetings as required to sustain momentum.

Use the targeting process as the mechanism to successfully compete for the Army Community of Excellence (ACOE) award.

OFCOMMUNITY

EXCELLENCE



24

PROTECTION

We must ensure our community effectively protects our Soldiers, civilians and Families as wellas critical community assets. Everyone must be vigilant. A secure environment fosters the readinessand resiliency that our team requires to thrive in Europe and meet any future challenge. Securityis more than gates and guards. We must provide a comprehensive protection capability that includesprevention, preparedness, response, recovery and mitigation programs. Leaders must initiate effortsto safeguard our team at work, in their homes, at recreation events and in cyberspace. The inte-gration of security measures into all community activities will protect our Soldiers, Familiesand civilians while simultaneously enhancing the effectiveness and efficiency of our operations.Furthermore, we must actively initiate and sustain partnerships with critical host nation serviceproviders in order to foster a collaborative approach to securing our community. Security is everyone’s responsibility and a critical piece of the foundation that advances community efforts along our Roadmap to Excellence.

Expected Outcomes Conduct annual full-scale, all-hazard exercises to validate our community’s protection capabilities. Deploy best available technology (BAT) to improve first-responder capabilities. Identify and implement appropriate plans to improve interoperability with host nation systems. Maintain, improve and formalize host nation security partnerships. Maintain information assurance.

PROPONENT - PROTECTION The Commander, Bavaria Military Community, is designated as the proponent for the SecurityEnabling Function and is responsible to lead community synchronization efforts. JMTC G3 is desig-nated as the secondary proponent for the Security Enabling Function and will provide direct support.

Requirements Develop and implement a targeting process that quickly and effectively responds to emerging requirements. Identify potential areas for improvement and recommend targets to address these deficiencies. Conduct security working groups to review, develop and properly align the proposed targets. Integrate the results of existing security councils, forums and working groups into the targeting process. Align the protection targeting process with the Army Campaign Plan and IMCOM Campaign Plan to reduce redundancy and synchronize efforts. Coordinate with applicable tenant units and organizations to ensure all installation stakeholders have input to the targeting process. Properly align target development, resourcing and execution with the Program Objective Memorandum (POM) process. Participate in the quarterly USAREUR Anti-terrorism Executive Committee (ATEC). Lead community efforts to execute the approved target list and complete all required supporting actions. Publish minutes for all board meetings in order to share decision points, open issues and due-outs. Provide target updates between scheduled board meetings as required in order to sustain momentum. Recommend adjustments to the battle rhythm in order to synchronize operations.


25

SAFETY

Our team deserves a safe environment to live, work, train and play. Safety is a fundamental componentin everything we do. We must apply the same vigilance used in combat to foster a culture of safety throughoutour community. Our focus goes beyond training and must be incorporated into all of our daily initiatives.“See Something, Do Something” should be engrained at the lowest level ensuring that everyone conductscomposite risk management. Accidents are predictable and preventable. We can and must stop them before they happen. All commanders and managers will be held accountable for safety in their areas and work places.Leaders will empower their Soldiers, Families and civilians to incorporate risk management and safety awarenessinto their everyday activities. Furthermore, we must develop robust partnerships with select host nationentities in order to enhance safety across our installations. Similar to security, safety is everyone’s responsibilityand another critical piece of the foundation that advances community efforts along our Roadmap to Excellence.

Expected Outcomes

PROPONENT - SAFETY The JMTC and USAG Grafenwoehr safety offices are designated as the proponents for the SafetyEnabling Function and are responsible to lead community synchronization efforts on behalf of commandersof the Bavaria Military Community. Joint proponency focuses unity of effort in ensuring fidelity inallocating resources to the appropriate lines of effort. Requirements


10 percent reduction of private motor vehicle (PMV) accidents and mishaps caused by driver indiscipline.Army Traffic Safety Training Program (ATSTP) status is tracked in the Digital Training Management System (DTMS). Soldiers who ride motorcycles will be fully trained and enrolled in unit mentorship programs.Safety climate and culture assessment. Commanders at every level should review Army Readiness AssessmentProgram (ARAP) results.Reduce aviation Class A mishaps. Aviation leaders must adhere to the three-step mission approval processand develop accountability for acts of indiscipline by aircrew members.Reduce lost time cases. Ensure Federal Employees’ Compensation Act (FECA) working groups develop andmonitor actions to improve effectiveness.Reduce personal injury due to on-and off-duty physical training or sports related activities.

Ensure safety integration into all targeting processes.Conduct safety working groups to review, develop and properly align supporting efforts.Integrate the results of existing safety councils, forums and working groups into the targeting process.Align the Safety support process with the Army, USAREUR, and IMCOM Campaign Plans to reduce redundancyand synchronize efforts.Participate in review boards in order to ensure integration of composite risk management into the targeting process.Publish minutes for all safety council meetings to capture decision points, open issues and due-outs. Recommend adjustments to the battle rhythm in order to synchronize operations.Execute a quarterly Bavaria Military Community-wide safety council.100 percent reporting of all workplace accidents so as to mitigate future accidents.IAW AR 385-10: All Army facilities must be inspected yearly.Seasonal Safety Campaigns will be conducted to ensure all BMC employees are educated and trained for seasonalspecific hazards.

26

RESOURCE AND SUSTAIN

We will ensure that all endeavors in our community are positioned and resourced to remain effective, relevant, and reliable in the long term. By crafting and executing the Resource and Sustain enabling function, we will provide the stability and predictability required for success.We will apply business acumen when utilizing and applying resources to meet the missions ofJMTC and the BMC. In close coordination and partnership with staff, USAG Grafenwoehr,and the Director of Logistics, the community can rely on systems and policies that ensure thelogistics readiness and viability of materiel and programs. Sustainment provides comprehensiveenabling support from inception through retirement of all actions. Sustainment operations withinthis campaign plan are not limited to making sure supplies are available, but encompassesstructuring the force in manpower and materiel sufficient to meet the needs of the mission. It involves ensuring resources, maintenance, time and facilities sufficient to gain and maintainmomentum in achieving our goals.

Expected Outcomes Property accountability system provides an accurate, transparent and auditable record of all JMTC and BMC property.

MRX fleet of vehicles is tailored to current and expected missions with an appropriate mix of vehicle types; supports all Title X and multinational training needs.

Maintenance support is provided on all equipment in an area support role, seamlessly integrated into other resident activities.

Supply and service operations are responsive and adaptable to all JMTC entities/activities.

Force management and budgeting actions fully supported by the G4 from conception through execution all the way to disposal. Effective application of contract and resource stewardship.

Provide JMTC leadership a communications avenue to discuss overall JMTC resources. This executive body is referred to as the Program Budget Advisory Committee (PBAC) chaired by the commander, JMTC.

Provide all necessary funding support to establish fixed asset inventory of both property and equipment.

Assist with budgetary and data-call submissions to internal and higher headquarters, JMTC.

Senior Career Counselor trains subordinate Retention NCOs, counsels Soldiers, advises commanders and evaluates the unit.

Re-enlist highly qualified Soldiers on a long-term basis, consistent with Army needs.

Ensure Soldiers who have demonstrated potential for future development and have maintained a record of acceptable performance are offered the privilege to re-enlist.

Support and sustain the new ERF Activity Set (EAS) for European Response Force/ NATO Response Force. (ERF/NRF) rotational training.

Skillfully position/assign the personnel with the right skills and capabilities required to accomplish the mission.


27

PROPONENT - RESOURCE AND SUSTAIN

Measure success by the percentage of accomplishment for all reenlistment categories. Manage the military manpower TDA to determine personnel requirements and priorities.Conduct monthly personnel and MOS roll-up inventories with subordinate S1s to determine andvalidate unit strength levels.Establish connectivity with account managers at HRC to validate personnel requirements in order to meetthe operational requirements “I.A.M. Strong” sexual assault prevention program and develop a aggresiveawareness campaign to educate the community.Conduct quarterly sexual assault training that focuses on peer-to-peer influence and active intervention.Educate the Senior Leadership in order to create a positive command climate in which Soldiers are intolerant of sexual assault and alert to enabling behavior – sexual harassment. Support the targeting process, participate with target development. Provide input and identify potential areas for improvement and recommend changes. Align the enabling function with the Army Campaign Plan and IMCOM Campaign Plan to reduceredundancy and synchronize efforts.Establish and enforce logistics and sustainment programs within the JMTC and complimentary withthe DOL/Garrison programs.Provide policy and procedures for the JMTC and subordinate organizations to enable supply, maintenance, and service support.Provide property accountability services to the JMTC that are effective and compliant with auditablefinancial controls and ledgers pursuant to public law requirements of the Chief Financial Officers Act of 1990 and Financial Improvement and Audit Readiness (FIAR) Plan under Section 1008(a) of the National Defense Authorization Act (NDAA) for FY 2012.Partner with JMTC G3 and G8 on programming and decisions regarding force management functions. Coordinate stationing, facilities, and installation support with USAG-Grafenwoehr and the DOL.Provide area support maintenance and vehicle recovery services. Forecast and execute budget in accordance with guidance from the G8, including oversight of theJMTC’s transportation and CL III expenditures.Conduct an annual conference with JMTC and USAG-Grafenwoehr stakeholders in sustainment operations. Provide updates between scheduled board meetings as required in order to sustain momentum.Recommend adjustments to the battle rhythm in order to synchronize operations.Conduct PBAC meetings three times during each fiscal year to determine and update command priorities. Assist with budgetary and data-call submissions to internal and higher headquarters.JMTC Senior Career Counselor trains subordinate Retention NCOs, counsels Soldiers, advises commanders and evaluates the unit.Fund our requirements to accomplish our mission.Assist with overall civilian manning structure.

RESOURCE AND SUSTAIN


The JMTC G4, G8, G1 and USAG Grafenwoehr staff are collectively designated as the pro-ponent for the Resource and Sustain Enabling Function and are responsible to lead community synchronization efforts and integrate into the targeting board process.

Requirements

28

COMMUNICATION, INFORMATION, ENGAGEMENT, AND OUTREACH

Communication, information, engagement, and outreach combine to form a key enabling function that supports all efforts within the JMTC and the Bavaria Military Community. It is thefoundation from which we advance our Roadmap to Excellence and achieve a common vision.We must continually engage both internal and external audiences through consistent themes andmessages over multiple media outlets at the appropriate frequency. Everyone in the community is a potential ambassador for our messages. Harnessing the collective energy and resources ofthe separate agencies and organizations within the community through the dissemination ofinformation, community and media engagements, and outreach is vital to our mission in Europe.Our communication efforts nest with and support the Army’s unique roles as part of the Joint Forcewhich are — to prevent conflict, to shape the international environment and to win decisivelyand dominantly.


Every organization within the JMTC and the Bavaria Military Community will strengthen relationships with internal and external partners, customers and stakeholders through communication initiatives, including community engagements and outreach opportunities.

The volume and frequency of communication efforts and initiatives must target key audiences and result in a greater community awareness and reinforce our unique mission.

Organizations will establish individualized strategies for reaching specific audiences; establishing clear communication goals, objectives, outcomes and measurement tools.

Organizations will devise a timeline or milestones to use as markers to evaluate the success or failure of communication strategies and initiatives.

Every organization will regularly conduct and support communication, information, engagement and outreach activities, according to JMTC and Bavaria Military Community strategic goals and objectives.

All communications policies will be nested with and compliment the U.S. Army Europe and Department of the Army iniatives.

Expected Outcomes

29CAMPAIGN PLAN JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

PROPONENT - COMMUNICATION. INFORMATION, ENGAGEMENT,AND OUTREACH

The JMTC Public Affairs Office (PAO) is designated as the lead proponent for the CommunicationEnabling Function and is responsible to lead community synchronization. The USAG GrafenwoehrPublic Affairs Office (PAO) is designated as the secondary proponent for the Communication EnablingFunction and will provide synchronized support.

RequirementsSupport the targeting process and participate with target development.

Provide input and identify potential areas for improvement and recommend changes.

Integrate the results of existing communication councils, forums and working groups into the targeting process.

Align the enabling function with the Army Campaign Plan and IMCOM Campaign Plan to reduce redundancy and synchronize efforts.



Recommend adjustments to the battle rhythm in order to synchronize operations.


30 CAMPAIGN PLAN JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

THEMES AND MESSAGES USED BY THE JMTC/BMC COMMAND

ARMY BRANDING: “We are the U.S. Army in Europe.” PROXIMITY TO NATO AND MULTINATIONAL PARTNERS: “We are shaping the international environment.”

UNMATCHED TRAINING CAPABILITIES AT HOME STATION AND ABROAD: “JMTC is a strategic asset, enabling a broad range of U.S. and multinational training events.”

UNMATCHED ABILITY TO REPLICATE THE BATTLEFIELD OF TODAY AND TOMORROW: “JMTC replicates the complex, unpredictable real-world environment, while providing realistic training to U.S. and Multinational partners.”

UNMATCHED QUALITY OF LIFE SUPPORT TO OUR SOLDIERS, CIVILIANS, AND FAMILY MEMBERS: “The BMC will continuously strive to provide neccessary services and programs at the highest level quality of service in order to build ready and resilient Soldiers and Families.”

GREAT STEWARDS OF THE RESOURCES ENTRUSTED TO THE AMERICAN PEOPLE AND OUR HOST NATION PARTNERS “We will continue to develop and deploy cost effective environmental and energy programs that bring us closer to energy security and instill environmental consciousness.”


31

TRAIN TO WIN!


32

IMPLEMENTATION: TARGETING APPROACH

We will use a target-based approach to implement our Roadmap to Excellence. Within the Army’s Operations process --- plan, prepare, execute and assess --- targeting provides the means to decide, detect, deliver, and assess (D3A) our capabilities as an organization to achieve desired objectives. Targeting is the process of selecting and prioritizing targets and matching the appropriate response to them considering operational requirements and capabilities (FM3-60).

The targeting process is a cyclical operation consisting of four phases according to ADRP 3-09 and FM 3-60:

PHASE I - (DECIDE):

Key stakeholders and the proponent for each line of effort or enabling function identify potential areas for improvement and recommends targets to address these deficiencies.

PHASE II - (DETECT): Key stakeholders and the proponent for each line of effort or enabling function conduct workinggroups to review, develop and properly align the proposed targets.

PHASE III - (DELIVER): Key stakeholders and the proponent for each line of effort or enabling function execute approved guidance in accordance with orders in order to achieve the desired outcome.

PHASE IV - (ASSESS): As continuous process key stakeholders and the proponent for each line of effort or enabling function compare the progress of operations to the initial vision and intent, the commander willadjust based on the assessment until the end state is achieved.


Targets must be continuously reviewed throughout the targeting cycle to ensure they continueto meet these guidelines. Proponents should regularly evaluate the status of their targets to determine what should remain active (keep as a priority action), be inactivated (temporarily suspended as an action), be modified (adjusted to improve alignment) or cancelled (discarded in favor of a higher pay-off action).

33

IMPLEMENTATION: TARGETING APPROACH

SUMMARY

Targets should be informed by and aligned with the results of existing meetings that currently feed into the LOE boards.

Targets must be developed and communicated during synchronization boards.

Each line of effort should have no more than 5-8 active targets at one time.

Once a target has been completed, declare it completed and replace it with a new prioritytarget.

Our targeting cycle includes execution of LOE boards. These boards ensure our targets continue to successfully achieve stated objectives and meet all expected outcomes. The boards propagate the targeting cycle by providing periodic decision approval and guidance.

The soundness of our targets will be essential to the success of the targeting process and by extension, our Roadmap to Excellence. We must make a concerted effort to ensure our targetingprocess remains on-track and produces measurable results. There are numerous areas where wecan improve; However, we cannot attack all of these deficiencies at the same time. Therefore,we must closely adhere to the following guidelines in order to keep the targeting process both prioritized and focused:

The JMTC and Bavaria Military Community represent the best of our Army. We continueto face a future characterized by uncertainty, complexity and rapid change that challenges ourability to prepare for future contingencies. Additionally, our community must contend withan unpredictable resource base that will likely continue to diminish over time. Consequently,our Team of strong and resilient Soldiers, civilians and Families must collectively developand implement innovative solutions to meet these new requirements. The operational design described in this campaign plan is a step to ensuring and achieving future success throughproper resourcing, rigorous implementation and sustained effort. It further represents a one community effort and enables a shared vision in pursuit of common goals.


34

1ST

QUARTER

2ND

QUARTER

3RD

QUARTER

4TH

QUARTER

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

ROTATIONALEXERCISES (REX)

BRIEF

G3 / S3CONFERENCE


BRIEF

GTALRSCHEDULINGCONFERENCE

WORLD CLASSTRAINING BOARD

SAFETY COUNCILMEETING




COMMUNITYHUDDLE


BRIEF


BRIEF


BRIEF


BRIEF

ROTATIONALEXERCISES

WORK GROUP

WORLD CLASSTRAINING

BOARD

TARGETINGWORK GROUP

MAT/PATROTATION

AAR FORUM

BUILD MNCAPACITY

BOARD

INSTALLATIONPLANNING

BOARD

COMMUNITYHUDDLE

COMMUNITYHUDDLE


BOARD

COMMUNITYHUDDLE

HEALTHPROMOTION

COUNCIL

HEALTHPROMOTION

COUNCILINSTALLATION

PLANNINGBOARD

COMMUNITYHUDDLE

HEALTHPROMOTION

COUNCIL

HEALTHPROMOTION

COUNCIL

COMMUNITYHUDDLE


BOARD


BOARD


BOARD


BOARD


BOARD

HEALTHPROMOTION

COUNCIL


BRIEF


BRIEF


BRIEF

MAT/PATROTATION

AAR FORUM

COMBINED TRAINING

CONFERENCE



BRIEF


BRIEF


BRIEF

MAT/PATROTATION

AAR FORUM

G3 / S3CONFERENCE



BRIEF


BRIEF


BRIEF

MAT/PATROTATION

AAR FORUM

G3 / S3CONFERENCE


BUILD MNCAPACITY

BOARD

BUILD MNCAPACITY

BOARD

TARGETINGWORK GROUP


BRIEF


BRIEF


BRIEF

ROTATIONALEXERCISES

WORK GROUP

WORLD CLASSTRAINING

BOARD

TARGETINGWORK GROUP

TARGETINGWORK GROUP


BRIEF


BRIEF


BRIEF

WORLD CLASSTRAINING

BOARD

TARGETINGWORK GROUP

ROTATIONALEXERCISES

WORK GROUP

ROTATIONALEXERCISES

WORK GROUP


BRIEF


BRIEF


BRIEF

WORLD CLASSTRAINING

BOARD

TARGETINGWORK GROUP

ROTATIONALEXERCISES

WORK GROUP

ROTATIONALEXERCISES

WORK GROUP

SUSTAINABLE INSTALLATION LOE COMMUNITY OF EXCELLENCE LOE BUILD MULTINATIONAL CAPACITY LOE WORLD CLASS TRAINING LOE

ANNEX A: CAMPAIGN PLAN BATTLE RHYTHM

(FY)

(FY)

(FY)

(FY)


35

ANNEX B - BOARD PARTICIPATION


V

DATEFOCUSEDLEADER

DEVELOPMENT

FULL DOMAININTEGRATION

FLEXIBLE AND ADAPTIVE

TRAININGSUPPORT

WORLD CLASS TRAINING LOE BOARD

(Quarterly)RAF/NRF

IPRsG3-S3

Conference

Combined TrainingConference

Range TrainingAreaWG

MAT/PATRotation

AAR Forum

TargetingWG

RotationalExercises

WG

REX Brief

InstitutionalTraining

WG

Bi-Monthly Input

Quarterly Input

V

Bi-Annual InputV V

As Conducted

V

V V

V

V

Monthly Input

BCT MRE AARs

As Conducted

36

ANNEX C - LOE FEEDER MEETINGS


WORLD CLASSTRAINING

V


V

EXPEDITIONARYTRAINING

CAPABILITY

SUPPORTNATO AND

ISAF

DEVELOP ANDSUPPORT

MULTINATIONALTRAININGCAPACITY

BUILD MULTINATIONALCAPACITY

LOE BOARD(Tri-Annual)RAF/NRF

IPRs

InstallationPlanning Board(Semi-Annual)

Combined TrainingConference

GTA Long RangeSchedulingConference

MAT/PATRotation

Conference

RotationalExercises

WG

JELC EventPlanning

and CoordinationREX Brief

InstitutionalTraining

WG

As ConductedQuarterly Input

V

Bi-Annual InputV

As Conducted

V

37


MULTINATIONALBUILD

CAPACITY


V

Monthly Input


V

INSTALLATIONREADINESS

ENERGY ANDWATER

EFFICIENCY ANDSECURITY

ENVIRONMENTALSTEWARDSHIP

38





LOE BOARD(Semi-Annual)BOSS

CommunityCouncil

(Bi-Monthly)


Monthly InputQuarterly Input

V

Environmental QualityControl Council

(Quarterly)

Safety CouncilFECA Council

(Quarterly)

Community EnergySteering Committee

(Quarterly)

Real PropertyPlanning Board(Semi-Annual)

Semi-Annual InputV

Bi-Monthly Input

V

CommunityHuddle

(Monthly)


39

OFCOMMUNITY

EXCELLENCE




LOE BOARD(Semi-Annual)Chaplians

Meeting(Weekly)

Community HealthPromotion Council

(Even Months)

CYSS ParentsPlanning Board(Semi-Annual)

Community FRG Forum(Quarterly)

EEOCouncil

(Quarterly)

Safety Council/FECA Council

(Quarterly)

EFMPCouncil

(Quarterly)

WTU Forum

(Quarterly)

Suicide PreventionTask Force

(Even Months)

BOSS CommunityCouncil

(Bi-Monthly)

CommunityHuddle

(Bi-Monthly)

Bde/Unit QOLWG

(Monthly)


Weekly Input

Monthly Input Quarterly Input

Semi-Annual Input

Monthly Input

SOLDIER,FAMILY AND

CIVILIANREADINESS

ENHANCED STAKEHOLDERPARTNERSHIPS

SOLDIER,FAMILY AND

CIVILIANWELL-BEING

LEADER ANDWORKFORCE

DEVELOPMENT

V V

V V

V

V



Documents

The JMTC BMC Campaign Plan 2013-2014