Student Workbook Block IV - Craftsman Course PDF

L6AZW3F171 00AA STUDY GUIDE/WORKBOOK TECHNICAL TRAINING Services Craftsman Course Block IV: Readiness & Plans Supports POI dated 08 Aug 2022 37th TRAINING WING 37th TRAINING GROUP 345th TRAINING SQUADRON Fort Gregg-Adams, VA OPR: 345th TRR DESIGNED FOR AETC COURSE USE. NOT INTENDED FOR USE ON THE JOB 1 L6AZW3F171 00AA THIS PAGE INTENTIONALLY LEFT BLANK 2 L6AZW3F171 00AA The purpose of this Study Guide/Workbook is to assist with developing technical skills, required for the Services career field, as well as enhancement and comprehension of the information. Table of Contents UNIT 1 Contingency Planning ------------------------------------------------------------------------------------------------- 4 a. Identify relationship of basic facts and terms about PRIME RIBS Mission. --------------------------------- 4 b. Identify basic facts and terms about Base Support Plan (BSP) Continuity of Operations (COOP).----- 4 c. Identify basic facts and terms about War Mobilization Plan Volume 1, Services Supplement.--------- 8 d. Identify basic facts and terms about Operational Plans (OPLANS) -------------------------------------------- 9 e. Identify basic facts and terms about Global Force Management. -------------------------------------------- 14 f. Identify relationship of basic facts and terms about Force Augmentation. --------------------------------- 15 g. Identify basic facts and terms about Force Beddown ------------------------------------------------------------ 15 i. Identify basic facts and terms about Time Phased Force Deployment Data (TPFDD) Management. - 20 j. Identify basic facts and terms about Deployment Requirements Manning Document (DRMD). ------ 22 k. Identify basic facts and terms about Unit Type Code (UTC) Concepts. -------------------------------------- 22 l. Identify basic facts and terms about Service War Reserve Material (WRM) Assets. ---------------------- 24 m. Identify relationship of basic facts and terms about Basic Expeditionary Airfield Resources (BEAR) Assets.--------------------------------------------------------------------------------------------------------------------------- 27 n. Identify relationship of basic facts and terms about SITREPs. ------------------------------------------------- 30 o. Identify basic facts and terms about After Action Reports. ---------------------------------------------------- 32 UNIT 1 Contingency Planning Unit Review----------------------------------------------------------------------------- 34 UNIT 2 Readiness Office Concepts ------------------------------------------------------------------------------------------ 39 a. Identify relationship of basic facts and state general principles about Unit Deployment Manager and Readiness Manager Responsibilities.------------------------------------------------------------------------------------ 39 b. Identify relationship of basic facts and state general principles about Readiness Reporting. --------- 42 c. Identify relationship of basic facts and state general principles about Supply and Equipment Management. ----------------------------------------------------------------------------------------------------------------- 44 UNIT 2 Readiness Office Concepts Unit Review ---------------------------------------------------------------------- 46 UNIT 3 Contingency Quarters ------------------------------------------------------------------------------------------------ 48 a. Identify relationship of basic facts and state general principles about Contingency Quarters Accountability. ---------------------------------------------------------------------------------------------------------------- 48 b. Identify relationship of basic facts and state general principles about Self-Help/Contract Laundry Planning Requirements. ---------------------------------------------------------------------------------------------------- 53 UNIT 3 Contingency Quarters Unit Review ---------------------------------------------------------------------------- 55 3 L6AZW3F171 00AA UNIT 1 Contingency Planning a. Identify relationship of basic facts and terms about PRIME RIBS Mission. Services personnel must be trained to respond to any situation. The Services career field’s scope of responsibility is to support peace time and war time missions. The Force Support Readiness Program is designed to organize, train, and equip personnel to provision Combatant/Geographic Commanders with capabilities that support personnel in any environment with sustainment and quality of life services. Prime RIBS Mission As a Services Craftsman your charge is to support the Prime RIBS mission which does not only include being fully qualified to perform Services duties, but to also plan, conduct, evaluate, and document training for the Airmen within your scope of responsibility. Our mission as Services Craftsman spans the globe and will arise from not only man-made but natural disasters as well. In addition to bare base capabilities, we are assigned the responsibility of evacuation for DAF members, dependents, other US citizens and designated aliens from threatened areas abroad or in anticipation of/in response to local disasters. Part of this mission is laid out in an installation Base Support Plan and Continuity of Operations plans. b. Identify basic facts and terms about Base Support Plan (BSP) Continuity of Operations (COOP). As a Services Journeyman you may be called on to provide information for a BSP. A BSP is primarily developed for main operating bases or collocated operating bases with a permanent AF presence. Information required from Services units is dependent on the nature of the activity. For Dining Facilities, how many meals can be produced per meal period, and during a 24-hour period, assists Senior Leaders on the installation in the decision-making process. For the Fitness Center, operations during an emergency may shift from fitness and sports to contingency lodging. The BSP is prepared in two parts: BSP Part I-- identifies resources and capabilities at a forward operating site by functional area. BSP Part II—allocates Part I resources and identifies limiting factors and/or shortfalls to support a specific operation plan. BSP Part II development is normally synchronized to support the adaptive planning cycle and publication of supporting plans. Planning documents include:    Supported and supporting operation and concept plans. Time phased force and deployment data including all service’s data. Wartime Aircraft Activity Report. 4 L6AZW3F171 00AA   War reserve materiel authorization documents. Contingency in-place requirements Units will document all resources or capabilities residing on an AF installation regardless of service (Army, Navy, Marine Corp, Coast Guard) or component (regular or air reserve component) in the BSP Part I. Contracted resources and capabilities at an AF installation will be documented in the BSP by the owning unit. BSP Planning Cycle All installations will maintain a BSP Part I. Information for installation BSP Part I’s are entered into the Base Support and Expeditionary (BAS&E) site planning system, which is the mandatory AF system of record. All AF units will provide base support information to the supporting service, when requested. Joint basing implementation guidance deviations will be documented in the installation’s MOA or memorandum of understanding (MOU). Air component commands will identify subordinate installations required to maintain a BSP Part II. AF units at Joint bases where the AF is the supported service will not maintain a BSP Part II. Installations that are required to maintain a BSP will update their Parts I & II at least biannually, BSP Part IIs will be updated in conjunction with significant operations plan changes. BSP Approval and Security Classification The wing/installation commander (or equivalent) will approve the base support and expeditionary support plans. The MAJCOM/A4 will conduct a BSP conference at the planned operating base to review and revise BSPs, as required. Security Classification for the BSP Part I is normally unclassified and marked “For Official Use Only.” Classification for the BSP Part II is the same level as the operation plan it supports. Continuity of Operations (COOP) As Services personnel the nature of our duties defines our operations as mission essential. The personnel assigned to our installation rely on Force Support units to provide basic services that during an emergency have a significant impact on their mission accomplishment. DAFI10-208 Continuity of Operations (COOP) Program provides guidance on mission essential operations and functions of the Air Force across a wide range of potential emergencies and establishes guidance and procedures for reporting the location and availability of Headquarters Air Force (HAF) key personnel and MAJCOM commanders. 5 L6AZW3F171 00AA Mission Essential Functions (MEFs) All levels of command will plan, budget, and be prepared to execute MEFs. Additionally, they will support execution of AF MEFs and DoD Primary MEFs and project forces to support Combatant Commanders. When directed by SecDef they will support civil and humanitarian requests. Continuity requirements must be incorporated into the daily and routine operations of organizations to ensure rapid response to a wide range of emergencies, including local or regional natural disasters, health-related emergencies, man-made disasters, accidents, technological or attack-related emergencies. Continuity Responsibilities Air Force military, civilians, and contract personnel with continuity responsibilities must know what actions to take with minimal warning across a wide range of potential emergencies. Continuity is a primary enabler of operational capability and is focused on maintaining the capability to perform the mission and essential functions which comprise the mission during any emergency for a period of 30 days or until normal operations can be resumed. Personnel Considerations Military, civilian, and contractor positions with COOP responsibility need to be identified for normal and emergency procedures. Alert and notification procedures for continuity personnel should be established with alternates available through recall procedures. Additionally, accountability procedures need to be established for all AF personnel. Force health protecting is another consideration that should be addressed when planning COOP procedures. Reference installation's Disease Containment Plan (DCP) or source document for disease containment guidelines. DAFI 10-2519, Public Health Emergencies and Incidents of Public Health Concern, provides guidance to protect installations, facilities, and personnel during public health emergency incidents. Finally, procedures and expectations for personnel that are not designated as continuity personnel needs to be established. In preparation for emergencies, organizations should have telework policies in place that provide employees with instructions, procedures and expectations. Telework policies and procedures should be incorporated into continuity plans. Installation COOP plans will include transportation, communications, facilities, and essential records guidance based on DAFI10-208. 6 L6AZW3F171 00AA Continuity Program Management Cycle Plans and Procedures: Prior to writing the COOP plan, organizations should complete a thorough analysis of the mission and functions of the organization, supporting activities, systems, communications, and essential records/data necessary for successful mission execution. Test, Training, and Exercise: Continuity requirements should be incorporated in daily operations to ensure rapid response to a wide range of emergencies. Installation exercises and unit training also fulfill this requirement. COOP exercises should include a test of ability to operate across a wide range of functions in a degraded cyber environment. Evaluations, After Action Reports, and Lessons Learned: Following Unit Effectiveness inspection and installation exercises, Wing Inspection Teams (WIT) and IG will perform After Action Reports (AAR) to identify strengths, weakness, and best practices. This allows units to improve on their COOP plans and training. Develop Corrective Action Plans: After AAR's have been established, the next step is developing a means to track corrective actions for identified discrepancies. The corrective action plan should have milestones for progress. 7 L6AZW3F171 00AA c. Identify basic facts and terms about War Mobilization Plan Volume 1, Services Supplement. The War Mobilization Plan (WMP) is the DAF support plan to the Joint Strategic Capabilities Plan. The five volumes of the WMP extend through the Future Years Defense Program to provide continuity in short- and mid-range war and mobilization planning. It provides current planning cycle policies and planning factors for the conduct and support of wartime operations. It establishes requirements for development of mobilization and production planning programs to support sustained contingency operations of the programmed forces. The WMP encompasses all functions necessary to match facilities, manpower and materiel with planned wartime activity. Volume 1—Outlines basic war and mobilization policies. Volume 2—Provides plan listings and summaries. Volume 3—Gives force disposition and availability based on DAF programs and the Joint Strategic Campaign Plan. Volume 4—Portrays (by operating location) planned aircraft activity that implements each approved aircraft deployment, employment, and support operation plan. Volume 4 arrays Volume 5 funded theater sorties down to individual units. Volume 5—Outlines basic planning factors and reflects sortie and flying-hour data for use in planning war and mobilization requirements. It represents the approved and funded AF position on sortie rates, duration, and flying-hour requirements by mission design series to support the AF programmed and mobilization force levels. When planning for short- and mid-range war and mobilization DAF Services centers planning off the War and Mobilization Plan Volume 1. Volume 1 consists of support planning factors that allows the US military to project forces anywhere around the world. The WMP serves as the Air Forces roadmap to support the Joint Strategic Capabilities Plan, which is the Chairman of the Joint Chiefs of Staff vehicle to conduct joint operations. When planning for operations, considerations that should be included are, if any, short- or longterm geographic, weather, or medical factors that would require adjusting the WMP factors. For Services an example of these factors would be in arid regions, the availability of water could affect laundry services during the initial beddown until reliable sources are developed. 8 L6AZW3F171 00AA d. Identify basic facts and terms about Operational Plans (OPLANS) As a Services Craftsman your involvement in the OPLAN process will typically remain in the execution phase. Understanding the elements that go into OPLANs will help in the execution of the mission(s) you will become a part of. OPLANs can be for wartime or peacetime operations. Roles and Responsibilities 9 L6AZW3F171 00AA Force Structure As discussed in the Manpower lessons, manpower equates to funds, the type of function and personnel (military or civilian, AD ARC, or ANG) will determine how much of what type of funding will be needed. Force structure is the composition of Department of Defense organizations, both military and civilian, which comprise, and support defense forces as specified by the national defense authorization acts and defines the organizational hierarchy through which leadership authorities are exercised. To account for all the forces and infrastructure, a framework was established by the DoD for senior decision makers to organize and display every dollar, person, and piece of equipment using the Future Year Defense Program (FYDP). This framework is defined by two types of organizational categories; forces and infrastructure and reflects a division of labor between them. To further define forces and infrastructure for this framework, forces are part of the operating force and infrastructure are activities that operate from a fixed location to sustain the operating force. Remember that forces refers to the personnel and equipment that engage in direct warfighting activities and infrastructure supports forces through facilities, equipment, and personnel. By breaking out resources into definable category senior leaders can determine the correct employment of the manpower and assets available to meet the operation that they are planning for. If we consider the mission for the AFSCs assigned to Force Support units and the services that we provide our fellow Airmen it appears clear why these AFSCs are grouped together. Our Mission is People. 10 L6AZW3F171 00AA Forces Force element activities cover a range of combat and organic support activities. Organic activities include logistics units, support manpower and equipment, communications and intelligence units, and the operational headquarters that directs the forces. These resources encompass the range of activities designed to operate under the operational command of the combatant commanders. This means that the vast bulk of military force structure is organic support. Operating forces are organized into:    Combat Combat support Combat service support 11 L6AZW3F171 00AA OPLANS and Readiness & Plans OPLANS set the stage for Phases of Operation. Readiness and Plans members operate in a contingency environment as prime readiness in base services (RIBS) members that may be prepared to deploy to support mission requirements that span the globe. DAFTTP 3-4.34 Expeditionary Force Support Operation Ch 2. Fig. 2.1 12 L6AZW3F171 00AA 13 L6AZW3F171 00AA e. Identify basic facts and terms about Global Force Management. Global Force Management (GFM) GFM is the process of aligning force assignment, allocation, and apportionment methodologies in support of national defense strategy and joint force availability requirements. This process is developed by the Chairmen of the Joint Chiefs of Staff to plan proactively the manning, resources and risks associated with managing US military forces. The GFM Allocation Plan is the Sec Def’s deployment order authorizing the transfer of forces, or joint individual augmentees, from a supporting combatant commander and/or service secretary to another combatant commander. Global Force Management Methodology The military department is responsible for assigning specified forces to unified and specified combatant commands or to the United States element of the North American Aerospace Defense Command under Title 10 USC Section 162. Force assignment fulfills this responsibility and allows forces the capability to perform missions assigned to those commands. The President prescribes force structure for each combatant command and the Sec Def shall ensure assignment are consistent with this directive. Assigned forces are those uniformed military forces placed under combatant command (command authority) of a unified or specified commander by the direction of the Sec Def. Under current policies, allocated forces may be provided through one of two specific global force management allocation supporting processes: rotational force allocation in support of combatant commander annual force needs, and emergent force allocation in support of combatant commander emerging or crisis-based requests for capabilities and forces. https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodm/826003m_vol1.pdf?ver=M 4okoiscIPvlAT1odYDk5g%3D%3D In other words, regularly scheduled deployments are rotational force allocations (AFFORGEN) and emergent force allocation is out of cycle deployments to meet an urgent war or peacetime incident. An example of an emergent force allocation would be in 2011 the Libyan Civil War brought USAF personnel into the conflict through closed air support. Aviano Air Base received 1,300 personnel from units all over USAFE to support this mission. Some personnel were not tasked within their deployment cycle to meet this requirement. Video: https://www.dvidshub.net/video/111110/aviano-prepares-billeting-short-version Changes to GFM Changes to manning in a combatant command need to be changed on the Time Phased Force Deployment Data (TPFDD) through AFPC by the component staff. A GFM force tracking number change request is required for any changes that affect the Joint Capabilities Requirements Manager requirements. The AFPC requirements managers build the rotational requirements and provide the TPFDD to the supported component staff for review prior to each rotation period. Any additional force 14 L6AZW3F171 00AA capabilities or changes to the existing force requirements generates a new or modified deployment order. The component staff immediately submits a deletion request upon determination the force capability is no longer required. f. Identify relationship of basic facts and terms about Force Augmentation. With the initiative to train our airmen to be Multi Capable Airmen (MCA), force augmentation is not a new concept. Our airmen need to be prepared to fill the roles that may be outside their regular assigned duties. Many Services Airmen have augmented other AFS’s manning by serving as SF or CE augmentees (Other Country National (OCN) deployments). With the MCA initiative, that augmentation is comes with in depth training to broaden our capabilities and meet the needs of our mission. g. Identify basic facts and terms about Force Beddown Imagine you’re planning a camping trip with 1,099 of your closest friends, because there is a significant amount of work that needs to be done to make sure everyone has what they need for the trip, you and all your friends choose to divide responsibilities. On a massive camping trip like this planning should be made in advanced so everyone knows their roles and responsibilities. Some friends may head out to the camping area ahead of everyone else to make sure things are set up and a good location for the camp site is selected. This scenario is a basic premise of force beddown. Force beddown is the capabilities of support personnel to provide expedient facilities for troop support and provide a platform for those troops to project the force. This is the infrastructure aspect of the framework that was discussed in the previous lesson. These facilities may include modular or kit type substitutes that are packaged in Unit Type Codes (UTCs). Force beddown facilities are comprised of core FS and CE UTCs and include dining halls, billeting, religious support, clinics, and hygiene facilities. When DAF beddown and sustainment support is unavailable, the supported command, Service, or agency must provide logistical sustainment requirements. Agile combat support presents capabilities in a modular/scalable approach which are referred to as building blocks. Assets are prepared/pre-positioned for quick response. With these modules, planners can flow assets incrementally, which supports effective force beddown. The DAF developed a force module concept that tailors force packages to specific expeditionary tasks and allows systematic presentation of capabilities to rapidly open an airfield, generate a certain level of sorties, establish operational capability, and sustain air, space, and cyberspace operations. Phases of Operation Open the Airbase – Airbase opening is accomplished by inserting combat and combat support forces into an operating location capable of conducting tasks required for effective stand-up of initial airfield operations and reception of follow-on forces. Includes airfield operations, C2, 15 L6AZW3F171 00AA airfield survey, and air traffic control. Initial operating capability should be established within 24 hours after forces arrive, regardless of mission. This phase is where force beddown begins. C2 Force Element – Provides permanent command and control (C2) capabilities to air and space expeditionary wing or group structure. This capability assumes control of the operating location from Open the Airbase element to C2 capability within hours of arrival. Services management teams arrive with this element. Services responsibility during this phase of the operation is planning beddown operation to ensure activities are sited properly to support projected population. Establish the Airbase - Force beddown expands during the Establish the Base phase of operations and this phase is the largest force element. The establish element brings in the assets required to prepare the base to receive the weapon systems and other support aircraft. The components of this element bring the beddown to initial operational capability (IOC) to receive the operate the base force element, typically the weapon system (e.g., fighters, tankers, or tactical airlift). It provides for fielding of the life-sustaining functions necessary for force beddown and base operating support (BOS). Services responsibilities during this phase includes lodging, establishing dining facilities, transition from MREs to heat and serve UGRs, ensure mortuary affairs capabilities are established, and begin initial laundry support through Self-Help Laundry (SHL) from War Reserve Materiel (WRM) or local contract. Generate the Mission – This force element is capability dependent and based on effects. During this phase of operations combat capability systems are deployed. This element can deploy within 36 hours and typically begin to arrive on C+2. This includes mission systems, operators, maintenance, munitions, petroleum oils and lubricants (POL) operations, and medical support. Operate the Airbase – This force element contains mission support forces needed to achieve full operating capability (FOC) and make IOC of the airbase mature and robust. Services responsibilities during this phase include expansion of life sustaining programs and introducing quality of life (QoL) activities such as recreation, fitness, NAF resale, and AAFES support. During this phase, planning for sustained operations includes transitioning from temporary shelters to semi-permanent facilities. Robust the Airbase – This typically won’t arrive till 30 days after the operating location is established and includes support forces that were not provided in the previous force elements (establishing an LRC). The force element will also robust the current forces and capabilities already in place. Force Beddown Planning Force beddown planning should occur prior to the Open the Base phase. Part of the Force Beddown plan is an expeditionary site plan which is prepared for locations without a permanent DAF presence. Site plans will only include enough data to make initial beddown decisions. So, during the beddown planning process consideration needs to be made for any contingency that should occur. The BAS&E system is used to conduct site surveys and a full site survey is required to develop a BSP or expeditionary site plan. 16 L6AZW3F171 00AA Beddown Sites During the site selection process an expeditionary site survey is conducted at forward operating sites. The air component command (A4) will identify which locations within its area of responsibility are likely candidates for conducting contingency operations. Locations are determined from theater engagement plans, combatant commander’s staff inputs, intelligence information and other authoritative data sources. Considerations for site selection include antiterrorism and integrated defense capability and requirement, threat assessments, pavement evaluation, airfield suitability assessment, pre-deployment site surveys, landing and drop zone assessment, and beddown assessments. Functions Primary functions for Services personnel include field feeding, contingency quarters, mortuary affairs, and laundry support. For field feeding Services goal is to transition from MREs to hot meals. Services personnel must partner with CE on site for power, environmental control, refrigeration, water supply and drainage. Services is typically responsible for temporary shelter erection and equipment instillation. During site preparation Services personnel should work closely with CE personnel to ensure customer flow and access are considered when utilities are established. Additionally, mortuary affairs should be in a location away from the view of base population to the greatest extent possible. Consideration should also be made for expansion of current capabilities with follow on assets. Feeding Feeding platform progression should transition from an initial feeding platform of MREs and UGRs to three hot meals per day by Day 30. Meals provided after Day 30 may be in the form of UGRs with health officer approved, locally obtained supplements. Pre-prepared rations may also be used, consistent with menu guidelines to help meet the unique needs presented by rapidly increasing populations or unexpected surge conditions. The end game is to be ready to use newly arriving A-rations with the availability of more comprehensive kitchen capabilities provided by BEAR sets. Contingency Quarters Force beddown requires temporary shelters or retrofitted facilities that can provide forces with a secure location for rest. Services responsibility during force beddown planning and execution is to utilize the resources and site location during initial beddown, while keeping in mind follow on forces and surge capabilities. To do this Services personnel should work with PERSCO to determine current boots on ground and anticipated inbound personnel. This should be verified daily. UTC to support force beddown include personnel and equipment that are designed to support specific populations in increments of 275 or 550 personnel. Beddown capacity is the number of bedspaces available to house forces and should evolve as the base transitions from initial 17 L6AZW3F171 00AA operations to more sustained environment. Capacity is determined by comparing available bedspaces to required bedspaces. Planning considerations for contingency quarters includes: 1) Location type and local conditions 2) Reception and beddown of forces (initial and projected) 3) Types and numbers of resources (manpower, facilities, assets) immediately available and projected 4) Where to site WRM structures Laundry The Self-Help Laundry (SHL) UTC provides 10 washers and 20 dryers for 550 personnel. However, to reduce customer wait time and build residual capacity it is recommended that 2 SHL UTCs be requested during the planning phase of operations. Other considerations to address during planning are geographic location, weather, or medical factors. For arid environments the availability of water may not be reliable during initial beddown. Depending on the number of beds the expeditionary medical facility has, will determine the pounds of laundry needed to support. Mortuary Mortuary Affairs support during initial beddown should establish, a Mortuary Affairs Collection Point (MACP), temporary interment site, and Search and Recovery (S&R) team. Facilities should be physically separated from the main living and working areas of the base. It should be located in a high, dry ground area with good drainage. Additionally, it should be up wind of the dining facility and as far away as possible, however maintain easy access to the 18 L6AZW3F171 00AA flightline, medical and personnel services. If possible natural cover should be available at the site or artificial cover should be used. There should be an access road for vehicles. Controlling access to the area from unauthorized personnel and news media from entering the area through an Entry Control Point. S&R capabilities are primarily built during the sustainment operations of a deployment, however deployed FSS personnel should have an initial capability of 11 trained members during Establish the Base phase of beddown. Initial supplies are contained in the RFSER UTC package. This UTC is the initial supplies and may need to be augmented with supplies procured through contacting or additional WRM assets. Temporary interment is only permitted as a last resort. Having a location predesignated will ensure when required the site is available for immediate action. Work with CE to determine interment location is level, free of large obstacles, away from main roads and populated areas. Resource Management Budgets should be developed by day 60 of beddown, however accountability of WRM assets should begin during initial beddown. After initial beddown the focus should shift from Establishing the Base toward efforts to Robust the Base. This means the mind set should shift to procuring more assets to support a larger population. At this time, it is also important to establish continuity binders for subsequent rotation of Service personnel. 19 L6AZW3F171 00AA i. Identify basic facts and terms about Time Phased Force Deployment Data (TPFDD) Management. Time Phased Force Deployment Data (TPFDD) The TPFDD describes the movement of forces and assets for an operation, whether it be requirement or capabilities driven. The TPFDD indicates the time frame for delivery, mode of transport, type of unit, location of forces or assets prior to deployment, and destination for those forces or assets. TPFDD is utilized across all military branches and will also indicate which branch of Service will be allocated for the deployment. Specifically, the TPFDD is the electronic data portion of a plan that exists in Joint Operation Planning and Execution System (JOPES), where detailed requirements, capabilities, and movement data to support AF, joint, and combined plans are listed. JOPES is the DOD directed single, integrated joint command and control system for conventional operation planning and execution that includes policies, procedures, reporting structures, and personnel, supported by the command, control, communications, computers, and intelligence systems. A TPFDD contains critical information, including time-phased force data by commencement dates (C-dates) to specific destinations. Combined with Unit Type Codes (UTCs), it includes the number of personnel and equipment required at a location. DAF translates information provided in JOPES into Deliberate and Crisis Action Planning and Execution Segments (DCAPES) to meet it's unique force planning, sourcing equipment and personnel requirements, transportation feasibility estimation, civil engineering support, and medical planning. DECAPES integrates AF planning and execution automated processes into JOPES As discussed in the OPLAN lesson, decisions flow from the SecDef down to the unit. The SecDef transmits the decision to allocate forces via the Global Force Management Allocation Plan process through the force provider’s chain of command to the unit or individual. The force provider conducts deployment planning and documents the TPFDD with deployment and movement criteria. TPFDD management encompasses requirements determination—including timing, sourcing, verification, and validation of forces—and continued maintenance of the TPFDD. This initiates the joint deployment process. The TPFDD enables timely operational capability assessments to facilitate joint force projection planning and execution in support of national objectives and operational missions. For contingency and crisis action planning, planners at the supported component headquarters (HQ) develop the AF requirements, by UTC, in the TPFDD to express the total expeditionary force needed to meet the specified mission objectives. These unique requirements are called unit line numbers (ULN). 20 L6AZW3F171 00AA Types of TPFDDs Requirements-driven- Associated with written operation plans (OPLAN), concept plans (CONPLAN), and operation orders (OPORD). This type contains the Air Force presentation of forces in support of a specific requirements-driven plan. Air Force planners support the requirements-driven TPFDDs by building, sourcing, verifying, and validating unit line numbers (ULN) to the component headquarters and the supporting or supported combatant command. Examples of requirements-driven TPFDDs include, but are not limited to: Contingency planning TPFDDs as required by the Joint Strategic Capabilities Plan (JSCP) or other defense planning document. Crisis action planning TPFDDs include, but are not limited to, imminent/on-going combat operations, humanitarian relief operations (HUMRO), noncombatant evacuation operations (NEO), and rotational operations. Capabilities-driven - Used to assess methods for organizing, training, equipping, and sustaining air, and space forces to meet defense strategy requirements. The capabilities-driven TPFDDs are normally those that depict an Air Force capability not directly associated with a specific requirement. This TPFDD shows a capability representing the Air Force commitment to respond, 21 L6AZW3F171 00AA fulfilling war-fighting and operational requirements. Unlike requirements-driven TPFDDs, capabilities-driven TPFDDs are normally service owned. Air Force planners at all levels support capabilities-driven TPFDDs by building and sourcing ULNs to ensure support to a potential operational requirement or assess overall operational and population driven Air Force capabilities. Examples of capabilities-driven TPFDDs include: AFFORGEN force element and operational capability packages (OCP). Libraries base level assessment (BLA) including Air Force-specific exercise TPFDDs used to support war games and/or studies in support of strategic analyses. j. Identify basic facts and terms about Deployment Requirements Manning Document (DRMD). The DRMD is a consolidated document that describes the requirements for a specific deployment, contingency or exercise and it informs MAJCOMs, Numbered Air Forces, and Wings on the personnel requirements for fulfilling their exercise, deployment, and contingency needs. As the TPFDD described the timeline for deploying personnel and assets and how those forces and equipment will move, the DRMD explains who will need to fulfill the requirement. The DRMD is completed using the deployment manning requirements (DMR), which describes the type of personnel required for the specific operation the DRMD is required to fill. Functional Area Managers (FAMs) ensure installation deployment readiness cells (IDRC) and installation personnel readiness (IPR) elements are informed of wing AFFORGEN sourcing using DCAPES. In the wing, the IPR is assigned responsibility for the AFFORGEN sourcing and verification process. Every contingency, deployment, or exercise tasking that is built, created, and flowed contains necessary information and other data elements relevant to the process. The DRMD serves as the UMD for contingencies, deployments, and exercises. As the UMD is determined by the Manpower career field so is the DRMD. Expeditionary manpower programming is based on approved mission requirements and assumptions stated in the national military strategy and other supporting documents. It focuses on total (not merely in-theater) requirements and force structure in order to respond to threats specified in the national military strategy. This programming and planning is projected up to six years into the future and is presented by Manpower in the format of Unit Type Codes (UTCs). k. Identify basic facts and terms about Unit Type Code (UTC) Concepts. UTCs are illustrated as a five-character alphanumeric designator which uniquely identifies each type of unit in the Armed Forces. Units are identified by the Joint Chiefs of Staff as combat, combat support, or combat service support. Most UTCs consist of two separate parts: MISCAP-mission capabilities statement describes the capabilities of the UTC, what the force can so and what the conditions under which they will deploy. Manpower Detail-manpower required to accomplish the mission described by the MISCAP. 22 L6AZW3F171 00AA The force support force element defines the initial UTCs/capabilities required to stand-up a bare base under the AETF construct. It also represents the movement of functional capability from Establish the Airbase, Operate the Airbase, and Robust the Airbase into sustainment. Services UTCs change as technology and world situations change, however they are designed around the population supported. Manpower has ratios developed based on population summary (POPSUM). POPSUM is the total number of forces that require support from the base supportintegrator and provider. The population supported drives the EFSS forces, facilities, and equipment required, or UTCs. An example would be; to support a population of 550, food service personnel required would fall in the ratio of 1 x 3F1 for every 50 people. This would look like: 550 ÷ 50 = 11 (3𝐹𝐹1𝑠𝑠) For equipment UTCs sizing is packaged to support populations in increments of either 275 or 550. This is to tailor packages to meet the needs of a variety of geographic locations and missions. This concept of right sized sets with a variety of playbook options was developed from the Air Force lessons learned program. These UTCs make up the DRMD and are the basic building blocks for force packaging methodology. UTCs may be composed of manpower, equipment, or a combination of manpower and equipment. UTCs also enable DAF planners to document total manpower and logistics requirements to supports OPLANs and execution activities. Squadron Commanders are responsible for training personnel assigned to UTCs and must budget for equipment associated with those UTCs. They are also responsible for identifying individuals to fill UTCs and validate the availability of UTCs within in DCAPES. 23 L6AZW3F171 00AA l. Identify basic facts and terms about Service War Reserve Material (WRM) Assets. War Reserve Material (WRM) In the Food and Water Defense lesson we talked about, when a deployed environment is contaminated, the cooking equipment on site should not be used to cook any rations. This is where WRM can come into play. These assets are typically considered for austere environments to establish a base, however in certian circumstances they can be utilized as a COOP to sustain forces till decontamination or more robust assets are established. WRM are enterprise-managed, dynamically-positioned equipment vehicles and consumables, to support operations across the full range of military operations and to reduce the time required to achieve an operational capability or produce an operational effect. Pre-positioned WRM (PWRM) are strategically located to ensure a timely response in support of combatant commander requirements during the initial phases of an operation. WRM assets are linked to UTCs that are presented as force generation sets and force generation modules. Force generation sets contain equipment, vehicles, consumables, munitions, and medical UTCs to enable operational capabilities. Force generation modules are composed of multiple force generation sets pre-positioned in support of combatant commanders. Force Generation Sets are composed of multiple UTCs that provide a specific operational capability, which include Establish the Base, Generate the Mission, and Operate the Base. Basic Expeditionary Airfield Resources (BEAR) The BEAR force generation set provides personnel support, infrastructure, and flight line support at forward operating sites. There are three general types of support in the BEAR force generation set; Personnel Support, Infrastructure Support, and Flight Line Support. Personnel Support BEAR sets are the most common force generation assets that Services personnel will work with and includes tents, messing, hygiene sets, environmental control units, and heaters. This package meets the requirements to provide the specific operational capability, Establish the Base. 24 L6AZW3F171 00AA Financial Planning, Programming, Budgeting and Execution Deployment Deployment of WRM is authorized under the following conditions: 1) If an exercise is scheduled for less than 90 days 2) Pending establishment of a supply account at gaining location. 3) Pending inventory and acceptance of Readiness Spare Package(s) at gaining location Readiness Spare Package (RSP) – is an air transportable package of spare equipment/parts and related maintenance supplies related to the weapon or support system. These items are designed to make the equipment functional and repair the end items in the field for up to 30 days until resupply can be established. 25 L6AZW3F171 00AA Sustainment While WRM are in the supported unit, all maintenance is the responsibility of that unit. Should maintenance and repair be beyond the capabilities on site the supporting unit will report the problem to the storing unit. The expeditionary CE will take responsibility for BEAR assets and deployment of those assets for forward operating bases. The expeditionary LRS materiel management personnel are responsible for storing, managing, issuing, and accounting for BEAR RSPs at forward operating sites. Redeployment The expeditionary installation commander will submit a request for a reconstitution team to redeploy BEAR assets/systems. CE will be responsible for synchronizing base closure actions to meet base closure timelines. A BEAR base closure team will be established to identify requirements and coordinate actions required to close the base. Reconstitution Supported organizations will return all WRM in serviceable condition to the storing unit or allocate funds to repair or replace deployed assets. Transportation Transportation planning for WRM is shared by the storing and supported units. The supported air component command will identify transportation movements from an alternate storage location to the planned operating bases in the supported command’s operation plan Time Phased Force Deployment Data, base support plans, and alternative planning document(s). Time Phased Force And Deployment Data (TPFFD) - Time-phased force data, non-unitrelated cargo and personnel data, and movement data for the operation plan, including: inplace units, units to be deployed to support the operation plan with a priority indicating the desired sequence for their arrival at the port of debarkation, routing of forces to be deployed, movement data associated with deploying forces and the estimate of transportation requirements that must be fulfilled by common-user lift resources as well as those requirements that can be fulfilled by assigned or attached transportation resources. 26 L6AZW3F171 00AA m. Identify relationship of basic facts and terms about Basic Expeditionary Airfield Resources (BEAR) Assets. As discussed in the War Reserve Materiel lesson UTCs are packages of assets and personnel. BEAR is a capabilities-based force, focused on configuring forces and packages that are flexible enough to support full spectrum military operations. BEAR UTCs meet the Department of the Air Force requirement for a light and lean capability to support AFFORGEN force elements. Through lessons learned, BEAR sets have been tailored to meet mission needs through right sized sets and a variety of playbook options. BEAR assets are maintained at storing units, which allows them to be dynamically positioned for agile deployment. Prime RIBS personnel should know when to expect arrival of BEAR assets and phase construction to meet the beddown capacity to support the waves of inbound forces based on the force element model. The TPFDD is the source document that will tell contingency planners and forces when BEAR assets are scheduled to arrive on site. BEAR assets, facilities, and equipment are the most common type of resources at contingency locations. Tent-based systems for facilities are known as BEAR shelters. Shelter Systems 27 L6AZW3F171 00AA Shelters systems are designed to sustain extended erection of 10 years with a shelf life of 20 years. Small shelter systems can be set up by a trained crew of 6 personnel in 9-man hours (1.5 hours from placement to erect) and the medium shelter system can be set up by trained crew of 6 in 24-man hours (4 hours from placement to erect). Each shelter is transportable in a container that can be moved by forklift. BEAR Housekeeping Sets For Lodging, housekeeping sets are packaged sets with shelters, cots, lighting systems, basic water and electrical systems, latrines, and showers. This prevents the need for Services personnel to acquire tents, cots, and other associated items separately. BEAR 150 Housekeeping Set (UTC XKB1A) – Also known as Swift BEAR or B150, is a standalone package that support a maximum of 150 personnel for approximately 5 days. It provides austere shelter (12 persons per tent, cots, and environmental control), basic hygiene, low voltage electrical generation and distribution, and forklift support. The set weighs 44 tons and requires 17.5 pallet positions (one C-17) to airlift. BEAR 550 Initial Housekeeping Set (UTC XFBH1) – also known as B-550I is a standalone package providing the base camp with environmentally controlled contingency quarters, feeding, and hygiene to support 550 personnel in small shelters (tents). The set includes 48 SSS for field contingency quarters (12 people per tent on 576 cots), insect netting, environmental control units, and two SSS for the self-help laundry. The set weighs 229 tons and requires 78 pallet positions (six C-17s) to airlift. BEAR 550 Follow-On Housekeeping Set (UTC XFBBF) - or B-550F can be deployed in conjunction with the 550I to support an additional 550 personnel. This is an additive package which increases support from 550 with the 550I to 1100 personnel. It provides additional field contingency quarters, latrine, environment control unit (ECU), high and low voltage electrical generation and distribution, water distribution and camp lighting. The set weighs 188 tons and requires 61 pallet positions (five C-17s) to airlift. This is a follow-on housekeeping set to support and establish the base. Self-Help Laundry (SHL) system (UTC XFWLS) – Provides self-help laundry services for 550 personnel at austere bases. Set includes 1 shelter, 10 washers, 20 dryers, and mobility spares readiness package (MSRP). It is recommended during the planning stage to request 2 of these packages for the Establish the Base phase of operations to reduce customer wait times and establish residual capacity. Planning should also include sourcing commercial off-the-shelf (COTS) units and contract laundry services. BEAR Single Pallet Expeditionary Kitchen (SPEK) (UTC XFWTF or Unit UTC RFSEK) – the SPEK is a lightweight, quick response kitchen designed to provide hot meals using UGR heat and serve (H&S). It provides meals for 550 with UGRs and a high-efficiency burner. A team of 6 personnel can ready the platform and start feeding within 4 hours of arrival of rations and equipment. Designed for initial contingency feeding and for periods up to 30 days. WRM SPEKs arrive palletized in a dedicated expandable container, while base owned systems use a three28 L6AZW3F171 00AA section tent, extendable, modular, personnel (TEMPER) tent. The package includes a 2-kW generator that powers the SPEK. When the BEAR kitchen arrives the SPEK can be incorporated into the BEAR, moved to another on-site location to support flightline meals or an isolated portion on the site, or reconstituted for return or forward deployment. BEAR Type 1 (UTC XFWKP) – is a portable electric kitchen (PEK) is all electric and provides an austere base with the messing capability to feed up to 550 personnel with three UGR-H&S meals, three UGR-A, or three hot meals per day. The BEAR Type I PEK enables 11 cooks to prepare a hot meal in a maximum of three hours. All tools, supplies, and equipment, except electrical and water supplies, that are required to unpack, set up, operate, maintain, strike, and repack the facility are supplied in six BICON/internal slingable unit (ISU)-90 shipping containers. The footprint for the PEK requires a site that is approximately 140 feet by 100 feet and should have good drainage, be free of rocks and underbrush, sheltered from high winds, and accessible to the rest of the installation. There are 5 distinct subsystems of the PEK: appliances and equipment, electrical, water, shelter, and flooring. A crew of 10 personnel can completely set up the system within four 12-hour duty days, and completely disassemble and repack within thee 12-hour duty days. BEAR Mortuary (UTC XFWXN) – This package includes resources to support 500 personnel. It consists of one small shelter system, one Advanced Design Refrigerator (ADR)-300 refrigerator, 15 transfer cases and 100 human remains pouches, and other specialized equipment. To increase capabilities to support 1000 personnel, request an addition ADR-300 (UTC XFWCH). 29 L6AZW3F171 00AA n. Identify relationship of basic facts and terms about SITREPs. SITREPs are not typically used in our day-to-day operations, and when you encounter this type of reporting it will normally be in a deployed environment. Information in a SITREP is provided to higher headquarters, so information should be concise and include the most important statistics to enable them to make the most informed decisions. Situation that would require your activity to provide a SITREP include: 1) 2) 3) 4) 5) 6) Involvement in critical national or international situations Involvement in natural or manmade disasters and/or emergency-relief efforts Significant operational deficiencies that affect mission readiness Other activities or ongoing operations to include defense support to civilian authorities. Units receiving aircraft or personnel due to natural disaster evacuations. When directed by a higher headquarters. SITREPs are submitted by Commanders at all levels when ongoing event warrant one. These reports are provided to the MAJCOM and Air Force Service Watch Cell (AFSWC). AFSWC transmits SITREPs to the National Military Command Center for Joint Staff directed reports. SITREPs are developed daily, or as required and provide higher levels of command information on the current situation and identify potential problems that will need to be addressed. When compiling a SITREP you may be required to provide specific information that your leadership has requested. However, there may be situations that will require you to determine what information to be included. When required to determine what needs to be communicated, consider what information are significant factors relating primarily to readiness, programs, and logistics. The report should highlight key activities and address items provided in previous reports. When filling a SITREP out avoid duplicating a previous report to ensure the information provided is brief and concise. The requirements for SITREPs is found in DAFMAN10-206 Operational Reporting (OPREP). SITREP Construction There are some general guidelines for a SITREP to meet the intent of highlighting key information while ensuring the brevity of the report. Making the report easy to read enables your unit to communicate to higher headquarters the health of your operation and any required needs. - SUBJECT LINE: Is the first line of the report and identifies key data concerning where and when the report is originating from, this should look like; AF SITREP, Date Time (time zone Zulu) Group of the report, Unit, Base, State. Example: AF SITREP, 250800ZDEC2014, 436 AW, Dover AFB, DE. - GENERAL: This section of the report provides a summary of the big picture for the unit and includes the following information: significant unit mission readiness degradation, current 30 L6AZW3F171 00AA deployments, and projected deployments and requirements. If there is no information to include in this section use the acronym Nothing Significant to Report (NSTR) - OPERATIONS: This section is used to describe the offensive and defensive operation of a unit. If there is no information to report, then enter the acronym: NSTR - INTELLIGENCE & RECONNAISSANCE: A brief overview of the situation in terms of operations, order of battle, capabilities, and threat changes. If there is no information to report, then enter the acronym: NSTR - LOGISTICS: Information in this section provides a picture of the support capabilities of the unit and highlights any challenges that need to be addressed, for Services, information required here will be information on bedspaces for Lodging, days of subsistence back stock, days of MREs/UGRs on hand, and surge capacity of the Lodging, Dining Facility, and Fitness Center. If there is no information to report, then enter the acronym: NSTR - COMMUNICATIONS CONNECTIVITY: Report significant communication outages, incompatibilities, quantitative equipment deficiencies, traffic volume, etc. If there is no information to report, then enter the acronym: NSTR. - PERSONNEL: Report factors affecting readiness of forces or units; mobilization status; daily battle casualties (e.g., killed in action, wounded in action, and missing in action), and the impact of all casualties sustained upon the command’s mission capability. Services personnel provide status update for the processing of remains in the TMEP/MACP in this section. If there is no information to report, then enter the acronym: NSTR - SIGNIFICANT POLITICAL-MILITARY-DIPLOMATIC EVENTS: Information not reported on intel report systems but may have significant impact if not monitored. If there is no information to report, then enter the acronym: NSTR - COMMANDER'S EVALUATION: Summary of the SITREP based on the Commander’s evaluation of the information provided in the report. If there is no information to report, then enter the acronym: NSTR 31 L6AZW3F171 00AA o. Identify basic facts and terms about After Action Reports. AARs are part of the Air Force Lessons Learned Program and are a good practice for organizations beyond the DAF required reporting guidance. For the Lessons Learned program, the intent is to help Airmen learn from experience, to fight a smarter, more capable fight. The next Airmen to deploy, to participate in that exercise, to train for that type of contingency, etc., should benefit from reports submitted by those who have gone before. For operational AARs Commanders are responsible for timely submission to higher headquarters. Operational AARs require specific formatting to convey specific information to higher headquarters in a timely manner. This information is used by mission planners to determine current operational capabilities and plan for future operations. The AARs that FSS most commonly uses are for events and programs. They are similar in intent but less restrictive in format. This type of report allows activities to identify and build on programs that were successful in the past. It is the responsibility of the Activity Manager to ensure AARs are being produced and review these reports for completeness. In addition to providing a bank of information for the personnel that will take on our programs in the future, AARs serve as a reminder for current operation on how to execute similar events and improve current programs and events. In contingency environments these reports should be included in continuity folders to assist the inbound rotation of personnel with planning, based on the unique operational requirements of that location. Creation of AARs AARs should be initiated at the beginning of the planning phase for any program or event. By initiating the AAR early on you will be able to create a more comprehensive report of what went well and what did not. Identifying pitfalls that occurred throughout the planning process in an AAR will help future planners avoid them. Some but not all programs within FS will require an AAR, particularly if FS funding is provided to another unit for the program or event, or money from an off-base entity provides money to the FS activity. Examples of this, is commercial sponsorship within the Marketing Office. An AAR is required for an event that receives commercial sponsorship to provide the sponsor with information on how their money was used. Information to Include on an AAR Depending on the nature of the event/program, and the individuals that may need the report, will determine how comprehensive the AAR is. If it is used only for internal continuity the AAR could vary from event to event. For instance, a tournament will have officials for games where a fitness event is held over a short time and may rely on volunteers for manning. The following criteria is not a comprehensive list and Activity Managers should add information that will help provide a full picture of the planning and execution of the event/program. Date and Time – Will indicate season and potential weather conditions for the date the event was held. If and event was held outside this can help future planners determine if the original program’s success/failure was due to weather conditions. Certain events and programs may be 32 L6AZW3F171 00AA dependent on proximity to a holiday or time of year (i.e. Christmas Market, Turkey Trot, Fall Fest). Participant Head Count – How many participants were anticipated versus how many showed the day of the event. This alone may not gauge program/event success but will help determine the impact of other factors addressed on the report. Manning – Depending on the nature of your event or program, manning may require contract personnel (APF/NAF) or rely solely on volunteers. When they are sourced will depend on what type of manning you’re planning for, with contracted personnel (APF or NAF) planning is required farther in advance to secure funding and working through Contracting and Legal reviews. Volunteers will require shorter time to solicit, however follow up with volunteers is necessary to ensure you have their commitment. Successes and Short Falls – What went well and what could have gone better. Was the event planned in an inconvenient location, was it not advertised to the customers far enough in advance, was it promoted effectively through marketing and staff, was there not enough time to secure sponsorship, are some of the things to be noted to help improve an event that went poorly. Conversely, if an event was a success why was it successful. Did word of mouth advertise more effectively than flyers in the dorms or around the base, did the prizes advertised on the flyer drive participation, did the customers love the concept of the event? All these questions you will have to solicit from the customers that attended the event. This can be done through surveys, customer comment cards, overheard conversations or by speaking directly to the customers during the event. Customer feedback is the most definitive way to determine success or failure for an event/program but be aware that your activity is competing with off base entities that are constantly innovating new and creative ideas. Prizes – Depending on location of the event/program prizes may be as simple as T-shirts or require a higher dollar incentive to draw participation. This is helpful to note on an AAR along with participation and other factors to determine program success. Prizes should not be the sole factor when consider event/program failure or success, however if you find that multiple activities have held similar activities with similar prizes your activity may want to get creative to help boost participation. 33 L6AZW3F171 00AA UNIT 1 Contingency Planning Unit Review 1. A BSP is primarily developed for main operating bases or collocated operating bases with a _________________. 2. AF units at Joint bases where the AF is the supported service___________ maintain a BSP Part II. 3. Security Classification for the BSP Part I is normally unclassified and marked “For Official Use Only.” Classification for the BSP Part II is the __________ as the operation plan it supports. 4. All levels of command will ___________________to execute the Mission Essential Functions (MEFs). 5. Air Force military, civilians, and __________ with continuity responsibilities must know what actions to take with minimal warning across a wide range of potential emergencies. 6. Alert and_______________ procedures for continuity personnel should be established with alternates available through recall procedures. 34 L6AZW3F171 00AA 7. GFM is the process of aligning force assignment, allocation, and apportionment methodologies in support of __________________and joint force availability requirements. 8. The ____________ prescribes force structure for each combatant command and the Sec Def shall ensure assignments are consistent with this directive. 9. Where forces are part of the operating force, infrastructure are activities that operate from _______________to sustain the operating force. 10. The DoD accounts for resources using a framework that is organized into what two categories? 11. Force element activities cover a range of ______________ and ______________ activities. These resources encompass the range of activities designed to operate under the operational command of the combatant commanders. This means that the vast bulk of military force structure is ______________. 12. Air Force Services centers planning for short- mid-range war and mobilization off the War Mobilization Plan_________________________________. 13. The WMP establishes requirements for development of mobilization and production planning programs to support contingency operations of the programmed forces. 14. Which deployable kitchen includes rations? 35 L6AZW3F171 00AA 15. The self-help laundry system includes ________________and _________________. 16. How many SHL system UTCs is it recommend Services personnel request during the planning stage? 17. The SPEK UTC can be set up and serving hot meals within 4-hours with a _____ person team. 18. All tools, equipment, and supplies are included in the BEAR Type 1 except________________________. 19. The BEAR 150 can support a maximum of 150 personnel for _______ days. 20. Force Generation Sets are composed of multiple UTCs that provide a specific operational capability, which include _____________, _____________ ,and Operate the Base. 21. _____________ BEAR sets are the most common force generation assets that Services personnel will work with and includes tents, __________________________ , environmental control units, and heaters. This package meets the requirements to provide the specific operational capability, Establish the Base. 22. While WRM are in the supported unit’s possession, all maintenance is the responsibility of ____________. 36 L6AZW3F171 00AA 23. The expeditionary__________________ personnel are responsible for storing, managing, issuing, and accounting for BEAR RSPs at forward operating sites. 24. Which TPFDD is associated with a written OPLAN? 25. The ____________ is a consolidated document that describes requirements for specific deployments, contingencies, or exercises. 26. Expeditionary manpower programming is based on approved mission requirements and assumptions stated in the __________________________ and other supporting documents. Services UTCs change as technology and world situations change, however they are designed around the __________________. 27. What are the two types of TPFDDs? _____________ and _____________ 28. Self Help Laundry UTC support _____________ personnel with 10 washers and 20 dryers. 29. Budgets should be developed _____ days after initial beddown 30. During initial beddown primary functions for Services personnel include _____________ _____________, _____________, and _____________. 37 L6AZW3F171 00AA 31. Initial operating capability should be established within ____ hours after forces arrive, regardless of mission. 32. Services personnel should work with ___________ to determine current boots on ground and anticipated inbound personnel. 33. Considerations for site selection include antiterrorism and integrated defense capability and requirement, ________________, pavement evaluation, airfield suitability assessment, pre-deployment site surveys, landing and drop zone assessment, and beddown assessments. 34. ________________Services personnel provide status update for the processing of remains in the TMEP/MACP in this section. ________________ Services information required here will be information on bedspaces for Lodging, days of subsistence back stock, days of MREs/UGRs on hand, and surge capacity of the Lodging, Dining Facility, and Fitness Center. 35. Situation that would require your activity to provide a SITREP include: 36. When should an AAR be initiated? 37. Who is responsible for ensuring AARs are produced and review them in FSS activities? 38. AARs are part of the ________________ Program and is intended to help Airmen learn from experience to fight a smarter, more capable fight. 38 L6AZW3F171 00AA UNIT 2 Readiness Office Concepts a. Identify relationship of basic facts and state general principles about Unit Deployment Manager and Readiness Manager Responsibilities. UDMs and Unit Readiness Managers typically preform the main duties of the UDM IAW DAFI10-403. They typically divide the responsibilities with the Unit Readiness Manager providing oversight of the program and the UDM holding the 8U000 AFSC. UDMs act on behalf of the unit commander to ensure personnel and cargo are ready for deployment. They manage all deployment readiness and training for deployable personnel from notification to redeployment in processing. They ensure all personnel have the necessary equipment to deploy and manage equipment assigned to the UTC their unit is responsible for. UDMs are the commander’s focal point for compliance with prescribe deployment readiness directives and will organize, train, and equip the unit. Responsibilities: The UDM is responsible for completing the tasks on the AFJQS 8U000 (afjqs8u000.pdf) and AFFORGEN Connect training no later than 12 months after appointment (required for both 8U000 and additional duty UDMs). They also perform readiness reporting to include reviewing the UTC Mission Capability, Manpower Force Packaging System, and Logistics Detail on a quarterly basis or as changes occur. 39 L6AZW3F171 00AA Assign personnel to appropriate AFFORGEN rotation.       Unit commanders and UDMs will not assign one member to more than one UTC. Validates UTCs and UMD authorizations for mismatches and notifies unit leadership when corrective actions are taken. Notifies Wing Installation Deployment Readiness Center (IDRC)/Deployment Control Center (DCC) when UTC taskings cannot be support. In some cases, this initiates a reclama. Ensures team members are aligned to their FAC, skill level, and grade on the UTC Manpower Force Package Detail (Food Service FAC 45D1, Fitness FAC 45D8). UDMs digitally sign the e-DRC to document the member’s selection to fill a AFFORGEN indicator. Reserve components will determine and publish component specific AFFORGEN indicator policy. Primary liaison to the UTM, flight/squadron leadership, and wing training functions regarding deployment related issues. Maintains UDM continuity binder and associated electronic files that contains at a minimum:             Copies of appointment letters (e.g., UDM, Cargo Increment Monitor(s), Couriers). UDM training records. UDM and Deployment Process Working Group meeting minutes. UTC related information Copies of the Unit Manpower Document and Unit Manpower Personnel Roster. Installation Deployment Plan (IDP) and any other installation or unit deployment operating instructions. Deployment checklists. Applicable self-assessment communicator checklists. Lessons learned. Training slides. Recall rosters. Approved deployment waivers. Maintains a deployment folder for each member assigned to the FSS.    Deployment folders will be maintained on AFFORGEN Connect through myFSS, unless the member is unable to access AFFORGEN Connect due to a unique assignment, geographic location, or limited network access. UDMs shall ensure all newly assign personnel complete the mandatory e-DRC items within 15 days of assignment to an AFFORGEN indicator. They should save a digital copy of each Airmen’s AF Form 4005, Individual Deployment Requirements Checklist (af4005.pdf) in the event of system degradation during deployment execution. Retain ID tags for individuals assigned to deployment positions as required by local policy, with the option to keep them in a central location, with procedures in place to check ID tags out. 40 L6AZW3F171 00AA            Submits AARs to the Commander/Director when required. Ensures individuals are briefed on their team member responsibilities for deployment. Executes and coordinates TPFDD taskings through the IDRC or DCC. Procures, maintains, and prepares equipment & supplies in a safe and serviceable condition, to include calibration if required, for postured UTCs. UDMs will designate personnel responsible for accountability of deploying equipment and supplies. Trains and equips assigned personnel to accomplish the required mission essential tasks. Training includes TFAT, mandatory expeditionary training, and deployed work center training. Issues equipment, DEET, Permethrin, mosquito netting, lip balm, sunscreen, and other force health protection equipment. Ensures unit personnel complete medical readiness and deployment health requirements. UDMs will use Aeromedical Services Information Management System (IMR), to monitor and track unit member’s medical clearance status until completion. Provides Public Health or Force Health Management with tasked members name, destination country, date medical clearance process was completed, and estimated tour length as FOUO through IMR, official memo, or encrypted email. Notify LRS/Plans and Integration Section and their MAJCOM or AFIMSC functional area manager if the unit cannot support a Unit Type Code Availability due to insufficient personnel or equipment authorizations. Represents the unit commander as the unit representative to the Deployed Processes Working Group. NOTE: A reclama is the process by which a unit submits a shortfall, requesting reconsideration, to AFPC. Shortfalls can be valid (not enough manning) or a situation where the unit is able to send the personnel or asset, however, in doing so would cause a severe adverse impact on the installation’s/unit’s mission. 41 L6AZW3F171 00AA b. Identify relationship of basic facts and state general principles about Readiness Reporting. Readiness reporting is conducting in the Defense Readiness Reporting System – Strategic (DRRS-S) and is comprised of five distinct, but closely aligned commander assessments: Resource Readiness – the Department of the Air Force has the responsibility to organize, train and equip forces for Combatant Commands (CCMDs). This report measures the Air Force’s effectiveness to meet that objective and is broken down in into four measured areas: 1) 2) 3) 4) Personnel Equipment & Supplies on Hand Equipment Condition Training This report is an objective assessment of the unit’s ability to provide operational equipment and trained personnel to execute full spectrum mission(s) that the unit was organized to meet. Commander’s use this report to assess if their unit is manned, equipped, and trained appropriately. They compare authorizations (UMD) to assigned resources (UMPR). For this report to provide accurate data it must represent actual readiness resources regardless of AFFORGEN phasing. Unit Capability Readiness – the commander’s subjective assessment of the unit’s ability to accomplish its designated mission essential tasks, for Services this is personnel support in the form of Food Services, Fitness Sports and Recreation, and Mortuary Affairs. Commanders must ensure the capability can be accomplished at the appropriate level. For example, can six Services Airmen assigned to the unit erect a SPEK, and serve hot meals within four hours? For this report to represent accurate data it must represent actual readiness resources regardless of AFFORGEN phasing. Installation Capability Readiness – Similar to the Unit Capability Readiness however conducted from the scope of the instillation command. Force Element - Force Elements are specific units of measure that the DAF uses to offer forces to the Joint Staff and Combatant Commanders. As described in that lesson they are comprised of UTC packages that represent operational capabilities. Force Element readiness assessments are defined within two categories:   Readiness – measure the DAF’s ability to conduct major combat operations and should be used for contingency planning and risk management. Availability – measures the DAF’s ability to fulfill the Global Force Management Allocation Plan and should be used for force allocation and apportionment. Commander assessments in DRRS-S are not used as a report card for unit performance however, input should be accurate and comprehensible for a broad audience. This is due to DRRS-S being 42 L6AZW3F171 00AA a DoD system and data contained in this system can and will be viewed by all echelons of government to include Joint Staff and Congress. Requirements Requirements for reporting are broken into two categories: measured units and frequency of reporting. Units are described in DRRS-S by PAS code which is an 8-digit alpha numeric code that defines the unit, MAJCOM that unit is assigned to, and the base that unit is assigned to. Measured Units – units that fulfill the DAFI 38-101 description of a unit and have a Unit Descriptor Code of combat, combat support, or combat service support are considered a measured unit. Frequency of Reporting – measured units will report resource and capability readiness assessments monthly. These assessments will be submitted via DRRS-S between the 1st and the 15th of each month. Deployments, TDYs, exercises or inspections will not preclude units from submitting readiness reports. Additionally, units will continuously monitor readiness status and submit new assessments within 24 hours if a change occurs in resource assessment level(s). 43 L6AZW3F171 00AA c. Identify relationship of basic facts and state general principles about Supply and Equipment Management. Force Support (FS) units will plan for equipment, supplies, and funding annually to ensure the Readiness programs success. As discussed in the APF & NAF lesson the fiscal year begins 1 October and ends 30 September, however planning should be continuous considering the budgeting cycle and fallout funding. Budget planning includes equipment and supplies to support Home Station Training (HST) and for deployed equipment (WRM) requirements for UTCs. Force Support units will publish their Supply and Equipment budget to AF/A1XO on 1 April for a 24-month period. Training Equipment, Supplies, and Funding The Operations Officer is responsible for ensuring resources for the unit’s Readiness training program are quantified and funding is requested in the FS annual budget. The training budget should include all aspect of the training requirements. As discussed in the APF & NAF budget Readiness and Plans is 100% APF support, since this type of activity is not revenue generating and is mission essential. Types of Training Home Station Training – Training requirements are determined by AFSC and will be completed by all members assigned to the unit every 18 months. The UDM and/or the Unit Readiness Manager is responsible for maintaining and procuring the equipment for unit members to train on. This can include SPEK (and its constituent components), AKSSS, or TEMPER shelters. Force Support Silver Flag Training – is the field training portion of HST. Funding for Regular Air Force members is centrally funded. CPR or BLS Training - depending on the FAC an Airman is assigned to (45D8 for Fitness), they may require CPR or BLS prior to deployment. UDMs should schedule with medical or unit CPR instructor to accomplish this training. In some situation the unit may be responsible for funding the supplies for conducting this training. 44 L6AZW3F171 00AA TCCC – formerly Self Aid Buddy Care (SABC) requires demo combat medical supplies to perform training on field first aid skills. UDMs and Unit Readiness Managers should budget annually for replacement items and new equipment as need. Equipment UTCs As discussed in the Force Beddown lesson, in the Open the Base phase of operations initial forces and equipment set the stage for the follow-on UTCs. Services has lead and follow on UTCs to match the Force Element model. The RFLX UTCs represents forces that will deploy with the appropriate equipment during the open/establish the base portion of the Force Module. Some UTCs are mobilized when the mission calls for that capability. FS units will prepare and deploy UTCs IAW AFI 10-403, Deployment Panning and Execution, and local deployment guidance, as well as provide input for local guidance. Other base units may procure, store, maintain, and issue deployment equipment for FS teams. 45 L6AZW3F171 00AA UNIT 2 Readiness Office Concepts Unit Review 1. UDMs must complete the AFJQS for AFSC 8U000 within ______ months of appointment, to include additional duty UDMs 2. Deployment folders will be maintained on AFFORGEN Connect through myFSS, unless the member is unable to access AFFORGEN Connect due to ____________ , geographic location, or limited network access. 3. UDMs __________ save a digital copy of copy Airmen’s AF Form 4005 in the event of system degradation during deployment execution. 4. UDMs shall ensure newly assigned personnel complete the mandatory e-DRC items within ________ days of assignment to an AFFORGEN indicator. 5. Executes and coordinates TPFDD taskings through the _____________________________ or Deployment Control Center (DCC). 46 L6AZW3F171 00AA 6. Measured units will submit resource and capability reports ______________. 7. Force element readiness assessments are defined in two categories, resource and ________________. 8. Resource readiness is broken down into four measured areas, personnel, equipment and supplies on hand, ___________________, and training. 9. The ________________ phase of operations is when initial forces and equipment set the stage for follow on UTCs. 10. The _________________ is responsible for equipment, supplies, and funding annually to ensure the Readiness programs success. 11. Force Support units will publish their Supply and Equipment budget to AF/A1XO on ______________ for a 24 month period. 47 L6AZW3F171 00AA UNIT 3 Contingency Quarters a. Identify relationship of basic facts and state general principles about Contingency Quarters Accountability. Prime RIBS capabilities include both forces and equipment, these resources are packaged in population support increments of 275 and 550 personnel. Information concerning population support is critical in ensuring that the required assets are available. Prime RIBS members and EFSS leadership are responsible for planning the best use of available resources as well as resources to support projected population increases. To procure this information planners should gather deployment information from the Theater Service Planner and all available local and applicable planning factors to right size the resources to support the mission. Deployment Location The type of location that Services personnel will deploy to will affect the type of mission they will be tasked with. 48 L6AZW3F171 00AA Deployment phases are aligned to but not the same as force elements. These phases help Prime RIBS members identify both the status of the base from an operational standpoint and the expected resources Prime RIBS members should have available. Beddown Capacity is dependent on the resources, facilities, and deployment phase of the contingency site. The plan to manage contingency quarters will evolve as the base moves from initial operations to a sustained environment. Beddown capacity is typically referred to as bedspaces, which is the available cots/beds/square feet to house forces. The number of bedspaces available compared to the number of bedspaces required (POPSUM, inbound personnel, etc…) determines capacity. To illustrate this concept, you are deployed to a temporary Contingency Lodging with 450 boots on ground (POPSUM) and your supervisor informs you that in two days there are 450 more personnel inbound. Your Lodging operation has previously received a B-550I and B-550F, which is able to support 1100 personnel. The capacity would be represented: 49 L6AZW3F171 00AA Plan for 50 square feet during initial operations (open the base) and increase square footage per person when conditions and assets allow. Special mission populations may affect capacity since these personnel require greater square footage and are not accounted for in equipment UTCs. Additionally, population surges may require the square footage to drop to 40 square feet per person. Accountability of Personnel Considering all these factors that affect contingency quarters it is easy to see that accountability will consume a large portion time for the Prime RIBS members assigned to Lodging. Additionally, accountability helps with managing the Beddown capacity for the operation, since a consistent scrub of the locator system will verify where personnel are and who has departed. Prime RIBS personnel should work closely with PERSCO to obtain a roster of deployed personnel assigned, which can be used to verify personnel assigned to bedspaces in the locator system. PERSCO will also provide Contingency Lodging personnel with projected inbound and outbound personnel. Locator System/Registration Information that should be include in the locator system for each member includes facility/tent number, room number, and bedspace number. Personal information for each member at a minimum should be name, rank, gender, and unit assigned at deployed location. This information can be tracked on an excel spread sheet of on the DAF Form 245 Employment Locator and Processing Checklist. In addition to serving as the source/primary document for the locator system the DAF245 can be used as a hand receipt for equipment issued by the Lodging operation. If the DAF245 is not used for a hand receipt then a DAF Form 1297, Temporary Issue Receipt can be used. 50 L6AZW3F171 00AA Tent/Room Swapping can be the most significant hinderance to the locator system. Accountability in a contingency environment is key to accurate beddown capacity reporting for site planning through the phases of a deployment and SITREPs to Higher Head Quarters. All members should be briefed at registration that tent/room swapping is prohibited unless it is coordinated through their unit housing representative (UHR). Typically, the First Sergeant for the unit serves as the UHR, however the unit commander may appoint another individual to assume this responsibility. Force Rotations can affect beddown capacity when there is an overlap of inbound and outbound personnel. Force rotations will occur when one AFFORGEN rotation is arriving, and the onsite rotation is departing. There is typically an overlap to allow for turnover of duties. Prime RIBS personnel can manage this population surge in many ways, depending on facilities and equipment available to them. Some options to consider is the use of bunk beds in permanent party quarters and transition to surge capacity square footage, or a medium shelter system in a community area set up with cots and sleeping bags. Outbound forces should be transitioned to the temporary quarters prior to the outbound personnel’s arrival. The team should allow enough time for the outbound forces to remove personal belonging and clean the area. All living areas should be inspected prior to being assigned to inbound personnel. 51 L6AZW3F171 00AA CQMAP- The AFSVC has sourced an automated system that assists Prime RIBS personnel, UHR and Commanders with theater accountability. The system is designed to track personnel and contingency lodging inventory and can operate on or offline. The system gathers lodging guest information and tracks check in/out when the customer scans their CAC. The below video has a brief overview that covers the main points concerning CQMAP: CQMAP Link: https://youtu.be/P1XVQXCFSNE?si=XsfK_p_I3qYNmNh4 52 L6AZW3F171 00AA b. Identify relationship of basic facts and state general principles about SelfHelp/Contract Laundry Planning Requirements. For the open and operate the base phases of contingency operations, base laundry services are typically supplied with the self-help laundry (SHL) system UTC. When the base phases into the sustainment phase of the deployment, services need to expand to support the population. This can be achieved through the purchase of commercial laundry equipment procured locally, linen contracts, or a mixture of both. Facilities and Equipment Facilities and equipment will determine the level of expansion that your operation can support. There are three options that Services personnel can leverage to keep pace with customer demand in a contingency environment: SHL System (UTC XFWLS) – provides austere base support with the capability to support up to 550 personnel. This system includes 1 AKSSS, 10 washers, 20 dryers, and a mobility readiness spares package (MRSP). This system provides cables/connectors for interface with power distribution. Commercial off-the-shelf (COTS) units – There are locally procured units for cleaning personal laundry and certain organizational linen items, this is like a commercial laundry mat. Coordination with CE is needed to determine what facilities and utilities are available to support. If possible, maintenance should be included with the purchase of these items. Contract linen service – can be full or partial contract service that supports organizational laundry, including medical laundry. When providing partial contract service, SHL facilities should be available for laundry not included in the contract. Coordinate with the Theater Services Planners and the site contracting officer to determine the level of service available locally. Planning 53 L6AZW3F171 00AA These figures help plan for laundry services from initial deployment through sustainment. During the open and operate the base phase of deployment, SHL UTCs should be on hand or already ordered as part of the WRM assets. It is recommended to have 2 SHL UTCs on hand to mitigate customer wait times. Additional considerations for laundry planning are weather, short- or long-term geographic, or medical factors that could require adjusting the WMP factors. For instance, in arid regions, the availability of water could affect laundry services during initial beddown. The SHL system includes benches, laundry products, folding tables, trash receptacles, and temporary hanging racks/lines/hooks. If SHL locations become a minor gathering place, enhancing amenities can increase QoL for the base population. These could include items like tables, and additional seating, a covered porch or awning, additional lighting for reading or card games. Medical Laundry Support – When there is a medical facility on the site laundry support is required. It is highly recommended that an additional WRM or COTS SHL system be procured specifically for medical laundry support, until a contract can be established. This is to reduce the potential for transmission of biological hazards and ensures availability of SHL assets for personal use. 54 L6AZW3F171 00AA UNIT 3 Contingency Quarters Unit Review 1. Services personnel should work closely with __________________ to obtain a roster of deployed personnel assigned. 2. Beddown capacity is dependent on the resources, facilities, and ____________________ of the contingency site. 3. Plan for _____ square feet during initial operations (open the base) and increase square footage per person when conditions and assets allow. 4. All members should be briefed at registration that tent swapping is prohibited unless it is coordinated through their _____________________. 5. The SHL system UTC has the capability to support up to how many personnel? 6. How many pounds of personal laundry should Prime RIBS member plan for when determining amount of SHL assets required for a contingency operation? 55 L6AZW3F171 00AA 7. Coordination with Theater Services Planners and the ____________________ to determine the level of service available locally. 8. If possible, ____________________ should be included with the purchase of COTS units. 56

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