NMETL Programs Executive Brief METOC ASW METRICS SYMPOSIUM

1. NMETL Programs Executive BriefMETOC ASW METRICS SYMPOSIUM David K Brown CFFC N721 B The NMETL Advocate Dynamics Research Corporation 18 November 2014

2. Slides to help connect the dots: NMETLS, NWTS and Continuums(Domains, Training, Lessons Learned, New Solutions,Effects-Based & Systems Thinking, Navy Enterprises and DRRS) David K Brown FFC N721B 757-836-0082 Dynamics Research Corporation

3. Tire Swing Cartoon http://www.uoregon.edu/~ftepfer/SchlFacilities/TireSwingTable.html

4. Four “V’s” from NMETLs Visualize Value Verify Validate

5. Outline • Goals • Questions • Purpose • History • METL Theory • NWTS and NMETLS and DRRS • Progress • NWTS Applications and the Way Ahead

6. Unclassified MAINTENANCE Fleet Response Plan (FRP) Get ready sooner Stay ready longer BASIC INTEGRATED DEPLOYED SUSTAINMENT FORCE UNIT GROUP MCO Surge Ready Lifecycle investment Surge for specific mission MCO Ready • Max deploy length: Multiple/single deployment (MDL / SDL) • Dwell: Time between deployments (Dw) • Homeport Tempo: Time at home station across FRP (HPT) Governed by New Metrics:

7. Executive Level NMETL Advocacy • “NMETL” is very easy to say- but takes an “Intellectual Capital” investment to comprehend. • Many new programs are revolving around the “METL” poles– CFFC’s NWTS is just one of them: DRRS, JCIDS, “T2” all require UNTL-METL knowledge • CNO’s Sea Enterprise message is another call for innovative leadership into continuous improvement systems and best practices. • Link to NWDC and UNTL website: www.nwdc.navy.mil

8. CNO Sea Enterprise • Senior leaders must drive transformation by setting aligned expectations. – NMETL Standards. • Leaders must create a continuous improvement culture by defining and measuring outputs, balancing risks and ensuring accountability. – NWTS process is a CPI engine. • Navy-wide alignment of organizations and processes must share best practices, leverage core competencies, and become more efficient and effective. -- NWTS process runs on Lessons Learned. • All must embrace best practices and employ lessons learned in a continuous improvement process. -- In step w/ NMETL-based NWTS! This process is LEAN SIX SIGMA ready! • All must develop “business acumen.” Leaders must become knowledgeable about the systems and processes leading to greater efficiency and effectiveness. -- A “Navy Ops Analysis System”– or “Readiness Enterprise” System or “Capabilities Development” System– one common process-many adaptations.

9. NMETLs and NWTS: Readiness and Continuous Improvement • Mission Analysis expresses COCOM and Navy Mission Requirements as “NMETLS.” • Mission Analysis-NMETL process can be applied to every new challenge. • NMETLs linked up, out, and down to supporting commands. • NMETLs align Navy with DOD Training Transformation. • Fleet Training aligns to NMETLs. • Plans and Accounts for Resources. • Gives clear target for H-S-I and systems operator training. • DRRS is MET-Based. Any entity can report via MET construct. • NWTS process integrates Navy Lessons Learned to drive improvements across • the DOTMLP-F spectrum

10. DOTMLP-F = “System” • Doctrine • Organization • Training • Material • Leadership Development and Education • Personnel • Facilities “SYSTEM” in new DOD Terminology

11. QUESTIONS?

12. What if…. • We had an “in place” system to focus all continuous process improvement for “cost-wise readiness”? and • It could focus on effectiveness as well as efficiency? • It incorporates best practices and Lessons Learned? • It is applicable across all domains and at any level? • It produces and updates • Aligned expectations • Mission Readiness and Performance data • MOPs/MOEs- “Metrics that Matter” • Future systems requirements and DOTMLP-F solutions • AND is primed for LEAN SIX SIGMA Applications!

13. O- O- D- A Sequence to Success Understanding and Awareness + Good Performance = Desired Results Observe Feedback Act Deming Lean Measured Decide Six Sigma Orient Analyzed

14. CPI vs Knowledge Base Curve CPI = Continuous Process Improvement Ideal CPI Knowledge base must expand as CPI curve grows Proficiency Time

15. CPI vs Knowledge Base Curve CPI during turnover/ discontinuities Proficiency Stagnant Knowledge base keeps CPI curve “flat” Time

16. Navy Enterprise and NMETL Progress • “Enterprise” Foundation • Mission Recognition and Identification • Mission Analysis • CONOPS & NMETLS • Systems and Programs CONOPS and NMETLS Systems and Programs Mission Analysis Mission "Things should be made as simple as possible, but no simpler." - Albert Einstein

17. What NMETL Training Will Cover here in METOC Excellence: • Introduction to NMETL-based Programs- “Universality” • Mission Analysis • What NMETLS are and how they are used • How NMETL Standards are derived • How exercises employ NMETLs • Where “Metrics” fit • An ASW “NMETL” review

18. Purpose • Strategy connects ends with ways and means. • NMETLs facilitate the connections between • High level concepts- e.g. the Naval Operations Concept and the Naval Enterprise, National Maritime Security Strategy & DOD Transformation. • Supporting programs and systems- e.g. FORCEnet, DRRS, JCIDS, Sea Power 21, Sea Warrior. • Actual organizations and commanders- e.g. SECNAV-CNO-USFFC-Fleet Commanders-Enabling SYSCOMS-TYCOMS-NWDC. • A major conclusion should be to drive NMETL advocacy throughout the Enterprise.

19. How to implement DOD Transformation? the Naval Enterprise? • How do you prepare* for ‘new’ war/ other “missions”? • What plans did Hannibal, Caesar, or Napoleon make to move and maneuver, perform ISR, apply firepower, provide logistics, command and control, and protect their forces and complete their mission?** • Were their “tasks” any different than what we must do today? • Or did just the conditions, systems and TTP change? • How can we state mission requirements as capabilities to be provided by DOTMLP-F enhancements?*** * And how do you know you’re winning? ** UJTL/UNTL background for Joint Training System *** NMETL framework for Navy Warfare Training System, (DRRS-N, JCIDS, FTCCS, TFIRM)

20. DOD Transformation and the Capabilities-based Four Phased Model A Conceptual “Continuous Improvement Engine” Requirements-Plans-Execution-Assessment MISSION REQUIREMENTS PLANNING Feedback IMPROVE MISSION PERFORMANCE Feedback Feedback ASSESSMENT EXECUTION Feedback Use Lessons Learned in Ops and Training events to push Transformation Innovation-flexibility-responsiveness-agility-readiness-accountability-efficiency “Sustained American competitive advantage in Warfare”

21. NMETLS • NTTP 1-01 (April 2005) says “NMETLs allow a commander to quantify both the level and scope of effort needed to achieve mission objectives.”

22. DOD Transformation and JTS-DRRS-JCIDS Progress • “Network Centric Warfare” 1991 • GPRA 1993 and OPLAN revisions in early 1990’s • UJTL development and applications- since 1993 • Task Libraries (SN-ST-OP-TA) and Conditions Library • Strategy to Mission to Task Analysis & METL framework • “Charts” and Templates • Supports: “Capabilities-based planning, force development, readiness reporting, experimentation, training and education, and lessons learned” • Joint Training System/ Joint Training Manual V.1 1995 • DOD Transformation- since 1998 • JCIDS CJCSI 3170.01 series- since 2001 • Training Transformation (T2) 2002 • DODD 7730.65 “DRRS:” “MET-based” started in 2002 • DOD Architecture Framework (DOD AF) V.1 Oct 2003 • DODD 1318.22 “Military Training:” METs and JTS- 2004 • Joint Capability Areas (JCAs) Tier 1 approved May 2005 DOD/JOINT Guidance

23. NWTS-FTS-FTC Progress • May 2002 Fleet Training Strategy V1 instituted NWTS as the process. • "Develop a training information management system by FY 2003." • Jun 2002 CFFC NWTS NMETL Policy message • Announced FTS-NWTS-NMETL development. • Dec 03 C2F/C3F NMETL Policy Message • Reinforced NMETL ownership development goals. • May 04 CFFC NWTS Update • Updated progress and assigned NWTP completion dates. • Mar 05 DCOM CFFC FTCCS P4 • Directs TYCOM/ NFCs to understand what is supposed to be happening. • Aug 05 CNO DRRS-N message • Reminded that we must begin reporting readiness to METs. • Feb 06 CFFC NMETL-NWTS Training availability • Announced N72 assistance for understanding NWTS and other N4-7 assistance for implementing DRRS-N based on METs. • May 06 CFFC DRRS-N and TFIRM Training Readiness message • Describes NTIMS Execution and Assessment and how we are going to get "T" pillar data. OPNAV-CFFC Guidance

24. NWTS-FTS-FTCProgress (Cont) • Dec 06 CFFC Fleet Training Continuum (2006) now says “FTC will be driven by the NWTS." "Through the Navy Warfare Training System (NWTS), the FT BoD will • Identify requirements (NMETLs) • Balance priorities (Tailor and prioritize for CCDRS) • Identify necessary resources- FTCCS & “entitlements” • Develop training plans- NWTPs • Analyze and assess fleet performance and the effectiveness of training processes- Data and Systems • Make recommendations to the Fleet Training Director (FFC N70) for investment strategies and training resource allocation (Entitlements). CFFC FTC Guidance to FTBOD

25. NWTS-FTS-FTCProgress (Cont) CFFC NMETL-NWTS Update 2 April 2007 - Reinforces guidance- original NMETLs built for “MCO”. - Updates CRAs and responsibilities- new NMETLS. - Emphasizes roles for Training Commands and WCOEs and NNWC’s special role. - “T” pillar data coming from NWTPs-Execution through NTIMS from TYCOM performance data warehouses or direct inputs. - Establishes resource data requirements for DRRS-N. - Mission Analysis-NMETL-NWTS and NTIMS and DRRS Training available. CFFC NMETL Update Apr 2007

27. NMETL framework Perform this task…. …. Under these conditions…. ….To this standard. How Do I Create an NMETL?

28. The Navy’s NMETL Process Common Language/ Framework Mission Analysis UJTL Navy Enterprise and Operating Concepts “NMETs” Level of War Plans/Orders NTTL Specify Conditions Doctrine Mission Essential Criteria Assigned Missions ROC-POE, OPTASKS, MCPs, MFT’s, Local Knowledge, Lessons Learned, Best Practices Establish Standards Annotate Supported Tasks Specified Tasks Commanders’ Guidance Implied Tasks ID Command-Linked Tasks NMETL

29. From Mission Analysis to NMETL6 Parts of a “METL” Measures and Criteria • Mission • Responsible Organization • Tasks • Conditions • Standards • Linkages Supported/ Supporting Links Command- Linked

30. Requirements and Capabilities • New “capability” = means and ways to execute a set of tasks to standards under specified conditions. (JCIDS, DOD 5000 series) • METL = Tasks, conditions and standards required to perform a command’s mission. (What we must do and how well!) • UJTL is central tool for expression of “capabilities” in terms of mission performance requirements. • “Joint capabilities-based planning, joint force development, readiness reporting, experimentation, joint training and education, and lessons learned.“

31. Task Libraries and METL Framework

32. OPNAVINST 3500.38B/MCO3500.26/USCG COMDTINST 3500.1B UNTL Version 3.0 30 January 2007 UNTL = NTTL + MCTL plus UJTL - Uses UNTL as “library of tasks” to define mission requirements • Output is J/ NMETL, used to prioritize training requirements. • Through ESORTS, DRRS documents task-centric readiness assessments based on joint and service mission essential task lists. Navy Warfare Training System (NWTS) Defense Readiness Reporting System (DRRS) Joint Concept Development and Integration System (JCIDS) Capabilities-Based Planning System - SECDEF directed focus on capabilities required for mission - Uses JCA mapping framework … linked to UJTL Task templates and Service task lists. - Acquisition portfolios defined by JCAs; JCAs defined by a UJTL task template … linked to Service task lists.

33. How Central Has “METL” Become? Joint Training System (JTS) Navy Warfare Training System (NWTS) - Defense Readiness Reporting System (DRRS) METL Capabilities-Based Planning System Joint Capabilities Development and Integration System (JCIDS) - Joint Lessons Learned System Navy Lessons Learned System

34. STRATEGIC NATIONAL Accomplish Objectives of National Military Strategy SN 3 EMPLOY FORCES SN 6 CONDUCT MOBILIZATION SN 2 DEVELOP STRATEGIC INTELLIGENCE SN 5 PROVIDE STRATEGIC DIRECTION & INTEGRATION SN 7 CONDUCT FORCE DEVELOPMENT SN 1 CONDUCT STRATEGIC DEPLOYMENT & REDEPLOYMENT SN 4 PROVIDE SUSTAINMENT Accomplish Objectives of Theater and Campaign Strategy STRATEGIC THEATER ST 3 EMPLOY THEATER STRATEGIC FIREPOWER ST 5 PROVIDE THEATER STRATEGIC COMMAND AND CONTROL ST 7 ESTABLISH THEATER FORCE REQUIREMENTS AND READINESS ST 8 DEVELOP AND MAINTAIN ALLIANCE AND REGIONAL RELATIONS ST 1 CONDUCT INTRATHEATER STRATEGIC DEPLOYMENT, CONCENTRATION, AND MANEUVER OF FORCES ST 2 DEVELOP THEATER STRATEGIC INTELLIGENCE ST 4 SUSTAIN THEATER FORCES ST 6 PROVIDE THEATER PROTECTION Subordinate Campaigns and Major Operations Accomplish Objectives of OPERATIONAL OP 5 EXERCISE OPERATIONAL COMMAND & CONTROL OP 1 CONDUCT OPERATIONAL MOVEMENT & MANEUVER OP 2 DEVELOP OPERATIONAL INTELLIGENCE OP 3 EMPLOY OPERATIONAL FIREPOWER OP 4 PROVIDE OPERATIONAL SUPPORT OP 6 PROVIDE OPERATIONAL PROTECTION Accomplish Objectives of Naval TACTICAL Battles and Engagements NTA 1 DEPLOY FORCES AND CONDUCT MANEUVER NTA 2 DEVELOP INTELLIGENCE NTA 3 EMPLOY FIREPOWER NTA 4 PERFORM LOGISTICS AND COMBAT SERVICE SUPPORT NTA 5 EXERCISE COMMAND & CONTROL NTA 6 PROTECT THE FORCE Universal Joint Task List (UNTL = NTTL + MCTL for Version 3.0)

35. UNTL Task Library Guidelines • Activities visible outside the command • Doctrinally based- should be able to find same words in Doctrine/ developing concepts (e.g. “maritime domain awareness” from National Maritime Security Strategy.) • Discrete events • Don’t define who/ how/ or a system • Don’t describe environmental issues (physical, military, or civil conditions) • Don’t duplicate an existing task • “Universal” • Feedback to • UJTL: ujtl.coordinator@jfcom.mil • UNTL: Navy UNTL/NMETLs link at www.nwdc.Navy.mil

36. Sample NTA from UNTL NTA 1.1.1 Prepare Forces For Movement • To assemble, inspect, and load personnel, equipment, and supplies in preparation for a tactical movement. • It includes procurement and storage of equipment and supplies, staging/marshaling and embarkation of naval forces on air and sea borne assets, estimating throughput, time phasing force movement, and establishing tactical formations. • It also includes completion of vital voyage repairs to the naval task force ships prior to movement. (JP 3-02 Series, 3-17, NDP 1, 4, NWP 3-02 Series, 4 Series, 4-01, FMFM 1-14) • Sample Measures • M1 Time To initiate movement. • M2 Percent Of equipment fully operational. • M3 Time To determine readiness of personnel, equipment, and supplies.

37. Sample NTA from UNTL NTA 1.2.6 Conduct Climatological and Meteorological Analyses • To determine climatological and meteorological conditions and limitations which may affect or impair operations (both afloat and ashore). • To include weather observation, collection, analysis, forecasting, determination of tidal and current conditions, predicted surf conditions, storm evasion tracks, and storm sanctuary sites. (JP 1, 2-0, 2-03, 3-0, 3-02, NDP 1, 2, 6, NWP 3 Series, FMFRP 0-50) • Sample Measures • M1 Hours Force delayed due to incorrect climatological/ meteorological projections. • M2 Hours To complete analysis. • M3 Percent Of climatological/ meteorological projections were accurate.

38. Sample NTA from UNTL NTA 1.2.7 Conduct Tactical Oceanographic Analysis • To determine the characteristics of the ocean and ocean bottom in order to analyze all factors to determine their impact on naval tactics and operations. (JP 3-59, NWP 3.59.1) • M1 Minutes To develop acoustic prediction. • M2 Percent Predictions accurate. • M3 Time To recognize change in acoustic conditions and update sonar search plan, weapons settings and tactics.

39. NTA 6 PROTECT THE FORCE ENHANCE SURVIVABILITY PROVIDE SECURITY FOR OPERATIONAL FORCES AND MEANS NTA 6.3 PERFORM CONSEQUENCE MANAGEMENT NTA 6.5 PROVIDE FOR OPERATIONAL SAFETY OF PERSONNEL AND EQUIPMENT NTA 6.6 NTA 6.1 NTAGraphs RESCUE AND RECOVER NTA 6.2 NTA 6.1.1 Protect Against Combat Area Hazards NTA 6.1.1.1 Protect Individuals and Systems NTA 6.1.1.2 Remove Hazards NTA 6.1.1.3 Positively Identify Friendly Forces NTA 6.1.2 Conduct Perception Management NTA 6.1.2.1 Employ Operations Security NTA 6.1.2.1.1 Employ Electronic Security NTA 6.1.2.1.2 Employ Concealment Techniques NTA 6.1.2.1.3 Employ Communication Security NTA 6.1.2.2 Conduct Deception in Support of Tactical Operations NTA 6.1.3 Conduct Counterdeception NTA 6.1.4 Conduct Counterpropaganda Operations NTA 6.1.5 Maintain Counterreconnaissance NTA 6.2.1 Evacuate Noncombatants from Area NTA 6.2.2 Conduct Personnel Recovery NTA 6.2.2.1 Perform Search and Rescue (SAR) NTA 6.2.2.2 Perform Combat Search and Rescue (CSAR) NTA 6.2.2.3 Conduct Tactical Recovery of Aircraft and Personnel (TRAP) NTA 6.2..2.4 Conduct Submarine Escape and Survival NTA 6.3.1 Protect and Secure Area of Operations NTA 6.3.1.1 Establish and Maintain Rear Area Security NTA 6.3.1.2 Protect/Secure Operationally Critical Installations, Facilities and Systems NTA 6.3.1.3 Provide Harbor Defense and Port Security NTA 6.3.1.4 Protect Lines of Communication NTA 6.3.1.5 Establish and Enforce Protection Perimeter NTA 6.3.1.6 Conduct Surveillance Detection Operations NTA 6.3.1.6.1 Evaluate Base Security Procedures NTA 6.3.1.6.2 Operate Low Level Source Networks NTA 6.3.2 Conduct Military Law Enforcement Support (Afloat & Ashore) NTA 6.3.2.1 Manage Enemy Prisoners of War NTA 6.3.2.2 Maintain Law and Order NTA 6.3.2.2.1 Assure Traffic Safety and Security of Routes NTA 6.3.2.2.2 Review and Apply Use of Deadly Force Rules NTA 6.3.2.2.3 Employ Military Working Dog Assets NTA 6.3.2.3 Manage Refugees and Refugee Camps NTA 6.3.3 Combat Terrorism NTA 6.5.1 Provide Disaster Relief NTA 6.5.2 Coordinate Damage Control Operations NTA 6.5.3 Provide Emergency Assistance

40. METOC Organizations/ Functions ?Under Represented? • NMETLs exist centered on command, unit or CWC function • “METOC” tasks not just in “2’s” note “CSG or ESG” CDR NMETL • Feedback to • UJTL: ujtl.coordinator@jfcom.mil • UNTL: Navy UNTL/NMETLs link at www.nwdc.Navy.mil • NWTS should be able to assist in closing METOC* training gaps • ? What’s the “NWTS”? NAVY WARFARE TRAINING SYSTEM *FOTC, CWC, Joint, Strike, ASW, MIO, …..

41. Conditions Conditions are variables of the operational environment or situation that may affect performance. Categorized as physical, military or civil. Environment is the immediate situation or circumstance in which tasks must be performed (e.g. Air temperature). Conditions linked to tasks in the METL are ones that will impact achievement of task standards. Termed “relevant” conditions. Example. • Reference number and title: C 1.2.1.7 Sea Room • Definition. • Availability of space for maritime maneuver. Includes dynamic factors such as confining ice, submerged wrecks, or potentially damaging floating objects such as logs. Applies especially to coastal polar, littoral, or riverine environments. • Descriptors. Unrestricted (open ocean); Moderate (some confining factors); Confined (coastal and riverine waters) No inherent Likert scale from the Library. Only from context of a METL!

42. Conditions 1.0 Physical Environment 3.0 Civil Environment 2.0 Military Environment 2.1 Mission 2.2 Forces 2.3 Command, Control, & Communications 2.4 Intelligence 2.5 Deployment, Movement, & Maneuver 2.6 Firepower 2.7 Protection 2.8 Sustainment 2.9 Threat 2.10 Conflict 1.1 Land 1.2 Sea 1.3 Air 1.4 Space 3.1 Political Policies 3.2 Culture 3.3 Economy

43. TaskCriterionMeasure NTA 3.2.2 Attack Enemy Land Targets 90 Percent of targets destroyed STANDARDS, Measures & Criteria Measures • Distinguish among varying levels of task performance • Allow commanders to establish standardsconsistent with mission requirements • Provide basis for evaluation and assessment of performance (e.g., Task performance evaluation and readiness assessment) Criteria: Same as Balanced Scorecard “Targets” Standard = Measure + Criterion

44. Measures – Performance Dimensions • Commander may require measures of different dimensionsof performance to describe required level of performance • Time to Perform • Rate of Movement • Accuracy • Completeness • Durability/Reliability • Power • Cost • Range/Mobility • Lead Time • Effectiveness • Coordination • Integration • Efficiency

45. Standards- Examples CriteriaMeasure • Less than 10 (Mins) Minutes to recover a man overboard • 30-45 (Seconds) Seconds between aircraft launches • >45 knots Sustained average speed for 1200 NM transit • >95 (%) Percent of planned air operations meet schedule • None Of ordnance delivered caused collateral damage • Yes All procedures followed …and STANDARDS drive performance!

46. NMET Measures Guidance • Categories: Input, Process, Output, Outcome • Focus on “Process” and “Outcome” (or “Product”) • Simple, • Reflect commander’s guidance • Reflect understanding of task and its contribution to mission success. • Sensitive to impact of changing conditions • GO-No Go measures discouraged • Use both absolute and relative scales • Criteria set by “capabilities” inherent in DOTMLP-F system design

47. Linkages • NMETLs are not isolated- but LINKED to supporting/ supported Commands and organizations. • “Supporting” tasks are performed by organizations within Commander’s span of control. (CG supports ADC supports CSG CDR) • “Command-linked” tasks are performed by organizations outside of the Commander’s control. (METOC supports CG, ADC and CSG CDR)

48. Building an NMETL

49. The Navy’s NMETL Process Common Language/ Framework Mission Analysis UJTL Navy Enterprise and Operating Concepts “NMETs” Level of War Plans/Orders NTTL Specify Conditions Doctrine Mission Essential Criteria Assigned Missions ROC-POE, OPTASKS, MCPs, MFT’s, Local Knowledge, Lessons Learned, Best Practices Establish Standards Annotate Supported Tasks Specified Tasks Commanders’ Guidance Implied Tasks ID Command-Linked Tasks NMETL

50. UJTL NTTL MISSION ANALYSIS IDENTIFIES TASKS Joint Planning & Execution Joint Mission Requirements (JMET) Mission C Mission B SN 3.5.8 SN 4.1.2 ST 8.1 ST 7.1.6 ST 5.1.4 Coordinate Information Sharing Arrangements & Cond/Stds Acquire, Train, Supply, and Transport Personnel & Cond/Stds Foster Alliance & Regional Relations and Security Arrangements & Cond/Stds Determine Theater Force Size and Structure Requirements & Cond/Stds Monitor Worldwide and Theater Strategic Situation & Cond/Stds Mission A Geographic Combatant Commander Concept of Opns Eject armed forces from country YY Strategic Etc. ST 2.1 ST 5.3.2 ST 6.1 ST 4.2.4 OP 4 OP 6.2.4 Establish Intelligence Requirements & Cond/Stds Develop Theater Strategy & Cond/Stds Provide Theater Aerospace and Missile Defense & Cond/Stds Coordinate Training of Units and Personnel & Cond/Stds Provide Operational Support & Cond/Stds Provide Positive Identification of Friendly Operational Forces & Cont./Stds JFC A JFC B Concept of Opns JFC C Gain and Maintain Air Superiority Etc. Operational OP 2.2.2 OP 6.1.4 OP 5.1 OP 6.3 Collect Information on Operational Targets & Cond/Stds Counter Enemy Air Attack in Theater of Opns/JOA & Cond/Stds Acquire ... Communicate Information and Maintain Status & Cond/Stds Protect Systems and Capabilities in …JOA & Cond/Stds MARFOR JFACC/NAVFOR ARFOR Concept of Opns NAVFOR Conduct Offensive Counter-air AFFOR Etc. Tactical SOC F/A-18 NTA 1.5.1 Occupy Combat Area & Cond/Stds NTA 3.1.2 Select Target to Attack & Cond/Stds NTA 3.2.1 Attack Enemy Maritime Targets & Cond/Stds NTA 5.4.3 Synchronize Tactical Operations & Cond/Stds F-15 CVW F-16 Concept of Opns F-14 Navy Mission Requirements (NMET) EA-6B