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Topic of Discussion: Analyze the concepts and theories you read about in F102, F105, F106, and F107; utilizing key language and terms from these concepts and theories, describe the relationship between sustainable readiness (F107) and acquisition categories (F105) and how it impacts manning the Army (F106) under the Global Force Management Process (F102).
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UNCLASSIFIED
CJCSI 3100.0lE
21 May 2021
JOINT STRATEGIC PLANNING
SYSTEM
JOINT STAFF
WASHINGTON, D.C. 20318
UNCLASSIFIED
UNCLASSIFIED
CHAIRMAN OF THE JOINT
CHIEFS OF STAFF
INSTRUCTION
J-5
DISTRIBUTION: A, B, C
CJCSI 3100.01E
21 May 2021
JOINT STRATEGIC PLANNING SYSTEM
References: See Enclosure J
1. Purpose. This instruction provides policy and direction from the Chairman
of the Joint Chiefs of Staff (CJCS) on the execution of the Joint Strategic
Planning System (JSPS). The JSPS is the method by which the Chairman
fulfills statutory responsibilities under Title 10, U.S. Code, maintains a global
perspective, leverages strategic opportunities, translates strategy into
outcomes, and develops military advice for the Secretary of Defense (SecDef)
and the President.
a. Section 153 of Title 10, U.S. Code requires the Chairman to perform six
primary functions to assist the President and the SecDef with planning, advice,
and policy formulation: (1) provide strategic direction for the Armed Forces;
(2) conduct strategic and contingency planning; (3) assess comprehensive joint
readiness; (4) foster joint capability development; (5) manage Joint Force
development; and (6) advise on global military integration (reference a).
b. The Joint Staff assists the Chairman with developing the products and
executing the processes described in this instruction.
c. The JSPS supports the Chairman’s interactions with the President,
Congress, SecDef, Joint Force, Services, National Guard Bureau (NGB), and
Combatant Commands (CCMDs).
2. Superseded/Canceled. CJCS Instruction (CJCSI) 3100.01D, “Joint
Strategic Planning System,” 20 July 2018, is hereby superseded. CJCSI
3050.01, “Implementing Global Integration,” 31 December 2018, is hereby
canceled.
3. Applicability. This instruction applies to the Joint Staff, Services, NGB, and
CCMDs.
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4. Policy. Sections 113, 151, 153, 161, 163, 164, 181, and 482 of Title 10,
U.S. Code provide the foundation for this instruction. Section 151 designates
the Chairman as the principal military adviser to the President, the National
Security Council, the Homeland Security Council, and the SecDef. Section 153
outlines the Chairman’s functions, and directs the Chairman to publish the
National Military Strategy (NMS), prepare an annual risk assessment of the
NMS, and submit an Annual Report on Combatant Command Requirements
(ARCCR) to the congressional defense committees. Section 113 identifies
specific areas in which the Chairman’s advice supports the SecDef. Sections
161, 163, and 164 outline the Chairman’s advice, communication, and
potential oversight roles with respect to the CCMDs. Section 181 establishes
the Joint Requirements Oversight Council (JROC) to assist the Chairman in
joint capability development responsibilities. Section 482 establishes
requirements for readiness reports. Department of Defense Directive (DoDD)
5100.01, Change 1, dated 17 September 2020, provides additional guidance for
the functions of the Joint Chiefs of Staff.
5. Definitions. See Glossary.
6. References. Throughout the instruction, citations appearing in the text are
for references that are listed in Part I of Enclosure J. Part II of Enclosure J
lists supplementary documents that provide additional context and
background information. These supplementary documents are also noted at
the end of each enclosure, as applicable.
7. Responsibilities. This instruction describes the JSPS and assigns
responsibilities.
8. Summary of Changes. CJCSI 3100.01D instituted significant changes.
These changes included the introduction of global integration as the foundation
of all JSPS processes and products, and the introduction of the Joint Military
Net Assessment (JMNA), Joint Strategic Campaign Plan (JSCP), and Global
Campaign Plans (GCPs). Additionally, the 2018 JSPS instruction highlighted
the increasingly important roles that concepts, doctrine, education, and
training play in shaping the future globally integrated Joint Force. The JSPS is
subject to continuous process improvement; the Joint Staff, in coordination
with the Joint Force, will identify opportunities to improve the efficiency of the
assessments process, increase responsiveness from concepts, to capabilities, to
acquisitions, and leverage advances in data analytics. This revised instruction
builds upon the 2018 instruction as follows:
a. Discusses the JSPS in the framework of the Continuum of Strategic
Direction with the three horizons of Force Employment, Force Development,
and Force Design.
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b. Introduces prioritization frameworks.
c. Introduces and explains the Consolidated Strategic Opportunities
Development (CSOD) process.
d. Introduces and explains the Global Integration Framework (GIF) and its
associated review process.
e. Clarifies the relationship between concepts and capabilities, and
introduces the Joint Force Integration Cell (JFIC).
f. Introduces the Capability Portfolio Management Reviews (CPMRs) to
provide options to optimize capability investments in priority gap areas.
g. Introduces the Joint Risk Analysis Methodology (JRAM).
h. Clarifies the concept of Comprehensive Joint Readiness.
i. Clarifies the roles of published and unpublished Joint Staff estimates
and assessments, introduces examples of published Joint Staff estimates and
assessments, and describes the timeline and relationships between
assessments.
9. Releasability. UNRESTRICTED. This directive is approved for public
release; distribution is unlimited on NIPRNET. Department of Defense (DoD)
Components (to include the CCMDs), other Federal agencies and departments,
and the public may obtain copies of this directive through the Internet from the
Chairman’s Directives Electronic Library at .
Joint Staff activities may obtain access via the SIPR directives Electronic
Library Web sites.
10. Effective Date. This INSTRUCTION is effective upon receipt.
For the Chairman of the Joint Chiefs of Staff:
AS, LTG, USA
Director, Joint taff
3
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Enclosures:
A
Introduction
B Strategic Direction
C Strategic and Contingency Planning
D Comprehensive Joint Readiness
E
Joint Capability Development
F
Joint Force Development Activities
G Global Military Integration
H Linkages and Dependencies
I
Summary Tables of JSPS Elements
J
References
GL Glossary
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21 May 2021
TABLE OF CONTENTS
Page
ENCLOSURE A – INTRODUCTION ………………………………………………………. A-1
Military Environment ………………………………………………………………….. A-1
Global Integration ………………………………………………………………………. A-1
Shared Understanding ………………………………………………………………… A-1
Risk ………………………………………………………………………………………… A-2
Military Advice …………………………………………………………………………… A-2
Joint Strategic Planning System Overview ………………………………………. A-2
Continuum of Strategic Direction ………………………………………………….. A-4
Planning and Development in Parallel and in Series …………………………. A-5
Management Responsibilities ……………………………………………………….. A-6
Supplemental Information ……………………………………………………………. A-9
ENCLOSURE B – STRATEGIC DIRECTION …………………………………………… B-1
Function Overview ……………………………………………………………………… B-1
National Military Strategy …………………………………………………………….. B-1
Prioritization ……………………………………………………………………………… B-2
Supplemental Information ……………………………………………………………. B-2
ENCLOSURE C – STRATEGIC AND CONTINGENCY PLANNING………….. …… C-1
Function Overview ……………………………………………………………………… C-1
Joint Strategic Campaign Plan ……………………………………………………… C-1
Global Campaign Plan Concept …………………………………………………….. C-3
Priority Challenge Cross-Functional Teams …………………………………….. C-4
Global Integration Framework Concept…………………………………………… C-5
Contingency Plan Reviews ………………………………………………………….C-5
Global Defense Posture ……………………………………………………………….. C-6
Supplemental Information ……………………………………………………………. C-6
ENCLOSURE D – COMPREHENSIVE JOINT READINESS……………………….. D-1
Function Overview …………………………………………………………………….. D-1
Annual Joint Assessment Survey …………………………………………………. D-2
Chairman’s Readiness System ……………………………………………………… D-2
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Joint Staff Estimates and Assessments …………………………………………. D-3
Chairman’s Net Assessments……………………………………………………….. D-5
Joint Military Net Assessment ……………………………………………………… D-5
Supplemental Information …………………………………………………………… D-6
ENCLOSURE E – JOINT CAPABILITY DEVELOPMENT……. …………………….. E-1
Function Overview ……………………………………………………………………… E-1
Joint Requirements Oversight Council……………………………………………. E-2
Joint Capabilities Integration and Development System …………………….. E-2
Support to Planning, Programming, Budgeting, and Execution …………… E-3
Supplemental Information ……………………………………………………………. E-4
ENCLOSURE F – JOINT FORCE DEVELOPMENT ACTIVITIES …………………. F-1
Function Overview ……………………………………………………………………… F-1
Joint Operating Environment ……………………………………………………….. F-2
Family of Joint Concepts ……………………………………………………………… F-2
Wargaming and Experimentation ………………………………………………….. F-3
Exercises, Training, and Lessons Learned ………………………………………. F-4
Joint Doctrine Development …………………………………………………………. F-5
Joint Professional Military Education …………………………………………….. F-5
Joint Force Integration Cell ………………………………………………………….. F-5
Supplemental Information ……………………………………………………………. F-5
ENCLOSURE G – GLOBAL MILITARY INTEGRATION……… …………………….. G-1
Function Overview …………………………………………………………………….. G-1
Unified Command Plan……………………………………………………………….. G-2
Chairman’s Risk Assessment……………………………………………………….. G-3
Global Force Management Implementation Guidance ………………………. G-3
Global Force Management Allocation Plan ……………………………………… G-4
Chairman’s Program Recommendation ………………………………………….. G-5
Supplemental Information …………………………………………………………… G-5
ENCLOSURE H – LINKAGES AND DEPENDENCIES ……………………………… H-1
Overview ………………………………………………………………………………….. H-1
JSPS Products: Translating Strategy to Outcomes …………………………… H-2
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Assessment Timeline Relationships ………………………………………………. H-3
Nominal JSPS Product Timelines ………………………………………………….. H-4
ENCLOSURE I – SUMMARY TABLES OF JSPS ELEMENTS ……………………… I-1
Summary Table of JSPS Elements ………………………………………………….. I-1
Transmission of Products to Congress …………………………………………….. I-3
ENCLOSURE J – REFERENCES …………………………………………………………. J-1
Part I — References……………………………………………………………………… J-1
Part II — Related…………………………………………………………………………. J-2
GLOSSARY ……………………………………………………………………………………GL-1
FIGURES
1. Joint Strategic Planning System …………………………………………………….. A-3
2. Continuum of Strategic Direction …………………………………………………… A-4
3. Global Integration Model ……………………………………………………………… G-1
4. JSPS Products: Translating Strategy to Outcomes ……………………………. H-2
5. Assessment Timeline Relationships ………………………………………………. H-3
6. Nominal JSPS Product Timeline ……………………………………………………. H-4
7. Nominal JSPS Product Timeline: Strategy to Global Force Management .. H-5
8. Nominal JSPS Product Timeline: Strategy to Budget …………………………. H-6
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ENCLOSURE A
INTRODUCTION
1. Military Environment. The crises and contingencies that the Joint Force
faces today are transregional (cutting across multiple CCMDs), all domain
(land, maritime, air, space, and cyberspace), and multi-functional (command
and control, intelligence, fires, movement and maneuver, protection,
sustainment, and information). Today’s competitors and adversaries
synchronize, integrate, and direct lethal operations and non-lethal elements of
power with increasingly accelerated sophistication. Our competitors and
adversaries will exploit the seams created by purely regional and functional
approaches.
2. Global Integration. The challenging global operating environment requires
the Chairman and the Joint Staff to employ an integrated global perspective,
and provide strategic direction for Joint operations across all domains and
regions to identify efficiencies and synergies, and to champion integration with
allies, partners, and the interagency at the national-strategic level. To that
end, the 2018 NMS defined global integration as the arrangement of cohesive
military actions in time, space, and purpose, executed as a whole to address
transregional, all-domain, and multi-functional challenges (reference b).
Global integration is a top-down framework and iterative process aligned
against three time horizons—Force Employment, Force Development, and
Force Design. The objective of global integration is to integrate operations and
resources globally and highlight force planning capabilities and tradeoffs to
enable senior leader decision making in support of National Defense Strategy
(NDS) objectives. In accordance with authoritative strategic guidance, global
integration provides an organizing framework for all JSPS products and
processes. See CJCS Manual (CJCSM) 3051.01, “Execution and Oversight of
Global Integration” (to be published in 2021), for a detailed discussion of the
deliberate, synchronized Joint Staff Battle Rhythm that supports this process.
3. Shared Understanding. Global integration requires a shared understanding
of threats, hazards, risks, and Joint Force trade-offs. Strategic assessments
provide the analytical foundation for this shared understanding. Essential
assessments include the JMNA, discussed in Enclosure D, and the Chairman’s
Risk Assessment (CRA), discussed in Enclosure G. These assessments
contribute to a wide-ranging, Comprehensive Joint Readiness analytical
baseline, and thus guide the development of the Chairman’s military advice on
global posture, readiness, risk, and the balance of near-term resource
decisions with modernization to maintain our competitive advantage.
Enclosure D provides an overview of Comprehensive Joint Readiness.
A-1
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CJCSI 3100.01E
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4. Risk. The JRAM supports the assessment of risk in the CRA, consistent
with Section 153(b)(2) of Title 10, U.S. Code. The JRAM is the primary JSPS
method for identifying, assessing, and managing military strategic risks to U.S.
interests, and military risks in executing the NMS (i.e., risks to the NMS
mission areas), as aligned with the NDS. The JRAM centers on the probability
and consequence of an event causing harm to something valued, expressed as
risk (reference c). In this methodology, risk is differentiated from the drivers of
risk (threats and hazards)—those factors which increase or decrease
probability or consequence. The JRAM underpins the CRA and assessments of
military risk across four dimensions: operational risk, force management risk,
institutional risk, and future challenges risk. See CJCSM 3105.01, “Joint Risk
Analysis,” for a detailed discussion of the JRAM.
5. Military Advice. The Chairman’s military advice represents apolitical (nonpartisan), professional military judgment on a wide range of Joint Force issues
and topics. The Chairman and the Joint Staff shall solicit and receive Service
and NGB perspectives on all plans through approved processes within the
JSPS, consistent with the Title 10, U.S. Code responsibilities of the Service
secretaries and Service chiefs to review, assess, and advise the SecDef on the
Services’ positions on plans, programs, and policies. The inputs of the
Services, NGB, CCMDs, and other agencies assist the Chairman in the
implementation of the NDS. The Chairman communicates military advice
through both formal and informal means. Enclosure G outlines the formal
JSPS military advice products as elements of Global Military Integration, as
each product enables senior leader decision making by integrating operations
and resources globally, and highlighting force planning capabilities and
tradeoffs to enable the NDS objectives.
6. Joint Strategic Planning System Overview
a. The JSPS is the primary method by which the Chairman fulfills CJCS
Title 10, U.S. Code responsibilities, maintains a global perspective, leverages
strategic opportunities, translates strategy into outcomes, and provides
military advice to the SecDef and the President. Figure 1 presents one view of
the JSPS oriented on the Chairman’s six primary functions identified in Section
153 of Title 10, U.S. Code. With the exception of the NMS, products prepared
by the Joint Staff for the Chairman to provide to the SecDef as formal military
advice are depicted in Figure 1 as elements of Global Military Integration (as
explained in paragraph 5). The NMS, however, is depicted in Figure 1 as an
element of Strategic Direction, because it is how the Chairman assists the
SecDef and President in providing for the strategic direction of the armed
forces.
A-2
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Enclosure A
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Comprehensive Joint Readiness
(Chairman’s Military Advice)
•
,, ,,
/
/
/
Strategic Direction
I
I
I
•
”
”
Global Military
Integration
Strategic and Contingency Planning
Annual Joint Assessment Survey (J-5)
Chairman’s Readiness System (J-3)
Chairman’s Net Assessments (J-8)
Joint Military Net Assessment (J-8)
I
CJCSI 3100.01E
21 May 2021
.
Campaign & Contingency Planning
Guidance (J-5)
Plans Review Process (J-5)
Support to Global Defense Posture
(J-5)
…. ….
Joint Capability Development
t———–~~
• Joint Requirements Oversight Council (J-8)
• Joint Capabilities Integration and
Development (J-8)
Support to Planning, Programming,
Budgeting and Execution (J-8)
•
‘
Joint Force Development
—+
Inform
Legend
· •
•
• Concepts(J-7)
• Experimentation (J-7)
• ·•
• Training (J-7)
~~
D President
••
—• •
Direct
Secretary of Defense
Chairman
Service Chiefs and
Combatant Commanders
•
• Lessons Learned (J-7)
~
Doctrine (J-7)
Education (J-7)
Figure 1. Joint Strategic Planning System
•
••
••
••
•
.
”
Unif ied
Command
”
Pl;an
0
/J-5
.
.
.
b. This instruction is organized by aligning JSPS products to one of the
Chairman’s six primary statutory functions, as depicted in Figure 1. The six
primary functions include: (1) providing strategic direction for the Armed
Forces, (2) conducting strategic and contingency planning, (3) assessing
comprehensive joint readiness, (4) fostering joint capability development, (5)
managing Joint Force development, and (6) advising on global military
integration (reference a). In addition to its organization by Title 10 functions,
this instruction also describes how the JSPS operates across the three time
horizons of Force Employment, Force Development, and Force Design. Note
that the time horizon of Force Development is not the same as the Title 10
function of managing Joint Force Development. The Force Development
horizon (2-7 years) is more closely aligned to the Title 10 function of fostering
Joint Capability Development. The Title 10 function of managing Joint Force
Development is actually more closely aligned to the Force Design horizon (5-15
years). Each of the six functions and the associated products are described in
Enclosures B through G. Enclosure H, Figures 4-8 depict the JSPS internal
linkages and external product dependencies by function and time. Finally,
Enclosure I summarizes JSPS products in a table format.
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CJCSI 3100.01E
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7. Continuum of Strategic Direction. With the Chairman’s Title 10, U.S. Code
functions as the statutory foundation, the Chairman uses JSPS to provide
strategic direction to the Joint Force across three time horizons corresponding
to how the Joint Force employs, adapts, and innovates to meet the
requirements of national policy and the defense strategy. These three time
horizons are: Force Employment (0-3 years), Force Development (2-7 years),
and Force Design (5-15 years). Activities across the three horizons enable the
Chairman to provide advice to the SecDef and President. Figure 2 presents the
JSPS through the lens of the Continuum of Strategic Direction.
National
Security Strategy
Unified
Command Plan
Contingency
Planning
Guidance
CJCS TIiie 10 Functions:
Strategic & Contingency Planning
(153.a.2)
Comprehensive Joint Readiness
3·•
1==
‘ 1=5=
=·-‘
=J= = = = = = = = = I JSCP (J-5)
– GCP & CSOD (J-5)
Force Employment
-GIF (J-5)
(0-3 yrs)
JEP, CEP, GIE (J-7)
GFMIG(J-8)
• Plans
-DRT(J-8)
• Force Management
– Assign. Tables (J-8)
• Decision Making
GFMAP(J-3)
..___ _ _ _ _ _ _….,…_ ___,CRA (J-5)
li
Global Integration
Objectives
JFRR (J-3)
Force Development
Adapt (2-7 yrs)
• Bridge Present & Future
• Incorporate Innovations
• Enable Senior Leader
AJA Survey(J-5)
JROC / JCIDS / CPMR (J-8)
Decision Making
CGA / ARCCR (J-8)
JMNA (J-8) – – – ~~
supportPPBE(J-8)
• Strategically Integrate
CPR (J-s)
CJTG & Doctrine (J-7)
• Force Capable of
Competing and Winning
Against Any Adversary
i1
Force Design
CJCS TIiie 10 Functions:
• Global Military Integration (163.a.3)
Innovate (5-15 yrs)
• New Concepts
• New Technologies
• Experimentation,
Analysis, & Wargames
Operations & Resources
FoJC / JWC (J-7)
GIWG(J-7)
JPME(J-7)
CJCS TIiie 10 Functions:
Joint Capability Development
(153.a.5)
Joint Force Development
(153.a.6)
Figure 2. Continuum of Strategic Direction
a. Force Employment (0-3 years). Force employment involves planning,
force management, and decision making. The Joint Force employs a joint
combined arms approach (defined as the conduct of operational art through
the integration of joint capabilities in all domains) in its plans to apply a global
perspective to strategy, campaigning, and operations across all domains in
multiple regions. For force management, the Joint Force implements the
Dynamic Force Employment (DFE) construct, as well as traditional employment
as directed in the Global Force Management Implementation Guidance
(GFMIG) and Global Force Management Allocation Plan (GFMAP), to fulfill the
defense objectives of the NDS and U.S. national interests in the National
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Security Strategy (NSS). For decision making, the Joint Force leverages
intelligence, exercises, and wargames to build mutual trust and habituate
effective communication that enables rapid decision making in times of crisis.
CJCSM 3051.01 provides additional guidance for crisis response by defining
the critical path for execution and oversight of global integration during the
force employment phase.
b. Force Development (2-7 years). The Joint Force adapts functions,
capabilities, and concepts to improve the current force. Force development
enables the Joint Force to improve warfighting capabilities through the
development of concepts validated by rigorous assessment and lessons learned
from current operations. Force development serves as a bridge between the
present day and the future, and provides a mechanism for incorporating
emergent innovations that enhance performance across the force and shape the
design of tomorrow’s Joint Force in accordance with NDS prioritization. As
explained in paragraph 6.b., the time horizon of Force Development is not the
same as the Title 10 function of managing Joint Force Development.
c. Force Design (5-15 years). The Joint Force constantly innovates to
discover new ways of operating, and to integrate revolutionary capabilities that
maintain and expand the competitive space in accordance with NDS
prioritization. The Joint Force innovates to retain and expand competitive
advantage against any adversary. Bold new warfighting concepts and leapahead technologies—those which enable rapid improvements over incremental
change—are tested by experimentation, and serve as catalysts for force
development to enable the Joint Force to operate differently.
8. Planning and Development in Parallel and in Series. The JSPS requires the
Joint Staff and the Joint Force to plan and develop key products both in
parallel and in series (sequence). Although the relationships between
documents are frequently described in this instruction as “Document A directs
or informs Document B,” it is common for Documents A and B, in practice, to
be developed by staff elements coordinating in parallel (with the publication of
B sometimes even preceding the publication of A). For example, the NDS and
NMS may be best developed in parallel and then released in quick succession.
Similarly, the development of products at the end of the “JSPS production line,”
such as the Chairman’s Program Recommendation (CPR) or GFMAP, should be
informed by drafts of forthcoming guidance documents, such as the NMS and
JSCP. It is worth highlighting this dynamic to remind all elements of the Joint
Staff and Joint Force that close collaboration and situational awareness across
elements is required to rapidly translate new strategic direction into every
aspect of Joint activity. This collaboration and situational awareness is aided
by the JSPS management mechanisms.
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CJCSI 3100.01E
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9. Management Responsibilities. The Directorate for Strategy, Plans, and
Policy (J-5) has overall responsibility to maintain, and recommend changes to,
the CJCSI 3100.01 Series (reference d). The Director, J-5, also has overall
responsibility for the planning and execution of forums that support
coordination of JSPS activities and products with CCMDs, Services, NGB, the
Office of the Secretary of Defense (OSD), and other relevant U.S. Government
departments and agencies. Active management of the JSPS through these
forums ensures that the Chairman can rapidly translate strategy to outcomes
and enable the Joint Force to move faster.
a. Management of the JSPS. The J-5 Deputy Director for Joint Strategic
Planning (DD-JSP) assists in active management of the JSPS by providing
oversight to a series of integrating forums that operate at different levels within
the Joint Staff and across the Joint Force. The Joint Staff Strategy Integration
Group (JSSIG) and Strategy Integration Board (SIB) conduct JSPS management
within the Joint Staff. The Joint Strategy Working Group (JSWG) and Joint
Worldwide Planners Seminar (JWPS) include the Joint Force and other
elements of the Department, as applicable, in the management of the JSPS.
(1) Joint Staff Strategy Integration Group (JSSIG). The JSSIG is an
action officer and branch chief-level body that conducts continuous
coordination and collaboration across the Joint Staff in support of the JSPS for
the Chairman. The J-5 Strategy Development Division (SDD) Chief oversees
the JSSIG, which convenes regularly to discuss cross-cutting issues and areas
for collaboration in the development of various JSPS products and, as required,
establishes sub-working groups. These sub-groups may include, but are not
limited to, a JSPS Revision Working Group, Annual Joint Assessment (AJA)
Survey Working Group, Joint Staff Independent Risk Assessment (JSIRA)
Working Group, and Integrated Priority List (IPL) Assignment Working Group.
(a) JSPS Revision Working Group. This working group reviews the
CJCSI 3100.01 Series and recommends changes to the SIB and the DD-JSP.
(b) AJA Survey Working Group. This working group develops and
reviews the AJA Survey structure and survey questions. The AJA Survey is a
formal, comprehensive data collection and analytical mechanism for garnering
CCMD, Service, and NGB perspectives on the strategic environment, threats,
challenges, opportunities, and risks. Enclosure D includes a discussion of the
AJA Survey.
(c) JSIRA Working Group. The JSIRA is an assessment of risk
developed by representatives from each Joint Staff directorate based on
independent input from the Intelligence Community (IC). The JSIRA is one of
two primary inputs to the CRA (AJA Survey responses provide the other
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primary input). The JSIRA is conducted through a series of JSIRA Working
Group meetings conducted prior to CRA development. Enclosure G includes a
discussion of the CRA.
(d) IPL Assignment Working Group. This working group reviews the
AJA Survey IPL submissions that are not assigned to the JROC and assigns
them to the appropriate Joint Staff directorate for review and action. The
Directorate for Force Structure, Resources, and Assessment, J-8, provides
direct support to this working group. The IPL working group recommendations
are forwarded to the J-8 Deputy Director for Requirement and Capability
Development. Enclosure D includes a discussion of IPLs.
(2) Strategy Integration Board (SIB). The SIB is a division chief-level
forum chaired by the J-5 SDD Chief. It convenes as needed with
representatives from all Joint Staff directorates. The SIB addresses difficult
Joint Staff issues and JSPS management challenges, and also reviews and
forwards recommendations from the JSSIG and sub-working groups to the DDJSP.
(3) Joint Strategy Working Group (JSWG). The JSWG brings together
action officers and O-6/GS-15-level strategic and operational planners and
assessors from the CCMDs, Services, NGB, and other relevant U.S. government
departments and agencies. As a JSPS management mechanism, the JSWG
facilitates Joint Force shared understanding and collaboration in the
development of JSPS products to translate strategy to outcomes. The JSWG
convenes at least twice per year, and is chaired by the SDD Chief on behalf of
the DD-JSP.
(4) Joint Worldwide Planners Seminar (JWPS). The JWPS brings
together general officer flag officer (GO/FO) and Senior Executive Service (SES)level strategic leaders from the CCMDs, Services, NGB, and other relevant U.S.
government departments and agencies to discuss strategic and operational
planning, execution, and assessment issues. The JWPS addresses difficult
Joint Force issues and JSPS management challenges, and also reviews and
forwards recommendations from the JSWG to the Director, J-5. The JWPS
convenes as needed, and is chaired
