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+158-100-7003 / Counsel a Subordinate
+TSP Number / Title
+09 Jul 2011
+Effective Date
+Supersedes TSP(s) / Lesson(s) TSP Users
+Use this TSP in Basic Officer Leader Course (BOLC) A, Warrant Officer Candidate School (WOCS), and Warrior Leader Course (WLC)
+Proponent
+158 - Army Leadership (Individual)
+Improvement Comments
+Users are invited to send comments and suggested improvements on DA Form 2028, "Recommended Changes to Publications and Blank Forms".  Completed forms, or equivalent
+response, will be mailed or attached to electronic e-mail and transmitted to:
+Army Training Help Desk Telephone (Commercial): (800) 275-2872 Option # 1 Telephone (DSN):        826-3666 https://athd.army.mil
+None
+Security Clearance / Access Foreign Disclosure Restrictions
+FD3. The materials contained in this training event/course have been reviewed by the training/educational developers in coordination with the [installation/activity name] FD authority. This training event/course is NOT releasable to students from foreign countries.
+
+## Preface Purpose
+
+| Task Number   | Task Title                                             |
+|---------------|--------------------------------------------------------|
+| 158-100-4003  | Communicate Effectively at the Direct Leadership Level |
+| 158-100-7003  | Counsel a Subordinate                                  |
+
+## Contents
+
+Preface Lesson 1
+Section I. Administrative Data
+
+Section II. Introduction
+Terminal Learning Objective - Counsel a subordinate
+Section III. Presentation Section IV. Summary Section V. Student Evaluation
+Appendix A - Viewgraph Masters Appendix B - Test(s) and Test Solution(s) (N/A)
+Appendix C - Practical Exercises and Solutions Appendix D - Student Handouts (N/A)

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+Security Assistance and International Logistics
+
+## Security Assistance Teams
+
+Headquarters Department of the Army Washington, DC 23 June 2009
+
+## Summary Of Change Ar 127 Security Assistance Teams
+
+This major revision, dated 23 June 2009--
+
+o Expands responsibilities of the Deputy Assistant Secretary of the Army for
+Defense Exports and Cooperation (para 1-4b).
+o Limits the Security Assistance Team duration to a period not to exceed 3 years
+(para 3-2).
+o Modifies procedures for requesting and approving permanent change of station
+and temporary duty teams (chaps 3 and 4).
+o Makes administrative changes (throughout).
+23 June 2009
+
+# Effective 23 July 2009
+
+## Security Assistance And International Logistics Security Assistance Teams
+
+this regulation and establishment of command and local forms are prohibited without the prior approval from the Assistant Secretary of the Army (Acquisition, Logistics & Technology) (SAALZA), 1777 North Kent Street, Suite 8200, Arlington, Virginia 22209.
+
+Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recomm e n d e d  C h a n g e s  t o  P u b l i c a t i o n s  a n d Blank Forms) directly to the Deputy Assistant Secretary of the Army for Defense E x p o r t s  &  C o o p e r a t i o n  ( S A A L - N P ) , 1777 North Kent Street, Suite 8200, Arlington, Virginia 22209.
+
+H i s t o r y .  T h i s  p u b l i c a t i o n  i s  a  m a j o r revision.
+
+S u m m a r y .  T h i s  r e g u l a t i o n  i m p l e m e n t s changes in procedures and responsibilities for security assistance teams.
+
+Proponent and exception authority.
+
+The proponent of this regulation is Assistant Secretary of the Army (Acquisition, Logistics & Technology). The proponent has the authority to approve exceptions or waivers to this regulation that are consistent with controlling law and regulations.
+
+The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by providing justification that includes a full analysis of the expected benefits and must include formal review by the activity's senior legal officer. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through t h e i r  h i g h e r  h e a d q u a r t e r s  t o  t h e  p o l i c y proponent. Refer to AR 2530 for specific guidance.
+
+Distribution. This regulation is available in electronic media only and is intended for command levels A, B, C, D, and/or E for the Active Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve.
+
+Army management control process.
+
+This regulation contains management cont r o l  p r o v i s i o n s  i n  a c c o r d a n c e  w i t h  A R 112, but it does not identify key management controls that must be evaluated.
+
+## S U P P L E M E N T A T I O N .  S U P P L E M E N T A T I O N  O F
+
+Applicability. This regulation applies to t h e  A c t i v e  A r m y ,  t h e  A r m y  N a t i o n a l Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated. It also applies to Department of the Army civilians and contracted employees serving on teams deployed by the U.S. Army.
+
+## Contents (Listed By Paragraph And Page Number)
+
+Chapter 1 General, page 1
+Purpose - 11, page 1 References - 12, page 1 Explanation of abbreviations and terms - 13, page 1
+Responsibilities - 14, page 1 Scope - 15, page 4
+Chapter 2 General Security Assistance Team Administration, page 4
+General - 21, page 4
+Security Assistance Team command relationships - 22, page 4
+Security Assistance Team Chief - 23, page 5
+
+## ContentsContinued
+
+Security cooperation officer or designated security cooperation representative (incountry) - 24, page 5 U.S. Army Security Assistance Training Management Organization - 25, page 7 Selection of personnel - 26, page 7 Language requirements/interpreter support - 27, page 7 Country and area clearances - 28, page 7 Passports and visas - 29, page 7
+Civilian clothing - 210, page 7
+Mission-related travel - 211, page 8 Pre-deployment team activities - 212, page 8 Support for security assistance teams - 213, page 8 Mission funding - 214, page 8 Disclosure of classified information - 215, page 9 Medical services for team personnel - 216, page 9 Correspondence - 217, page 9 Personnel evaluation reports - 218, page 9 Reports - 219, page 9 Relationships - 220, page 10 U.S. Army Aviation Team - 221, page 10 Non-United States equipment - 222, page 10 Military justice jurisdiction - 223, page 10
+Chapter 3 Permanent Change of Station Teams, page 10
+General - 31, page 10 Permanent change of station security assistance team request and authorized use - 32, page 11
+Permanent change of station team process - 33, page 11
+Request for team continuation - 34, page 12 Support requirements and authorized Family members - 35, page 12
+Overseas tour lengths - 36, page 12
+Team members and authorized dependents legal status - 37, page 13
+Pre-deployment activities - 38, page 13 Permanent change of station orders - 39, page 13 Flight physicals - 310, page 14
+Chapter 4 Temporary Duty Teams, page 14
+General - 41, page 14 Temporary duty security assistance team request and authorized use - 42, page 15
+Drawdown decision security assistance team requirements - 43, page 16 Family members - 44, page 16 Temporary duty orders - 45, page 16 Pre-deployment activities - 46, page 16 Team members legal status - 47, page 16
+Chapter 5 Contractor-Staffed Teams, page 17
+General - 51, page 17 Provisions specific to contractors - 52, page 17
+
+## Appendixes
+
+A.
+References, page 18
+B.
+Permanent Change of Station Team Dates and Actions, page 19
+C.
+Temporary Duty Team Dates and Actions, page 20
+D.
+Format for Security Assistance Team Request/Call-up, page 21
+
+## ContentsContinued
+
+E.
+Instructions and Format for Security Assistance Team Effectiveness Evaluation, page 23
+F.
+Format for Quarterly Assessment Report, page 25
+G.
+Operation Reporting3 Report Procedures and Format, page 26
+
+## Figure List
+
+Figure 11: Types of security assistance teams, page 3
+Figure 12: Criteria for team composition, page 4 Figure 31: Initial and continuation request for PCS teams, page 13
+Figure 41: Initial and extension requests for TDY teams, page 15 Figure D1: Team Request Memorandum (TRM), page 21 Figure D2: Format for submitting request for TRM, page 22 Figure D2: Format for submitting request for TRM- continued, page 23 Figure F1: Quarterly assessment format, page 25 Figure G1: OPREP-3 Report Procedures & Format, page 26 Figure G1: OPREP-3 Report Procedures & Format-continued, page 27 Figure G1: OPREP-3 Report Procedures & Format-continued, page 28
+
+## Glossary
+
+11. Purpose This regulation establishes policies and assigns responsibilities for providing U.S. Army Security Assistance Teams (SAT) to foreign governments and international organizations under the provisions of the Foreign Assistance Act as amended, and the Arms Export Control Act as amended. This regulation also defines types of SAT teams (fig 11), discusses the process for requesting, programming, deploying teams, highlights quality of life and mission sustainment issues associated with team deployment. The SAT consists of U.S. Military, Department of the Army (DA) civilians, or contractor personnel, deployed to a foreign country on temporary duty (TDY) less than 180 days, or permanent change of station (PCS)/ temporary change of station (TCS) more than 179 days status. An exception to this would be deployment in continental United States (CONUS) to support training on major equipment purchases.
+
+## 12. References Required And Related Publications And Prescribed And Referenced Forms Are Listed In Appendix A. 13. Explanation Of Abbreviations And Terms Abbreviations And Special Terms Used In This Regulation Are Explained In The Glossary.
+
+14. Responsibilities a. Assistant Secretary of the Army (Acquisition, Logistics & Technology). The ASA (ALT) acts for the Secretary of the Army (SA) in team policy matters.
+
+b. Deputy Assistant Secretary of the Army for Defense Exports and Cooperation. The DASADE&C discharges ASA (ALT) responsibilities for SAT and will
+(1) Develop, coordinate, and promulgate Army-wide SA policy, including the development of Army-wide input to specific country SA programs in support of Headquarters Department of the Army (HQDA) missions.
+
+(2) Exercise policy responsibility for SAT under international military education and training (IMET); Foreign Military Sales (FMS), and Foreign Military Financing (FMF), and other applicable authority as directed by the Department of Defense (DOD).
+
+(3) Receive, staff, and serve as final HQDA decision authority for resourcing requests for Army SAT from authorized command and agencies.
+
+(4) Request and coordinate with Deputy Chief of Staff (DCS), G3/5/7 for tasking responsible Army for approved SAT agencies and commands for execution.
+
+(5) Return disapproved requests to the requesting command or agency. (6) Be the final decision authority on discrepancies that occur between U.S. Army Training and Doctrine Command
+(TRADOC) and AMC on letter of request (LOR) and letter of offer and acceptance (LOA) issues.
+
+(7) Use this regulation in conjunction with AR 121 and AR 1215 for guidance in budgeting and programming. c. U.S. Army Training and Doctrine Command. The TRADOC will
+(1) Serve as the Army lead command for the operation, development, offer and execution of security cooperation training LOAs (LOA are also called cases).
+
+(2) Serve as the Army lead for the management and mission execution of HQDA approved SATs.
+
+( 3 )  T a s k  T R A D O C ,  C O N U S  A r m y  C o m m a n d s  ( A C O M s )  ( l e s s  U . S .  A r m y  S p e c i a l  O p e r a t i o n s  C o m m a n d
+(USASOC)) and other Direct Reporting Units (DRUs) to provide personnel, supplies, and equipment to countries and/ or to task training support materiel program of instruction (POI), and foreign disclosure in according with HQDA taskings.
+
+(4) Provide centralized financial management and distribution of FMS and IMET program training funds for all operating agencies and training providers.
+
+(5) As required, provide case/program funding to combatant commands (COCOMs) or Army Service Component Commands (ASCC) that resource SAT from their internal assets.
+
+(6) Maintain security cooperation training execution data sufficient to reply to standard request for information
+(RFI).
+
+(7) Maintains a capability to contract Army SAT. (8) Comply with HQDA tasking suspense and requirements. d. Army Materiel Command. The AMC will
+(1) Serve as the Army lead for the operation and execution of security assistance materiel LOA. (2) Coordinate and advise TRADOC for training request to support United States Army-procured equipment. (3) Serve as the Army central manager for all approved Army SA cases and exercise sole source approval for contracted Army SA training requirements.
+
+(4) Develop, plan, deploy, and support all new equipment training (NET), quality assurance teams (QAT), calibration teams, repair and return teams.
+
+(5) Coordinate all Army security assistance training team requirements with TRADOC during LOA development, except as listed in (4), above.
+
+(6) Before conducting training, provide Airworthiness assessment and certification for SA flight training when host nation aircraft will be flown by U.S. DOD/contractor personnel. Provide funding by case or other Government sources.
+
+(7) Provide timely response, and comply with tasking suspense and requirements from HQDA, DCS, G3/5/7
+designated SAT lead. If unable to support outside continental United States (OCONUS) SAT missions under this regulation, must respond to lead agent by memorandum signed by a general officer.
+
+(8) Comply with HQDA tasking suspense and requirements. e. Deputy Chief of Staff, G3/5/7. The DCS, G3/5/7 will ( 1 )  S e t  A r m y  p o l i c y  f o r  i n t e r n a t i o n a l  s e c u r i t y  c o o p e r a t i o n  t o  e n s u r e  c o m p l i a n c e  w i t h  S e c r e t a r y  o f  D e f e n s e Guidance.
+
+(2) Develop, coordinate, and publish the Army Security Cooperation Plan and the Army Campaign Support Plan. (3) Receive, assess, and provide DCS, G3/5/7 position for Army security assistance team requests. (4) At the request of DAS DE&C, tasks HQDA, Army Commands, and DRU as appropriate for the sourcing and support to TRADOC for execution of approved Army SAT.
+
+(5) For HQDA approved Reserve Component and National Guard sourced teams, coordinates temporary tour of active duty (TTAD) funding for non-FMS (cash) SAT.
+
+f. Deputy Chief of Staff, G1. The DCS, G1 will (1) Participate in the HQDA review and approval process for Army security assistance team requests. (2) Provide guidance throughout the Army on the availability and provision of military (except Army Medical Department officers) and DA civilians to support PCS SAT.
+
+(3) Comply with HQDA tasking suspense and requirements. g. The Chief, Army Reserve. The CAR will
+(1) As directed by the DCS, G3/5/7, identify and activate Security Assistance Training Management Organization
+(SATMO) Soldiers to execute SAT missions in accordance with AR 135210.
+
+(2) Coordinate with TRADOC G3/ Security Assistance Training Field Activity (SATFA) and other Army agencies to fund temporary tours of Active Duty (TTAD) funding and travel costs.
+
+(3) Comply with HQDA tasking suspense and requirements. h. The Chief, National Guard Bureau. The CNGB will
+(1) As directed by DCS, G3/5/7, identify and activate National Guard Soldiers to execute SAT mission in accordance with AR 135210.
+
+(2) Coordinate with SATMO and other Army agencies to fund TTAD and travel costs. (3) Comply with HQDA tasking suspense and requirements. i. The Surgeon General. The Surgeon General will
+(1) Participate in the HQDA review and approval process for Army medical SAT requests. (2) Assist and provide guidance to TRADOC regarding HQDA approved medical team missions, composition, and training support requirements based on the SAT request.
+
+(3) Comply with HQDA tasking suspense and requirements.
+
+j. The United States Army Corps of Engineers. The COE will be the overall supervisor and coordinator for all engineering activities associated with, and in support of, assigned security cooperation programs and projects.
+
+k. Army Service Component Commands.
+
+(1) Receive, review, and assess requests for Army SAT and recommend to the COCOM for approval, disapproval or execution within ASCC assets.
+
+(2) If the COCOM approves internal ASCC execution, coordinate any requirements external to the ASCC. For external funding, coordinate with the Security Cooperation Organization (SCO) and TRADOC.
+
+(3) For ASCC-executed teams, the ASCC is responsible for all team preparation, pre-deployment, team support and re-deployment requirements.
+
+l. Other Army Commands, Army Staff agencies, and Direct Reporting Units. For HQDA DCS, G3/5/7 designated SAT lead tasking will
+(1) Provide military and DA civilian SAT members who meet qualifications specified in the taskings, and afford them sufficient time, guidance, and support to prepare for their OCONUS missions.
+
+(2) Comply with HQDA tasking suspense and requirements.
+
+15. Scope a. This regulation authorizes the SAT to conduct training, education, and assistance to the Security Assistance (SA)
+community. The completion of the SAT missions contributes to the U.S. security interests and building partnership capacity objective. This training is conducted within the CONUS, primarily at military training facilities and outside the CONUS by mobile education or training teams and at selected U.S. facilities overseas.
+
+b. This regulation covers the types of SAT and provides the policy and procedures of mission execution of SAT.
+
+Chapter 2 contains all administrative data relevant to all types of SAT. Chapter 3 covers issues specific to PCS teams. Chapter 4 covers issues specific to TDY teams, and chapter 5 covers issues specific to contract field service (CFS) teams.
+
+c. This regulation will be used in conjunction with the DOD 5105.38M (SAMM), AR 121, and AR 1215 for guidance in budgeting and programming and does not apply to Army Title X programs.
+
+## Chapter 2 General Security Assistance Team Administration
+
+21. General This chapter provides administrative information applicable to all SAT.
+
+a. Except for Army Service Component Command executed teams, HQDA will approve all security assistance training. For HQDA approved teams, TRADOC is the primary execution agent. For TRADOC executed teams, TRADOC is given tasking authority to fill teams from supporting ACOMs and DRU. Final approval authority and conflict resolution resides with the ASA ALT (DASA DE&C).
+
+b. Prohibited security assistance team activities. The SAT shall not engage in or provide assistance or advice to foreign forces in a combat situation. Additionally, SAT will not perform operational duties of any kind except as may be required in the conduct of on-the-job training in the operation and maintenance of equipment, weapons, or supporting systems. The SAT shall not perform SCO functions or be used to augment the SCO, except where specifically authorized by the host country in the LOA. Teams will not perform follow-on retraining or advisory roles, except in rare instances when the recipient country cannot provide qualified personnel from its own resources or hire qualified personnel from non-indigenous sources, or the SCO recommends it as in the best interest of the United States.
+
+22. Security Assistance Team command relationships a. The Chief of the U.S. Diplomatic Mission through the SCOs, oversees SAT in-country activities to ensure that the SAT receives required administrative and logistical support for mission accomplishment. The SCO is required to monitor SAT and host nation activities to ensure that the stated mission is accomplished, and that the SAT is not diverted from its specified mission for activities or purposes outside the specific terms of the LOA, governing statutes, or other legal agreements.
+
+b. The SCO is responsible for coordinating the teams' activities to ensure compatibility with other DOD elements in or directly related to other ongoing in-country activities. The SCO ensures compliance with directives and keeps the Combatant Commander informed of SAT activities and progress. The SCO will identify problems and recommend solutions to the SATMO.
+
+23. Security Assistance Team Chief The SAT chief is the senior team member and assigns duties and responsibilities to team personnel. In accordance with the Security Assistance Management manual (SAMM), paragraph C11.13.4.1 the SAT chief is under the operational oversight of the SCO while in-country and is an integral part of the SCO in support of the overall SA mission. The team chief is responsible to the SATMO for the accomplishment of the SAT technical and/or training mission. Ensure Security Assistance Team chief is adequately trained. Responsibilities to supervise military, DOD civilian (General Schedule, National Security Personnel System, and other) and contracted personnel.
+
+a. Before deployment, communicate directly with the SCO to obtain additional information required to prepare for deployment and to successfully complete the mission.
+
+b. Prepare and execute the mission and be responsible for actions of team members. c. Work closely with the SCO to resolve any problems that may develop while in country. The team chief will report problems that cannot be resolved in country to SATMO commander. The SATMO will refer problems that it cannot resolve to other appropriate commands or agencies for resolution.
+
+d. Enforce force protection measures throughout the mission. e. Ensure SAT personnel are not used by the foreign country for purposes beyond the scope of the approved mission statement. The SAT personnel will not provide office services, chauffeuring services, messenger services, or services of a purely personal nature. Teams will not augment the SCO or the U.S. Embassy. If the team chief determines that the team's mission has been altered, he will prepare an objective assessment of the situation by message or memorandum to TRADOC/SATMO, with copy of the assessment to the SCO.
+
+f. Maintain property accountability and use properly in accordance with procedures established by SATMO, DOD
+and United States Army regulations.
+
+g. Take appropriate measures to ensure the SAT case-funded property is appropriately controlled and transferred to the foreign country representative or follow-on SAT.
+
+h. Manage and maintain proper accountability of all in-country support funds in accordance with SATMO policy, DOD and Army regulations. Provide monthly reports of fund use to SATMO.
+
+i. Provides quarterly assessments to the SCO. Upon completion of the mission, and before departing country, brief SCO authorities and appropriate country team leadership and complete a mission after action report in the format at appendix E. The team chief will present the original to the SCO before leaving the country and a copy to SATMO. When completing the report while in country is not possible, complete the report no later than (NLT) 30 days from redeployment.
+
+24. Security cooperation officer or designated security cooperation representative (incountry)
+The SCO exercises operational oversight and provides administrative and logistical support to the in-country SAT and is responsible for coordinating the teams' activities to ensure compatibility with other ongoing activities in country under the oversight of the United States diplomatic mission. The SCO
+a. Assists foreign countries in planning and programming SAT requirements, submitting validated requirements to appropriate agencies, administering approved programs in country and determining required skills and the duration of the assistance, consistent with the coordinated country's objectives.
+
+b. Evaluates the request for training assistance by the foreign government, validates the request, and ensures conformance with U.S. policy and compliance with National Security Decision Directive (NSDD) 38, in coordination with the Chief of the U.S. Diplomatic Mission. This specifically includes increases and decreases to team sizes or durations.
+
+c. Makes recommendations concerning SAT. d. The SCO-developed annual country combined education and training plan (CETP) to identify future SAT
+requirements and provide the Army long lead-time planning notification.
+
+e. As specific SAT requirements solidify, as far in advance as possible, prepares a draft form team request memorandum (TRM) for coordination with the COCOM, ASCC and or TRADOC/SATMO.
+
+f. In accordance with timelines at figures 31 and 41, submits final TRM for specific SAT for validation by the COCOM and Army decision. (See app D.)
+g. Coordinates possible Special Operations Forces (SOF) SAT in accordance with paragraph 32b for PCS or paragraph 42e(4) for temporary duty (TDY).
+
+h. Performs initial planning and coordination of in-country SAT activities.
+
+i. Conducts and completes vetting requirements on all trainees prior to training, to ensure they meet prerequisites outlined in DOD/Department of State (DOS) policies and regulations, and maintains required trainee documentation.
+
+j. Enforces the chief of mission's weapons policy for SAT. k. Notifies the Combatant Commander and SATMO within 24 hours of the arrival and departure of the SAT
+members and dependents.
+
+l. Orients SAT personnel thoroughly on (as a minimum): training objectives; organization and capabilities of the forces to be trained; terms of reference; legal status in relation to the foreign country; political situation; history, culture and customs of the country; guidelines for official and personal associations with foreign personnel; currency control; logistics and administrative support international cooperative administrative support services (ICASS), general support office (GSO), civilian personnel office (CPO), and so forth); threat level, force protection, individual and collective security requirements, and ROE as appropriate, within 24 hours of their arrival in country.
+
+m. Deliberately and specifically evaluates the need to arm SAT members, and if so, coordinates with the in-country diplomatic leadership and the COCOM. States clearly in the TRM, all related rules of engagement (ROE) and force protection considerations.
+
+n. Ensures each SAT performs only the missions specified in the TRM. Strongly emphasizes to the country requesting a SAT that the purpose of the team is to provide training or technical assistance and instruction only and not to provide administrative support or labor-intensive technical assistance such as installation or repair of equipment. Security Assistance Team personnel will not provide office services, chauffeuring services, messenger services, or services of a purely personal nature.
+
+o. Provides or arranges in-country support (for example, medical/dental support) for SAT personnel and family members.
+
+p. Coordinates with the SATMO commander prior to taking any unfavorable personnel action on a SAT member.
+
+Prepares a full report and forwards to SATMO commanders (for example, team personnel relieved for cause).
+
+q. Establishes policy and procedures for the accountability and use of team property. Ensures the team chief establishes supply and/or equipment accountability records that provide a complete audit trail from item acquisition to disposal, and that all non-expendable, durable property costing $50.00 or more is recorded on a property record.
+
+r. Periodically reviews team property and inventory records for accuracy. Maintains continuous in-country accountability by conducting a physical inventory prior to team and/or team chief departure from country. As a minimum, conducts an annual 100 percent physical inventory for all PCS teams.
+
+s. Ensures SAT case-funded property is appropriately controlled and transferred to foreign country representatives or to follow-on SAT.
+
+t. Acquaints the SAT personnel with specific U.S. Embassy requirements to make certain that security violations do not occur.
+
+u. Assists SAT personnel in receiving, dispatching, storing, and safeguarding military information, including classified information.
+
+v. Ensures SAT personnel have quarters in accordance with U.S. Embassy policy. Reviews residential leases to ensure quarters are appropriate for rank and dependent status of team members and comply with DOD and DOS standards. Ensures each lease request is submitted to the Embassy Interagency Housing Board for approval prior to signature by the appropriate contracting officer. If higher headquarters approval is required, ensure Embassy Interagency Housing Board reviews request before forwarding lease to the implementing agency.
+
+w. Submits a request to SATMO when a replacement for a SAT member is required, the reasons for the replacement and a recommended timeline to replace the SAT member.
+
+x. Submits all personnel actions for SAT members to SATMO. y. Oversees SAT in-country operational funds. z. At least monthly, the SCO or their designated representative will review the teams' monthly advice of obligation authority (AOA) report, ensuring they are adequately protected. Ensures all cash management is in accordance with U.S. Embassy budget and fiscal procedures. Assists SAT chief in establishing procedures with the Embassy for payroll support of any Foreign Service employees hired to support the SAT.
+
+(1) Ensures completion of quarterly assessments and forwards to DASADE&C. Ensures completion of the SAT
+after action report (AAR) (see app E) by the team chief, preferably before the team's departure from the country, but not later than 30 days after.
+
+(2) Performs surveillance and quality control as the Government point of contact for contractor-staffed teams; sends requests for revisions, cancellations and terminations to SATMO in a timely manner to minimize or avoid penalties.
+
+(3) For a contract SAT, ensures all support specified in the contract is provided to the SAT. The American Embassy does not provide logistical or administrative support for a contract team, unless it is expressly specified in the contract.
+
+(4) Establishes procedures to review all team TDY and approves requests for in and out-of-country travel. (5) Reviews SAT team chief's request for annual funding prior to submission to SATMO. (6) Provides to SATMO and the combatant commander a list of recommended and/or required quality of life (QOL)
+and/or mission sustainment (MS) items to be included in the LOA. Reviews all purchase requests for items required to execute the missions and ensures that all QOL and MS items are authorized by the LOA. Ensures that commercial vendor discussions and purchases are made through a United States Government contracting office.
+
+(7) Ensures all host nation trainees are properly vetted prior to training execution and preferably prior to SAT arrival in country.
+
+(8) The SCO in conjunction with the country is responsible for the aircraft air worthiness certification in accordance with AR 7062.
+
+25. U.S. Army Security Assistance Training Management Organization Implements the OCONUS portion of the Commanding General of TRADOC's training missions. Plan, form, prepare, deploy, sustain and redeploy CONUS-based SATs to execute OCONUS Security Assistance missions in support of Secretary of Defense Security Cooperation Guidance, Combatant Command's Theater Security Cooperation Plan and Ambassadors' Mission Performance Plans. Manage all financial transactions in support of SATs. For HQDA approved and DCS, G3/5/7 tasked SAT, TRADOC, through SATMO, is delegated tasking authority to further task lateral United States Army Commands, except SOC, and Direct Reporting Units for TDY teams, and Human Resources Command (HRC) for PCS teams. In addition, SATMO can request team members for both PCS and TDY teams from Army Reserves, National Guard, the Air Force, Navy, Marine Corps, and other U.S. government entities such as the Coast Guard. The SATMO commander is authorized to enter into a memorandum of agreement (MOA) with the country for the purpose executing SAT missions.
+
+26. Selection of personnel a. The furnishing command (HRC, ACOM, or DRU) will ensure Soldiers selected for SAT duties have the experience, technical ability, maturity, and personality to accomplish their duties in the best interests of the United States. Accordingly, furnishing organizations will select only the best-qualified for this duty. Consistent with countryspecified requirements, gender, race, ethnicity, religion and other factors bearing no relation to mission performance will not be selection criteria. Commanders will
+(1) Make maximum effort to select personnel who meet the desirable, as well as mandatory, qualifications. (2) Select personnel who are highly qualified in their respective fields. They should be the best available who meet all other qualifications.
+
+(3) Select personnel who are capable of working with others and have demonstrated their abilities to train and supervise effectively and conscientiously.
+
+(4) Ensure selected personnel are fully qualified for overseas deployment before departing home station. (5) Schedule selected SAT members for school as required to meet special qualifications for the mission. (6) Select team members who are medically fit to perform duty with the SAT in the designated country. Personnel with known physical disorders that may require medical attention or hospitalization will not be selected.
+
+(7) Select Soldiers with enough time remaining in their service before separation or retirement to complete the required period of their contract.
+
+b. Commander, SATMO, exercises final approval authority for all SAT members, and will ensure that all SAT
+members meet the qualifications of the TRM.
+
+27. Language requirements/interpreter support The TRM may indicate a desire for language capability, but will not state a mandatory requirement. Furnishing organizations will to the extent possible, furnish team members with requested foreign linguistic ability. If team members with linguistic ability are not available, the SCO must coordinate for the necessary interpreter support to meet mission requirements.
+
+## 28. Country And Area Clearances The Satmo Will Process Requests For Theater Or Area Clearances As Specified In Dodd 4500.54.
+
+29. Passports and visas Upon SATMO selecting the SAT members, they will submit passport and visa applications through their home station passport agencies. The SATMO will provide specific instructions and assistance with processing passport and visa requests.
+
+210. Civilian clothing An initial clothing allowance, in accordance with AR 70084, chapter 8, may be authorized when civilian clothing is required for mission accomplishment. Civilian clothing requirements must be stated in the TRM under uniform and clothing requirements. Costs, when approved, will be paid from case or program funds. The SATMO will validate the requirement and will process the civilian clothing allowance request.
+
+211. Mission-related travel The SATMO will issue travel instructions and provide funding information to team members for all mission-related travel.
+
+212. Pre-deployment team activities a. The SATMO will orient team members before departure for overseas assignment. The SATMO will designate a location for the SAT members to assemble to
+(1) Confirm that the persons selected are capable of performing the mission. (2) Familiarize the team with the SAT mission. (3) Permit SAT members to become acquainted with each other and to form a cohesive training unit. (4) Obtain orientation on the history and culture of the country and the organization and capabilities of the forces to be trained.
+
+(5) Review training material or equipment to be used and set up methods of instruction. (6) Prepare the program of instruction and lesson plans, and collect and prepare training aids. (7) Review terms of reference and rules of engagement, if applicable. b. All SAT members deployed OCONUS under the SA program must attend the Security Assistance Training Team Orientation Course (SATTOC) at Fort Bragg, NC. This training exposes SAT members to training on anti-terrorism, survival, escape, resistance, and evasion techniques (SERE), country intelligence/threat orientation, country-specific cross cultural considerations, medical and legal conditions of the country, counter-surveillance and driving techniques. The Commander, SATMO is authorized to waive attendance at SATTOC for individual SAT members when circumstances dictate. Should the combatant commander, or the host country team request that the entire team not attend SATTOC, a request with justification will be forwarded through Commander SATMO to TRADOC G3 for decision.
+
+c. The SATMO will provide the following information to the SCO prior to the SAT deploying to the country. (1) Estimated time of departure from CONUS. (2) Estimated time of arrival in the host country. (3) Travel/flight information.
+
+213. Support for security assistance teams a. Unless otherwise provided, SATMO, in coordination with TRADOC G-3/SATFA, the SCO, the U.S. Diplomatic Mission, and other appropriate agencies, will ensure mission support of the SAT. The SCO must identify team support items in the SAT TRM. Such support will be fully reimbursable in accordance with the LOA. Mission support items that will be consumed or turned over to the country at mission completion, that is, training aids, publications, training equipment and materials, must be purchased using case/program funds. When the SAT is completed, the SCO will transfer all items purchased with case funds in support of the SAT mission to the host nation in accordance with the SAMM (DOD 5105.38M). The level and quality of support provided to SAT members shall be equivalent to that provided to other in-country DOD personnel of equivalent grade.
+
+b. Equipment and support materials required to support IMET-funded SAT must be approved prior to use of IMET
+funds. Requests for waiver to use IMET funds must be forwarded to DSCA. Such requests should be included with the initial IMET waiver request for the SAT, if possible. See AR 1215, chapters 4 and 13 for additional information concerning IMET-funded SAT and use of IMET funds to purchase SAT support materiel.
+
+c. Quality of life items may be purchased in accordance with AR 1215, chapter 13 and morale, welfare, and recreation (MWR) policies. Prior approval by the country SCO and Combatant Command is required before QOL items can be purchased. The IMET funds will not be used for the purchase of QOL items. The QOL items are not authorized for TDY SAT.
+
+d. The SCO must ensure that all host nation equipment on which training or technical assistance is to be conducted is available and operational, and that necessary tools, equipment, and facilities for operations and on-the-job training (OJT) are readily available at the training site. The team will not deploy until these conditions are met. The furnishing command may agree, in some instances, to provide limited specialized support items for team use. Such support is coordinated on a case-by-case basis.
+
+e. The host country will furnish necessary interpreter support or fund this support in accordance with the LOA.
+
+214. Mission funding The TRADOC G3/SATFA centrally manages all OCONUS training case funds and other SA program funds for HQDA approved SAT.
+
+a. For IMET-funded SAT, the SCO and/or Combatant Commander will get DSCA approved waiver prior to submitting the TRM to HQDA. See DOD 5105.38.M (SAMM) for waiver format.
+
+b. The DOD Combating Terrorism Fellowship Program (CTFP) and DOD Counter Narcotics Program (CNP) funded teams require HQDA approval for personnel sourcing and DCS, G3/5/7 tasking to TRADOC for execution.
+
+c. The TRADOC provides pricing and availability (P&A) data to the SCO, and the SCO provides that information to the host country.
+
+d. The TAFT/ETSS LOA will specify any support costs to be incurred by designated supporting activities in accordance with DOD 7000.14R, Vol 15. Supporting organizations will be reimbursed from the LOA for such costs.
+
+e. The LOA, TRM, type of funds or other agreements will determine which expenses the foreign government will bear as mission cost elements. These expenses may include
+(1) Personnel pay, allowances, and differentials. (2) Special training of personnel needed to satisfy peculiar requirements of the SAT. (3) Transportation and full range of support. (4) Temporary duty travel. (5) Training aids, supplies, and equipment needed for mission sustainment and QOL items that the LOA or SAT
+request/call-up message specify.
+
+(6) Foreign national personnel, and/or local hires in accordance with U.S. Embassy policies. (7) Department of State ICASS Expenses. (8) The AOA is a financial instrument, which allows a team to establish a "line of credit" with the in-country financial officer at the U.S. Embassy (or USMTM in the case of Saudi Arabia) to pay for authorized expenses. Team chiefs will be issued an AOA and will be responsible for authorizing expenditures. You may delegated daily custodianship to a team member, but delegation must be in writing with prior coordination with the SATMO Resource Management Office (RMO). A copy of the memorandum is to be forwarded to the U.S. Embassy and the SATMO RMO. The team chief must retain and maintain receipts for all expenses incurred against the AOA for five years in electronic media form. Identify any doubtful or specific situations not covered by this memorandum to the SATMO RMO for further guidance or clarification. The team chief is responsible for the accountability of funds issued.
+
+215. Disclosure of classified information Should the HQDA approved SAT mission include the use of U.S. classified information, TRADOC will obtain disclosure authorization preferably before the SAT deploys, but definitely before training begins. In such cases, SCO must ensure the recipients of classified information are properly cleared.
+
+216. Medical services for team personnel a. The LOA or other appropriate agreements will contain a standard note on medical and dental care. b. The U.S. Embassy's regional medical officer will make any referral decisions. When time permits they should contact the U.S. Embassy physician for a referral.
+
+c. If a military team member requires routine or emergency health and dental services and does not have ready access to the U.S. Embassy health or if the services required are not available at the health unit, the LOA authorizes the government to pay all costs incurred for medical and dental care.
+
+217. Correspondence All significant communications concerning SAT will include as addressees the SCO, Combatant Command, ASCC, TRADOC G3/SATFA/SATMO, furnishing command (for all TDY SAT), and ASA(ALT) (SAALZN) as information or action addressees, as appropriate.
+
+218. Personnel evaluation reports a. The SCO, in coordination with Commander, SATMO, will establish an officer evaluation report/noncommissioned officer evaluation report rating scheme, and provide it to the military team members immediately upon their arrival in country. The SCO will report initial rating chain information and changes as they occur to Commander SATMO.
+
+b. Unless otherwise stated in memorandum of understanding (MOU)/MOA, Commander USASATMO will be included in the rating scheme of SAT chiefs.
+
+c. For all Army SAT's greater than 90 days in duration, the military members will receive ratings per the rating scheme at the intervals specified by AR 6233 and the suspense established by USA SATMO HRM. For any assistance, the SCO should contact Chief, SATMO HRM.
+
+219. Reports
+a. The operation reporting (OPREP) 3- Serious Incident Report. b. Monthly Situation Reports, appendix F. c. The SAT chief will submit a quarterly assessment reports to Commander SATMO (see app F). d. Upon completion of an OCONUS SAT assignment, the team chief will prepare an AAR in accordance with
+appendix E on the effectiveness of the training or technical assistance rendered, and submits the original report to the SCO before the SAT returns to CONUS.
+(1) The SCO will endorse and forward the AAR to the Combatant Command and HQDA, furnishing a copy to
+SATMO, SATFA and to SATMOSAC. The endorsement will address any problems or make recommendations within the SCO's purview, and will evaluate the team's overall effectiveness and performance.
+
+(2) The SCO will forward a copy of the team's evaluation and the after-action report through the Combatant Command and the service component headquarters to SATMO with information copies to SATFA and SATMOSAC.
+
+(3) Addressees will take action, as required, when the comments of the SCO and combatant commands are received. e. The SCO is encouraged to make progress reports on team performance to Commander, SATMO.
+
+220. Relationships The SAT members will retain the title and rank held in the U.S. Army. They will conform to uniform and clothing regulations as prescribed by Army regulations and guidance from the SCO in country.
+
+a. Department of Defense civilians' personnel administration will be in accordance with U.S. Office of Personnel Management (OPM) and DOD civilian personnel regulations.
+
+b. The American Embassy staff and the host nation government will assist with local civilian labor to meet team requirements. The SAT will ensure that any directly hired local national's employment conditions, including pay and benefits, conform with U.S. Embassy policies and those established by the host nation government.
+
+c. The SAT members will have no command or directive authority or responsibility over personnel of the host nation armed services.
+
+221. U.S. Army Aviation Team a. Aircrew assigned to SAT will meet Flight Activity Category 2 (FAC 2) requirements, in accordance with Training Circular 1210, Aircrew Training Program. If all available time and resources have been appropriately utilized, and some Aircrew Training Manual (ATM) requirements are still not met, Commander, SATMO may waive those specific ATM requirements as authorized by AR 951.
+
+b. United States Army aviation team members and/or contractor aircrew members will not perform flight duties without aircraft airworthiness certification in accordance with DCMA Instruction 8210.1/AR 7062 and/or CFR, Title 14.
+
+222. Non-United States equipment A SAT does not normally provide training or assistance on non-standard or non-United States end items. The DASA DE&C must approve requests for exception to policy for training on non-standard or non-U.S. equipment.
+
+223. Military justice jurisdiction The combatant commander has general courts martial convening authority over all military personnel under his or her command, that is, personnel assigned to the command's Joint Manning Document or attached for Uniform Code of Military Justice (UCMJ) purposes. However, since disciplinary action is normally administered by a commander of the same Service as the offender, the combatant commander should direct the Army Service Component Commander, or that commander's designee, to take courts-martial jurisdiction over PCS team personnel. If the Army Service Component Commander believes a case within their discretion should be referred to a court-martial at a level he is not authorized to convene, he should inform the combatant commander. In these situations, the combatant commander will have the authority to take disciplinary action or return the case back to the component commander for disposition. The combatant commander reserves the right to exercise military justice jurisdiction in those cases impacting the mission, or affecting external relations. Personnel assigned permanent change of station orders and carried on the authorization document (table of distribution and allowances (TDA), modification table of organization and equipment (MTOE), and so forth.) of the team management agency will remain under the military jurisdiction of that agency unless attached to the Combatant Command. The UCMJ jurisdiction over TDY team members resides with their parent organization commander, normally the SATMO commander. Article 15 jurisdiction for all personnel (both TDY and PCS) shall be exercised in accordance with Army regulations.
+
+## Chapter 3 Permanent Change Of Station Teams
+
+31. General a. This chapter provides specific information on the initial request for and continuation of U.S. Army PCS SA
+teams. A PCS team is a long duration team (more than 179 days) which may contain any mix of military, government civilian or contractor personnel. An example of a PCS sequence of dates and actions is outlined in appendix B. There are two types of PCS teams
+(1) *Technical assistance field team.* The TAFT provides in-country technical support to foreign personnel on specific equipment, technology, doctrine, weapons, and supporting systems when mobile training teams (MTT), technical assistance teams (TAT), and extended training services specialist (ETSS) are not appropriate. The TAFT is often the bridge between purely technical assistance and pure training. The TAFT members are technical experts in their fields and often provide formal and informal training to their counterparts as part of their primary mission of ensuring the continued operation of the equipment or support system. Additionally, TAFT is often used to set up operational maintenance and supply systems that will interface effectively with CONUS activities. In this sense, TAFT members are both doers and trainers. Also, TAFT set up and operates the systems, as well as trains their counterparts to assume full operational control as quickly as possible.
+
+(2) *Extended training services specialist.* The ETSS provides advice, instruction, and training in the installation, operation, and maintenance of weapons, equipment, and systems. Unless specifically approved by the DSCA, ETSS teams will be provided for no longer than 1 year.
+
+b. These teams provide advice, training, technical assistance, or support to personnel of the hosting country. This assistance is provided to meet specific objectives in connection with development of a country's capability and the Combatant Commander's Security Cooperation Strategy. The deployment of these teams should be based on consideration of all of the advantages and disadvantages inherent in the use of this type of assistance, at a particular time, in a particular country, and should be consistent with DOD, Combatant Command, and Service security cooperation guidance or strategy. (SAMM), DOD 5105.38M, table C10.T1- (Legislation for International Training), provides a listing of the various authorities for deploying teams.
+
+c. The HQDA governing personnel sourcing principle is that all teams can be totally contractor, given that any team position that does not require military will be filled by a contractor or DA civilian.
+
+d. The TRM must provide compelling justification why military personnel are required in lieu of contractors and/or DA civilians. The justification must include why each individual team member's task cannot be accomplished using a contractor or a DA civilian; and jeopardizes the team's overall mission success. The selection considerations for team composition and priority of fill are at figure 12.
+
+32. Permanent change of station security assistance team request and authorized use A TAFT or ETSS will deploy for periods greater than 179 days and will not exceed three years in duration. A TAFT or ETSS team will be considered only if a short duration (less then 179 days) SAT cannot satisfy the requirement (see chap 4). Also, if the training requirement is too extensive for a short duration (less than 179 days) SAT, a TAFT or ETSS will replace the use of repetitive short duration SAT.
+
+a. The primary purpose of a TAFT or ETSS is to support a FMS case by providing training or technical assistance to a host nation that result in a specific military capability. The AMC/USASAC works in coordination with TRADOC/ SATFA in the development of the LOA to implement either a single case or separate materiel and training cases that support a total package approach (TPA).
+
+b. In accordance with Title 10, United States Code, Chapter 167 (10 USC 167), the SCO will direct any requests for Army Special Operations Forces (ARSOF) personnel to the theater Special Operations Command (SOC) for validation, then to the theater combatant commander, who will then forward the request to USSOCOM for approval. Upon approval, USSOCOM will direct team sourcing.
+
+33. Permanent change of station team process a. The PCS team request and Army decision process is depicted in figure 31. The process starts with the country team receiving a LOR or a country's request for a training team for an Army mission under an existing LOA. The country team will assist the country by preparing a detailed TRM. The TRM format is provided at appendix D.
+
+(1) Before submitting the TRM, the SCO may request assistance from TRADOC concerning team composition, training concept, cost information and general guidance on the availability of specific skills.
+
+(2) The TRM must be submitted 15 months prior to PCS team deployment. (3) The requirements must be written to achieve a specific objective during a specific timeframe. (4) The requirements must be tied into the current Combatant Commander's Theater Security Cooperation Plan or the country CETP to ensure specified objectives are achieved. Here are some examples of current COCOM and Army Strategic objectives:
+(a) Enhance partner capability to conduct internal stability operations. (b) Build partner capability to support COCOM missions with a focus on regional interoperability and stabilization operations, peace keeping operations, and humanitarian assistance.
+
+(c) Deter aggression and counter coercion, and defeat adversaries. (d) Develop capabilities of key allies and partners to dissuade potential adversaries. (5) Requests for P&A must use the TRM format (draft) containing the planning information necessary to estimate costs and survey availability.
+
+b. The country team will then submit a detailed TRM through the COCOM for validation to HQDA for decision.
+
+The TRM will clearly state the mission, training goals, end state of the mission, and the qualifications the team members should possess per paragraph 31. The SCO should also identify geographic or climatic conditions to be considered in selection of team members. For contractor-staffed SAT, the SCO will include, as part of the TRM, a statement of work (SOW) to be coordinated with TRADOC.
+
+(1) The TRM will be submitted through the appropriate COCOM authority that works Security Cooperation programs to validate the requirements.
+
+(2) Upon COCOM validation of the TRM, it will then be forwarded to HQDA for coordination and decision. The Army action agency address is DASA DE&C Suite 8200 (SAALNP), 1777 North Kent Street, Arlington, VA 22209.
+
+(3) The DASA DE&C will coordinate with the DCS, G1 and DCS, G3/5/7 and make a decision on the TRM. If the TRM is disapproved, it will be sent back through the COCOM to the country team with applicable justification. If the TRM is approved, DASA DE&C will draft an Execution Message to DCS, G3/5/7 ODO with a mission statement, metrics for measuring success, and a timeline for completion.
+
+(4) The DCS, G3/5/7 ODO upon receiving the draft execution message from DASA DE&C will send a tasker to the TRADOC G3/5/7 Central Tasking Office, which sends to TRADOC G-3/5/7 SATD/SATMO to fill the request.
+
+c. Given an approved and implemented LOA, TRADOC will execute the fill of the team and prepare them for deployment.
+
+(1) The SCO, in coordination with TRADOC ensures that all necessary equipment, supplies, instruction facilities, and technical publications are on hand or available for the arrival of the team. Tools and ancillary equipment needed for the training or technical assistance must be on-hand and available for the team use when the SAT team arrives in country.
+
+(2) The SCO ensures that foreign personnel to be trained meet the prerequisites necessary to comprehend the technical level of presentation and must vet them for training.
+
+(3) The SCO programs the in-country arrival date in accordance with appendix B, and must consider the availability of trainees, facilities, and equipment.
+
+d. The team chief, in coordination with SATMO and the SCO, will meet reporting requirements in paragraph 23.
+
+34. Request for team continuation Continuation of the duration of an Army non-contractor PCS SAT beyond 3 years requires HQDA approval. If a PCS team requires a continuation beyond 2 years, the SCO will submit a team continuation request memorandum (TCRM) through the same process as the TRM for approval. To meet Army personnel management timelines, the TCRM must be submitted by the end of the first year. No continuations will be granted without the HRC approval.
+
+35. Support requirements and authorized Family members In addition to Army PCS SAT support commitments provided in the TRM and LOA, supporting agencies will pay particular attention to the support requirements of authorized and approved team member dependents. If on an authorized accompanied tour, team members will complete all Family member pre-deployment screenings according to AR 600811. Family travel decisions (concurrent or deferred) will be based upon the response from the overseas commander.
+
+36. Overseas tour lengths Non-contractor PCS teams' tour length will be in accordance with AR 61430 and LOAs. If the Army regulation is in conflict with the LOA, the Army regulation will take precedence unless an exception is granted. The joint federal travel regulations govern overseas tours for DOD civilian personnel.
+
+37. Team members and authorized dependents legal status The SCO will provide in the TRM the legal status to include any substantiating documents required for team members and their dependent while deployed in country. Additionally, the LOA may contain an appropriate standard note or footnote on the legal status of SAT personnel.
+
+38. Pre-deployment activities Pre-deployment activities will include but not limited to SATTOC, Soldier readiness processing (SRP), POI development, refresher training and any specific activities as identified by SATMO.
+
+## 39. Permanent Change Of Station Orders The Satmo Will Provide Hrc With A Funding Citation And Assignment Instructions That Are Peculiar To The Taft/
+
+ETSS to include in the PCS orders. The personnel service battalion (PSB) of the TAFT/ETSS team member's installation will issue PCS orders with the appropriate funding citation, assignment instructions and any TDY en route.
+
+310. Flight physicals All aircrew personnel will complete a comprehensive annual flying duty medical examination (FDME) prior to departing home base. When aircrew are on duty at an OCONUS station with limited medical facilities, they will accomplish the FDME to the extent possible, and, In accordance with AR 40501, paragraph 68d, attach a cover letter explaining facility limitations. They will accomplish a comprehensive FDME within 90 days of return to a station with adequate medical facilities. See AR 40501, paragraph 68d for additional guidance.
+
+## Chapter 4 Temporary Duty Teams
+
+41. General This chapter provides information specific to TDY SAT. Temporary duty teams perform services for specific purposes and periods of time not to exceed 179 days under the Arms Export Control Act (AECA) and the Foreign Assistance Act (FAA). They provide in-country technical assistance and training to the armed forces of a friendly foreign government in doctrine and on specific equipment, technology, weapons, and supporting systems. There are 4 types of TDY teams which can be deployed into country; MTT, requirements survey teams (RST), TAT, and pre-deployment site surveys (PDSS). The TDY team request process is outlined in figure 41. The selection considerations for team composition and priority of fill are at figure 12.
+
+a. Mobile training teams. The MTT are composed of personnel on TDY for the purpose of training foreign personnel. The MTT conduct in-country training when it is more effective to bring the training to the country. The MTT provide training, rather than technical assistance. The MTT may be drawn from CONUS or within theater. Under exceptional circumstances, MTT may train foreign recipients at U.S. installations and facilities. Equipment used for this training must be either owned by, or allocated for, delivery to the recipient country. When the SCO does not have the subject matter expertise or capability to perform pre-deployment survey functions, and with concurrence of the SCO, PDSS will deploy before MTT.
+
+b. Requirements survey teams. The RST deploy TDY to an OCONUS location to determine specific country needs.
+
+The RST assesses the country's capabilities and determines requirements for equipment, team composition, and duration of future training or assistance missions.
+
+c. Technical assistance teams. The TAT deploys TDY to provide technical assistance other than training. The TAT
+maintains or repair U.S. equipment that has been provided to the host government. These teams may set up and place into operation such things as repair parts warehouses, personnel records systems, technical libraries and English language laboratories. The TAT often helps a country to maintain U.S. equipment or adopt U.S. management techniques. For the purposes of this regulation, OJT that is incidental to TAT activities is not considered training assistance. The SAMM, chapter 10, provides basic guidance on TAT.
+
+d. Pre-deployment site survey. The PDSS are generally five-day TDY by the team chief that precede deployment of a SAT to ensure preparations (such as billeting, classrooms, ranges, interpreters, training equipment, so forth.) are in place, and to perform other advance party functions. The PDSS may inspect the training site, determine requirements for special tools, equipment, and other support materials, and discuss the proposed training program with the SCO and host nation representatives. The PDSS can occur from three months to 30 days before the SAT deploys.
+
+42. Temporary duty security assistance team request and authorized use a. The TDY team request and Army decision process is depicted in figure 41. The process starts with the country team receiving a LOR or a country's request for an Army SAT under an existing LOA. The country team will assist the country by preparing a detailed TRM. The TRM format is provided at appendix D. The SCO must send the TRM (see app D) for a TDY team in accordance with figure 41 through the COCOM to HQDA a minimum of 10 months before the date of deployment. The COCOM will validate and endorse TRM that do not meet the timeline in paragraph 41(a), above and submit them with justification (operational requirements) to DASA DE&C for review and staffing to the Vice Chief of Staff of the U.S. Army (VCSA) for decision. Copies should be provided to TRADOC/SATFA and SATMO.
+
+(1) Before submitting the TRM, the SCO may request assistance from SATMO concerning team composition, training concept, cost information and general guidance on the availability of specific skills.
+
+(2) The requirements must be written to achieve a specific objective during a specific timeframe. (3) The requirements must be tied into the current Combatant Commander's Theater Security Cooperation Plan or the country CETP to ensure specified objectives are achieved. Here are some examples of current COCOM and Army Strategic objectives
+(a) Enhance partner capability to conduct internal stability operations.
+
+(b) Build partner capability to support COCOM missions with a focus on regional interoperability and stabilization operations, peace keeping operations, and humanitarian assistance.
+
+(c) Deter aggression and counter coercion, and defeat adversaries.
+
+(d) Develop capabilities of key allies and partners to dissuade potential adversaries.
+
+(4) Requests for P&A must use the TRM format (draft) containing the planning information necessary to estimate costs and survey availability.
+
+b. The Country Team will then submit a detailed TRM through the COCOM for validation. The TRM will clearly state the mission, training goals, end state of the mission, and the qualifications the team members should possess per paragraph 31. The SCO should also identify geographic or climatic conditions to be considered in selection of team members. The SCO will include a Statement of Work to be coordinated with SATMO as a part of the TRM.
+
+c. The applicable COCOM authorities will coordinate with the ASCC to determine if the mission can be satisfied from internal theater assets. If so, the mission is executed intra-theater with no HQDA involvement required.
+
+d. If not, the COCOM will forward the TRM to HQDA for decision. The Army action agency address is DASA
+DE&C Suite 8200 (SAALNP), 1777 North Kent Street, Arlington, VA 22209.
+
+(1) The DASA DE&C will coordinate with the DCS, G1 and DCS, G3/5/7 and make a decision on the TRM. If the TRM is disapproved, it will be sent back through the COCOM to the country team with applicable justification. If the TRM is approved, DASA DE&C will draft an Execution Message to DCS, G3/5/7 ODO with a mission statement, metrics for measuring success, and a timeline for completion.
+
+(2) The DCS, G3/5/7 ODO upon receiving the draft execution message from DASA DE&C will send a tasker to the TRADOC G3/5/7 Central Tasking Office to fill the request.
+
+e. Given an approved and implemented LOA, SATMO will execute the fill of the team and prepare them for deployment.
+
+(1) The SCO, in coordination with USA SATMO ensures that all necessary equipment, supplies, instruction facilities, and technical publications are on hand or available for the arrival of the team. Tools and ancillary equipment needed for the training or technical assistance must be on-hand and available for the team use when the SCT team arrives in country.
+
+(2) The SCO ensures that foreign personnel to be trained meet the prerequisites necessary to comprehend the technical level of presentation and must vet them for training.
+
+(3) The SCO programs the in-country arrival date in accordance with appendix C, and must consider the availability of trainees, facilities, and equipment.
+
+(4) In accordance with 10 USC 167, the SCO will direct any requests for ARSOF personnel to the theater SOC for validation, then to the theater combatant commander, who will forward the request to USSOCOM for approval. Upon approval, USSOCOM will direct team sourcing.
+
+f. Approval to use IMET funds for SATs requires that the combatant commander forward a request for waiver to DSCA for consideration and approval before sending the TRM to HQDA. The waiver request should include a cost estimate for training aids and training materials. The SCO can request P&A assistance from SATMO for the cost estimate for the IMET waiver.
+
+43. Drawdown decision security assistance team requirements Training and technical assistance related to presidential drawdown determinations will be programmed and conducted in accordance with the Execution Order.
+
+## 44. Family Members Family Members Are Not Authorized To Accompany Or Join Military Tdy Team Members In Country.
+
+45. Temporary duty orders The SATMO will provide furnishing commands with coordinating instructions and financial information for the preparation of TDY team orders.
+
+46. Pre-deployment activities Pre-deployment activities will include but not limited to SATTOC, SRP, POI development, refresher training and any specific activities as identified by SAMTO.
+
+## 47. Team Members Legal Status The Sco Will Provide In The Trm The Legal Status To Include Any Substantiating Documents Required For Team Members
+
+while deployed in country. Additionally, the LOA may contain an appropriate standard note or footnote on the legal status of SAT personnel.
+
+## Chapter 5 Contractor-Staffed Teams
+
+51. General This chapter provides information specific to SAT staffed by one or more contractors. Contractor staffed teams are the preferred means for filing a team unless specific circumstances and requirements dictates otherwise. The priority of fill for the team is contractor, DOD civilian and then military. Follow procedures in chapters 3 and 4 respectively for contractor staffed PCS and TDY teams, xontractors may comprise all or part of a team. The SCO must obtain authorization from the requesting country before accepting a contractor staffed SAT. A statement of work (SOW) must accompany the TRM.
+
+52. Provisions specific to contractors a. Contractors and their employees cannot (1) Work in policy-making positions or in positions of command, supervision, administration, or control over DOD
+personnel or personnel of other contractors.
+
+(2) Become part of the foreign government organization. b. Contract team members are entitled to privileges and support equivalent to that furnished to GS12 grade civilians, where available. When agreements between the U.S. and the foreign government do not expressly authorize the U.S. to accord these privileges to such personnel, they will be extended only with the consent of the foreign government.
+
+c. Security clearance for employees of contractors will conform to the requirements of DOD 5220.22R and as specified in the contract. Other administrative requirements such as those involving non-disclosure statements, certificates of performance, logistical support, travel, identification, privileges, and reports will conform to the appropriate provisions of Army regulations as incorporated within the contract for the services.
+
+d. In accordance with the terms of the contract, the contracting officer may require the contractor to remove from the job site any CFS employee who endangers persons or property or whose continued employment under the contract is inconsistent with the interests of the U.S. Government as determined by the SCO.
+
+e. Costs depend on the value of a negotiated contract with the civilian firm involved and include such costs as salary, in-country maintenance, travel, and overhead. The contract cost will be reflected as unit cost in the country program.
+
+f. Commander, SATMO will ensure personnel furnished by the contractor meet, as closely as possible, the qualifications and skills expected of their military counterparts.
+
+g. Contract team members will be medically fit to perform duty in the designated country. h. Routine health services and emergency medical evacuation are responsibilities of the U.S. contractor under provisions of the contract signed by the contractor and the contracting officer.
+
+i. The SCO must forward requests for extending contractor-staffed SAT duration through the combatant commander and HQDA. The HQDA will forward approve requests to TRADOC (SATFA & SATMO), and SATMO will coordinate a contract modification with the contracting officer.
+
+## Appendix A References Section I Required Publications
+
+AR 1131
+Army International Security Cooperation Policy (Cited in para 13b(7).)
+AR 121
+Security Assistance, International Logistics, Training, and Technical Assistance Support Policy and Responsibilities (Cited in para 13e(1).)
+AR 1215
+Joint Security Assistance Training Regulation (Cited in para 213.)
+
+## Section Ii Related Publications A Related Publication Is A Source Of Additional Information. The User Does Not Have To Read It To Understand This Regulation.
+
+AR 112
+Management Control AR 40501
+Standards of Medical Fitness AR 40562
+Immunizations and Chemoprophylaxis AR 5546
+Travel Overseas (MPE)
+AR 6072
+Airworthiness Qualification of Aircraft Systems AR 7057
+Military-Civilian Technology Transfer AR 951
+Flight Regulations AR 135210
+Order to Active Duty as Individuals for Other Than a Presidential Selected AR 38010
+Foreign Disclosure and Contacts with Foreign Representatives AR 600811
+Reassignment AR 600814
+Identification Cards, Tags and Badges AR 6008105
+Military Orders AR 61430
+Overseas Service AR 70084
+Issue and Sale of Personal Clothing Training Circular 1210
+Aircrew Training Program Commander's Guide to Individual and Crew Standardization DOD 5105.38M
+Security Assistance Management Manual (SAMM)
+DOD 700014R, vol. 15
+Financial Management Regulation Policies and Procedures, Security Assistance Policy and Procedures DODD 4500.54G
+D0D Foreign Clearance Guide FORSCOM Regulation 35012
+Procedures for Tasking and Support From Active Component Installations and Units Joint Federal Travel Regulations Volumes 1 and 2
+
+## Section Iii Prescribed Forms This Section Contains No Entries. Section Iv Referenced Forms Dd Form 2060 Fms Obligation Authority (Available At Http://Www.Dtic.Mil/Whs/Directives/Infomgt/Forms/Formsprogram.Htm.) Appendix B Permanent Change Of Station Team Dates And Actions
+
+B1. D18 Months C o n c e p t  A p p r o v a l  b y  D O S .  S C O  s u b m i t s  T R M  t o  C O C O M .  S C O  f o r w a r d s  r e q u e s t  f o r  L O A  ( i f  n o t  a l r e a d y implemented).
+
+## B2. D15 Months Cocom Submits Trm To Hqda. Loa Preparation. B3. D14 Months Receipt/Acceptance Of Loa By Host Country.
+
+B4. D12 Months LOA implemented and funding authorization granted. HQDA tasks TRADOC to support SAT. TRADOC sends request for military personnel to AHRC.
+
+## B5. D10 Months Tradco Initiates Contract Procedures And/Or Dod Civilian Term Hire Procedures. B6. D90 Days Team Chief Pdss In Country. Poi/Program Support Requirements Sent To Sco.
+
+B7. D30 Days until DDay Training materials prepared and shipped. Administrative processing completed. SATTOC completed at Fort Bragg. Final deployment preparation for completed.
+
+## B8. DDay Team Departure For Mission. Appendix C Temporary Duty Team Dates And Actions C1. D12 Months Concept Approval By Dos. Dod Hqda Finalization Of Cost Estimate. Sco Submits Lor & Trm To Cocom. C2. D10 Months Cocom Submits Trm To Hqda. Loa Preparation. C3. D09 Months Hqda Tasks Tradoc To Support Sat. Loa Processed/Implemented. C4. D210 Days Tradoc Tasks Supporting Command/Agency. C5. D120 Days Sat Source(S) Identified. Team Members Selected. C6. D90 Days Poi/Program Development Training Support Requirements Determined. Poi/Program Support Requirements Sent To Sco.
+
+C7. D30 Days Training materials prepared and shipped. Administrative processing completed. SATTOC completed at Fort Bragg. Final deployment preparation completed.
+
+## C8. DDay Team Departure For Mission. Appendix D Format For Security Assistance Team Request/Call-Up
+
+D1. Instructions The following format is from AR 1215, figure 41. For the purpose of this format, the term "training" is used; however, requests must specifically state whether training or technical assistance or both will be required.
+
+## D2. Requests For Teams The Format In Figure D1 Provides Guidance For Officially Requesting Trm. Appendix E Instructions And Format For Security Assistance Team Effectiveness Evaluation E1. Instructions The Following Format Is Taken From Ar 1215.
+
+E2. Security Assistance Team effectiveness
+The SAT effectiveness evaluation format is as follows:
+a. Team information. Include team type, designation number, and composition by name, grade, MOS/specialty, and
+parent unit/location.
+b. Relevant dates.
+(1) Date departed home station. (2) Dates and location of team assembly and orientation. (3) Date of arrival in host country. (4) Dates on which training/technical assistance started and ended. (5) Date of departure from host country. (6) Date of return to parent unit/agency.
+c. Mission.
+d. Training goals. Restate goals. e. End state. Restate end state. Discuss the mission's success or failure in achieving the end state and list reason
+why.
+f. Locations. Indicate the locations at which training/technical assistance was conducted.
+
+g. Number of trainees. Indicate the number of indigenous personnel trained by type, such as maintenance, supply, instructor, so forth. Indicate whether trainees were officers, enlisted, or civilians. Use actual number of individuals rather than unit designations such as battalion, company, so forth.
+
+h. Installations. Indicate schools, courses, or training installations/other facilities that were used or established.
+
+i. Adequacy. Indicate the adequacy of foreign country training installations/other facilities relating to the mission of the team.
+
+j. Materiel. Indicate the type, quantity, condition, and state of maintenance of materiel on which training/technical assistance was provided.
+
+k. Interpreter support. Indicate the adequacy and effectiveness of interpreter support provided. l. Training conditions. Provide a summary of training conditions as existed on arrival. m. Effectiveness Evaluate the effectiveness of training/technical assistance. Provide a summary of the success of the team effort to improve the effectiveness of the training program in the foreign country and qualification of foreign country personnel to carry on.
+
+n. Problems. Discuss problems encountered that affected the mission. o. Preparation. Indicate preparation for the mission. Answer the following questions: (1) Did notification of the selection of the team provide adequate guidance on mission, type and level of training/
+assistance desired, training material, and training aids required?
+
+(2) Were special or unusual problems anticipated? (3) Was the lead-time adequate for proper preparation for the mission? p. Support. Indicate the adequacy of the country team's support. Indicate any comments considered appropriate concerning accommodations, meals, medical facilities, transportation and overall treatment.
+
+q. Conclusions. Indicate conclusions and recommendations. Provide the following:
+(1) The necessity for the team as requested to accomplish the mission. (2) Indicate if the mission was accomplished and how the team could have been more useful. (3) The follow-up actions the SCO might take. (4) Recommendations for the further improvement of the foreign country's military that can be furnished by programs.
+
+(5) Essential information that should be passed on to future SAT to make the teams more effective.
+
+## Appendix F Format For Quarterly Assessment Report Requesters Must Provide The Information Stated In The Figure F1. Appendix G Operation Reporting3 Report Procedures And Format Provides Guidance For Oprep-3 Report Procedures And Format. Glossary Section I Abbreviations
+
+AAR
+after action review ACOM
+Army Command AECA
+Arms Export Control Act AMC
+Army Materiel Command AMEDD
+Army Medical Department AOA
+advice of obligation authority ARNG
+Army National Guard ARSOF
+Army Special Operations Forces ARSTAF
+Army Staff ASA (ALT)
+Assistant Secretary of the Army (Acquisition, Logistics & Technology)
+ASA (FM&C)
+Assistant Secretary of the Army (Financial Management & Comptroller)
+ASCC
+Army Service Component Command ATM
+aircrew training manual AV
+aviation BN
+battalion CAR
+Chief, Army Reserve CDR
+commander CETP
+combined education training plan CFS
+contract field services CG
+commanding general CNP
+Counter Narcotics Program COCOM
+combatant commander; combatant command COE
+Corps of Engineers CONUS
+continental United States CPO
+civilian personnel office CTFP
+Combating Terrorism Fellowship Program DA
+Department of the Army DAMOODM
+Department of the Army military operations - Office of Deployment Management DASADE&C
+Deputy Assistant Secretary of the Army for Defense Exports and Cooperation DCS, G1
+Deputy Chief of Staff , G1
+DFAS
+Defense Finance and Accounting Service DOD
+Department of Defense DOS
+Department of State DRU
+Direct Reporting Unit DSCA
+Defense Security Cooperation Agency DSN
+defense switched network E-mail electronic mail ETSS
+extended training services specialist FAA
+Foreign Assistance Act FAC2
+flight activity category two FAX
+facsimile FDME
+flight duty medical exam FMF
+foreign military financing FMFP
+Foreign Military Financing Program FMS
+foreign military sales FORSCOM
+Forces Command FSTE
+foreign service tour extension FTS
+field training services GSO
+general service office HRC
+Human Resources Command HRM
+human resources management HQ
+Headquarters HQDA
+Headquarters, Department of the Army ICASS
+international cooperative administrative support services IMET
+international military education and training IMS
+international military student INL
+international narcotics and law enforcement ITO
+invitational travel order JCS
+Joint Chiefs of Staff
+
+## Jscet Joint Security Cooperation Education And Training Jtr Joint Travel Regulations
+
+LOA
+letter of offer and acceptance LOR
+letter of request LV
+leave MICC
+Mission and Installation Contracting Center MILDEP
+military department
+
+## Mipr Military Inter-Departmental Purchase Request
+
+MOA
+memorandum of agreement MOS
+military occupational specialty MOU
+memorandum of understanding MPP
+mission performance plan MS
+mission sustainment MTOE
+modification table of organization and equipment MTT
+mobile training team MWR
+morale, welfare, and recreation NADR
+nonproliferation, antiterrorism, demining and related matters NET
+new equipment training NGB
+National Guard Bureau NRCC
+North Region Contracting Center
+
+## Nsdd National Security Decision Directive
+
+OA
+obligational authority OCAR
+Office Chief of the Army Reserve OCONUS
+outside continental United States OJT
+on-the-job training OPM
+Office of Personnel Management OPR
+office of primary responsibility OPREP
+operation reporting OSD
+Office of the Secretary of Defense OTSG
+Office of the Surgeon General P&A
+price and availability PCS
+permanent change of station PDSS
+pre-deployment site survey PDST
+pre-deployment survey teams POC
+point of contact POI
+program of instruction POM
+program objective memorandum PPBES
+Planning Programming Budget Execution System PSB
+personnel service battalion QAT
+quality assurance team
+
+## Qol Quality Of Life Rfi Request For Information Rmo Resource Management Office Roe Rules Of Engagement Rst Requirements Survey Team
+
+SA
+security assistance SAALNI
+Director, Security Cooperation Integration SAALNP
+Director, Policy for Security Cooperation, Resources and Exports SAALZN
+Deputy Assistant Secretary of the Army for Defense Exports and Cooperation (DASADE&C)
+
+## Samm Security Assistance Management Manual Sat Security Assistance Team Satfa Security Assistance Training Field Activity Satmo Security Assistance Training Management Organization Satp Security Assistance Training Program Sattoc Security Assistance Team Training And Orientation Course
+
+SC
+security cooperation
+
+## Sco Security Cooperation Organization Scetp Security Cooperation Education And Training Program Scetwg Security Cooperation Education And Training Working Group Secdef Secretary Of Defense Sere Survival, Escape, Resistance And Evasion Sja Staff Judge Advocate Sof Special Operations Forces Soc Special Operations Command Sow Statement Of Work
+
+SPT
+support
+
+## Srp Soldier Readiness Processing Ssn Social Security Number Taft Technical Assistance Field Team Tat Technical Assistance Team Tcrm Team Continuation Request Memorandum Tcs Temporary Change Of Station Tda Table Of Distribution And Allowances Tdy Temporary Duty Tjag Theater Judge Advocate General Tla Travel And Living Allowances Tpa Total Package Approach Tradoc U.S. Army Training And Doctrine Command Trm Team Request Memorandum Tsg The Surgeon General Tsoc Theater Special Operations Center Ttad Temporary Tour Of Active Duty Ucmj Uniform Code Of Military Justice Usajfkswcs U.S. Army John F. Kennedy Special Warfare Center And School Usar U.S. Army Reserve Usasac U.S. Army Security Assistance Command Usasoc U.S. Army Special Operations Command Usg United States Government Ussocom U.S. Special Operations Command Vcsa Vice Chief Of Staff Of The Army Section Ii Terms A Contractual Sales Agreement Between The Usg And An Eligible Foreign Country Or Internal Organization.
+
+Collections Receipt in U.S. dollar currencies, checks, or other negotiable instruments from the purchasing foreign country to pay for defense articles, services, or training based on accepted FMS cases.
+
+Defense Security Cooperation Agency The Defense Security Cooperation Agency is the principal DOD organization through which the Secretary of Defense carries out responsibilities for SA. The agency that performs administrative, management, and operational functions for SA programs at the DOD level under the policy direction of the Office of the Assistant Secretary of Defense for Global Security Affairs.
+
+Disclosure authorization Authorization by proper U.S. authority for the disclosure of U.S. classified information to international military student (IMS) who are appropriately cleared and certified by their government for access to classified information, as required, and in accordance with AR 38010.
+
+Extended training service specialists Those services performed by DOD personnel (normally on a PCS basis) who are technically qualified to provide instruction and training in the engineering, installation, operation, and maintenance of DOD weapons, equipment, and systems. The ETSS are not the same as mobile training teams.
+
+Familiarization training Practical experience and job-related training for specific systems, subsystems, functional areas, or other operations that require hands-on experience, to include maintenance training conducted at the depot level. This training does not provide for skill-level upgrading, which is provided under OJT when special procedures are required.
+
+## Follow-On-Training Sequential Training Following An Initial Course Of Training.
+
+Foreign military sales That portion of U.S. authorized by the Foreign Assistance Act of 1961, as amended, and the Arms Export Control Act as amended. This assistance differs from the Foreign Military Financing and the International Military Education and Training Program in that the recipient provides reimbursement for defense articles and services transferred.
+
+Formal training For the purpose of this regulation only, an officially designated course of instruction conducted or administered according to an approved course outline and training objectives.
+
+In-country training Training offered within the geographic boundaries of a recipient country and conducted by members of the U.S. Defense Department, other organizations, or contractors.
+
+Installation For the purpose of this regulation, the term installation is synonymous with base, post, camp, station, activity, squadron, ship, unit, school, and facility.
+
+International military education and training Specific courses that have been identified as building democracies, promoting peace, and recognize human rights and are available to both military and civilian IMS. International military education and training, for the purpose of this regulation only, is the portion of grant aid that includes formal or informal instruction of IMS in the U.S. or overseas by military or civilian personnel of the USG and contract technicians or instruction through informational publications and media of all kinds, training aids, orientation, and military advice to foreign military units and forces. The IMET is authorized under the FAA.
+
+International military student A national of a foreign government, with military or civilian status of that government, who is receiving education or training or is touring USG activities under the sponsorship of SATP. For the purpose of this regulation, the term trainee is synonymous with student.
+
+Letter of offer and acceptance The agreement by which the USG offers to sell to an eligible country or international organization defense articles, services, or training pursuant to the AECA. The LOA lists the items, estimated costs, and terms and conditions of sale. It provides for an authorized agent of the eligible country or international organization to sign as an indication of acceptance.
+
+Mobile training team For the purpose of this regulation only, a team consisting of one or more U.S. personnel from DOD resources on TDY (not to exceed 179 consecutive days away from home station) to train IMSs in the operation, maintenance, and employment of weapon systems and support equipment or in other special skills related to military functions. The MTT are not the same as technical assistance teams.
+
+Obligational authority Authority on a DD Form 2060 (FMS Obligation Authority) or other document passed from DFAS to implementing MILDEP that allows obligations to be incurred against a given FMS case in an amount not to exceed the stated value in this authority.
+
+On the job training For the purpose of this regulation only, a training process whereby IMS acquire knowledge and skills through the actual performance of duties under competent supervision in accordance with an approved planned program.
+
+Operational oversight Authority that may be exercised by the receiving organization or command at any echelon. Operational oversight is granted by the parent organization to the receiving organization to ensure supervision of the deployed team's daily operations and mission accomplishment of the specific/cooperation assignment within the parameters of the LOA and TRM. Operational oversight is the authority to perform limited functions of command over deployed teams to ensure the teams are equipped and operate within the regulations and policies for operations within the organization and country. Receiving organizations do not have the authority to organize and employ the teams, assign tasks, designate objectives, and give authoritative direction, unless approved by the parent organization. The parent organization retains authoritative direction for logistics or matters of administration, discipline, internal organization, and team training. Exceptions to the authorities outlined in operational oversight will be documented in an MOA between the parent and recipient organizations prior to team deployment.
+
+Outside the continental United States All geographic areas not within the territorial boundaries of the continental United States. As used in this regulation, OCONUS includes Hawaii and Alaska.
+
+Security Assistance Management Manual The DOD manual that contains policy guidance and procedures for programming, implementing, and reporting SA activities.
+
+Security Cooperation Organization A DOD element located in a foreign country with assigned responsibilities for carrying out security cooperation functions under the FAA and AECA. The term SCO is used in this regulation generically and applies to all such activities regardless of the actual title assigned (for example, Military Assistance Advisory Group, Military Group, Military Mission, Defense Representative, Office of Military Cooperation, Office of Defense Cooperation, Defense Liaison Group, Security Cooperation Organization, and Defense Attache personnel designated to perform SA management functions). The acronym SCO also means "security cooperation officer," the chief of any Security Cooperation Organization.
+
+Security Assistance Training Management Organization A TRADOC agency that manages Army activities related to formation, preparation, and deployment of MTT, RST, PDSS, TAT, CFS, ETSS, and TAFT furnished from CONUS-based assets.
+
+Security assistance training team A team comprised of U.S. Soldiers, sailors, airmen, marines, U.S. civilian personnel, contractors, or a combination of the above that provide in-country technical assistance and training to the armed forces of a friendly foreign government in doctrine or on specific equipment, technology, weapons and supporting systems.
+
+Security clearance For the purpose of this regulation only, determination of eligibility of an individual to have access to U.S. classified information. The IMS do not hold U.S. security clearances. The clearance specified in an invitational travel order (ITO) is that granted by the foreign government and not the United States. A disclosure authorization is required before granting an IMS access to U.S. classified information, and such access must be on an individual need-to-know basis.
+
+## Services Support Provided To A Foreign Government Under Other Than Materiel Items. Training Is Considered A Service.
+
+Technical assistance Technical Assistance aids foreign personnel on specific equipment, technology, doctrine, weapons, and supporting systems. U.S. technical experts provide formal and informal training to ensure the continued operation of equipment or support systems. Technical assistance includes: setting up and operating systems, training host nation personnel to assume full operational control as quickly as possible; setting up maintenance and supply systems that will interface effectively with CONUS activities; setting up and placing into operation such things as repair parts warehouses, personnel records systems, technical libraries and English language laboratories; or helping to maintain U.S. equipment or to adopt U.S. management techniques. Technical assistance often bridges between purely technical assistance and pure training, including OJT that is incidental to the assistance. Technical assistance cannot be provided with IMET funding.
+
+Technical assistance field team A DOD team or individual deployed on a PCS assignment of more than 179 days (usually for 1 year or more) to a foreign country to provide assistance in the operation, maintenance, and tactical employment of weapons systems and support equipment or in other special skills related to military functions.
+
+Technical assistance team A DOD team or individual dispatched for up to 179 days' TDY to place into operation, operate, maintain, and repair equipment provided under FMS. The TAT will not be used to provide technical training or instruction (except for OJT) that is necessary to transfer technical responsibility to the recipient country.
+
+Temporary tour of active duty A TTAD is voluntary active duty performed by USAR, ARNG and SATMO Soldiers who possess special expertise needed for short-term support or completion of an essential active force mission. The TTAD will not normally exceed 139 days in length.
+
+Total package approach The planning methodology that requires identification of spare parts, follow-on support items, training, and services required from USG or within the foreign country's resources to efficiently introduce and operationally sustain major items of equipment or systems.
+
+Training Instruction of IMS in the United States or overseas by personnel assigned to or sponsored by DOD. It also includes correspondence courses, training publications, training aids, and orientation tours.
+
+Travel and living allowance Those costs associated with transportation, excess baggage, and living allowance (per diem) of IMS authorized for payment under IMET.
+
+## Section Iii Special Abbreviations And Terms This Section Contains No Entries. Usapd
+
+# Electronic Publishing System Onecol Formatter Win32 Version 254
+
+PIN:
+               038152000
+DATE:
+               06-24-09
+TIME:
+               09:22:07
+PAGES SET:
+               43
+
+DATA FILE:
+             C:\wincomp\r12-7.fil
+DOCUMENT:
+             AR 127
+
+SECURITY:
+UNCLASSIFIED
+DOC STATUS: REVISION

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+Military Operations
+
+# Army Strategic Readiness
+
+Headquarters Department of the Army Washington, DC 3 June 2014
+
+## Summary Ar 52530 Army Strategic Readiness
+
+This new Department of the Army regulation, dated 3 June 2014--
+
+o Institutionalizes the fundamentals of Army Strategic Readiness (throughout). o Contains extensive information regarding Army Strategic Readiness and how it
+is reported, prepared, reviewed, and submitted (throughout).
+
+## Military Operations Army Strategic Readiness
+
+Applicability. This regulation applies to t h e  A c t i v e  A r m y ,  t h e  A r m y  N a t i o n a l Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated. It also applies to Department of the Army civilians.
+
+History. This is a new Department of the Army regulation.
+
+Proponent and exception authority.
+
+The proponent of this regulation is the Deputy Chief of Staff, G3/5/7. The proponent has the authority to approve exceptions or waivers to this regulation that a r e c o n s i s t e n t w i t h c o n t r o l l i n g l a w a n d regulations. The proponent may delegate this approval authority, in writing, to a d i v i s i o n  c h i e f  w i t h i n  t h e  p r o p o n e n t agency or its direct reporting unit or field operating agency, in the grade of colonel or civilian equivalent. Activities may request a waiver to this regulation by prov i d i n g  j u s t i f i c a t i o n  t h a t  i n c l u d e s  f u l l analysis of the expected benefits and must i n c l u d e f o r m a l r e v i e w b y t h e a c t i v i t y ' s senior legal officer. All waiver requests will be endorsed by the commander or s e n i o r  l e a d e r  o f  t h e  r e q u e s t i n g  a c t i v i t y and forwarded through their higher headquarters to the policy proponent. Refer to AR 2530 for specific guidance.
+
+Summary. This regulation prescribes the purpose, policies, procedures, and responsibilities for planning, preparing, executi n g ,  a n d  a s s e s s i n g  A r m y  S t r a t e g i c Readiness. It describes both existing and maturing concepts, responsibilities, policies, and implementing procedures and is i n t e n d e d  t o  e v o l v e  a s  A r m y  S t r a t e g i c R e a d i n e s s  m a t u r e s .  T h i s  r e g u l a t i o n  e s - tablishes the basis for coordinated Army Strategic Readiness Assessment execution w i t h i n  t h e  D e p a r t m e n t  o f  t h e  A r m y  t o support national objectives.
+
+Army internal control process. This regulation contains internal control provisions in accordance with AR 112 and
+
+## Contents (Listed By Paragraph And Page Number)
+
+Chapter 1 Introduction, page 1
+Purpose - 11, page 1 References - 12, page 1 Explanation of abbreviations and terms - 13, page 1
+Responsibilities - 14, page 1 Statutory authorities - 15, page 1 Background - 16, page 1
+
+## Chapter 2 Roles And Responsibilities, Page 3 Assistant Secretaries Of The Army - 21, Page 3
+
+identifies key internal controls that must be evaluated (see appendix B).
+
+S u p p l e m e n t a t i o n .  S u p p l e m e n t a t i o n  o f this regulation and establishment of command and local forms are prohibited without prior approval from the Deputy Chief o f  S t a f f ,  G - 3 / 5 / 7  ( D A M O - O D R ) ,  4 0 0
+A r m y  P e n t a g o n ,  W a s h i n g t o n  D C 203100400.
+
+Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recomm e n d e d  C h a n g e s  t o  P u b l i c a t i o n s  a n d Blank Forms) directly to the Deputy Chief o f  S t a f f ,  G - 3 / 5 / 7  ( D A M O - O D R ) ,  4 0 0 A r m y  P e n t a g o n ,  W a s h i n g t o n  D C 203100400.
+
+Distribution. This publication is available in electronic media only and is intended for command levels A, B, C, D, and E for the Active Army, the Army National Guard/Army National Guard of t h e  U n i t e d  S t a t e s ,  a n d  t h e  U . S .  A r m y Reserve.
+
+## ContentsContinued
+
+Assistant Secretary of the Army (Manpower and Reserve Affairs) - 22, page 4 Chief Information Officer/G6 - 23, page 4 Chief, National Guard Bureau - 24, page 4 Deputy Chief of Staff, G1 - 25, page 4 Deputy Chief of Staff, G2 - 26, page 4 Deputy Chief of Staff, G3/5/7 - 27, page 4 Deputy Chief of Staff, G4 - 28, page 5 Deputy Chief of Staff, G8 - 29, page 5 Chief, U.S. Army Reserve - 210, page 5 Chief of Engineers - 211, page 5
+The Surgeon General - 212, page 5
+Assistant Chief of Staff for Installation Management - 213, page 5 Commanding General, U.S. Army Special Operations Command - 214, page 5 Commanding General, U.S. Army Forces Command - 215, page 5 Commanding General, U.S. Army Training and Doctrine Command - 216, page 5 Commanding General, U.S. Army Materiel Command - 217, page 5
+Chapter 3 Terminology, page 6
+General - 31, page 6 Key terminology and lexicon - 32, page 6
+Chapter 4 Concepts, page 7
+General - 41, page 7
+Process - 42, page 7
+Chapter 5 Army Strategic Readiness Assessment Process, page 8
+Introduction - 51, page 8
+Organization input - 52, page 9 Measures and indicators - 53, page 9
+Primary and supporting strategic readiness tenet proponents. - 54, page 10
+Proponent analysis - 55, page 10
+Strategic Readiness Assessment Group - 56, page 10
+The Army Strategic Readiness Assessment - 57, page 10
+Chapter 6 Future Readiness, page 11
+General - 61, page 11 Predictive analysis of Army readiness - 62, page 11
+Chapter 7 Resourcing and Strategic Levers, page 11
+General - 71, page 11 Resourcing - 72, page 11
+Strategic levers - 73, page 12 Manning strategic levers - 74, page 12
+Training strategic levers - 75, page 12 Capacities and Capabilities strategic levers - 76, page 12 77. Equipping strategic levers - 77, page 12 Sustaining strategic levers - 78, page 12 Installation strategic levers - 79, page 13 Budgetary and/or programming strategic levers - 710, page 13
+Conclusion - 711, page 13
+
+## ContentsContinued
+
+Chapter 8 Army Strategic Readiness Reviews, page 13
+General - 81, page 13
+Strategic Readiness Update - 82, page 13
+Joint Force Readiness Review - 83, page 13 Quarterly Readiness Report to Congress - 84, page 13
+
+## Appendixes
+
+A.
+References, page 15
+B.
+Internal Control Evaluation, page 16
+
+## Table List
+
+Table 51: Army Strategic Readiness tenet proponents and/or supporting proponents, page 10
+
+## Figure List
+
+Figure 11: Comparison of AR 2201 with this regulation, page 2 Figure 11: Army Strategic Readiness concept, page 3
+Figure 41: Army Strategic Readiness concept model, page 8 Figure 51: Army Strategic Readiness Assessment, page 9
+Figure 71: Leading indicators and strategic levers, page 12
+
+## Glossary Chapter 1 Introduction 11. Purpose This Regulation Establishes The Army Strategic Readiness Process And Provides Responsibilities For Its Execution. 12. References Required And Related Publications And Referenced Forms Are Listed In Appendix A.
+
+13. Explanation of abbreviations and terms Abbreviations and terms used in this regulation are explained in the glossary. Chapter 3 explains the terminology and lexicon used in this regulation.
+
+## 14. Responsibilities Responsibilities Are Listed In Chapter 2.
+
+15. Statutory authorities Statutory requirements from this regulation originate from Title 10, United States Code (USC), as well as 32 USC, which provides the statutory requirements for the National Guard while operating under the command and control of the respective States.
+
+a. Department of Defense Directive (DODD) 5100.01 establishes the functions of the Department of Defense (DOD)
+and all of its components.
+
+b. Department of the Army General Order 201201 establishes the Secretary of the Army's expectations for the functioning of Headquarters, Department of the Army (HQDA) and assigns major functions and responsibilities to the Principal Officials of HQDA to assist the Secretary of the Army in the operation and functioning of the Army.
+
+16. Background a. Senior leaders. Department of the Army senior leaders recognize the need for a comprehensive readiness assessment of the Army at the strategic level. In the past, Army senior leaders directed formal efforts and studies to develop a strategic readiness process. These efforts mostly focused on technological systems and, in some cases, pushed readiness assessments to lower echeloned units. Even though these efforts moved the Army in the right direction, they did not satisfy the intent of Army senior leaders.
+
+b. Unit readiness measures. Unit readiness measures, codified in Army Regulation (AR) 2201, would become input into a strategic readiness assessment. AR 2201 focuses at the operational and tactical levels; is unit centric (primarily company, battalion, and group and/or brigade levels); and features quantitative measures of current resources and training. AR 2201 satisfies the needs of the Army concerning unit status reporting. Figure 11 compares AR 2201 with this regulation.
+
+c. Army Strategic Readiness. Army Strategic Readiness focuses on the readiness of the Army as an institution to provide sufficient, capable units to support the national military strategy (NMS). This regulation enables Army senior leaders to obtain an integrated view of current and future strategic readiness, by creating a process to assess the status of the strategic readiness tenets (SRTs); review the leading indicators that drive particular trends in readiness; and, ultimately, provide a strategic level assessment of the Army's near-term (02 years) and future readiness (26 years). These assessments will allow the Army to report on strategic readiness and provide information to Army senior leaders to inform critical resource decisions necessary to address and mitigate shortfalls in Army readiness. Army readiness assessments consider readiness trends and the analysis of the impacts of events and decisions on current and future readiness.
+
+d. Strategic levers. The analysis process identifies leading indicators that drive particular trends and provides Army senior leaders actionable adjustments to mitigate strategic readiness shortfalls. Using these actions, Army senior leaders can mitigate or eliminate Army strategic shortfalls by changes in policy, strategy adjustments, or other actions. Strategic levers, for use by Army senior leaders, range from changes in force structure, program funding, adjustments in training, and equipping outputs beyond the unit level.
+
+e. Developing the Army Strategic Readiness concept. The current Army Strategic Readiness concept, figure 12, provides Army senior leaders the ability to look across the Army to identify the status of current readiness and forecast future readiness. The concept was originally developed to answer the following questions: 1) "What can Army senior leaders do to prevent a hollow force while drawing down post Operation Iraqi Freedom and Operation Enduring Freedom?" and 2) "Can the Army build a process that provides a view of future readiness?" While the concept was created to address these questions, it is meant to be an enduring process for assessing Army Strategic Readiness.
+
+(1) *Objective and subjective analysis.* The concept in figure 12 is analytic, relying on clear, objective measures.
+
+Thus, the process begins with the analysis of measured areas submitted from organizations across the Army, identifying both current levels and respective indicators that may signal a change in future readiness.
+
+(2) *Strategic readiness tenets.* The SRTs are Manning; Training; Capacities and Capabilities; Equipping; Sustaining;
+and Installations. The following chapters will explain the use of these tenets in determining the Army's Strategic Readiness. Within these tenets, leading indicators and strategic options are identifiable.
+
+f. Existing readiness processes and procedures, outlined in AR 2201, coupled with the Army Strategic Readiness concept (see fig 12), form the Army Strategic Readiness process. Subsequent chapters in the regulation explain Army Strategic Readiness and emerging processes in detail.
+
+## Chapter 2 Roles And Responsibilities
+
+21. Assistant Secretaries of the Army The ASAs will work with the appropriate Deputy Chiefs of Staff (DCSs) and ensure effective coordination within the Department of the Army on strategic readiness policies and programs in their assigned functional areas of responsibility and provide independent advice to the Secretary of the Army on Army Strategic Readiness. Each responsible ASA will assign members of their staff responsibilities to work with and assist the DCS, G3/5/7 in the development of the Army Strategic Readiness Assessment and procedures for using strategic readiness data to improve the readiness status of the Army. Additionally, each ASA will coordinate with the appropriate DCS(s) to ensure that data is accurate, holistic, and provides the necessary information to the Secretary of the Army and Chief of Staff of the Army. Additionally, each ASA will review and provide advice on the Strategic Readiness Update (SRU), the Joint Forces Readiness Review (JFRR), The Quarterly Readiness Report to Congress (QRRC) and other documents relevant to Army Strategic Readiness.
+
+22. Assistant Secretary of the Army (Manpower and Reserve Affairs)
+The ASA (M&RA) will
+a. Supervise the development and ensure the execution of policies and programs pertaining to Total Army readiness and training.
+
+b. Set strategic direction and provide oversight for ensuring Army policies, plans, and programs for personnel; force structure; manpower management; training; military and civilian personnel readiness; and reserve affairs are executed consistent with law, regulation, and policy.
+
+c. Serve as the Secretary of the Army's senior policy advisor for the strategic readiness of the Total Force. d. Provide oversight of the Army Strategic Readiness Assessment Group (SRAG) and strategic readiness reporting. e. Reviews the SRU, the JFRR, the QRRC, and other documents relevant to Army Strategic Readiness. f. Serve as the Army's lead for the Manning, Training, and Capacities and Capabilities SRTs.
+
+23. Chief Information Officer/G6
+The CIO/G6 will
+a. Assist the DCS, G3/5/7 by providing an action officer (AO) as a participating member in the SRAG. b. Provide the DCS, G3/5/7 an overall analysis of the measures and indicators in support of information technology and the Army's network.
+
+24. Chief, National Guard Bureau The CNGB will ensure that the Director, Army National Guard
+a. Provides each SRT proponent the information necessary to measure the Army as a Total Force. b. Assigns Army National Guard (ARNG) members, on a quarterly basis, as members of the SRAG, to assist the DCS, G3/5/7 in properly assessing the overall strategic readiness of the Total Force.
+
+25. Deputy Chief of Staff, G1
+The DCS, G1 will
+a. Assist the DCS, G3/5/7 by providing an action officer (AO) as a participating member in the SRAG. b. Provide the DCS, G3/5/7 an overall analysis of the measures and indicators from all Army organizations within the Manning SRT.
+
+26. Deputy Chief of Staff, G2
+The DCS, G2 will
+a. Assist the DCS, G3/5/7 by providing an AO as a participating member in the SRAG. b. Provide the DCS, G3/5/7 an overall analysis of the measures and indicators from all Army organizations in support of intelligence, surveillance, and reconnaissance, and the area of battle space awareness within the Capacities and Capabilities SRT.
+
+27. Deputy Chief of Staff, G3/5/7
+The DCS, G3/5/7 will
+a. Oversee Army Strategic Readiness reporting and reporting the Army's status to provide an accurate readiness picture for prioritization and resourcing decisions.
+
+b. Develop policies, standards, and procedures to assess and measure Total Force strategic readiness. c. Ensure required reports are submitted to the proponents of the SRTs in a timely manner. d. Plan, develop and manage the SRAG. e. Process and distribute strategic readiness assessment information and data in a usable format to, upon request, appropriate Department of the Army agencies, commands, Joint Staff, and Government agencies.
+
+f. Develop and issue guidance for the use of strategic readiness information. g. Task ARSTAF agencies and the responsible ACOM, ASCC, DRU, and/or the CNGB, when applicable, to provide supplemental information and data for analyzing strategic readiness, analysis of strategic readiness status information and data, and recommendations for improving the Army's overall Strategic Readiness.
+
+h. Collect, compile and staff the SRU, JFRR, QRRC, and any other forum relevant to Army Strategic Readiness. i. Provide information in support of the JFRR, QRRC, SRU, and any other forum relevant to Army Strategic Readiness.
+
+j. Provide an overall analysis of the measures and indicators from all Army organizations for the Training SRT. k. Provide an overall analysis of the measures and indicators from all Army organizations for the Capacities and Capabilities SRT.
+
+l. Ensure the policies and procedures established in this regulation undergo review and revision no later than 2 years after the release date and every 2 years henceforth.
+
+28. Deputy Chief of Staff, G4
+The DCS, G4, in partnership with the Assistant Secretary of the Army (Acquisition, Logistics and Technology) (ASA (ALT)), will
+a. Assist the DCS, G3/5/7 by providing an AO as a participating member in the SRAG. b. Provide the DCS, G3/5/7 an overall analysis of the measures and indicators from all Army organizations within the Sustaining SRT.
+
+c. Work directly with ASA (ALT) in measuring and analyzing the Sustaining SRT.
+
+29. Deputy Chief of Staff, G8
+The DCS, G8 will
+a. Assist the DCS, G3/5/7 by providing an AO as a participating member in the SRAG. b. Provide the DCS, G3/5/7 an overall analysis of the measures and indicators from all Army organizations, within the Equipping SRT. (With ASA (ALT), provide readiness assessment of Army equipment modernization plans.)
+c. Coordinate programmatic decisions with projected readiness impacts across the program objective memorandum
+(POM). Work in concert with relevant HQDA officials to ensure impacts are calculated and senior officials are informed of impacts and include those assessments in POM development. Update decision briefings to Army senior leaders as part of the planning, programming, budgeting, and execution (PPBE) process.
+
+d. Provide future programmatic force readiness assessments to Army senior leaders as part of both the Army SRU
+process and the PPBE process, including as a special topic in the annual POM executive summary.
+
+210. Chief, U.S. Army Reserve The CAR will
+a. Provide each Army SRT proponent the information necessary to measure the Army as a Total Force. b. Assign U.S. Army Reserve (USAR) members, on a quarterly basis, as members of the SRAG to assist in properly assessing the overall strategic readiness of the Total Force.
+
+211. Chief of Engineers The COE will ensure that the CG, U.S. Army Corps of Engineers, as stipulated in AR 1087, identifies strategies and resources for engineer training consistent with requirements synchronized and coordinated with the Joint engineer. This includes the identification of facility requirements supporting unit and system training, sustainment, and deployment.
+
+212. The Surgeon General TSG will ensure that the CG, U.S. Army Medical Command will support to the DCS, G1 in the analysis of the Manning SRT. This support should include, but is not limited to, areas listed in AR 1087.
+
+213. Assistant Chief of Staff for Installation Management The ACSIM will
+a. Assist the DCS, G3/5/7 by providing an AO as a participating member in the SRAG. b. Provide the DCS, G3/5/7 an overall analysis of the measures and indicators from all Army organizations within the Installations SRT.
+
+214. Commanding General, U.S. Army Special Operations Command The CG, USASOC will provide support to the DCS, G3/5/7 in the analysis of strategic readiness for Army Special Operations, across all of the SRT on matters concerning Special Operations Forces. This support should include, but is not limited to, areas listed in AR 1087.
+
+215. Commanding General, U.S. Army Forces Command The CG, FORSCOM will provide support to the DCS, G3/5/7 in the analysis of the Capacities and Capabilities and Training SRTs. This support should include, but is not limited to, areas listed in AR 1087.
+
+216. Commanding General, U.S. Army Training and Doctrine Command The CG, TRADOC will provide support to the DCS, G3/5/7 in the analysis of strategic readiness, concerning the Training and Capacities and Capabilities SRTs. This support should include, but is not limited to, areas listed in AR 1087.
+
+## 217. Commanding General, U.S. Army Materiel Command The Cg, Amc Will Provide Support To The Dcs, G4; Dcs, G8; And Acsim In The Analysis Of The Equipping,
+
+Installations, and Sustaining SRTs. As the Army's lead materiel integrator, AMC will synchronize the distribution and redistribution of materiel to achieve the highest level of readiness for equipping for the near-term (02 years). This support should include, but is not limited to, areas listed in AR 1087 and AR 52529.
+
+## Chapter 3 Terminology
+
+31. General The terminology and lexicon used in this policy will help facilitate clear, effective and consistent internal and external communications regarding the Army's strategic readiness assessment process and procedures. (Note: Some terms do not translate universally across the DOD or the Joint Staff; some terms are expressly used by the Army and for the purposes of this publication).
+
+32. Key terminology and lexicon a. Army Strategic Readiness. Army Strategic Readiness is the Army's ability to provide adequate forces to meet the demands of the NMS. The NMS provides the ways and means by which our military will advance our enduring national interests as articulated in the 2010 National Security Strategy and to accomplish the defense objectives in the 2010 Quadrennial Defense Review.
+
+b. Total Army. The Total Army refers to the service in its entirety, encompassing all activities, organizations (AC, ARNG, and USAR), personnel (military and civilians), contractors and contract services, installations, and so on, which support and carryout the Army's Title 10 functions.
+
+c. Operating forces. Those forces whose primary missions are to participate in combat and the integral supporting elements thereof (see AR 2201).
+
+d. Generating force. The generating force consists of those Army organizations whose primary mission is to generate and sustain the operational Army's capabilities for employment by Joint force commanders (see AR 2201).
+
+e. Future readiness. Future readiness is an assessment of the Army's strategic readiness levels in the mid- term (26
+years). This projection is based primarily on assumptions made about future requirements, funding and resourcing; as well as anticipation of possible emergent events that could adversely affect the expected or desired readiness status of the Army (Capacities and Capabilities).
+
+f. Strategic levers. These are measures the Army can take, upon direction to mitigate possible readiness shortfalls.
+
+Descriptions of strategic levers are further described in chapter 7. Such actions include, but are not limited to, changes to policy, resourcing, and funding.
+
+g. Strategic readiness tenets. The Army SRTs are Manning; Training; Capacities and Capabilities; Equipping;
+Sustaining; and Installations. Each readiness tenet contains a number of measureable objective and qualitative indicators which provide leading indicators of future changes in readiness.
+
+(1) Manning - the Total Force's ability to provide authorized personnel by grade and skill. (2) Training - the Total Force's ability to conduct unit collective training, institutional training (initial entry training, leader development, professional development, functional training), and officer commissioning sources,(United States Military Academy, Reserve Officer Training Corps, and Officer Candidate School).
+
+(3) Capacities and Capabilities (Organizing) - the Total Force's ability to provide the trained and ready forces to meet current demands, projected demand and surge demands to meet the NMS.
+
+(4) Equipping - the Total Force's ability to provide equipment to units for meeting current demands, projected demand and surge demands to meet the NMS.
+
+(5) Sustaining - the Total Force's ability for sustaining operations. This includes strategic mobility, Army war reserve stocks, industrial preparedness, central supply, internal operations of Army depots and arsenals, procurement of secondary item Army war reserves transportation and depot materiel maintenance. Sustainment of the force also includes measures to assure the quality and timeliness of sustainment resources and to deploy, sustain and redeploy Army operating forces, develop and maintain strategic logistics systems, manage weapon systems, provide security assistance and conduct logistics long-range planning. Sustainment additionally includes the overseeing, operation, performance, and security of the supply chain.
+
+(6) Installations - the Total Force's ability to provide excellence through streamlined processes, strategic partnerships, and good stewardship of resources that address Army priorities and meet the mission requirements of Senior Commanders. This translates into the ability to provide a growing and transforming Army with the infrastructure and support services it needs to remain a highly effective, expeditionary and campaign-quality force, today and in the future. This includes the measures which capture data across all Army land-holding organizations for Active, ARNG, and USAR.
+
+h. Strategic readiness tenet proponents. These are the key participating staff sections in the SRAG. SRT proponents are assigned specific roles and responsibilities (see chap 2). The proponents are the subject matter experts in their respective tenet areas as depicted in table 51.
+
+## Chapter 4 Concepts
+
+41. General Army strategic readiness is a process that assesses the ability of the Total Force-AC, ARNG, USAR, as well as the operating and generating force-to execute its role to meet the demands of the NMS.
+
+a. The Strategic Readiness Assessment is an ongoing process with a quarterly report to Army senior leaders. This process combines both objective and subjective measures that look at the elements of the Army's readiness to define whether the Army is ready and will continue to be so at different time horizons.
+
+b. The Army Strategic Readiness Assessment (ASRA) provides a comprehensive assessment that informs senior leader decisions, actions, and other requirements; reports to Congress, Office of the Secretary of Defense (OSD) and the Chairman's Readiness System, projections of future Army readiness; and efforts to mitigate potential problems in Army readiness.
+
+42. Process Using the SRTs as a starting point, the SRT proponents will work with the ASCCs, ACOMs, DRUs, ARNG, and the USAR (fig 41) to identify key measures and indicators that influence the overall readiness of the Army. The organizations then provide their findings for each measure and indicator to the HQDA proponent for the relevant SRT (see para 54). The Army Strategic Readiness process is not exclusive to those ARSTAF sections that are proponents of a particular SRT. In order to obtain an accurate measure of the Army, at the strategic level, all primary ARSTAF must participate in the SRAG at all levels; the AO, colonel, and general officer (GO)/senior executive service. Other agencies outside of the primary staff may participate in the SRAG, as deemed necessary by the DCS, G3/5/7.
+
+a. HQDA proponents are then responsible for aggregating the results of each of the measures and indicators, determining the effects on the overall readiness of the Army and developing an analysis of those impacts from the perspective of their tenet. Each SRT will then provide their analysis to the SRAG.
+
+(1) Upon receiving each HQDA proponent's input, the SRAG provides an overall assessment of Army strategic readiness considering each of the six SRTs together, any other data, trends, or indicators from other ARSTAF sections and any other source needed to render an overall strategic assessment of the Army. From this analysis, combined with military judgment, the SRAG develops an overall ASRA.
+
+(2) The ASRA provides Army senior leaders with a holistic view of readiness across the Army. This allows Army senior leaders to address readiness concerns by employing appropriate strategisc levers to influence changes in policy and budgeting in order to address problems in Army Strategic Readiness.
+
+b. Indicators and measures. (1) *Indicators.* A trend or objective measure that indicates the state or level of organizational readiness. Organizations in the ASCCs, ACOMs, DRUs, USAR, and ARNG must identify the tenet driven key indicators of readiness that depict a positive or negative trend for use as a tool to determine future readiness. The key indicators provided must remain consistent, every reporting period, in order to develop trends that facilitate the analysis.
+
+(2) *Measures.* A status assessment calculated from authoritative data that is highly objective. ASCCs, ACOMs, DRUs, USAR, and ARNG have established measures within their organizations that provide their status on each indicator.
+
+c. SRAG. (1) Led by the Operations Directorate, G3/5/7. (2) Comprised of representatives at the AO, colonel, and GO levels from each of the HQDA proponents listed in paragraph 54 and any additional members deemed appropriate by the DCS, G3/5/7.
+
+## Chapter 5 Army Strategic Readiness Assessment Process
+
+51. Introduction The ASRA process is a HQDA process that relies on inputs from the Total Army to assess the Army's Total Force readiness (see fig 51). This process produces a strategic assessment of readiness across the Total Force. Vetted through the SRAG, it produces a collaborative and comprehensive strategic assessment of current and future readiness. The ASRA process accomplishes this by analyzing and assessing key strategic level measures and indicators. Army organizations, utilizing existing respective systems and processes, identify macro level measures and indicators that influence current and future readiness then submit these measures and indicators to the proponents of the SRTs for further analysis. The SRT proponents, upon completion of their analysis, convene the SRAG, led by the DCS, G3/5/7, Army Readiness Division, as depicted in figure 51.
+
+52. Organization input Organizations across the Total Army are responsible for determining their respective readiness, by assessing their SRT driven key measures and indicators. Organizations can accomplish this by using existing systems and processes. The measures and indicators must reflect impacts on the current and future readiness of the organization, by any of the six strategic readiness tenets. Reporting organizations then submit their strategic level input to the respective readiness tenet proponent on the ARSTAF (see table 51).
+
+53. Measures and indicators The measures and indicators can reflect any of the following characteristics: objective, quantitative, empirical, qualitative, and subjective. The measures and indicators must reflect impacts on readiness at a strategic level. They must closely relate to the six SRTs. Submissions from organizations may relate to one or many SRTs. Organizations will submit information for consideration that may not fit perfectly within the tenets, but is of key strategic concern to the respective organization. SRT proponents and the SRAG will collaborate with the submitting organizations to ensure clarity of information in order to complete the analysis. The SRT proponents and SRAG, over time, will refine and standardize the measures and indicators for all ACOMs and agencies.
+
+| Readiness Tenets                         | ARSTAF Proponent                 | Supporting Proponent                   |
+|------------------------------------------|----------------------------------|----------------------------------------|
+| Manning                                  | DCS, G1                         | CAR, ARNG, U.S. Army Medical Command   |
+| Training                                 | DCS, G3/5/7 (DAMOTR)           | TRADOC, ARNG, CAR, FORSCOM             |
+| Capacities and Capabilities              | DCS, G3/5/7 (DAMOODR, DAMOSS, |                                        |
+| DAMOFM)                                 |                                  |                                        |
+| DCS, G3/5/7 (DAMOFM and DAMOSS),      |                                  |                                        |
+| FORSCOM, CAR, ARNG                       |                                  |                                        |
+| Equipping                                | DCS, G8                         | AMC, CAR, ARNG                         |
+| Sustaining                               | DCS, G4                         | AMC, CAR, ARNG                         |
+| Installations                            | ACSIM                            | U.S. Army Installation Management Com- |
+| mand, U.S. Army Corps of Engineers, CAR, |                                  |                                        |
+| ARNG, AMC, DCS, G3/5/7 (DAMOFM),       |                                  |                                        |
+| CIO/G6                                  |                                  |                                        |
+
+54. Primary and supporting strategic readiness tenet proponents.
+
+The primary SRT proponents are representatives from the ARSTAF as depicted in table 51. The ARSTAF proponents are responsible for the collection, reviewing, processing, and adjudication of the submitted strategic measures and indicators. The proponents will conduct their respective analysis and prepare a preliminary assessment for review and discussion at the AO level SRAG. Supporting SRT proponents, in the development of the ASRA, are organizations external to the ARSTAF that are tasked to support the ARSTAF in matters pertaining to strategic readiness. Table 51 reflects the alignment of these supporting agencies with the ARSTAF proponents and the associated tenet. The efforts and collaboration between the primary and supporting SRT proponents will enhance the overall development of the ASRA.
+
+55. Proponent analysis The proponent analysis conducted at the strategic level informs the determination of current and future impacts on readiness. The preliminary assessment will include the following: a problem statement, impacts on readiness (near-, mid-, and far-terms), courses of action, recommendations, and way ahead.
+
+56. Strategic Readiness Assessment Group a. The SRAG is the forum for the formal analysis, review, development, and presentation of the approved ASRA.
+
+As previously stated, the SRAG convenes at three levels: AO, council of colonels, and a GO steering committee. The AO level develops the formal assessment for presentation to the council of colonels for additional guidance, input, and approval consensus. After approval by the council of colonels, the staff prepares the formal assessment for presentation to the General Officer Steering Committee.
+
+b. The DCS, G3/5/7, Operations, Readiness, and Mobilization Directorate (DAMOOD) is the proponent for the SRAG forum. The Army Readiness Division is responsible for the coordination, facilitation, and presentation for all levels of the SRAG. The Director of DAMOOD serves as the host for the SRAG General Officer Steering Committee. The permanent members of the SRAG will consist of two representatives (primary and alternate) of the SRT proponents and other invited stakeholders from the ARSTAF, identified by the SRAG, on a case by case basis.
+
+57. The Army Strategic Readiness Assessment a. The ASRA is a quarterly comprehensive analysis of the strategic readiness levels across the Total Force. This assessment combines the strategic measures and indicator assessments from the SRTs and any other strategic information. The intent of this assessment is to portray a holistic view of current, future, and projected readiness, expressed in the near-, mid-, and far-terms.
+
+b. The ASRA is narrative in format and submitted with supporting data. It extends the current view with a future and projected outlook. The ASRA combines objective, quantitative, empirical, qualitative, and subjective data and information.
+
+c. The utility of the ASRA is broader in scope than any current process. Not only does it provide the strategic readiness view of the Total Force for Army senior leaders, but it also informs external audiences and specific statutory requirements.
+
+61. General Predictive analysis support resourcing decisions in order to maintain readiness thresholds, provide input into the Comprehensive Joint Assessment (CJA), support the Chairman's Risk Assessment (CRA), support COCOM operational requirements, and enduring Army activities.
+
+62. Predictive analysis of Army readiness a. The purpose of predictive analysis is to determine the impact of resourcing decisions, alternatives, changes to strategy, and demand for forces, on Army readiness. Impacts must be assessed over the near- and mid-term. These assessments understandably have varying levels of accuracy. Unforeseen changes in funding, demand for forces, or other factors have varying degrees of impact on current projections. These assessments support Senior Leader decisionmaking processes across a range of DOD forums.
+
+b. Predictive analysis allow HQDA to forecast future readiness. Predictive analysis must be informed by tactical and operational readiness reporting, combined with information from the measures and indicators from the SRTs. These assessments will be used to support strategic execution, risk assessments and resourcing decisions.
+
+c. ARSTAF elements conduct detailed analysis and prediction of relevant readiness measures associated with the six SRTs. This analysis will encompass current and historical trends ranging from tactical unit readiness (that is, unit status reporting trends) to aggregated analysis and prediction of critical elements supporting the six SRTs.
+
+d. Predictive readiness analysis provide critical input into several recurring processes and forums within DOD. Some examples are:
+(1) The annual CJA and CRA. Both of these assessments are informed by the Army's tactical, operational, and strategic readiness processes. The CJA and CRA are developed by including all measures of Army readiness.
+
+(2) Budgetary/POM submissions, which are based on an intensive review of strategy, risk and operational demands in order to establish budgetary priorities.
+
+(3) Joint Combat Capability Assessment, JFRR, and QRRC. Quarterly, ACOMs, ASCCs, DRUs, ARNG, and USAR
+provide readiness projections of designated assigned forces.
+
+e. Predictive readiness analysis assist planners to forecast future readiness that will provide operational readiness levels for allocation and apportionment planning as outlined in the Global Force Management Implementation Guidance. These projections are intended to be the result of staff estimates from organizations and not additional reporting burdens passed to tactical unit commanders. All ASCCs, ACOMs, DRUs, ARNG, USAR, and FORSCOM will provide a 12-month readiness estimation of forces assigned or service retained in support of the JFRR submission process. Those ASCCs with limited assigned forces will work in coordination with the force provider to gain situational awareness for planning consideration of Army forces apportioned for planning.
+
+## Chapter 7 Resourcing And Strategic Levers
+
+71. General The Army can mitigate strategic readiness shortfalls through various policy or strategy adjustments across the six SRTs identified in chapter 4, as well as by other executable decisions implemented by Army senior leaders. Following an assessment by the Army SRAG Army senior leaders may re-prioritize or re-program resources to mitigate readiness shortfalls. Additional strategic levers, from changes in force structure and program funding, to adjustments in training and equipping outputs beyond the unit level, are potential mitigation actions available for use to improve the Army's readiness in key areas.
+
+72. Resourcing a. At the strategic level, the Army often addresses or rectifies readiness deficiencies through the following: The Army Strategic Planning Guidance, the Army Campaign Plan, and the Army Campaign Support Plan (ACSP) are the most notable examples through which the Army can effect readiness over the near- and mid-terms. The ACSP addresses the shaping of the future Army. Army modernization is a subset of the ACSP. The ACSP also addresses concerns from across all six SRTs for the near-, mid-, and long-term planning.
+
+b. The ASRA also provides analyses of projected readiness trends informed by concurrent leading indicators across the SRTs. Each readiness tenet contains a number of measurably objective and qualitative indicators which forecast changes in readiness. For each of these measures, there are actions the Army can take to adjust and mitigate potential readiness shortfalls (see fig 71).
+
+73. Strategic levers Strategic levers serve to influence or mitigate the risks posed by readiness deficiencies at the strategic level. While financial resources represent one type of strategic response, Army senior leaders and other decision-making authorities possess a range of other mechanisms at their disposal to effect readiness. The foregoing actions are the primary tools available to the SRAG and are commensurate with the six SRTs discussed in chapter 4. While budgetary and programming activities are not one of the six SRTs, the impact of its reach warrants inclusion as a strategic response.
+
+74. Manning strategic levers a. Readiness impacts to personnel end strength and health of the force are affected through accessions, retention and separations policies, as well as adjustments to medical policies, Soldier programs, and training strategies.
+
+b. Senior Army leader input to the Total Army analysis process and resulting adjustments to force structure are reflected in the Army structure and force design updates.
+
+c. Changes and adjustments to the Army's future force generation model effect readiness across manning, training, and equipping functional areas at various "aim points" along the force generation cycle that produce trained and ready Army units to meet COCOM operational requirements.
+
+75. Training strategic levers Army training proficiency levels including its inventory of trained and experienced leaders and Soldiers, in both operational units and the generating force, are indicators of Army Strategic Readiness. Impacts to training readiness are effected through various adjustments to training strategies, promotion and professional military education policies, as well as training aim points along the force generation cycle.
+
+76. Capacities and Capabilities strategic levers Readiness impacts to meet COCOM and operational requirements are affected through adjustments to force structure (for example, high demand, low density units), AC/RC capabilities mix, and training strategies. The Army's ability to meet COCOM requirements are assessed by its risk in fulfilling the NMS and the Defense Planning Guidance.
+
+77. 77. Equipping strategic levers Army impacts to equipment readiness are effected through adjustments to the Army modernization and equipment distribution strategies, strategic mobility enabling programs, and fleet management program, Additional actions include equipment shelf life extensions, equipment redistributions, and programmed replacements. The Lead Materiel Integrator can perform strategic risk assessments of various combinations of strategic levers involving varying equipping levels.
+
+78. Sustaining strategic levers Strategic Impacts to sustainment readiness are effected through adjustments in the depot workloads, war reserves stock, ammunition program, and an organic industrial base.
+
+79. Installation strategic levers Strategic impacts to Army facilities and Soldier quality of life are effected through adjustments to the Ready and Resilient Campaign Plan family readiness programs, facility standards and space utilization, and installation modernization enhancements.
+
+710. Budgetary and/or programming strategic levers As discussed in paragraph 72, the Army's PPBE process provides many opportunities to adjust resourcing to impact future Army readiness. Budget execution decisions, programmatic guidance and funding adjustments reflected in the Army POM effect readiness across the Army's Title 10 functions within the program evaluation groups over the futureyears defense program and PPBE cycle.
+
+711. Conclusion Prescriptive approaches to readiness deficiencies are often cross-cutting and interdependent, requiring approval authority beyond the unit, proponent, or organizational levels. Impacts to one SRT often affect another, in which case, the ARSTAF at HQDA (G3/5/7) serves as proponent for strategic level implementation. Risk mitigation strategies and resourcing actions must also conform to statutory and regulatory provisions. While the Army is afforded the flexibility to implement various risk reduction measures or commit/reduce resources across the SRTs, policy changes at the strategic level will require Army Secretariat and/or Congressional action.
+
+## Chapter 8 Army Strategic Readiness Reviews
+
+81. General Continuous assessments of the current and future strategic readiness environment shape the Army's ability to execute its' mission requirements within the NMS. In general, the SRU, JFRR and QRRC are outputs informed by the ASRA (see chapter 4). Each requires and integrates assessments from ASCCs, ACOMs, DRUs, ARNG, U.S. Army Reserve Command, and the ARSTAF that feed into the ASRA process. Army senior leaders then provide direction, additional guidance and prioritize efforts that ultimately shape desirable outcomes of Army missions in support of the NMS. Applying broader strategic guidance assists in focusing, guiding and influencing a more definitive end state in the execution of Army objectives.
+
+82. Strategic Readiness Update The SRU is the forum that allows Army senior leaders to provide clear strategic guidance and frequent interaction (monthly) between ASCCs, ACOMs, DRUs, ARNG, U.S. Army Reserve Command, and the ARSTAF. This interaction promotes an early, shared understanding of the strategic readiness of Army units; resourcing, policy, or employment decisions; risks; and other key guidance factors. Command updates and focus topics presented by select ACOM, ASCC, DRU, USAR, ARNG, and key ARSTAF elements are intended to provide updates to Army senior leaders on additional key components of Army readiness that may impact unit readiness. This enables specified commands or staff elements to present findings from their own analysis and elevate concerns to Army senior leaders.
+
+83. Joint Force Readiness Review The JFRR is governed under Chairman of the Joint Chiefs of Staff Instruction 3401.01E. The JFRR is a quarterly principal assessment to the Chairman's Readiness System that combines and analyzes unit and COCOM, Service, and Combat Support Agency readiness assessments. The Army JFRR process evaluates changes in strategic readiness through measurements of the Army's SRTs (see chapter 5). The SRT leading indicators are assessed in order to validate and project the Army's overall readiness assessment level. Certain assessment indicators act as triggers that assist Army senior leaders in determining the decisions necessary in order to revise policy, program resources or choose an alternate course of action. The Army's input to the JFRR is briefed to the Vice Chief of Staff of the Army and/or the Chief of Staff of the Army for approval on a quarterly basis. Continuous parallel planning and coordination with the Joint Staff ensures that Army input to the JFRR clearly articulates applicable readiness concerns across the SRTs.
+
+84. Quarterly Readiness Report to Congress The QRRC is a comprehensive report governed by 10 U.S.C. 482. Prepared by OSD for Congress, the QRRC outlines the DOD's ability to fulfill its statutory requirements. The QRRC consists of three components: Summary of the JFRR; Combatant Commander Assessments, and Unit Readiness Levels, to include Service Operational Overviews; and Expanded QRRC Readiness Indicators. In conjunction with the completion of the JFRR input in the Department of Defense Readiness Reporting System, the Joint Staff provides a text summary of the JFRR to OSD as required for inclusion in the QRRC to Congress. The summary includes an overall readiness assessment of the DOD's ability to execute the NMS. Army input to the QRRC includes the following readiness indicators: Personnel Strength; Personnel Turbulence; Other Personnel Matters; Training (to include Unit Readiness and Proficiency); Logistics (Equipment Fill, Equipment Maintenance, and Supply); and Readiness of National Guard to Perform Civil Support Missions.
+
+## Appendix A References Section I Required Publications
+
+AR 2201
+Army Unit Status Reporting and Force Registration - Consolidated Policies (Cited in paras 16b, 16f, 32d, and 32c.)
+Section II Related Publications A related publication is a source of additional information. The user does not have to read it to understand this publication. DOD publications are available at http://www.dtic.mil/whs/directives/. USC is available at http://www.gpo. gov/fdsys/search/home.action.
+
+AR 1087
+Army Commands, Army Service Component Commands, and Direct Reporting Units AR 112
+Managers' Internal Control Program AR 2530
+The Army Publishing Program AR 7132
+Force Development and Documentation AR 52529
+Army Force Generation Chairman of the Joint Chiefs of Staff Instruction 3401.01E
+Joint Combat Capability Assessment (Available at http://www.dtic.mil/cjcs_directives/cjcs/instructions.htm.)
+
+## Department Of The Army General Order 201201 Assignment Of Functions And Responsibilities Within Headquarters, Department Of The Army
+
+DODD 5100.01
+Functions of the Department of Defense and Its Major Components DODD 5149.02
+Senior Readiness Oversight Council (SROC)
+DODD 7730.65
+Department of Defense Readiness Reporting System (DRRS)
+JP 102
+Department of Defense Dictionary of Military and Associated Terms (Available at http://www.dtic.mil/doctrine/ dod_dictionary/.)
+
+## National Defense Authorization Act (Current Fiscal Year) (Available At Http://Www.Gpo.Gov/Fdsys/Search/Home.Action.)
+
+10 USC
+Armed Forces
+10 USC 221
+Future-years defense program: submission to Congress; consistency in budgeting
+
+## 10 Usc 482 Quarterly Reports: Personnel And Unit Readiness 32 Usc National Guard Section Iii Prescribed Forms This Section Contains No Entries. Section Iv Referenced Forms Unless Otherwise Indicated, Da Forms Are Available On The Army Publishing Directorate Web Site (Http://Www.Apd. Army.Mil). Da Form 112 Internal Control Evaluation Certification Da Form 2028 Recommended Changes To Publications And Blank Forms Appendix B Internal Control Evaluation B1. Function The Function Covered By This Evaluation Is Army Strategic Readiness.
+
+B2. Purpose The purpose of this evaluation is to assist the DCS, G3/5/7 in evaluating the key internal controls listed below. It is intended as a guide and does not cover all controls.
+
+B3. Instructions Answers must be based on the actual testing of key internal controls (for example, document analysis, direct observation, sampling, simulation, or other). Answers that indicate deficiencies must be explained and the corrective action identified in supporting documentation. These internal controls must be evaluated at least once every 5 years. Certification that the evaluation has been conducted must be accomplished on DA Form 112 (Internal Control Evaluation Certification).
+
+B4. Test questions a. Is this regulation reviewed at least once every 2 years and updated as necessary?
+
+b. Are the officials responsible for Army Strategic Readiness oversight knowledgeable regarding the provisions of this regulation and is this regulation and other required references available and in use?
+
+c. If applicable, were any published instructions that supplement the provisions of this regulation coordinated with and/or approved by the DCS, G3/5/7 (DAMOODR) in accordance with this regulation?
+
+d. Do the processes developed to produce the ASRA adequately provide the framework for SRT proponents to strategically measure their respective tenet(s)?
+
+## B5. Supersession Not Applicable.
+
+B6. Comments Help make this a better tool for evaluation of internal controls. Submit comments to the DCS, G3/5/7 (DAMOODR), 400 Army Pentagon, Washington, DC 203100400.
+
+## Glossary Section I Abbreviations
+
+AO
+action officer AC
+active component ACOM
+Army command ACSIM
+Assistant Chief of Staff for Installation Management ACSP
+Army Campaign Support Plan AMC
+U.S. Army Materiel Command AR
+Army regulation ARNG
+Army National Guard ARSTAF
+Army Staff ASA
+Assistant Secretary of the Army ASA (ALT)
+Assistant Secretary of the Army (Acquisition, Logistics and Technology)
+ASA (M&RA)
+Assistant Secretary of the Army (Manpower and Reserve Affairs)
+ASCC
+Army Service Component Command ASRA
+Army Strategic Readiness Assessment CAR
+Chief, U.S. Army Reserve CIO/G6
+Chief Information Officer, G6
+CJA
+Comprehensive Joint Assessment COCOM
+Combatant Command COE
+Chief of Engineers
+
+## Compo Component Cra Chairman's Risk Assessment Dcs Deputy Chief Of Staff
+
+DCS, G1
+Deputy Chief of Staff, G1
+DCS, G2
+Deputy Chief of Staff, G2
+DCS, G3/5/7
+Deputy Chief of Staff, G3/5/7
+DCS, G4
+Deputy Chief of Staff, G4
+DCS, G8
+Deputy Chief of Staff, G8
+
+## Dod Department Of Defense Dodd Department Of Defense Directive Dru Direct Reporting Unit Forscom U.S. Army Forces Command
+
+GO
+general officer HQDA
+Headquarters, Department of the Army
+
+## Jfrr Joint Force Readiness Review
+
+JP
+Joint publication METL
+mission-essential task list
+
+## Ndaa National Defense Authorization Act
+
+CNGB
+Chief, National Guard Bureau
+
+## Nms National Military Strategy Osd Office Of The Secretary Of Defense Pom Program Objective Memorandum Ppbe Planning, Programming, Budgeting, And Execution Qrrc Quarterly Readiness Report To Congress Rc Reserve Component Srag Strategic Readiness Assessment Group Srt Strategic Readiness Tenet Sru Strategic Readiness Update Tradoc U.S. Army Training And Doctrine Command Tsg The Surgeon General Usar U.S. Army Reserve Usasoc U.S. Army Special Operations Command
+
+USC
+United States Code
+
+## Section Ii Terms
+
+Army command An Army force designated by the Secretary of the Army, performing multiple Army Title 10 functions across multiple disciplines. Command responsibilities are those established by the Secretary and normally associated with administrative control.
+
+Army force generation A structured progression of increased unit readiness over time, resulting in recurring periods of availability of trained, ready, and cohesive units prepared for operational deployment in support of regional combatant commander requirements (see AR 52529).
+
+Army National Guard As used in this regulation, ARNG describes Army units under the control of the individual States and Territories that become a component of the Army when in the service of the United States. Also, those Army organizations designated as force structure component (COMPO) 2.
+
+Army National Guard of the United States As used in this regulation, the Army National Guard of the United States describes federally recognized Army units consisting of members of the ARNG who have been mobilized and come under the control of Federal authorities.
+
+Army Service Component Command An Army force designated by the Secretary of the Army, composed primarily of operational organizations serving as the Army component for a combatant commander. If designated by the combatant commander, it serves as a Joint Force Land Component Command or Joint task force. Command responsibilities are those established by the Secretary and normally associated with operational control and administrative control (see AR 1087).
+
+## Army Service Component Headquarters An Army Headquarters Designated By The Secretary Of The Army To Support Subunified Commands See Ar 1087). Assigned Mission An Operational Requirement That A Unit Is Formally Assigned To A Plan For, Prepare For, Or To Execute.
+
+Assigned mission level The assigned mission level is an overall readiness assessment that reflects the unit's ability to accomplish its primary assigned mission. The assigned mission levels are further explained in AR 2201.
+
+Category level The category level is an overall readiness assessment that reflects the unit's ability to accomplish/provide core functions/designed capabilities and to execute decisive action as represented in its mission-essential task list (METL). This overall assessment is derived by considering the current status of four measured areas-personnel, equipment-onhand, equipment readiness/serviceability and training-that indicate the availability status of resources (personnel and equipment) and unit training proficiency measured against the requirements and capabilities established by the unit's modification table of organization and equipment.
+
+Civil support DOD support to civil authorities for domestic emergencies and for designated law enforcement and other activities (DODD 3025.18 and Joint Publication (JP) 102).
+
+Combatant command A command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments. The organization is established and so designated by the President, through the Secretary of Defense with the advice and assistance of the Chairman of the Joint Chiefs of Staff. Also called unified combatant command (see JP 102).
+
+Command authority The authority over a subordinate unit/element that enables the higher unit to task organize and direct that subordinate unit/element for operations in accordance with the Army command relationships defined in Army doctrine (that is, organic, attached, and operational control).
+
+Critical dual use equipment items Critical dual use equipment items are those equipment items that support both the operational requirements of Army units (COMPO 1, COMPO 2, and COMPO 3) and that are necessary to enable Army units (COMPO 1, COMPO 2, and COMPO 3) and personnel to assist civil authorities in responses to natural disasters, acts of terrorism, and other m a n - m a d e  d i s a s t e r s  a s  i d e n t i f i e d  i n  n a t i o n a l  p l a n n i n g  s c e n a r i o s  ( t h a t  i s ,  f a c i l i t a t e  d e f e n s e  s u p p o r t  t o  c i v i l i a n authorities).
+
+Direct reporting unit An Army organization composed of one or more units with institutional or operational functions; designated by the Secretary of the Army; providing broad general support to the Army in a normally single, unique discipline not otherwise available elsewhere in the Army. Direct reporting units report directly to a HQDA principal and/or ACOM and operate under authorities established by the Secretary of the Army (see AR 1087).
+
+Equipment readiness and/or serviceability A logistic indicator that portrays the combined impact of equipment shortages and maintenance shortfalls in a unit's ability to meet wartime requirements. (Note: the term "equipment serviceability" is used at the Joint level).
+
+Future-Years Defense Program A requirement under 10 USC 221 requires the Secretary of Defense to submit to Congress each year, at or about the time that the President's budget is submitted to Congress, a future-years defense program (including associated annexes) reflecting the estimated expenditures and proposed appropriations necessary to support the programs, projects, and activities of the DOD included in that budget. Any such future-years defense program will cover the fiscal year with respect to which the budget is submitted and at least the four succeeding fiscal years (for a total of 5 years).
+
+Generating force The generating force mans, trains, equips, deploys, and ensures the readiness of all Army forces. The generating force consists of Army organizations whose primary mission is to generate and sustain the operating forces of the Army. The generating force is also the Army's principal interface with the commercial sector. Our Nation's industrial base provides equipment and sustainment for the Army, which is managed by the various headquarters of the generating force.
+
+## Major Headquarters An Army Headquarters Higher Than Battalion Level. Major Unit An Army Unit Larger Than Battalion Size. Measurement A Status Assessment That Is Highly Objective Because It Is Calculated From Authoritative Data.
+
+Mission The task together with the purpose, that clearly indicates the action to be taken and the reason therefore. In common usage, especially when applied to lower military organizations, a duty assigned to an individual or organization; a task (see JP 102).
+
+Mission-essential task list A compilation of collective mission essential tasks, which must be successfully performed if an organization is to accomplish its wartime mission. Also see standardized METL.
+
+Modification table of organization and equipment An authorized document that prescribes the modification of a basic table of organization and equipment necessary to adapt it to the needs of the specific unit or type of unit (see AR 7132).
+
+Operating forces Operating forces consist of units organized, trained, and equipped to deploy and fight. They include about two-thirds of the Active Army, and three-fourths of the Army's Total Force.
+
+Readiness The ability of U.S. military forces to fight and meet the demands of the NMS. Readiness is the synthesis of two distinct, but interrelated levels: unit readiness and Joint readiness. Unit readiness is the ability to provide capabilities required by the combatant commanders to execute their assigned missions. This is derived from the ability of each unit to deliver the outputs for which it was designed. Joint readiness is the combatant commander's ability to integrate and synchronize ready combat and support forces to execute their assigned missions (see AR 2201).
+
+Reporting unit AC and RC units and key installations (includes both operating forces and generating force) that are registered in the Department of Defense Readiness Reporting System-Army database and that are required to submit a unit status report in accordance with the provisions of AR 2201 to meet either internal or externally-directed requirements.
+
+Special Operations Forces Groups, Regiments, and Commands Active and reserve special forces groups, psychological operations groups, special operations aviation regiments, ranger regiments, and civil affairs commands.
+
+Standardized mission-essential task list A set of essential standardized tasks for like units that reflect their designed capabilities. The standardized METL will be developed or prescribed in accordance with Army doctrine established by TRADOC and will be approved by the DCS, G3/5/7.
+
+State adjutant general An individual appointed by the governor of a State to administer the military affairs of the State. A State adjutant general may be federally recognized as a general officer of the line provided he or she meets the prescribed requirements and qualifications. However, they may be federally recognized as a general officer, Adjutant General Corps, for tenure of office.
+
+## Task A Clearly Defined And Measurable Activity Accomplished By Individuals And Organizations.
+
+Training level The overall unit training level indicating the degree of unit training proficiency in the wartime tasks for which the unit was organized and designed. The T-level is measured against the unit's all-inclusive training requirements to achieve or sustain full METL proficiency. It incorporates the unit's pre-mobilization training requirements and nuclear, biological, chemical training requirements, if applicable.
+
+Unified command A command with a broad continuing mission under a single commander, composed of significant assigned components or two or more Military Departments, and established and so designated by the President, through the Secretary of Defense with the advice of the Chairman of the Joint Chiefs of Staff (see JP 102).
+
+## Unit Readiness The Ability Of A Unit To Perform As Designed. Unit Status The Measured Resource And/Or Status Levels In A Unit At A Specific Point In Time. Section Iii Special Abbreviations And Terms This Section Contains No Entries.

markdown/army/atp3_18x16ph.md

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+# Atp 3-18.16 (U)
+
+To access this document please contact:
+Commander, U.S. Army Special Operations Center of Excellence, USAJFKSWCS
+ATTN: AOJK-SFD
+3004 Ardennes Street, Stop A
+Fort Bragg, NC 28310-9610
+Proponent:
+U.S. Army Special Operations Center of Excellence
+(USAJFKSWCS)
+910-432-5759
+910-432-3416

markdown/dod/i3000_05.md

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+## Department Of Defense Instruction
+
+
+NUMBER 3000.05
+September 16, 2009
+Incorporating Change 1, June 29, 2017 SUBJECT: Stability Operations
+
+References: See Enclosure 1 1.  PURPOSE.  This Instruction:
+a.  Reissues DoD Directive (DoDD) 3000.05 (Reference (a)) as a DoD Instruction (DoDI) in accordance with the authority in DoDD 5111.1 (Reference (b)) and Deputy Secretary of Defense Memorandum (Reference (c)).
+
+b.  Updates policy and assigns responsibilities for the identification and development of DoD
+capabilities to support stability operations.
+
+c.  Supports DoDD 5100.01 (Reference (d)) and amplifies DoDD 3000.07 (Reference (e)) as they pertain to stability operations capabilities development.
+
+2.  APPLICABILITY.  This Instruction applies to OSD, the Military Departments, the Office of the Chairman of the Joint Chiefs of Staff and the Joint Staff, the Combatant Commands, the Office of the Inspector General of the Department of Defense, the Defense Agencies, the DoD
+Field Activities, and all other organizational entities within the Department of Defense (hereafter referred to collectively as the "DoD Components"). 3.  DEFINITIONS.  For the purposes of this Instruction, stability operations is defined as an overarching term encompassing various military missions, tasks, and activities conducted outside the United States in coordination with other instruments of national power to maintain or reestablish a safe and secure environment, provide essential governmental services, emergency infrastructure reconstruction, and humanitarian relief. 4.  POLICY.  It is DoD policy that:
+
+a.  Stability operations are a core U.S. military mission that the Department of Defense shall be prepared to conduct with proficiency equivalent to combat operations.  The Department of Defense shall be prepared to:
+
+
+(1)  Conduct stability operations activities throughout all phases of conflict and across the range of military operations, including in combat and non-combat environments.  The magnitude of stability operations missions may range from small-scale, short-duration to large-scale, longduration.
+
+
+(2)  Support stability operations activities led by other U.S. Government departments or agencies (hereafter referred to collectively as "U.S. Government agencies"), foreign governments and security forces, international governmental organizations, or when otherwise directed.
+
+
+(3)  Lead stability operations activities to establish civil security and civil control, restore essential services, repair and protect critical infrastructure, and deliver humanitarian assistance until such time as it is feasible to transition lead responsibility to other U.S. Government agencies, foreign governments and security forces, or international governmental organizations.
+In such circumstances, the Department will operate within U.S. Government and, as appropriate, international structures for managing civil-military operations, and will seek to enable the deployment and utilization of the appropriate civilian capabilities.
+
+b.  The Department shall have the capability and capacity to conduct stability operations activities to fulfill DoD Component responsibilities under national and international law. Capabilities shall be compatible, through interoperable and complementary solutions, to those of other U.S. Government agencies and foreign governments and security forces to ensure that, when directed, the Department can:
+
+(1)  Establish civil security and civil control. (2)  Restore or provide essential services. (3)  Repair critical infrastructure. (4)  Provide humanitarian assistance.
+
+
+c.  Integrated civilian and military efforts are essential to the conduct of successful stability operations.  The Department shall:
+
+(1)  Support the stability operations planning efforts of other U.S. Government agencies.
+
+
+(2)  Collaborate with other U.S. Government agencies and with foreign governments and security forces, international governmental organizations, nongovernmental organizations, and private sector firms as appropriate to plan, prepare for, and conduct stability operations.
+
+
+
+(3)  Continue to support the development, implementation, and operations of civilmilitary teams and related efforts aimed at unity of effort in rebuilding basic infrastructure; developing local governance structures; fostering security, economic stability, and development; and building indigenous capacity for such tasks.
+
+
+
+d.  The Department shall assist other U.S. Government agencies, foreign governments and security forces, and international governmental organizations in planning and executing reconstruction and stabilization efforts, to include:
+
+
+(1)  Disarming, demobilizing, and reintegrating former belligerents into civil society. (2)  Rehabilitating former belligerents and units into legitimate security forces.
+(3)  Strengthening governance and the rule of law. (4)  Fostering economic stability and development.
+
+e.  The DoD Components shall explicitly address and integrate stability operations-related concepts and capabilities across doctrine, organization, training, materiel, leadership and education, personnel, facilities, and applicable exercises, strategies, and plans.
+
+5.  RESPONSIBILITIES.  See Enclosure 2.
+
+
+6.  RELEASABILITY.  UNLIMITED *Cleared for public release*.  This Instruction is approved for public release and is available on the Internet from the DoD Issuances Web Site at http://www.dtic.mil/whs/directives. 7.  EFFECTIVE DATE.  This Instruction is effective immediately *September 16, 2009*.
+
+
+
+## Enclosures 1.  References
+
+
+2.  Responsibilities
+
+## Enclosure 1 References
+
+ (a) DoD Directive 3000.05, "Military Support for Stability, Security, Transition, and
+Reconstruction (SSTR) Operations," November 28, 2005 (hereby canceled)
+(b) DoD Directive 5111.1, "Under Secretary of Defense for Policy (USD(P))," December 8,
+1999
+(c) Deputy Secretary of Defense Memorandum, "Delegations of Authority," November 30,
+2006
+(d) DoD Directive 5100.01, "Functions of the Department of Defense and Its Major
+Components," August 1, 2002 December 12, 2010
+(e) DoD Directive 3000.07, "Irregular Warfare (IW)," December 1, 2008 August 28, 2014
+(f)
+DoD Instruction 5160.70, "Management of DoD Language and Regional Proficiency Capabilities *the Defense Language, Regional Expertise, and Culture (LREC) Program*," June 12, 2007 December 30, 2016
+(g) Sections 401, 2557, and 2561 of title 10, United States Code (h) DoD Manual 4160.21-M, "Defense Materiel Disposition Manual," August 18, 1997
+ *October 22, 2015*
+(i)
+DoD Directive 1322.18, "Military Training," January 13, 2009
+(j)
+DoD Directive 1404.10, "DoD Civilian Expeditionary Workforce," January 23, 2009
+(k) DoD Instruction 2200.01 "Combating Trafficking in Persons (CTIP)," February 16, 2007
+April 21, 2015, as amended
+(l)
+DoD Instruction 8220.02, "Information and Communications Technology (ICT) Capabilities for Support of Stabilization and Reconstruction, Disaster Relief, and Humanitarian and Civic Assistance Operations," April 30, 2009
+
+## Enclosure 2 Responsibilities
+
+ 1.  UNDER SECRETARY OF DEFENSE FOR POLICY (USD(P)).  The USD(P) shall:
+
+
+a.  Recommend to the Secretary of Defense priorities for policies, plans, concepts, analysis, capabilities, and investment strategies relevant to stability operations.
+
+b.  Develop strategic policy guidance for distribution throughout the Department for the development of capabilities to conduct stability operations activities and for the integration of DoD capabilities with those of other U.S. Government agencies.
+
+
+
+c.  In coordination with the Assistant Secretary of Defense for Public Affairs
+(ASD(PA)), the Chairman of the Joint Chiefs of Staff, the Combatant Commanders, and interagency partners, advance the development and implementation of strategic communications messages that address U.S. military contributions to stability operations.
+
+d.  In coordination with the Chairman of the Joint Chiefs of Staff, the Combatant Commanders, and interagency partners, advance the development and implementation of measures of effectiveness for stability operations.  Ensure DoD measures correspond and support broader U.S. Government measures.
+
+2.  ASSISTANT SECRETARY OF DEFENSE FOR SPECIAL OPERATIONS AND LOW-INTENSITY CONFLICT AND INTERDEPENDENT CAPABILITIES (ASD(SO/LIC&IC)).  The ASD(SO/LIC&IC), under the authority, direction, and control of the USD(P), shall:
+a.  Serve as the principal civilian advisor to the Secretary of Defense and the USD(P)
+for stability operations; provide policy oversight to ensure that the Department maintains the capability and capacity to conduct stability operations activities, and that those capabilities are compatible with those of other U.S. Government agencies and partners.
+
+b.  Develop criteria for capability assessments, assess DoD capabilities, and recommend to the USD(P) priorities for policies, plans, concepts, analysis, capabilities, and investment strategies relevant to stability operations.
+
+c.  Incorporate into DoD strategic planning documents the development of capabilities to conduct stability operations activities and the integration of DoD capabilities with those of other U.S. Government agencies.
+
+d.  Biennially assess DoD capability and capacity required to conduct the stability operations activities enumerated in paragraphs 4.b. and 4.d. of the front matter of this Instruction, and assess the compatibility of those capabilities with other U.S. Government agencies and partners.
+
+
+(1)  Provide recommendations for capabilities development to be incorporated into DoD capabilities development guidance documents.
+
+(2)  In coordination with the Under Secretary of Defense (Comptroller) and Director, Cost Assessment and Program Evaluation (CAPE), assess the sufficiency of resources related to stability operations within the Future Years Defense Program.
+
+e.  Review DoD Component plans and strategies to ensure they fully address, synchronize, and adequately resource stability operations activities.
+
+
+(1)  Ensure that the DoD analytic agenda addresses stability operations activities and capabilities.
+
+(2)  Assist the Combatant Commanders in identifying and prioritizing their requirements for stability operations to support campaign plans. (3)  Ensure contingency planning efforts support and incorporate other U.S.
+
+Government agency reconstruction and stabilization plans, concepts, and efforts.
+
+f.  Represent the USD(P) on issues related to stability operations capabilities in capability development bodies.
+
+(1)  Present strategic-level stability operations capability requirements.
+
+(2)  Recommend solutions for stability operations-related capabilities.
+
+
+(3)  Assist appropriate resource boards in integrating stability operations capabilities into programs.
+
+
+(4)  Ensure DoD capabilities related to stability operations are properly aligned to DoD strategy.
+
+g.  Represent the Department in interagency, international, and coalition or partner discussions on stability operations policy.
+
+
+(1)  In coordination with the Chairman of the Joint Chiefs of Staff, lead DoD
+contributions to developing common doctrine, policies, and procedures for stability operations activities with other Government agencies and international partners.
+
+
+(2)  Coordinate DoD support to the stability operations planning efforts of other Government agencies and key international partners.
+
+
+(3)  Coordinate interagency support to DoD planning for stability operations activities, including the development of interagency synchronization mechanisms at the Combatant Commands.
+
+h.  Ensure that existing Military Department, Military Service, and joint stability operations-related lessons-learned programs are complementary and that they collectively constitute a comprehensive, "Whole-of-Government" stability operations lessons-learned program.  In coordination with the Chairman of the Joint Chiefs of Staff and the Secretaries of the Military Departments, provide DoD oversight to lessons learned for stability operations within the Department, and lead DoD contributions to an interagency lessons-learned process.
+
+i.  In accordance with DoDI 5160.70 (Reference (f)), develop policies and plans in coordination with the Under Secretary of Defense for Intelligence (USD(I)), the Under Secretary of Defense for Personnel and Readiness (USD(P&R)), the Chairman of the Joint Chiefs of Staff, and the Secretaries of the Military Departments to maintain the strategic relevance of DoD language and regional proficiency capabilities.
+
+j.  In coordination with the Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)), develop and recommend policy and provide guidance that specifies the roles of private security contractors, firms, and other DoD contractors in stability operations environments.
+
+k.  Establish and chair a steering committee and supporting working groups, as appropriate, to oversee implementation of this Instruction across the Department.
+
+3.  DIRECTOR, DEFENSE SECURITY COOPERATION AGENCY (DSCA).  The Director, DSCA, under the authority, direction, and control of the USD(P), shall:
+
+
+a.  In accordance with the authorities in sections 401, 2557, and 2561 of title 10, United States Code (U.S.C.) (Reference (g)), and in coordination with the Secretaries of the Military Departments, develop policies and procedures to transfer compatible and appropriate materiel and equipment directly to foreign partner control, as appropriate, at the conclusion of stability operations activities.
+
+
+b.  Review DoD Manual 4160.21-M (Reference (h)) for requirements unique to stability operations and maintain its currency for irregular warfare and stability operations requirements, including responsibilities for disposition of excess defense articles.
+
+c.  Develop and recommend policies required to train and equip foreign security forces as enablers of long-term security and stability.
+
+4.  USD(I).  The USD(I) shall:
+
+
+a.  Develop and oversee DoD intelligence and counterintelligence capability requirements to support stability operations in coordination with relevant U.S.
+
+Government intelligence entities and DoD Components. b.  Ensure that the Department has sufficient capabilities to provide indications and warning of foreign nation instability.
+
+
+c.  In accordance with Reference (f) and in coordination with the USD(P), the USD(P&R), the Chairman of the Joint Chiefs of Staff, and the Secretaries of the Military Departments, develop policies that maintain the strategic relevance of DoD foreign language proficiency and area knowledge capabilities.
+
+d.  In coordination with the USD(P) and the Assistant Secretary of Defense for Networks and Information Integration/DoD Chief Information Officer (ASD(NII)/DoD CIO), develop policies and systems for sharing classified and unclassified information during stability operations among the DoD Components, relevant U.S. Government agencies, foreign governments and security forces, international organizations, nongovernmental organizations, and members of the private sector, while adequately protecting classified information and intelligence sources and methods.
+
+
+
+5.  DIRECTOR, DEFENSE INTELLIGENCE AGENCY (DIA).  The Director, DIA, under the authority, direction, and control of the USD(I), shall:
+a.  Develop and provide indications and warning of foreign nation instability through the Chairman of the Joint Chiefs of Staff.
+
+b.  Ensure the Defense Intelligence Operations Coordination Center, in coordination with the United States Strategic Command and the Office of the Director of National Intelligence:
+
+(1)  Formulates policies and procedures to integrate and synchronize national intelligence, surveillance, and reconnaissance (ISR) capabilities with DoD ISR assets in support of combatant command stability operations requirements.
+
+
+(2)  Manages intelligence planning for adaptive planning activities supporting stability operations.
+
+
+(3)  Develops and coordinates all-source collection plans and strategies to support intelligence analysis of instability challenges posed by state and non-state actors.
+
+c.  Ensure the Defense Intelligence All-Source Analytic Enterprise provides tailored all-source intelligence assessments that incorporate information from traditional intelligence sources as well as information from social science sources, including from sociological, anthropological, cultural, economic, political science, and historical sources within the public and private sectors.  Intelligence assessments should include information on characteristics of the environment (physical, economic, political, technological, and human).
+
+d.  Maintain open-source and classified information products to support integrated planning and execution of stability operations activities among U.S. Government agencies and selected international partners.
+
+6.  USD(P&R).  The USD(P&R) shall:
+a.  Develop and oversee policies for joint and combined training and exercises that meet Combatant Command stability operations-related requirements and promote interoperability for integrated operations in accordance with DoDD 1322.18
+(Reference (i)).
+
+b.  Develop policies to recruit, select, and assign civilian DoD personnel with relevant skills for service in stability operations assignments in accordance with DoDD 1404.10
+(Reference (j)), and recommend necessary changes to related laws, authorities, and regulations.
+
+c.  Develop policy and opportunities for personnel from other U.S. Government agencies, foreign governments, international organizations, and nongovernmental organizations to participate, as appropriate, in DoD training related to stability operations.
+
+d.  In coordination with the ASD(SO/LIC&IC), the USD(I), and the Chairman of the Joint Chiefs of Staff, develop policies and programs to maintain the appropriate levels of civilian and military language and cultural understanding, and ensure that foreign language and regional proficiency capabilities are integrated into joint and combined stability operations training and exercise policy.
+
+e.  Establish policy and procedures to be used by the DoD Components to determine the total force requirements (i.e., military, DoD civilian, and contractor requirements) necessary for conducting stability operations.
+
+f.  In coordination with the Secretaries of the Military Departments, establish policy to define skill sets and capabilities related to the stability operations activities enumerated in paragraphs 4.b. and 4.d. of the front matter of this Instruction, and establish policy to govern the identification and tracking of personnel with those skill sets and capabilities.
+
+g.  Design and issue training requirements for military and DoD civilians, including numbers and types of courses to develop and execute.
+
+h.  Incorporate anti-trafficking and protection measures for vulnerable populations into trafficking in persons training modules in accordance with DoDI 2200.01
+(Reference (k)).  The training will provide information on post-conflict and humanitarian emergency assistance for trafficking victims.
+
+i.  Ensure DoD medical personnel and capabilities are prepared to meet military and civilian health requirements in stability operations.
+
+j.  In coordination with the USD(P) and the Chairman of the Joint Chiefs of Staff, coordinate DoD participation in U.S. Government training for stability operations activities.
+
+7.  USD(AT&L).  The USD(AT&L) shall:
+
+a.  In coordination with the Commander, United States Joint Forces Command
+(USJFCOM) *Chairman of the Joint Chiefs of Staff*, ensure that DoD joint concept development and experimentation programs address stability operations activities and capabilities.
+
+b.  Develop policies for the research, development, and procurement of materiel solutions for stability operations activities and tasks identified in strategic guidance.
+
+
+
+c.  Identify any unique logistics requirements needed to support stability operations activities, and ensure logistics planning efforts reflect those requirements.
+
+d.  Identify technologies available through the Department of Defense, the U.S.
+
+Government, and off-the-shelf private sector programs that could bolster U.S. stability operations capabilities, and direct them into rapid demonstration, experimentation, and fielding.
+
+e.  In coordination with the Chairman of the Joint Chiefs of Staff, develop policies that will enable sharing of logistics capabilities, in order to partner with other U.S.
+
+Government agencies and foreign government and security forces.
+
+8.  ASD(NII)/DoD CIO.  The ASD(NII)/DoD CIO shall:
+a.  In coordination with the USD(P) and the Chairman of the Joint Chiefs of Staff, establish policies and standards for technical information exchange and communications between the Department of Defense and other U.S. Government agencies, foreign governments and security forces, international organizations, and the private sector.
+
+b.  In accordance with DoDI 8220.02 (Reference (l)), develop policies, plans, and processes to provide information and communication technology strategies, infrastructure, and equipment necessary to support the conduct of stability operations.
+
+c.  In coordination with the USD(P) and the Chairman of the Joint Chiefs of Staff, represent the Department in interagency, international, and coalition or partner discussions on restoration, reconstruction, and development of information and communications technology (ICT) critical infrastructure for stability operations.
+
+d.  In coordination with the Chairman of the Joint Chiefs of Staff and the Combatant Commanders, assist other U.S. Government agencies in identifying and developing strategies for the use of ICT capabilities to enable civil-military interaction, information sharing, and accelerating stability and reconstruction activities.
+
+e.  Assist the USD(AT&L) in nominating science and technologies for information exchange and communications that support stability operations into rapid demonstration, experimentation, and fielding.
+
+9.  ASD(PA).  The ASD(PA) shall:
+a.  Ensure Defense Information School activities support stability operations training and education for DoD public affairs professionals and select U.S. Government agencies, foreign governments and security forces, and international governmental organizations.
+
+b.  Design and articulate DoD visual information requirements to support stability operations.
+
+c.  Ensure the activities of the Defense Media Activity support stability operations.
+
+d.  In coordination with the USD(P), the Chairman of the Joint Chiefs of Staff, the Combatant Commanders, and interagency partners, advance the development and implementation of public affairs messages that address U.S. military contributions to stability operations.
+
+e.  In coordination with the USD(P), the USD (I), and the Department of State, develop regionally tailored and focused strategic messages, and synchronize them throughout the Department of Defense to support U.S. Government stabilization and reconstruction efforts. 10.  DIRECTOR, CAPE.  The Director, CAPE, shall:
+a.  Coordinate with the Under Secretary of Defense (Comptroller)/Chief Financial Officer, Department of Defense and the ASD(SO/LIC&IC) to assess the sufficiency of resources related to irregular warfare and stability operations within the Future Years Defense Program.
+
+b.  Coordinate with the ASD(SOLIC&IC), the USD(AT&L), and the Chairman of the Joint Chiefs of Staff to identify analytical gaps and ensure that DoD analytical tools, including models and simulations, address stability operations activities and capabilities. 11.  SECRETARIES OF THE MILITARY DEPARTMENTS.  The Secretaries of the Military Departments shall each:
+
+
+a.  In accordance with Reference (e), appoint a senior representative to lead stability operations capability development efforts.
+
+b.  Organize to train and equip forces capable of conducting the stability operations activities enumerated in paragraphs 4.b. and 4.d. of the front matter of this Instruction. Support the development of the biennial assessment identified in paragraph 2.d. of this enclosure.
+
+
+(1)  In coordination with the Chairman of the Joint Chiefs of Staff:
+
+
+
+(a)  Develop and maintain scalable capabilities and capacities to establish civil security and civil control, restore essential services, repair critical infrastructure, and provide humanitarian relief across the range of military activities.
+
+
+
+(b)  Maintain a civilian and military workforce capable of sustained contributions to civil-military teams conducting stability operations activities.
+
+
+(2)  In accordance with policy developed by the USD(P&R), identify and track personnel with stability operations-relevant skill sets and capabilities, to include foreign language proficiency and area knowledge capabilities.
+
+c.  Train for stability operations activities in accordance with paragraphs 4.b. and 4.d.
+
+of the front matter of this Instruction.
+
+
+
+(1)  Maintain doctrine and concepts for stability operations activities.
+
+
+(2)  Identify mission-essential tasks and capabilities required in stability operations.
+
+
+(3)  Conduct analyses to determine readiness for stability operations.
+
+
+(4)  Design and maintain curricula in individual and unit training programs and Military Service schools to prepare personnel for stability operations, in coordination with the USD(P&R) and the Chairman of the Joint Chiefs of Staff.
+
+d.  Ensure availability of units to perform stability operations activities and provide equipment, tactics, techniques, and procedures to ensure they are capable of performing these activities.
+
+e.  Ensure that predeployment facilities will appropriately support predeployment training and preparation for civil-military teams.  Develop policies and plans to provide, in the event of crises, contingency access to U.S. bases and facilities to other U.S. Government agencies, foreign partners and security forces, international governmental organizations, nongovernmental organizations, and members of the private sector.
+
+12.  CHAIRMAN OF THE JOINT CHIEFS OF STAFF.  The Chairman of the Joint Chiefs of Staff shall:
+a.  Serve as the principal military advisor to the Secretary of Defense for stability operations.
+
+b.  In coordination with the Combatant Commanders, establish priorities for the development of stability operations capabilities for the U.S. military.
+
+
+c.  In the Chairman's Risk Assessment, explicitly assess Military Service capability and capacity to implement stability operations activities and tasks required by Combatant Command plans and strategies.  Recommend priorities to mitigate moderate- and highrisk capability areas.
+
+d.  Coordinate with the DoD Component Heads and the Combatant Commanders to establish capabilities for stability operations and ensure validated stability operations requirements are included in other programs of record and in rapid acquisition efforts.
+
+e.  Maintain joint stability operations doctrine for the Military Services.
+
+f.  Pursuant to Reference (i), develop annual guidance for the conduct and support of stability operations in training venues.
+
+
+
+g.  In coordination with the USD(P&R), evaluate DoD progress in the training identified in paragraph 6.a. of this enclosure.
+
+h.  Coordinate and prioritize interagency participation in DoD training and DoD
+participation in U.S. Government training for stability operations activities.
+
+i.  In coordination with the USD(P), the USD(P&R), and the Secretaries of the Military Departments, promote attendance by representatives of other U.S. Government agencies at DoD training courses or joint professional military education institutions to receive or provide instruction on stability operations.  Encourage the participation of DoD personnel at schools in other U.S. Government agencies that provide courses of instruction on stability operations activities or missions.
+
+j.  Ensure that DoD joint concept development and experimentation addresses stability operations activities and capabilities. 13.  COMMANDERS OF THE COMBATANT COMMANDS.  The Commanders of the Combatant Commands, through the Chairman of the Joint Chiefs of Staff, shall:
+a.  Designate an appropriate military officer as the joint force coordinating authority for stability operations with the authority to:
+
+(1)  Identify stability operations requirements.
+
+
+(2)  Incorporate stability operations activities and concepts into training, exercises, experimentation, and planning, including intelligence campaign and support planning.
+
+b.  Integrate stability operations tasks and considerations into their Theater Campaign Plans, theater strategies, and applicable DoD-directed plans.  Align DoD theater strategies and plans with complementary stability operations-related capabilities, strategies, and plans of other U.S. Government agencies, foreign government and security forces, and the private sector, as they mature and capacity increases.
+
+c.  Identify stability operations-related capability, capacity, or compatibility shortfalls.
+Ensure that recommendations to the Chairman of the Joint Chiefs of Staff for the annual Chairman's Risk Assessment include stability operations-related shortfalls, as appropriate.  Ensure that inputs to the Chairman for the Integrated Priorities List include stability operations-related priorities, as appropriate.
+
+d.  In coordination with the USD(P), support efforts of other U.S. Government agencies and international partners to develop stability operations-related plans.
+
+e.  Gather lessons learned from stability operations and disseminate them to the DoD
+Components and U.S. Government agencies as appropriate.
+
+f.  Identify and validate requirements for materiel and equipment that are compatible with and appropriate for direct transfer to the control of foreign partners at the conclusion of stability operations activities.
+
+g.  Provide recommendations to incorporate roles and responsibilities into the Unified Command Plan based on stability operations tasks and responsibilities.
+
+h.  Ensure their Joint Intelligence Operations Centers (JIOCs) provide tailored allsource intelligence products that support planning for and execution of stability operations.  These products will incorporate information from traditional intelligence sources as well as information from social science knowledge, including from sociological, anthropological, cultural, economic, political science, and historical sources within the public and private sector.  Combatant Command JIOCs will conduct Joint Intelligence Preparation of the Operational Environment in support of stability operations conducted by the Combatant Commands, Service component commands, or other subordinate elements. 14.  COMMANDER, USJFCOM.  The Commander, USJFCOM, through the Chairman of the Joint Chiefs of Staff, shall in addition to the responsibilities in section 13 of this enclosure and in coordination with the USD(AT&L), ensure that DoD joint concept development and experimentation addresses stability operations activities and capabilities.

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+## Dod Instruction 5240.22 Counterintelligence Support To Counterterrorism And Force Protection
+
+ Originating Component:
+Office of the Under Secretary of Defense for Intelligence and Security Effective:
+October 12, 2022 Releasability:
+Cleared for public release.  Available on the Directives Division Website at https://www.esd.whs.mil/DD/. Reissues and Cancels:
+DoD Instruction 5240.22, "Counterintelligence Support to Force Protection," September 24, 2009, as amended Approved by:
+Ronald S. Moultrie, Under Secretary of Defense for Intelligence and Security
+ Purpose: In accordance with the authority in DoD Directives (DoDD) 5143.01 and 5240.01 and the guidance in DoDD 5240.02, Executive Order 12333 as amended, and DoD Manual 5240.01, this issuance establishes policy, assigns responsibilities, and prescribes procedures for conducting and managing counterintelligence (CI) support to counterterrorism (CT) and force protection (FP).
+
+
+
+## Table Of Contents
+
+
+SECTION 1:  GENERAL ISSUANCE INFORMATION ........ 3
+1.1.  Applicability. ........ 3 1.2.  Policy. ........ 3 1.3.  Information Collections. ........ 3
+SECTION 2:  RESPONSIBILITIES ........ 4
+2.1.  Under Secretary of Defense for Intelligence and Security (USD(I&S)). ........ 4 2.2.  Director for Defense Intelligence (CI, Law Enforcement, and Security). ........ 4 2.3.  Director, Defense Intelligence Agency (DIA). ........ 5 2.4.  Under Secretary of Defense for Policy. ........ 5 2.5.  OSD and DoD Component Heads. ........ 6
+2.6.  Secretaries of the Military Departments. ........ 6 2.7.  CJCS. ........ 7
+SECTION 3:  PROCEDURES ........ 8
+3.1.  JTTFs. ........ 8 3.2.  CT and FP Information Sharing. ........ 9 3.3.  Time-Sensitive CT and FP Threat information Sharing Procedures. ........ 10 3.4.  Reporting CT and FP Threat Information to the FBI. ........ 11 3.5.  FPDs. ........ 11
+GLOSSARY ........ 15
+G.1.  Acronyms. ........ 15 G.2.  Definitions. ........ 16
+REFERENCES ........ 18
+
+
+## Section 1:  General Issuance Information 1.1.  Applicability.
+
+This issuance applies to the OSD, the Military Departments, the Office of the Chairman of the Joint Chiefs of Staff (CJCS) and the Joint Staff, the Combatant Commands (CCMDs), the Office of Inspector General of the Department of Defense, the Defense Agencies, the DoD Field Activities, and all other organizational entities within the DoD (referred to collectively in this issuance as the "DoD Components").
+
+## 1.2.  Policy.
+
+In accordance with DoDD 5240.02, it is DoD policy to conduct CI activities to counter international terrorism and support the overall DoD FP effort.
+
+## 1.3.  Information Collections.
+
+The reports on terrorist threat information, referred to in Paragraph 2.3.c., do not require licensing with a report control symbol in accordance with Paragraph 1.b.(3) of Enclosure 2 to Volume 1 of DoD Manual 8910.01.
+
+## Section 2:  Responsibilities 2.1.  Under Secretary Of Defense For Intelligence And Security (Usd(I&S)).
+
+In addition to the responsibilities in Paragraph 2.5., the USD(I&S):
+
+a.  Establishes policy for and provides oversight of DoD CI support to CT and FP. b.  Resolves issues concerning CI support to CT and FP that cannot be resolved by the OSD
+and DoD Component heads.
+
+## 2.2.  Director For Defense Intelligence (Ci, Law Enforcement, And Security).
+
+Under the authority, direction, and control of the USD(I&S), the Director for Defense Intelligence (CI, Law Enforcement, and Security):
+
+a.  Advises OSD and DoD Component heads in CI enterprise-wide support to CT and FP.
+b.  Oversees DoD Components to ensure compliance with CI support to CT and FP policy. c.  Represents the USD(I&S) at forums concerning CI support to CT and FP.
+d.  In accordance with DoD Instruction (DoDI) 2000.12, as part of the Planning, Programming, Budgeting, and Execution process, and in coordination with the CJCS, annually reviews the adequacy of intelligence, CI, physical security, and other security resources to determine whether they adequately support antiterrorism (AT) and CT program objectives.
+
+e.  Assists and supports the CJCS in advising the Secretary of Defense of any changes needed to meet AT and CT requirements.
+
+f.  Manages DoD participation in the Joint Terrorism Task Forces (JTTFs) and FP
+detachments (FPDs).
+
+g.  Oversees a DoD Global Watch capability--a collaboration between Defense criminal investigative organizations (DCIOs), Military Department CI organizations (MDCOs), the Pentagon FP Agency (PFPA), and the Federal Bureau of Investigation (FBI)--that coordinates, synchronizes, and de-conflicts inter-service or interagency information pertaining to criminal, terrorism, FP, and foreign intelligence entity threats and incidents with a DoD nexus.
+
+## 2.3.  Director, Defense Intelligence Agency (Dia).
+
+Under the authority, direction, and control of the USD(I&S), and in addition to the responsibilities in Paragraph 2.5., as the Defense CI Manager in accordance with DoDD 5240.02, the Director, DIA:
+a.  Manages Defense CI enterprise-wide support to CT and FP implementation and resource planning.
+
+b.  Collects, analyzes, and disseminates time-sensitive and non-time-sensitive terrorist and FP
+threat information and assessments to supported commanders, in accordance with DoDIs 2000.12, 3115.17, and S-5240.17 and DoDM 5240.02.
+
+c.  Provides functional management for the DoD JTTF and FPD programs. d.  Provides CI support to information operations to enable FP in accordance with DoDD 3600.01.
+
+e.  Through the DIA Defense Combatting Terrorism Center.
+
+(1)  Serves as the focal point for intelligence analysis pertaining to international terrorist and FP threats to DoD personnel, installations, and missions, in accordance with the August 2, 2011 Memorandum of Understanding (MOU) between the FBI and DoD and its January 18, 2017 Annex A.
+
+(2)  Establishes worldwide DoD terrorist threat levels by country.
+
+## 2.4.  Under Secretary Of Defense For Policy.
+
+In addition to the responsibilities in Paragraph 2.5., the Under Secretary of Defense for Policy:
+a.  In conjunction with the USD(I&S):
+(1)  Serves as the DoD repository for existing agreements and understandings between DoD Components and the FBI.
+
+(2)  Conducts reviews of appended CT and FP information sharing agreements, in accordance with the 2017 Annex A to the 2011 FBI/DoD MOU.
+
+b.  In coordination with the USD(I&S), resolves any information sharing disagreements between the FBI and the DoD Components regarding CT and FP threat information sharing procedures, in accordance with the 2017 Annex A to the 2011 FBI/DoD MOU.
+
+c.  In conjunction with the USD(I&S) and the CJCS, ensure the Mission Assurance Coordination Boards coordinate with the Defense Security Enterprise Executive Committee and Advisory Group, to address and resolve issues of mutual concern in exercising appropriate oversight of CT and FP threat information sharing procedures.
+
+## 2.5.  Osd And Dod Component Heads.
+
+The OSD and DoD Component heads:
+a.  Approve assignment of personnel as task force officers (TFOs) and task force members
+(TFMs) to the National Joint Terrorism Task Force (NJTTF) and JTTFs, as appropriate.
+b.  Integrate CI support into FP efforts, including when establishing priority intelligence requirements.
+
+c.  Produce CI assessments to meet AT and FP requirements of in-garrison and deployed forces in accordance with DoDI 5240.18.
+
+d.  Conduct authorized CI activities, in accordance with DoDD 5240.02, DoDD 5240.01, and DoDM 5240.02, in support of AT and FP measures.
+
+## 2.6.  Secretaries Of The Military Departments.
+
+In addition to the responsibilities in Paragraph 2.5., the Secretaries of the Military Departments:
+
+a.  Provide appropriately trained and credentialed personnel to serve:
+(1)  At FPDs. (2)  As TFOs and TFMs at the NJTTF and at regional JTTFs.
+b.  Provide staff as appropriate to the DoD Global Watch.
+c.  Conduct liaison with Federal, State, local, and foreign agencies for the collection and exchange of international terrorist threat information, in accordance with Military Department policy.
+
+d.  Collect, report, and disseminate time-sensitive and non-time-sensitive terrorist and FP
+threat information to supported Components.
+
+e.  Provide supported commands with international terrorist threat analysis and production.
+f.  Provide tailored international terrorist briefings to supported commands as part of a CI
+awareness and reporting program in accordance with DoDD 5240.06.
+
+g.  In coordination with the FBI, and in accordance with the 2017 Annex A to the 2011
+FBI/DoD MOU, conduct:
+(1)  CI investigations of international terrorism threats in accordance with DoDI 5240.04.
+
+(2)  CT operations and collections, in accordance with DoDI S-5240.09 and
+DoDI S-5240.17.
+
+## 2.7.  Cjcs.
+
+In addition to the responsibilities in Paragraph 2.5., the CJCS:
+a.  Receives, authorizes, and prioritizes requests for new FPD locations from the CCMDs, as described in Section 3.
+
+b.  Assigns a representative from the Joint Staff Intelligence Directorate (J2) to the NJTTF
+Executive Board, and the Joint Staff/J2 representative will ensure all relevant CT and FP information is shared with the Joint Staff Operations Directorate (J3), AT/FP Division (J33).
+
+
+
+## Section 3:  Procedures 3.1.  Jttfs.
+
+a.  The DoD will support national-level CT efforts through the assignment or detail of personnel as TFOs and TFMs to the NJTTF and JTTFs.  The TFOs and TFMs will work in partnership with the FBI and other TFOs and TFMs to enhance communication, coordination, and cooperation between the DoD and Federal, State, and local government agencies that represent the intelligence, LE, public safety, transportation, and homeland security communities.
+
+(1)  DoD Federal LE officers and Army CI Special Agents (SAs) will serve as NJTTF
+and JTTF TFOs, in accordance with the July 21, 2009 MOU between the FBI and DoD.
+
+(2)  DoD Federal LE officers and Army CI SAs:
+(a)  Are the only DoD personnel authorized for TFO assignment or detail to NJTTF
+and JTTFs.
+
+(b)  Will notify respective components, in accordance with component policies, of the following information that affects DoD equities:
+
+1.  Developing threat information. 2.  Joint investigative information. 3.  Investigative leads and other intelligence.
+(3)  TFOs assigned or detailed to JTTFs will perform duties under the control of FBI
+leadership.  TFOs may:
+(a)  Be assigned as the lead investigator for any CT matter under joint investigation, in coordination with the JTTF's leadership.
+
+(b)  Serve as a liaison between assigned DoD Component and the FBI during CT
+investigations.
+
+b.  TFOs must:
+(1)  Be credentialed by the FBI and deputized by the U.S. Marshals Service in accordance with Section 0.112 of Title 28, Code of Federal Regulations.
+
+(2)  Have statutory authority to conduct LE activities to enforce Federal criminal codes.
+
+(3)  Have graduated from one of the following criminal investigator training programs:
+(a)  Federal Law Enforcement Training Center, Criminal Investigation Training Program.
+
+(b)  U.S. Air Force Special Investigations Academy. (c)  U.S. Army Criminal Investigation Command SA Course. (d)  FBI Basic Field Training Course.
+(e)  Drug Enforcement Administration Basic Agent Training Course.
+(f)  Federal Law Enforcement Training Center Uniformed Police Training Program.
+(4)  Possess a Top Secret security clearance with eligibility for access to sensitive compartmented information.
+
+(5)  Qualify with their primary authorized firearm, in accordance with assigned DoD
+Component's policy, within the 6 months immediately before assignment to a JTTF and on a continuing basis thereafter.
+
+(6)  Complete deadly force training in accordance with assigned DoD Component's policy.
+
+(7)  Not have a conviction for a crime of domestic violence. (8)  Meet assigned DoD Component's medical qualification and physical fitness requirements.
+
+c.  DoD Components will:
+(1)  Coordinate with the NJTTF before assigning TFOs to a JTTF.
+
+(2)  If required by the JTTF, provide TFOs with an appropriately equipped governmentowned vehicle.
+
+(3)  Provide TFOs with an authorized weapon, ammunition, raid jacket, body armor, and other duty gear, in accordance with DoD Component policy.
+
+d.  Before assigning or detailing TFMs to serve at JTTFs, coordinate with the NJTTF and the MDCOs supporting the DoD Component, in accordance with DoDI O-5240.10.
+
+## 3.2.  Ct And Fp Information Sharing.
+
+DoD Components that identify CT and FP threat information will:
+a.  Provide identified CT and FP threat information to the FBI via supporting MDCO, in accordance with DoDI O-5240.10.
+
+b.  Inform the DoD Global Watch of CT and FP threat information that was shared with the FBI through the supporting MDCO.
+
+## 3.3.  Time-Sensitive Ct And Fp Threat Information Sharing Procedures.
+
+The DoD Components will immediately share time-sensitive CT and FP threat information as follows:
+a.  In accordance with the 2017 Annex A to the 2011 FBI/DoD MOU, when the FBI
+identifies a time-sensitive threat with a DoD nexus and notifies the DoD Global Watch and the NJTTF Military Operations Support Team, the DoD Global Watch will confirm receipt with the FBI and notify:
+
+(1)  DCIOs.
+(2)  MDCOs. (3)  PFPA. (4)  DIA.
+b.  The DoD Global Watch will notify the Chief of Operations at the National Joint Operations Intelligence Center located in the National Military Command Center, who will, as appropriate, notify:
+
+(1)  The National Joint Operations Intelligence Center, OSD Liaison Officer. (2)  OSD Component heads. (3)  CJCS, Vice CJCS, and the Director, Joint Staff.
+c.  The MDCOs, DCIOs, and PFPA will notify respective chains of command and these DoD
+Components:
+
+(1)  The Military Departments.
+(2)  The Defense Agencies, DoD Field Activities, and CCMDs, in accordance with the MDCO support responsibilities in DoDI O-5240.10.
+
+d.  The National Joint Operations Intelligence Center OSD liaison officer will:
+
+(1)  Inform senior OSD and Joint Staff leadership.
+(2)  Inform the Joint Staff's Current Operations desk.
+e.  In accordance with the 2017 Annex A to the 2011 FBI/DoD MOU, all other threats (i.e., non time-sensitive threats) will be:
+(1)  Reported through the NJTTF Unit Chief or designee, who will forward the information to the DoD Global Watch, by email or phone; phone notifications will be followed up with written notification (e.g., email or letter).
+
+(2)  The DoD Global Watch will confirm receipt and provide appropriate notification to the DIA Defense Combatting Terrorism Center and the appropriate Defense investigative elements responsible for international or domestic terrorism.
+
+## 3.4.  Reporting Ct And Fp Threat Information To The Fbi.
+
+The DoD Components will share CT and FP threat information with the FBI as follows:
+a.  DoD Components that identify CT and FP threat information in the course of conducting CI, security, or LE activities will provide this information to the supporting MDCO, in accordance with DoDI O-5240.10, or DCIO, as appropriate.  The supporting MDCO or DCIO will then notify the FBI.
+
+b.  DoD Components will inform the DoD Global Watch of CT and FP threat information that was shared with the FBI through the supporting MDCO or DCIO.
+
+c.  PFPA will notify the DoD Global Watch of CT and FP threat information shared with the FBI.
+
+## 3.5.  Fpds.
+
+a.  DoD maintains a CI, CT, and FP presence in designated overseas locations through FPDs.
+FPDs support the CCMDs by detecting and warning of threats to in-transit and assigned DoD
+personnel and resources.  The Secretaries of the Military Departments assign MDCO SAs to FPDs, in accordance with the May 9, 2003 MOU between the Bureau of Diplomatic Security in the Department of State (DOS) and the DoD (or its successor agreement).  FPD office manning levels will be determined by the MDCOs, in coordination with the Director, DIA.
+
+(1)  In accordance with Section 3927 of Title 22, United States Code, FPD members are under the direction, coordination, and supervision of the chiefs of mission.  FPDs maintain close operational synchronization with:
+
+(a)  The regional security officer (RSO). (b)  The senior defense official/defense attache (SDO/DATT).
+(c)  Other country team members, as appropriate.
+(2)  In accordance with the 2003 DOS/DoD MOU (or its successor agreement), the MDCOs:
+
+(a)  Have operational and administrative control of designated FPDs. (b)  Fund all international cooperative administrative support services in accordance
+with DoDI 7060.06.
+(c)  Fund the operational and maintenance costs of designated FPD.
+(3)  The RSO has primacy for addressing all security issues affecting DoD personnel who are operating in-country under chief of mission authority.  The RSO is responsible for ensuring the FPD operates within the security guidelines and procedures established by the DOS, as outlined by the chief of mission, and in accordance with the 2003 DOS/DoD MOU (or its successor agreement).
+
+b.  The FPD's primary mission is to detect and warn of threats to DoD personnel and resources in-transit at overseas locations without a permanent DoD CI presence.  The mission further includes serving as a force multiplier for the U.S. Embassy country team in support of the DoD presence and mission, which includes, but is not limited to:
+
+(1)  Liaison.
+(2)  Defense threat assessments.
+(3)  Route and travel threat assessments. (4)  Foreign intelligence entity and international terrorist threat briefings.
+(5)  DoD investigative lead reporting. (6)  Intelligence report production.
+(7)  Conducting or assisting in vulnerability assessments of ports, airfields, other facilities, and routes used by in-transit forces.
+
+(8)  CI support to combatting transnational organized crime.
+c.  FPDs maintain liaison contact with host nation officials to assess an operational picture of the local intelligence, terrorist, and criminal threat.
+
+d.  The CCMDs work through the SDO/DATT for tasking the FPD, in accordance with DoDD 5205.75.
+
+(1)  The FPD will coordinate all activities with the SDO/DATT, in accordance DoDI C- 5105.81.
+
+(2)  The CCMDs will keep the FPD advised of all projected force movements through its area of responsibility.
+
+(3)  FPDs will communicate threat information directly to transiting units via established communication channels in a timely manner.  FPDs provide assessment findings and reports, threat information, vulnerability assessment data, and related FP information to the CCMD.
+
+e.  Triennially, the Joint Staff will review, validate, and prioritize CCMD requests to establish FPDs.
+
+(1)  In coordination with the Joint Staff/J2, Joint Staff/J3, and Plans Directorate, CCMDs prioritize requests for FPD locations within assigned area of responsibility and submit the requests to the Joint Staff after initial coordination with the relevant U.S. Embassy.
+
+(2)  In coordination with the Joint Staff/J2, the Joint Staff/J3 consolidates the CCMD
+requests and validates the following requirements; locations will not be selected for an FPD:
+(a)  If there is an in-garrison or permanent party MDCO element within the identified country.
+
+(b)  If the DIA-established intelligence and terrorism threats are both "LOW" and the DOS-established criminal threat is "MEDIUM" or lower.
+
+(c)  Without appropriate coordination with the relevant U.S. Embassy or diplomatic post to verify acceptance of the FPD.
+
+(d)  If the DOS does not maintain a permanent party RSO in-country.
+
+(3)  Following validation of CCMD submissions against criteria identified in Paragraph 3.5.e.(2), the Joint Staff/J3 establishes a single prioritized list of remaining CCMD
+FPD requirements, based on the assessment criteria agreed upon by the Joint Staff, MDCOs, DIA, and the CCMDs.  These criteria will include:
+(a)  Intelligence, terrorism, and criminal threat levels identified at the time of the assessment.
+
+(b)  Annual throughput of DoD personnel, aircraft, and vessels as reported by the CCMDs for the:
+
+1.  Current fiscal year. 2.  Two immediately preceding fiscal years. 3.  Projected data for the following fiscal year.
+(c)  The number of exercises conducted annually in-country in which DoD
+participates.
+
+(d)  CCMD prioritization of each identified location within its area of responsibility.
+
+(4)  The Joint Staff/J3 will provide the prioritized list of CCMDs' FPD nominations to DIA.  The Director, DIA, in coordination with the MDCOs, the Joint Staff, and the USD(I&S), will establish a prioritized list based upon available MDCO resources.  CCMD FPD requirements that cannot be fulfilled due to limited MDCO resources will not be considered for staffing.
+
+(a)  The MDCOs, the Joint Staff, and the USD(I&S) will review the triennial prioritization list and adjust the list based on changing circumstances such as current and projected increase in the volume of transient DoD personnel and country or regional threat conditions.
+
+(b)  Unfilled requirements will remain on the triennial prioritization list to potentially be filled, contingent upon MDCO resources.
+
+(5)  Any FPD requirement on the prioritized list which, during the triennial review, is found to meet one or more of the disqualifying factors identified in Paragraph 3.2.e.(2) will be:
+
+(a)  Reviewed by the MDCOs, the Joint Staff, and the USD(I&S).
+(b)  Considered for removal from the prioritized list or closure.
+f.  The Joint Staff will evaluate CCMD requests to establish FPDs that develop outside of the triennial review.  If validated, the Joint Staff/J3, in conjunction with the Joint Staff/J2, will:
+
+(1)  Prioritize the new requirement using the criteria established in Paragraph 3.6.e.(3).
+(2)  Provide the results to the Director, DIA, who will coordinate with the MDCOs, to assess the requirement against available resources.
+
+g.  If a CCMD or MDCO requests to close an FPD earlier then the triennial review, the request will be coordinated with the Director, DIA; the MDCOs; and the DOS.  If all parties concur, the Director, DIA will work with the appropriate MDCOs to close the FPD.
+
+
+
+## Glossary G.1.  Acronyms.
+
+ACRONYM
+MEANING
+AT
+antiterrorism
+CCMD
+Combatant Command
+CI
+counterintelligence
+CJCS
+Chairman of the Joint Chiefs of Staff
+CT
+counterterrorism
+DCIO
+Defense criminal investigative organization
+DIA
+Defense Intelligence Agency
+DoDD
+DoD directive
+DoDI
+DoD instruction
+DOS
+Department of State
+FBI
+Federal Bureau of Investigation
+FP
+force protection
+FPD
+force protection detachment
+J2
+(Joint Staff) Intelligence Directorate
+J3
+(Joint Staff) Operations Directorate
+JTTF
+Joint Terrorism Task Force
+LE
+law enforcement
+MDCO
+Military Department counterintelligence organization
+MOU
+memorandum of understanding
+NJTTF
+National Joint Terrorism Task Force
+PFPA
+Pentagon Force Protection Agency
+RSO
+regional security officer
+SA
+special agent
+SDO/DATT
+senior defense official/defense attache
+TFM
+task force member
+TFO
+task force officer
+USD(I&S)
+Under Secretary of Defense for Intelligence and Security
+
+## G.2.  Definitions.
+
+Unless otherwise noted, these terms and definitions are for the purpose of this issuance.
+
+TERM
+DEFINITION Defined in the DoD Dictionary of Military and Associated Terms.
+chief of mission
+Defined in DoDD 5240.02 and DoDM 5240.01.
+CI country team
+Defined in the DoD Dictionary of Military and Associated Terms.
+DCIO
+The Air Force Office of Special Investigations, U.S. Army Criminal Investigations Command, the Defense Criminal Investigative
+Service, and the Naval Criminal Investigative Service.
+
+DoD Federal law enforcement officer
+A civilian employee within the DoD who has statutory authority, upon probable cause, to conduct search and seizure of persons and things in accordance with the 4th Amendment of the United States
+Constitution, to include arrests of civilians for violations of the
+criminal laws of the United States.
+
+DoD Global Watch
+A central, collaborative environment where MDCO, DCIO, and PFPA representatives are co-located, to share information while
+supporting their parent organizations and respective Service components.  DoD Global Watch personnel, on a 24-hour, 7-day-aweek basis, maintain situational awareness and recognize emerging law enforcement, foreign intelligence, terrorism, and force protection threats, to streamline notifications for their parent organizations and Service components.
+
+FPD
+A CI element that provides support to transiting DoD ships, personnel, and aircraft in regions of elevated threat. Defined in DoDD 5240.02.
+functional management JTTF
+Task force operating under the authority and direction of the FBI comprised of Federal, State and local law enforcement, intelligence,
+public safety, transportation, and homeland security agencies. Defined in DoDD 5240.02.
+MDCO
+The Air Force Office of Special Investigations, U.S. Army Criminal Investigations Command, and the Naval Criminal Investigative
+Service.
+
+military criminal investigative organization TERM
+DEFINITION
+Military Operations Support Team
+Sub-element of the NJTTF, coordinates, synchronizes, and deconflicts terrorism and FP related threat information and leads between FBI and DoD.
+NJTTF
+FBI-hosted multi-agency task force consisting of multiple agencies, collocated at the National CT Center, to conduct program
+management of the JTTFs and coordinate the sharing of terrorism threat information and intelligence.
+
+permanent DoD CI presence
+For the purpose of this issuance, CI battalions, detachments, field offices, groups, operating locations, squadrons, resident agencies, or other entities operated by one of the MDCOs on a full-time basis in
+support of service or CCMD steady state requirements.  Such
+elements do not include expeditionary, deployed or otherwise temporary entities which fulfill non-steady state requirements,
+regardless of the length of time during which such elements are in operation.
+
+prioritization
+Process by which the validated CCMD nomination for FP detachments are rank ordered using objective criteria established
+within this issuance. Defined in the DoD Dictionary of Military and Associated Terms.
+RSO TFM
+An employee of a governmental agency or military member, has an active security clearance recognized by the FBI, and is authorized to have access to FBI facilities.  A TFM may be assigned or detailed on a full or part-time basis, as agreed upon in advance by the FBI and DoD.
+
+TFO
+A statutory law enforcement officer, authorized to carry a firearm, deputized pursuant to Title 18, United States Code, assigned to the
+supervision of the JTTF, CI Task Force, or other Department of
+Justice/FBI task force, issued Federal law enforcement credentials, has an active security clearance recognized by the FBI, and is authorized to have access to FBI facilities.  A TFO may be assigned or detailed on a full or part-time basis, as agreed upon in advance by
+the FBI and DoD.
+
+validation
+Process by which CCMD nomination for FPDs are assessed against disqualifying conditions to ensure the proposed locations are legitimate requirements and may proceed to prioritization.
+
+## References
+
+Code of Federal Regulations, Title 28, Section 0.112 DoD Directive 3600.01, "Information Operations (IO)," May 2, 2013, as amended DoD Directive 5143.01, "Under Secretary of Defense for Intelligence and Security
+(USD(I&S))," October 24, 2014, as amended
+DoD Directive 5205.75, "DoD Operations at U.S. Embassies," December 4, 2013, as amended
+DoD Directive 5240.01, "DoD Intelligence Activities," August 27, 2007, as amended DoD Directive 5240.02, "Counterintelligence (CI)," March 17, 2015, as amended
+DoD Directive 5240.06, "Counterintelligence Awareness and Reporting (CIAR)," May 17, 2011,
+as amended
+DoD Instruction 2000.12. "DoD Antiterrorism (AT) Program," March 1, 2012, as amended DoD Instruction 3115.17, "Management and Oversight of DoD All-Source Analysis,"
+November 16, 2016, as amended
+DoD Instruction C-5105.81, "Implementing Instructions for DoD Operations at U.S. Embassies
+(U)," November 6, 2008
+DoD Instruction 5240.04, "Counterintelligence (CI) Investigations," April 1, 2016, as amended DoD Instruction S-5240.09, "(U) Offensive Counterintelligence Operations (OFCO),"
+February 2, 2015, as amended
+DoD Instruction O-5240.10, "Counterintelligence (CI) in the DoD Components," April 27, 2020 DoD Instruction S-5240.17, "(U) Counterintelligence Collections Activities (CCA),"
+March 14, 2014, as amended
+DoD Instruction 5240.18, "Counterintelligence (CI) Analysis and Production,"
+November 17, 2009, as amended
+DoD Instruction 7060.06, "International Cooperative Administrative Support Services (ICASS),"
+May 15, 2012, as amended
+DoD Manual 5240.01, "Procedures Governing the Conduct of DoD Intelligence Activities,"
+August 8, 2016
+DoD Manual 8910.01, Volume 1, "DoD Information Collections Manual:  Procedures for DoD
+Internal Information Collections," June 30, 2014, as amended
+Executive Order 12333, "United States Intelligence Activities," December 4, 1981, as amended
+Memorandum of Understanding Between the Bureau of Diplomatic Security, Department of
+State, and the Counterintelligence Field Activity, the Department of Defense Regarding
+Force Protection Detachments, May 9, 20031
+Memorandum of Understanding between the Federal Bureau of Investigation and the
+Department of Defense Governing Information Sharing, Operational Coordination, and
+Investigative Responsibilities, August 2, 20111
+Memorandum of Understanding between the Federal Bureau of Investigation and the
+Department of Defense Governing Information Sharing, Operational Coordination, and
+Investigative Responsibilities, Annex A, "Counterterrorism Information Sharing,"
+January 18, 20171
+
+Memorandum of Understanding between the Federal Bureau of Investigation and the
+Department of Defense, "Joint Terrorism Task Force," July 21, 20091
+Office of the Chairman of the Joint Chiefs of Staff, "DoD Dictionary of Military and Associated
+Terms," current edition
+United States Code, Title 18 United States Code, Title 22, Section 3927 United States Constitution, 4th Amendment