The JMTC BMC Campaign Plan 2013-2014

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN GRAFENWOEHR / HOHENFELS / GARMISCH

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

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DEPARTMENT OF THE ARMY

SEVENTH ARMY JOINT MULTINATIONAL TRAINING COMMAND UNIT 28130 APO AE 09114

AETT-CDR MEMORANDUM FOR All Service Members, civilians, and Family members of the JMTC and Bavaria Military Community SUBJECT: The Joint Multinational Training Command and Bavaria Military Community Campaign Plan The JMTC and Bavaria Military Community Campaign Plan articulates a shared vision for the Joint Multinational Training Command and the Bavaria Military Community, which includes Grafenwoehr, Hohenfels, and Garmisch.

In our collective pursuits to provide relevant and realistic training to U.S. forces and multinational partners while simultaneously fulfilling support activity requirements as integrated military communities, this campaign plan outlines a “Roadmap to Excellence� we will use to achieve a common vision.

It establishes lines of effort, enabling functions, associated objectives and a targeting methodology designed to continuously assess and improve. The plan requires input from the community to remain relevant.

This version of the campaign plan incorporates our current business practices and provides a framework to continuously plan our way-ahead. It is not intended to be rigid, but rather remain flexible in order to adapt to a changing environment. The ability to adapt is critical to our overall success. In an era of uncertainty, rapid change and increasing competition for resources, we make our best decisions by setting clear goals and objectives and assessing overall progress.

The JMTC and the Bavaria Military Community team is a powerful combination of capabilities, innovation and excellence. The execution of the objectives outlined in this plan will cement our collective support to U.S. Army Europe, the U.S. Army and our nation as we train the force to Prevent conflict, Shape the international environment, and Win decisively on any battlefield.

Train to Win!

JAMES E. SAENZ COL, SF Commanding BMC

BRYAN L. RUDACILLE COL, IN Commanding JMTC

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TABLE OF CONTENTS Organization……………………………………………………………………4 Mission & Objective.…...…………………………………………………………….7 The Landscape……..……………………………………………………………………8 Roadmap to Excellence………………………………………...........................10 Lines of Effort…………………………………………….…………………………11 World Class Training…………………………………………...……………12 Build Multinational Capacity………………………………………….......15 Sustainable Installation………………………………………………………18 Community of Excellence……………………………………………………..21 Enabling Functions….………………………………………………………………22 Protection……………………………………………………………………….24 Safety………………………………………………………………………………25 Resource and Sustain…………………………………………………………26 Communication, Information, Engagement, Outreach……………………28 Implementation: Targeting Approach………………………………………....32 Summary……………………………………………….……………………………33 Annex A: Campaign Plan Battle Rhythm………………………………………34 Annex B: Board Participation……………………………………………………35 Annex C: Line of Effort Feeder Meetings…………………………………....…36

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ORGANIZATION The Joint Multinational Training Command (JMTC) has multiple command and coordinating relationships with units located throughout Europe. JMTC’s major subordinate units include the Joint Multinational Readiness Center (JMRC), Joint Multinational Simulation Center (JMSC), Training Support Activity - Europe (TSAE), Combined Arms Training Center, the Grafenwoehr Training Area and the NCO Academy (NCOA). In addition, the 7th Warrior Training Brigade falls under the operational control (OPCON) of JMTC. The JMTC is geographically dispersed with major activities located in Germany, Italy, Belgium, the Netherlands and Kosovo. In addition, the JMTC routinely employs expeditionary capabilities for the “away game”, supporting a host of nations within multiple Combatant Command (COCOM) areas of responsibility.

The task organization further depicts the major units JMTC is responsible for training and providing training support. This includes the members of the North Atlantic Treaty Organization (NATO) as well as USAREUR major subordinate commands.

The Commanding General of United States Army Europe (USAREUR) also designated additional authorities and responsibilities to the Commander of the JMTC: As the senior military authority for the Joint Multinational Training Command and Bavaria Military Community (BMC), the Commander, JMTC is responsible for providing guidance and oversight in the caring for Soldiers, Families and civilians, and enabling unit readiness in this assigned area of responsibility.

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

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USECOM

NATO

ACT

JFCOM

ACO USAREUR

IMCOM-E

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JFC BRUNSSUM JOINT WARFARE CENTRE

JWC STAVANGER

JMTC

V CORPS

JMTC TRAINING POPULATION ORGANIC DIRECTORATES

*

BAVARIA MILITARY COMMUNITY (USAG GRAFENWEOHR HOHENFELS, GARMISCH)

66th MI BDE

ERMC

173RD IBCT (A)

16th CSSB

30th MEDCOM

405th AFSB

202nd MP (CID)

MNBG-E (Kosovo)

7th Civil SPT CMD

266th Finance

DENTAC-E

VET CMD-E

12TH CAB 2 CR

TSAE

5th SIG

GCMCA

JMRC

JMSC

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21st TSC

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JFTC

709th MP BN

66th MI DET

172nd HBCT

18th CSSB 69th SIG BN

GTA CATC BMEDDAC

BDENTAC

173RD BCT (A)(-) 18TH EN BDE 18TH MP BDE (-)

USAG ANSBACH

NCOA 7th TTSB

44th ESB

7TH WTB (OPCON) MILITARY/FOREIGN LNO

*

USAG BAMBERG USAG SCHWEINFURT

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

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WORLD CLASS TRAINING

JMTC BUILD MULTINATIONAL CAPACITY

COMMUNITY OF EXCELLENCE

SUSTAINABLE INSTALLATION

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

CAMPAIGN PLAN OBJECTIVE Implement a balanced, synergistic integration of our four core functions: World-class training to dominate with decisive action, anytime, anywhere.

Support building multinational partner training capacity.

A Community of Excellence where Soldiers, civilians and Family members thrive and are good neighbors to our German hosts.

Sufficient, sustainable and increasingly energy efficient Infrastructure that meets mission requirements.

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

“The JMTC is the linchpin to achieving vital theater objectives, and meeting our comprehensive security cooperation mission.”

Admiral James G. Stavridis Commander, U.S. European Command and NATO Supreme Allied Commander Europe

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

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THE LANDSCAPE Looking toward the future, training is the most essential task of the JMTC. The JMTC will continue to train and build relationships with our European partners and allies --- not merely providing training capabilities, but intensely focused on building enduring training capacity among other nations. We will continue to train for contingency operations as directed worldwide.

Training for the Kosovo mission (KFOR) will continue, but will transform as the sourcing adjusts from National Guard forces to Active forces. As long as ISAF continues, JMTC will support U.S., NATO and other partner nations to fully prepare for combat from small advisory teams (MAT/PAT) to Brigade Combat Team (BCT) level Mission Rehearsal Exercises.

The Secretary of Defense pledged in early 2012 to reinvigorate the U.S. contribution to the NATO Response Force. The JMTC and the Bavaria Military Community stand ready to support that commitment by responsible application of our training capabilities, facilities, and community.

Training “post-ISAF� will very likely include rotational forces from CONUS participating in theater cooperation exercises and conducting home station, simulation, and combat training center training at the JMTC. While training remains the overarching priority, we will also focus on improving garrison systems that have atrophied over the last decade of war: training management, training in combined arms warfare and training support. Additionally, we must remain agile to adjust training demand load and content while adjusting resources across the Army for training.

We also recognize that the pace and tempo of deployments have severely strained our Soldiers and Family members. In response, we have made significant progress across the JMTC and Bavaria Military Community to re-establish our collective focus and systematic approach to troubling issues of Suicide, Sexual Assault, and high risk behavior. As leaders, we must continue to improve our systems and personally commit to programs that improve the health of our Soldiers, Civilians, and Family members, prevent suicides, and eliminate sexual assault and harassment from our formations.

It is within this complex and evolving landscape that we move forward in our mission.

Through the powerful combination of unique capabilities, the JMTC and the Bavaria Military Community will continue to support the U.S. Army and our Nation to Prevent conflict, Shape the international environment, and Win decisively on any battlefield.

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ROADMAP TO EXCELLENCE Our “ROADMAP TO EXCELLENCE” represents the operational design for this campaign plan.

It establishes the lines of effort, associated objectives and targeting methodology by which we will make improvements. In addition, it reinforces the central concept of “one community” as well as certain critical enabling functions which will facilitate our efforts.

TION FLEXIBLE AND ADAPTIVE TRAINING SUPPORT

FULL DOMAIN INTEGRATION

N

OU

TR

E

DATE FOCUSED LEADER DEVELOPMENT

A

C

H

T

R

CH

LEADER AND WORKFORCE DEVELOPMENT

I N FO R

M

AT

IC

T

N

S

I AT

U

U

M

S

EXPEDITIONARY TRAINING CAPABILITY

IN

T

E F

ENHANCED STAKEHOLDER PARTNERSHIPS SOLDIER, FAMILY AND CIVILIAN WELL BEING

EA

Y

Y S

COMMUNITY OF EXCELLENCE

A

M

N

T

RM

O

E

U

MULTINATIONAL TRAINING CAPACITY

BUILD MULTINATIONAL CAPACITY

ION

JOIN T

MU

PR O TE

EM

SOLDIER, FAMILY AND CIVILIAN READINESS

O

I T E D S TAT E S A

Y

IN

DEVELOP

AND SUPPORT

A

N

MU

CO M

RE S O

S

A

UN

NT

F

U

AG

T

T

ME

A

E

E C

7

S

S

ENG

TH

ENERGY AND WATER EFFICIENCY AND SECURITY

R

SUSTAINABLE INSTALLATION

N IO T C

ONAL TRAINI ATI NG IN LT

SUPPORT NATO AND ISAF

GE

PR O T E

N O TI C

A ND MM CO

ENVIRONMENTAL STEWARDSHIP

RE S O U

R U

WORLD CLASS TRAINING

E C

A

INSTALLATION READINESS

G

IC

A

N

T

E

IO

IN

FO

A RM

C

O

N

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

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

WORLD CLASS TRAINING

Provide Army and Joint U.S. Forces world class training and training support necessary to dominate in Unified Land Operations anytime and anywhere.

BUILD MULTINATIONAL CAPACITY

Build relationships with foreign defense forces that promote specific U.S. security interests, develop allied and friendly military capabilities, and provide U.S. forces with peacetime and contingency access to a host nation.

SUSTAINABLE INSTALLATION

COMMUNITY OF EXCELLENCE

Develop modern, sustainable and increasingly energy efficient infrastructure that meets all current and future mission requirements.

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

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

PROTECTION

Ensure a secure community that effectively protects our Soldiers, Families and civilians as well as critical community assets from both natural and man-made hazards.

SAFETY

Provide a safe and healthy environment for those who live, work, train and play in the Bavaria Military Community.

RESOURCE AND SUSTAIN

Provide resources in the form of manning, equipping, and funding while developing integrated systems to sustain operations.

COMMUNICATION, INFORMATION, ENGAGEMENT, AND OUTREACH

Communicate a unified message: promote frequency, reduce miscommunication and sustain synergy of mission.

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WORLD CLASS TRAINING WORLD CLASS TRAINING

We must provide Army and Joint U.S. Forces the world-class training and training support necessary to accomplish current missions and future contingencies.

The last decade of war has demonstrated the enemy’s ability to transform its tactics, techniques, and procedures. A thinking enemy and an unpredictable future global landscape make preparation for the next challenge difficult. However, JMTC’s adaptive live, virtual, constructive and gaming capabilities will deliver training solutions to prepare U.S. forces to fight and win in any conflict.

Our state-of-the-art training capabilities will allow commanders to generate cohesive, trained and ready forces capable of dominating in any environment and conditions now and into the future.

Most importantly, our cadre of instructors and training support specialists remain subject-matter experts in their field and are capable of assisting leaders to develop professionally and assisting units to achievemission readiness.

The world-class training line of effort has three primary objectives.

We must develop current, relevant and realistic targets that directly support these objectives.

OBJECTIVE 1 – FULL DOMAIN INTEGRATION

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

Expected Outcomes Develop and field modernized live, virtual, constructive & gaming (LVCG) training enablers that create realistic conditions for Decisive Action Training Environment (DATE) METL training.

Align training aids, devices, simulators and simulations (TADSS) to the evolving USAREUR footprint.

Capitalize on the Army Science and Technology program investment areas that can improve Training Support System (TSS) products, services and facilities.

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WORLD CLASS TRAINING WORLD CLASS TRAINING

OBJECTIVE 2 – FLEXIBLE AND ADAPTIVE TRAINING SUPPORT

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

Expected Outcomes Institutionalize the capability to develop fully integrated training solutions which can readily adapt to changes in Army missions and threats against our forces .

Field and sustain an exportable training capability that can rapidly deploy to support unit training requirements.

Fully support all regional aligned force/NATO Reaction Force (RAF/NRF) training requirements.

OBJECTIVE 3 – DATE FOCUSED LEADER DEVELOPMENT

We must develop training activities which build confident and agile leaders who can conduct successful operations across the spectrum of conflict. Leaders have the responsibility to train their organization in a balance of offense, defense, and stability operations within the core competencies of wide area security and combined arms maneuver. The Army needs leaders experienced and knowledgeable enough to accomplish any mission in any operational environment.

Our task is to build on what we have learned the past eleven years to prepare for the next fight.

Expected Outcomes Design, resource and implement the Army approved Decisive Action Training Environment at JMRC. Create an environment that allows subordinate, adaptive leaders to think their way through unanticipated events and react to unfamiliar situations.

Align and adjust Combined Arms Training and NCOA courses for the post-ISAF environment.

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WORLD CLASS TRAINING WORLD CLASS TRAINING

PROPONENT - WORLD CLASS TRAINING

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

Requirements Develop and implement a flexible targeting process that can quickly and effectively respond to emerging requirements.

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

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

Integrate the results of the G3/S3 Conference, Combined Training Conference (CTC), BCT MRE AARs, Rotational Exercises Working Group, REX briefs, Military Advisor Team/Police Advisor Team (MAT/PAT) Rotation AARs, Regional Aligned Forces/NATO Reaction Force (RAF/NRF) IPRs, and the Range and Training Area Working Group into the targeting process.

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

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

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

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

Lead efforts to execute the approved target list and complete all required supporting actions.

Continually gather relevant information to measure the effectiveness of identified targets.

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

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

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

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

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BUILD MULTINATIONAL CAPACITY BUILD MULTINATIONAL CAPACITY

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

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

OBJECTIVE 1 – SUPPORT NATO AND ISAF We must design, coordinate and execute multinational training exercises in support of current and planned NATO and ISAF mission sets. We are committed to ensuring U.S. and troop contributing nations meet mission readiness through training for NATO requirements.

Our multinational training programs will continue to strengthen our collective ability to promote security, deter threats and defend our people now and into the future.

Expected Outcomes Integrate multinational forces into individual and collective decisive action training venues.

Maintain currency with ISAF mission requirements that deploying troop contributing nations are required to execute.

In accordance with theater security cooperation plans, engagement with multinational partners leads to tangible progress in training areas, centers, programs and platforms.

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BUILD MULTINATIONAL CAPACITY BUILD MULTINATIONAL CAPACITY

OBJECTIVE 2 – DEVELOP AND SUPPORT MN TRAINING CAPACITY

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

Expected Outcomes Create an integrated training strategy to develop multinational warfighting capabilities.

Develop flexible and adaptive multinational forces that can decisively respond to complex contingencies.

Support the transition by USAREUR to a more regionally-focused approach to theater security cooperation planning and execution.

Leverage existing U.S. capabilities (JMSC, TSAE, CTC, CATC, NCOA, MTTs) and expertise to enhance multinational leader competencies.

OBJECTIVE 3 – EXPEDITIONARY TRAINING CAPABILITY

We must develop and deploy an expeditionary training capability that provides units training opportunities regardless of location. This capability will be synchronized to augment and maximize home station training. Our intent is to execute training events that challenge commanders and Soldiers while also meeting their unit’s training objectives.

Expected Outcomes Field and sustain an exportable training capability that can rapidly deploy to support the full range of multinational security training requirements.

Develop and/or improve multinational training infrastructure capabilities in the EUCOM AOR to support future combined multinational exercises.

Support the increasing demand in our training capabilities by AFRICOM and other combatant commands as requested.

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BUILD MULTINATIONAL CAPACITY BUILD MULTINATIONAL CAPACITY

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

Requirements Develop and implement a flexible targeting process that can quickly and effectively respond to emerging requirements.

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

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

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

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

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

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

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

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

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

Lead efforts to execute the approved target list and complete all required supporting actions.

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

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

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

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

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SUSTAINABLE INSTALLATION SUSTAINABLE INSTALLATION

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

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

OBJECTIVE 1 – INSTALLATION READINESS

We must enhance mission excellence through streamlined processes, strategic partnerships and good stewardship of resources that meet mission requirements.

Expected Outcomes

Sustainment of BMC as a deployment platform in support of contingency operations.

Develop the BMC as a sustainable Army Community of Excellence.

Establish a sustainable infrastructure that supports senior commander requirements.

Provide quality housing and barracks.

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SUSTAINABLE INSTALLATION SUSTAINABLE INSTALLATION

OBJECTIVE 2 – ENVIRONMENTAL STEWARDSHIP

We must preserve, protect, conserve, sustain and where appropriate, restore the natural environment and comply with statutory and other environmental requirements. Transform business practices and leverage environmental Best Practice across the Army enterprise to improve operational capabilities while achieving greater efficiencies and reduced liabilities.

Expected Outcomes Minimize generation of waste.

Apply environmental best business practices.

Educate the BMC on environmental stewardship practices.

Develop and implement net zero waste plans.

OBJECTIVE 3 – ENERGY AND WATER EFFICIENCY AND SECURITY

We must create an energy and water efficient BMC by holding users accountable, modernizing facilities, installing new technologies, and leveraging partnerships that will provide an increased level of energy and water security leading to sustainable and resilient infrastructure and mission assurance.

Expected Outcomes Reduced energy and water consumption.

Increased energy and water efficiency and modernized infrastructure.

Reduced carbon footprint on the environment.

Develop and implement net zero energy plans.

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SUSTAINABLE INSTALLATION SUSTAINABLE INSTALLATION

PROPONENT - SUSTAINABLE INSTALLATION

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

Requirements

Develop and implement a flexible targeting process that can quickly and effectively respond to emerging requirements.

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

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

Integrate the results of the Installation Planning Board, Real Property Planning Board, Environmental Quality Control Council, Community, Energy Steering Committee, Community Huddle and BOSS Council into the targeting process.

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

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

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

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

Provide recommendations to the improvement of the JMTC MCCP. Lead community efforts to execute the approved target list and complete all required supporting actions.

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

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

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COMMUNITY OF EXCELLENCE COMMUNITY OF EXCELLENCE

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

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

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

Expected Outcomes Create a readiness mindset across the Bavaria Military Community.

Enhance resilience and readiness – physical, emotional, social, Family and spiritual.

Well-being programs and services to meet Soldier, Family and civilian needs throughout the entire deployment cycle.

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

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COMMUNITY OF EXCELLENCE COMMUNITY OF EXCELLENCE

OBJECTIVE 2 – SOLDIER, FAMILY AND CIVILIAN WELL BEING

We must ensure our Soldiers, civilians and Families have access to programs and services that enhance community life, foster readiness, promote mental and physical fitness and deliver a quality working and living environment. These activities must be designed to support the diverse needs of our team.

Expected Outcomes Develop comprehensive support systems to mitigate stress and challenges of military life.

Excellence in school support, youth services and child care.

Programs and services that support recreation, leisure, travel, and single Soldiers.

OBJECTIVE 3 – LEADER AND WORKFORCE DEVELOPMENT

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

Expected Outcomes Create multi-skilled and adaptive leaders.

Provide continuing education and training opportunities for BMC members.

An empowered workforce focused on collaboration & innovation.

OBJECTIVE 4 – ENHANCED STAKEHOLDER PARTNERSHIP

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

Expected Outcomes Local and community support and relationships.

Enhanced capabilities through partnerships.

Informed stakeholder expectations.

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CAMPAIGN PLAN

COMMUNITY OF EXCELLENCE COMMUNITY OF EXCELLENCE

PROPONENT - COMMUNITY OF EXCELLENCE

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

Requirements Develop and implement a flexible targeting process that can quickly and effectively respond to emerging requirements.

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

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

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

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

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

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

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

Provide recommendations to the improvement of the campaign plan.

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

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

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

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

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PROTECTION We must ensure our community effectively protects our Soldiers, civilians and Families as well as critical community assets. Everyone must be vigilant. A secure environment fosters the readiness and resiliency that our team requires to thrive in Europe and meet any future challenge. Security is more than gates and guards. We must provide a comprehensive protection capability that includes prevention, preparedness, response, recovery and mitigation programs. Leaders must initiate efforts to safeguard our team at work, in their homes, at recreation events and in cyberspace. The integration of security measures into all community activities will protect our Soldiers, Families and civilians while simultaneously enhancing the effectiveness and efficiency of our operations.

Furthermore, we must actively initiate and sustain partnerships with critical host nation service providers in order to foster a collaborative approach to securing our community.

Security is everyone’s responsibility and a critical piece of the foundation that advances community efforts along our Roadmap to Excellence.

Expected Outcomes Conduct annual full-scale, all-hazard exercises to validate our community’s protection capabilities.

Deploy best available technology (BAT) to improve first-responder capabilities.

Identify and implement appropriate plans to improve interoperability with host nation systems.

Maintain, improve and formalize host nation security partnerships.

Maintain information assurance.

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

Requirements

Develop and implement a targeting process that quickly and effectively responds to emerging requirements.

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

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

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

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

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

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

Participate in the quarterly USAREUR Anti-terrorism Executive Committee (ATEC).

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

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

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

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

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SAFETY Our team deserves a safe environment to live, work, train and play. Safety is a fundamental component in everything we do. We must apply the same vigilance used in combat to foster a culture of safety throughout our community. Our focus goes beyond training and must be incorporated into all of our daily initiatives.

“See Something, Do Something” should be engrained at the lowest level ensuring that everyone conducts composite risk management. Accidents are predictable and preventable. We can and must stop them before they happen. All commanders and managers will be held accountable for safety in their areas and work places.

Leaders will empower their Soldiers, Families and civilians to incorporate risk management and safety awareness into their everyday activities. Furthermore, we must develop robust partnerships with select host nation entities in order to enhance safety across our installations. Similar to security, safety is everyone’s responsibility and another critical piece of the foundation that advances community efforts along our Roadmap to Excellence.

Expected Outcomes

10 percent reduction of private motor vehicle (PMV) accidents and mishaps caused by driver indiscipline.

Army Traffic Safety Training Program (ATSTP) status is tracked in the Digital Training Management System (DTMS).

Soldiers who ride motorcycles will be fully trained and enrolled in unit mentorship programs.

Safety climate and culture assessment. Commanders at every level should review Army Readiness Assessment Program (ARAP) results.

Reduce aviation Class A mishaps. Aviation leaders must adhere to the three-step mission approval process and develop accountability for acts of indiscipline by aircrew members.

Reduce lost time cases. Ensure Federal Employees’ Compensation Act (FECA) working groups develop and monitor actions to improve effectiveness.

Reduce personal injury due to on-and off-duty physical training or sports related activities.

PROPONENT - SAFETY

The JMTC and USAG Grafenwoehr safety offices are designated as the proponents for the Safety Enabling Function and are responsible to lead community synchronization efforts on behalf of commanders of the Bavaria Military Community. Joint proponency focuses unity of effort in ensuring fidelity in allocating resources to the appropriate lines of effort.

Requirements

Ensure safety integration into all targeting processes.

Conduct safety working groups to review, develop and properly align supporting efforts.

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

Align the Safety support process with the Army, USAREUR, and IMCOM Campaign Plans to reduce redundancy and synchronize efforts.

Participate in review boards in order to ensure integration of composite risk management into the targeting process.

Publish minutes for all safety council meetings to capture decision points, open issues and due-outs.

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

Execute a quarterly Bavaria Military Community-wide safety council.

100 percent reporting of all workplace accidents so as to mitigate future accidents.

IAW AR 385-10: All Army facilities must be inspected yearly.

Seasonal Safety Campaigns will be conducted to ensure all BMC employees are educated and trained for seasonal specific hazards.

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RESOURCE AND SUSTAIN We will ensure that all endeavors in our community are positioned and resourced to remain effective, relevant, and reliable in the long term. By crafting and executing the Resource and Sustain enabling function, we will provide the stability and predictability required for success.

We will apply business acumen when utilizing and applying resources to meet the missions of JMTC and the BMC. In close coordination and partnership with staff, USAG Grafenwoehr, and the Director of Logistics, the community can rely on systems and policies that ensure the logistics readiness and viability of materiel and programs. Sustainment provides comprehensive enabling support from inception through retirement of all actions. Sustainment operations within this campaign plan are not limited to making sure supplies are available, but encompasses structuring the force in manpower and materiel sufficient to meet the needs of the mission.

It involves ensuring resources, maintenance, time and facilities sufficient to gain and maintain momentum in achieving our goals.

Expected Outcomes

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

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

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

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

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

Provide JMTC leadership a communications avenue to discuss overall JMTC resources.

This executive body is referred to as the Program Budget Advisory Committee (PBAC) chaired by the commander, JMTC.

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

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

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

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

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

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

(ERF/NRF) rotational training.

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

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

Requirements Measure success by the percentage of accomplishment for all reenlistment categories.

Manage the military manpower TDA to determine personnel requirements and priorities.

Conduct monthly personnel and MOS roll-up inventories with subordinate S1s to determine and validate unit strength levels.

Establish connectivity with account managers at HRC to validate personnel requirements in order to meet the operational requirements “I.A.M. Strong” sexual assault prevention program and develop a aggresive awareness campaign to educate the community.

Conduct quarterly sexual assault training that focuses on peer-to-peer influence and active intervention.

Educate the Senior Leadership in order to create a positive command climate in which Soldiers are intolerant of sexual assault and alert to enabling behavior – sexual harassment.

Support the targeting process, participate with target development.

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

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

Establish and enforce logistics and sustainment programs within the JMTC and complimentary with the DOL/Garrison programs.

Provide policy and procedures for the JMTC and subordinate organizations to enable supply, maintenance, and service support.

Provide property accountability services to the JMTC that are effective and compliant with auditable financial controls and ledgers pursuant to public law requirements of the Chief Financial Officers Act of 1990 and Financial Improvement and Audit Readiness (FIAR) Plan under Section 1008(a) of the National Defense Authorization Act (NDAA) for FY 2012.

Partner with JMTC G3 and G8 on programming and decisions regarding force management functions.

Coordinate stationing, facilities, and installation support with USAG-Grafenwoehr and the DOL. Provide area support maintenance and vehicle recovery services.

Forecast and execute budget in accordance with guidance from the G8, including oversight of the JMTC’s transportation and CL III expenditures.

Conduct an annual conference with JMTC and USAG-Grafenwoehr stakeholders in sustainment operations.

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

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

Conduct PBAC meetings three times during each fiscal year to determine and update command priorities.

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

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

Fund our requirements to accomplish our mission.

Assist with overall civilian manning structure.

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

27

COMMUNICATION, INFORMATION, ENGAGEMENT, AND OUTREACH

Communication, information, engagement, and outreach combine to form a key enabling function that supports all efforts within the JMTC and the Bavaria Military Community. It is the foundation from which we advance our Roadmap to Excellence and achieve a common vision.

We must continually engage both internal and external audiences through consistent themes and messages over multiple media outlets at the appropriate frequency. Everyone in the community is a potential ambassador for our messages. Harnessing the collective energy and resources of the separate agencies and organizations within the community through the dissemination of information, community and media engagements, and outreach is vital to our mission in Europe.

Our communication efforts nest with and support the Army’s unique roles as part of the Joint Force which are — to prevent conflict, to shape the international environment and to win decisively and dominantly.

Expected Outcomes

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

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

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

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

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

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

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CAMPAIGN PLAN

COMMUNICATION, INFORMATION, ENGAGEMENT, AND OUTREACH PROPONENT - COMMUNICATION. INFORMATION, ENGAGEMENT, AND OUTREACH The JMTC Public Affairs Office (PAO) is designated as the lead proponent for the Communication Enabling Function and is responsible to lead community synchronization. The USAG Grafenwoehr Public Affairs Office (PAO) is designated as the secondary proponent for the Communication Enabling Function and will provide synchronized support.

Requirements Support the targeting process and participate with target development.

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

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

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

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

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

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

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

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COMMUNICATION, INFORMATION, ENGAGEMENT, AND OUTREACH THEMES AND MESSAGES USED BY THE JMTC/BMC COMMAND

ARMY BRANDING:

“We are the U.S. Army in Europe.”

PROXIMITY TO NATO AND MULTINATIONAL PARTNERS:

“We are shaping the international environment.”

UNMATCHED TRAINING CAPABILITIES AT HOME STATION AND ABROAD:

“JMTC is a strategic asset, enabling a broad range of U.S. and multinational training events.”

UNMATCHED ABILITY TO REPLICATE THE BATTLEFIELD OF TODAY AND TOMORROW:

“JMTC replicates the complex, unpredictable real-world environment, while providing realistic training to U.S. and Multinational partners.”

UNMATCHED QUALITY OF LIFE SUPPORT TO OUR SOLDIERS, CIVILIANS, AND FAMILY MEMBERS:

“The BMC will continuously strive to provide neccessary services and programs at the highest level quality of service in order to build ready and resilient Soldiers and Families.”

GREAT STEWARDS OF THE RESOURCES ENTRUSTED TO THE AMERICAN PEOPLE AND OUR HOST NATION PARTNERS

“We will continue to develop and deploy cost effective environmental and energy programs that bring us closer to energy security and instill environmental consciousness.”

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JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

TRAIN TO WIN!

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

31

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

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

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

PHASE II - (DETECT):

Key stakeholders and the proponent for each line of effort or enabling function conduct working groups to review, develop and properly align the proposed targets.

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

PHASE IV - (ASSESS):

As continuous process key stakeholders and the proponent for each line of effort or enabling function compare the progress of operations to the initial vision and intent, the commander will adjust based on the assessment until the end state is achieved.

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CAMPAIGN PLAN

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

The soundness of our targets will be essential to the success of the targeting process and by extension, our Roadmap to Excellence. We must make a concerted effort to ensure our targeting process remains on-track and produces measurable results. There are numerous areas where we can improve; However, we cannot attack all of these deficiencies at the same time. Therefore, we must closely adhere to the following guidelines in order to keep the targeting process both prioritized and focused: Targets should be informed by and aligned with the results of existing meetings that currently feed into the LOE boards.

Targets must be developed and communicated during synchronization boards.

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

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

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

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

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

33

ANNEX A: CAMPAIGN PLAN BATTLE RHYTHM SUSTAINABLE INSTALLATION LOE

COMMUNITY OF EXCELLENCE LOE

COMMUNITY HUDDLE

WORLD CLASS TRAINING BOARD

SAFETY COUNCIL MEETING

-----

SUSTAINABLE - INSTALLATION ------BOARD

INSTALLATION PLANNING BOARD

COMMUNITY OF EXCELLENCE BOARD

BUILD MULTINATIONAL CAPACITY LOE

ROTATIONAL EXERCISES (REX) BRIEF

ROTATIONAL EXERCISES (REX) BRIEF

GTALR SCHEDULING CONFERENCE G3 / S3 CONFERENCE BUILD MN CAPACITY BOARD

ROTATIONAL EXERCISES (REX) BRIEF

MAT/PAT ROTATION AAR FORUM

WORLD CLASS TRAINING LOE

ROTATIONAL EXERCISES (REX) BRIEF

ROTATIONAL EXERCISES (REX) BRIEF

TARGETING WORK GROUP ROTATIONAL EXERCISES WORK GROUP WORLD CLASS TRAINING BOARD

ROTATIONAL EXERCISES (REX) BRIEF

TARGETING WORK GROUP

ROTATIONAL EXERCISES (REX) BRIEF

ROTATIONAL EXERCISES WORK GROUP

1ST

Q U A R T E R

(FY)

- - - - - - - -COMMUNITY --------------------------------------------------HUDDLE

ROTATIONAL EXERCISES (REX) BRIEF

INSTALLATION PLANNING BOARD

COMMUNITY HUDDLE

HEALTH PROMOTION COUNCIL

SAFETY COUNCIL MEETING

GTALR SCHEDULING CONFERENCE

ROTATIONAL EXERCISES (REX) BRIEF

COMBINED TRAINING CONFERENCE

ROTATIONAL EXERCISES (REX) BRIEF

MAT/PAT ROTATION AAR FORUM

ROTATIONAL EXERCISES (REX) BRIEF

ROTATIONAL EXERCISES (REX) BRIEF

TARGETING WORK GROUP WORLD CLASS TRAINING BOARD ROTATIONAL EXERCISES WORK GROUP

2ND

Q U A R T E R

(FY)

BUILD MN CAPACITY BOARD

-----------------------------------------------------------------------HEALTH PROMOTION COUNCIL

-----

HEALTH PROMOTION COUNCIL

SAFETY COUNCIL MEETING

ROTATIONAL EXERCISES (REX) BRIEF

G3 / S3 CONFERENCE

ROTATIONAL EXERCISES (REX) BRIEF

ROTATIONAL EXERCISES (REX) BRIEF

MAT/PAT ROTATION AAR FORUM

ROTATIONAL EXERCISES (REX) BRIEF

COMMUNITY OF EXCELLENCE BOARD

INSTALLATION PLANNING BOARD

SAFETY COUNCIL MEETING

COMMUNITY HUDDLE

HEALTH PROMOTION COUNCIL

34

TARGETING WORK GROUP ROTATIONAL EXERCISES WORK GROUP WORLD CLASS TRAINING BOARD TARGETING WORK GROUP

3RD

Q U A R T E R

(FY)

----------------------------------------------------------HEALTH PROMOTION COUNCIL

INSTALLATION PLANNING BOARD

ROTATIONAL EXERCISES (REX) BRIEF

COMMUNITY HUDDLE

COMMUNITY HUDDLE

SUSTAINABLE INSTALLATION - - -BOARD -----

GTALR SCHEDULING CONFERENCE

ROTATIONAL EXERCISES (REX) BRIEF

BUILD MN CAPACITY BOARD ROTATIONAL EXERCISES (REX) BRIEF

GTALR SCHEDULING CONFERENCE

ROTATIONAL EXERCISES (REX) BRIEF

G3 / S3 CONFERENCE

ROTATIONAL EXERCISES (REX) BRIEF

MAT/PAT ROTATION AAR FORUM

ROTATIONAL EXERCISES (REX) BRIEF

ROTATIONAL EXERCISES (REX) BRIEF

ROTATIONAL EXERCISES (REX) BRIEF

ROTATIONAL EXERCISES WORK GROUP TARGETING WORK GROUP WORLD CLASS TRAINING BOARD ROTATIONAL EXERCISES WORK GROUP

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

4TH

Q U A R T E R

(FY)

ANNEX B - BOARD PARTICIPATION

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

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ANNEX C - LOE FEEDER MEETINGS WORLD CLASS TRAINING FLEXIBLE AND ADAPTIVE TRAINING SUPPORT

FULL DOMAIN INTEGRATION

DATE FOCUSED LEADER DEVELOPMENT

WORLD CLASS TRAINING

Monthly Input

Targeting WG Rotational Exercises WG

36

V

t

u Inp

V

hly

t on

M

Bi-

V

Bi-Annual Input

V

As Conducted

V

Institutional Training WG

V

V

RAF/NRF IPRs

V

WORLD CLASS TRAINING LOE BOARD (Quarterly) Qu

art

erl

y In

G3-S3 Conference

pu

t

Range Training Area WG

Combined Training Conference

V

MAT/PAT Rotation AAR Forum

REX Brief

V

As Conducted

BCT MRE AARs

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

ANNEX C - LOE FEEDER MEETINGS BUILD MULTINATIONAL CAPACITY DEVELOP AND SUPPORT MULTINATIONAL TRAINING CAPACITY

SUPPORT NATO AND ISAF

EXPEDITIONARY TRAINING CAPABILITY

BUILD MULTINATIONAL CAPACITY

V

Rotational Exercises WG JELC Event Planning and Coordination

V Monthly Input

REX Brief

V

As

nd

Co

d

e uct

Qu

art

V

As Conducted

V

RAF/NRF IPRs

BUILD MULTINATIONAL CAPACITY LOE BOARD (Tri-Annual) erl

Bi-Annual Input y In

Installation Planning Board (Semi-Annual)

pu

t

GTA Long Range Scheduling Conference

Combined Training Conference

MAT/PAT Rotation Conference

Institutional Training WG

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

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ANNEX C - LOE FEEDER MEETINGS SUSTAINABLE INSTALLATION

ENVIRONMENTAL STEWARDSHIP

ENERGY AND WATER EFFICIENCY AND SECURITY

INSTALLATION READINESS

SUSTAINABLE INSTALLATION

V

V

l nth

Mo

Community Huddle (Monthly)

ut

p y In

V

Bi-Monthly Input

V

BOSS Community Council (Bi-Monthly)

SUSTAINABLE INSTALLATION LOE BOARD (Semi-Annual)

Semi-Annual Input Qu

art

erl

y In

Installation Planning Board (Semi-Annual)

pu

t

Environmental Quality Control Council (Quarterly)

Real Property Planning Board (Semi-Annual)

Safety Council FECA Council (Quarterly) Community Energy Steering Committee (Quarterly)

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JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

ANNEX C - LOE FEEDER MEETINGS COMMUNITY OF EXCELLENCE

SOLDIER, FAMILY AND CIVILIAN READINESS

SOLDIER, FAMILY AND CIVILIAN WELL-BEING

LEADER AND WORKFORCE DEVELOPMENT

ENHANCED STAKEHOLDER PARTNERSHIPS

COMMUNITY OF EXCELLENCE

V

V

n Mo

Community Health Promotion Council (Even Months)

V

ut

np

yI thl

V

Weekly Input

Semi-Annual Input Qu

V

Chaplians Meeting (Weekly)

COMMUNITY OF EXCELLENCE LOE BOARD (Semi-Annual) Monthly Input

art

erl

Suicide Prevention Task Force (Even Months)

WTU Forum (Quarterly)

BOSS Community Council (Bi-Monthly)

pu

t

Community Huddle (Bi-Monthly)

CYSS Parents Planning Board (Semi-Annual)

Bde/Unit QOL WG (Monthly)

Community FRG Forum (Quarterly)

V

EFMP Council (Quarterly)

y In

Installation Planning Board (Semi-Annual)

EEO Council (Quarterly) Safety Council/ FECA Council (Quarterly)

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN

39

JOINT MULTINATIONAL TRAINING COMMAND AND BAVARIA MILITARY COMMUNITY 2013 - 2014

CAMPAIGN PLAN