NWP 3-56
NAVY WARFARE PUBLICATION
COMPOSITE WARFARE
DOCTRINE
NWP 3-56
SEPTEMBER 2010
DEPARTMENT OF THE NAVY
OFFICE OF THE CHIEF OF NAVAL OPERATIONS
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NWP 3-56
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SEP 2010
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August 2010
LETTER OF PROMULGATION
1. NWP 3-56 (SEP 2010), COMPOSITE WARFARE DOCTRINE, is UNCLASSIFIED. Handle in accordance
with the administrative procedures contained in NTTP 1-01.
2. NWP 3-56 (SEP 2010) is effective upon receipt and supersedes NWP 3-56 (REV. A), COMPOSITE
WARFARE COMMANDER’S MANUAL. Destroy superseded material without report.
3. NWP 3-56 (SEP 2010) provides guidance on organization of U.S. Navy tactical forces and a framework to
decentralize command at the tactical level. This framework requires subordinates to have a clear understanding
of the commander’s intent with respect to what command functions are assigned and to whom.
4. Distribution of NWP 3-56 (SEP 2010) is authorized to the Department of Defense and U.S. DOD contractors
only for operational use to protect technical data or information from automatic dissemination. This
determination was made August 2010. Other requests shall be referred to Navy Warfare Development
Command, 1528 Piersey Street, Norfolk, VA 23511.
WENDI B. CARPENTER
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September 2010
PUBLICATION NOTICE
ROUTING
1. NWP 3-56 (SEP 2010), COMPOSITE WARFARE DOCTRINE, is available in the
Navy Warfare Library. It is effective upon receipt.
2. NWP 3-56 (SEP 2010) supersedes NWP 3-56 (REV. A), COMPOSITE WARFARE
COMMANDER’S MANUAL. Destroy superseded material without report.
3. Summary.
a. Discusses how the Navy executes decentralized command at the tactical level using
the composite warfare commander construct. Through the assignment of command
functions to subordinate commanders the officer in tactical command designates
warfare commanders and functional group commanders to monitor, access, plan,
and direct warfare tasks.
b. Addresses warfare commander hierarchy created by designating some warfare
commanders as principal and others as functional warfare commanders.
c. Adds an Appendix B — Coalition Forces Integration.
Navy Warfare Library Custodian
Navy Warfare Library publications must be made
readily available to all users and other interested
personnel within the U.S. Navy.
Note to Navy Warfare Library Custodian
This notice should be duplicated for routing to cognizant personnel to keep them informed of changes to this publication.
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CONTENTS
Page
No.
CHAPTER 1 — MARITIME TACTICAL COMMAND
1.1
INTRODUCTION........................................................................................................................ 1-1
1.2
UNITED STATES NAVY FUNCTIONS.................................................................................... 1-2
1.3
NAVAL WARFARE ................................................................................................................... 1-2
1.4
NAVY MISSION AREAS ........................................................................................................... 1-4
1.5
TACTICAL LEVEL OF COMMAND ........................................................................................ 1-5
1.6
COMMAND AUTHORITY ........................................................................................................ 1-5
1.7
1.7.1
1.7.2
1.7.3
1.7.4
COMMAND RELATIONSHIPS AT TACTICAL LEVEL ........................................................ 1-6
Operational Control...................................................................................................................... 1-7
Tactical Control............................................................................................................................ 1-7
Support ......................................................................................................................................... 1-7
Allied/Multinational Command Authorities................................................................................. 1-8
1.8
1.8.1
1.8.2
COMMAND FUNCTIONS ......................................................................................................... 1-9
Assignment of Command Functions ............................................................................................ 1-9
Duty.............................................................................................................................................. 1-9
1.9
1.9.1
1.9.2
1.9.3
OFFICER IN TACTICAL COMMAND ..................................................................................... 1-9
Officer in Tactical Command Command and Control Options.................................................... 1-9
Command Functions the Officer in Tactical Command Cannot Reassign................................. 1-10
Communications......................................................................................................................... 1-11
1.10
1.10.1
1.10.2
TACTICAL COMMAND ORGANIZATION........................................................................... 1-12
Tactical Command Structure...................................................................................................... 1-12
Task Organization Promulgation and Definition ....................................................................... 1-13
1.11
1.11.1
1.11.2
1.11.3
1.11.4
1.11.5
1.11.6
1.11.7
COMPOSITE WARFARE COMMAND ORGANIZATION ................................................... 1-14
Composite Warfare Organization Is Separate and Distinct from the Task Organization........... 1-16
Command by Negation............................................................................................................... 1-16
Composite Warfare Commander................................................................................................ 1-17
Warfare Commanders................................................................................................................. 1-17
Functional Group Commanders ................................................................................................. 1-18
Coordinators ............................................................................................................................... 1-18
Standard Call Sign Convention for Warfare, Functional Commanders, and Coordinators........ 1-19
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CHAPTER 2 — COMPOSITE WARFARE COMMANDER
2.1
INTRODUCTION........................................................................................................................ 2-1
2.2
CONSIDERATIONS REGARDING THE ASSIGNMENT AND LOCATION OF
COMPOSITE WARFARE COMMANDER ............................................................................... 2-2
2.3
COMPOSITE WARFARE COMMANDER COMMAND FUNCTIONS.................................. 2-2
2.4
2.4.1
2.4.2
2.4.3
2.4.4
2.4.5
2.4.6
2.4.7
2.4.8
2.4.9
COMMAND FUNCTIONS THE COMPOSITE WARFARE COMMANDER
SHALL NOT REASSIGN ........................................................................................................... 2-2
CWC Command Functions Associated with Multiple Warfare Areas and Force Operations...... 2-2
CWC Command Functions Associated with Air and Missile Defense ........................................ 2-3
CWC Command Functions Associated with Antisubmarine Warfare ......................................... 2-3
CWC Command Function Associated with Screening................................................................. 2-4
CWC Command Functions Associated with Airspace Control.................................................... 2-4
CWC Command Functions Associated with Information Operations ......................................... 2-4
CWC Command Functions Associated with Convoy Operations................................................ 2-4
CWC Command Function Associated with Maritime Interception Operations........................... 2-4
CWC Command Functions Associated with Submarine Operations Coordinating Authority..... 2-5
2.5
2.5.1
2.5.2
COMPOSITE WARFARE COMMANDER DIRECTORATES AND WATCH TEAMS......... 2-5
CWC Directorates ........................................................................................................................ 2-6
CWC Watch Teams...................................................................................................................... 2-9
CHAPTER 3 — WARFARE COMMANDERS
3.1
INTRODUCTION........................................................................................................................ 3-1
3.2
AIR DEFENSE COMMANDER ................................................................................................. 3-1
3.3
TYPICAL FUNCTIONS ASSIGNED TO THE AIR DEFENSE COMMANDER .................... 3-2
3.4
ANTISUBMARINE WARFARE COMMANDER ..................................................................... 3-3
3.5
TYPICAL FUNCTIONS ASSIGNED TO THE ANTISUBMARINE WARFARE
COMMANDER............................................................................................................................ 3-4
3.6
INFORMATION OPERATIONS WARFARE COMMANDER ................................................ 3-6
3.7
TYPICAL FUNCTIONS ASSIGNED TO THE INFORMATION OPERATIONS
WARFARE COMMANDER ....................................................................................................... 3-6
3.8
STRIKE WARFARE COMMANDER ........................................................................................ 3-7
3.9
TYPICAL FUNCTIONS ASSIGNED TO THE STRIKE WARFARE COMMANDER ........... 3-8
3.10
SURFACE WARFARE COMMANDER .................................................................................... 3-9
3.11
TYPICAL FUNCTIONS ASSIGNED TO THE SURFACE WARFARE COMMANDER ....... 3-9
3.12
SEA COMBAT COMMANDER ............................................................................................... 3-11
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3.13
TYPICAL FUNCTIONS ASSIGNED TO THE SEA COMBAT COMMANDER .................. 3-11
3.14
SECTOR WARFARE COMMANDERS................................................................................... 3-11
3.15
INTERACTIONS BETWEEN WARFARE COMMANDERS................................................. 3-12
CHAPTER 4 — FUNCTIONAL GROUP COMMANDERS
4.1
INTRODUCTION........................................................................................................................ 4-1
4.2
BALLISTIC MISSILE DEFENSE............................................................................................... 4-1
4.3
TYPICAL FUNCTIONS ASSIGNED TO THE BALLISTIC MISSILE DEFENSE
COMMANDER............................................................................................................................ 4-2
4.4
MARITIME INTERCEPTION OPERATIONS .......................................................................... 4-3
4.5
TYPICAL FUNCTIONS ASSIGNED TO A MARITIME INTERCEPTION OPERATIONS
COMMANDER............................................................................................................................ 4-4
4.6
MINE WARFARE ....................................................................................................................... 4-5
4.7
TYPICAL FUNCTIONS ASSIGNED TO THE MINE WARFARE COMMANDER ............... 4-5
4.8
SCREEN....................................................................................................................................... 4-6
4.9
TYPICAL FUNCTIONS ASSIGNED TO A SCREEN COMMANDER ................................... 4-7
4.10
UNDERWAY REPLENISHMENT GROUP .............................................................................. 4-7
4.11
TYPICAL FUNCTIONS ASSIGNED TO AN UNDERWAY REPLENISHMENT GROUP
COMMANDER............................................................................................................................ 4-8
4.12
INTERACTIONS BETWEEN FUNCTIONAL GROUP AND WARFARE
COMMANDERS ......................................................................................................................... 4-8
CHAPTER 5 — COORDINATORS
5.1
INTRODUCTION........................................................................................................................ 5-1
5.2
AIRSPACE CONTROL AUTHORITY....................................................................................... 5-1
5.3
TYPICAL FUNCTIONS ASSIGNED TO THE AIRSPACE CONTROL AUTHORITY.......... 5-2
5.4
5.4.1
5.4.2
5.4.3
AIR RESOURCE ELEMENT COORDINATOR........................................................................ 5-3
Joint Force Responsibilities.......................................................................................................... 5-3
Generation of the Air Plan............................................................................................................ 5-3
Typical Functions Assigned to the Air Resource Element Coordinator....................................... 5-4
5.5
COMMON TACTICAL PICTURE MANAGER ........................................................................ 5-4
5.6
CRYPTOLOGIC RESOURCE COORDINATOR ...................................................................... 5-5
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5.7
TYPICAL FUNCTIONS ASSIGNED TO THE CRYPTOLOGIC RESOURCE
COORDINATOR......................................................................................................................... 5-5
5.8
FORCE TRACK DATA COORDINATOR ................................................................................ 5-5
5.9
FORCE TRACK COORDINATOR JOINT FORCE OPERATIONS......................................... 5-6
5.10
HELICOPTER ELEMENT COORDINATOR ............................................................................ 5-6
5.11
TYPICAL FUNCTIONS ASSIGNED TO THE HELICOPTER RESOURCES
COORDINATOR......................................................................................................................... 5-6
5.12
5.12.1
5.12.2
5.12.3
SUBMARINE OPERATIONS COORDINATING AUTHORITY............................................. 5-7
Typical Functions Assigned to the Submarine Operations Coordinating Authority .................... 5-7
Submarine Element Coordinator .................................................................................................. 5-8
Submarine Advisory Team........................................................................................................... 5-8
5.13
TOMAHAWK LAND ATTACK MISSILE LAUNCH AREA COORDINATOR..................... 5-8
5.14
TYPICAL RESPONSIBILITIES OF THE TOMAHAWK LAND ATTACK
MISSILE LAUNCH AREA COORDINATOR ........................................................................... 5-9
5.15
INTERACTIONS BETWEEN COORDINATORS AND WARFARE COMMANDERS ......... 5-9
CHAPTER 6 — INTEGRATION OF NAVY TACTICAL ORGANIZATIONS INTO JOINT COMMAND
STRUCTURE
6.1
INTRODUCTION........................................................................................................................ 6-1
6.2
OPTIONS FOR ORGANIZING LARGE NAVY TACTICAL-LEVEL FORCES..................... 6-1
6.3
INTEGRATED MARITIME FORCE FLAG OFFICER AND STAFF ASSIGNMENT............ 6-3
6.4
6.4.1
6.4.2
6.4.3
6.4.4
RELATIONSHIPS BETWEEN TASK ORGANIZATIONS ...................................................... 6-3
Support Operations, Situation Alpha............................................................................................ 6-4
Support Operations, Situation Bravo............................................................................................ 6-5
Support Operations, Situation Charlie.......................................................................................... 6-6
Other Support Operations............................................................................................................. 6-6
6.5
NAVY AIR APPORTIONMENT/ALLOCATION ..................................................................... 6-8
6.6
INTEGRATION OF JOINT, NAVY TASK FORCE, AND COMPOSITE WARFARE
ORGANIZATIONS ..................................................................................................................... 6-9
CHAPTER 7 — DIRECTIVES AND TACTICAL PLANNING HORIZONS
7.1
INTRODUCTION........................................................................................................................ 7-1
7.2
7.2.1
7.2.2
DIRECTIVES............................................................................................................................... 7-2
Operational-Level Directives for Tactical Forces ........................................................................ 7-4
Tactical-Level Directives ............................................................................................................. 7-6
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7.3
7.3.1
7.3.2
7.3.3
TIME HORIZONS ....................................................................................................................... 7-9
Far-Horizon Planning Considerations .......................................................................................... 7-9
Mid-Horizon Planning Considerations....................................................................................... 7-13
Near-Horizon Planning Considerations...................................................................................... 7-15
APPENDIX A — OFFICER IN TACTICAL COMMAND, COMPOSITE WARFARE COMMANDER,
AND WARFARE COMMANDER/COORDINATOR RESPONSIBILITIES AND
FUNCTIONS
A.1
A.1.1
A.1.2
A.1.3
A.1.4
A.1.5
A.1.6
A.1.7
A.1.8
A.1.9
A.1.10
A.1.11
A.1.12
A.1.13
A.1.14
A.1.15
A.1.16
A.1.17
A.1.18
OFFICER IN TACTICAL COMMAND RESPONSIBILITIES AND FUNCTIONS ............... A-1
Officer in Tactical Command Responsibilities (which cannot be assigned)............................... A-2
Officer in Tactical Command Functions (which may be assigned to a Warfare Commander/
Coordinator) ................................................................................................................................ A-3
Officer in Tactical Command Air Defense Functions (which may be assigned to the
Composite Warfare Commander)................................................................................................ A-4
Officer in Tactical Command Air Defense Functions (normally assigned to the Air and
Missile Defense Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander).............................................................................. A-4
Officer in Tactical Command Surface Warfare Functions (which may be assigned to the
Composite Warfare Commander)................................................................................................ A-5
Officer in Tactical Command Surface Warfare Functions (normally assigned to the Surface
Warfare Commander, but may be retained by the Officer in Tactical Command/Composite
Warfare Commander).................................................................................................................. A-5
Officer in Tactical Command Antisubmarine Warfare Functions (which may be assigned
to the Composite Warfare Commander)...................................................................................... A-6
Officer in Tactical Command Antisubmarine Warfare Functions (normally assigned to the
Antisubmarine Warfare Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander).............................................................................. A-7
Officer in Tactical Command Screening Operations Functions (which may be assigned
to the Composite Warfare Commander)...................................................................................... A-8
Officer in Tactical Command Screening Operations Functions (normally assigned to the
Screen Commander(s), but may be retained by the Officer in Tactical Command/Composite
Warfare Commander).................................................................................................................. A-8
Officer in Tactical Command Airspace Control Functions (which may be assigned to the
Composite Warfare Commander)................................................................................................ A-8
Officer in Tactical Command Airspace Control Functions (normally assigned to the
Airspace Control Authority, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander).............................................................................. A-8
Officer in Tactical Command Air Resource Element Coordination Functions (which may be
assigned to the Composite Warfare Commander)....................................................................... A-9
Officer in Tactical Command Air Resource Element Coordination Function (normally
assigned to the Air Resource Element Coordinator/Helicopter Element Coordinator, as
appropriate, but may be retained by the Officer in Tactical Command or Composite Warfare
Commander)................................................................................................................................ A-9
Officer in Tactical Command Information Operations Functions (which may be assigned
to the Composite Warfare Commander)...................................................................................... A-9
Officer in Tactical Command Information Operations Functions (normally assigned to
the Information Operations Warfare Commander, but may be retained by the Officer
in Tactical Command/Composite Warfare Commander).......................................................... A-10
Officer in Tactical Command Convoy Operations Functions (which may not be assigned) .... A-10
Officer in Tactical Command Convoy Operations Functions (normally assigned to a
Warfare Commander, but may be retained by the Officer in Tactical Command/Composite
Warfare Commander)................................................................................................................ A-11
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A.1.19
A.1.20
A.1.21
A.1.22
A.1.23
A.1.24
A.1.25
A.1.26
A.1.27
A.1.28
A.1.29
A.1.30
A.1.31
A.1.32
A.1.33
Officer in Tactical Command Departure and Entry Operations Functions (normally
assigned to a Warfare Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)............................................................................ A-11
Officer in Tactical Command Mine Warfare Functions (which may not be assigned)............. A-11
Officer in Tactical Command Mine Warfare Functions (normally assigned to the Mine
Warfare Commander, but may be retained by the Officer in Tactical Command/Composite
Warfare Commander)................................................................................................................ A-12
Officer in Tactical Command Maritime Interception Operations Functions (which may be
assigned to the Composite Warfare Commander)..................................................................... A-12
Officer in Tactical Command Maritime Interception Operations Functions (normally
assigned to Maritime Interception Operations Commander, but may be retained by the
Officer in Tactical Command/Composite Warfare Commander) ............................................. A-12
Officer in Tactical Command Strike Warfare Functions (which may be assigned to the
Composite Warfare Commander).............................................................................................. A-13
Officer in Tactical Command Strike Warfare Functions (normally assigned to Strike
Warfare Commander, but may be retained by the Officer in Tactical Command/
Composite Warfare Commander).............................................................................................. A-13
Officer in Tactical Command Cryptologic Resource Coordination Functions (which may
be assigned to the Composite Warfare Commander) ................................................................ A-14
Officer in Tactical Command Cryptologic Resource Coordination Function (normally
assigned to Cryptologic Resource Coordinator, but may be retained by the Officer in
Tactical Command/Composite Warfare Commander) .............................................................. A-14
Officer in Tactical Command Submarine Operations Coordinating Authority Functions
(which may be assigned to the Composite Warfare Commander) ............................................ A-14
Officer in Tactical Command Submarine Operations Coordinating Authority Functions
(normally assigned to Submarine Operations Coordinating Authority, but may be retained
by the Officer in Tactical Command/Composite Warfare Commander)................................... A-14
Officer in Tactical Command Tomahawk Land Attack Missile Strike Coordinator
Functions (which may be assigned to the Composite Warfare Commander) ........................... A-15
Officer in Tactical Command Tomahawk Land Attack Missile Strike Coordinator
Functions (normally assigned to the Tomahawk Land Attack Missile Strike Coordinator,
but may be retained by the Officer in Tactical Command/Composite Warfare Commander) .. A-15
Officer in Tactical Command Tomahawk Land Attack Missile Launch Area Coordinator
Functions (normally assigned to the Launch Area Coordinator, but may be retained by
the Officer in Tactical Command/Composite Warfare Commander or Tomahawk Land
Attack Missile Strike Coordinator) ........................................................................................... A-15
Officer in Tactical Command Ballistic Missile Defense Functions (normally assigned to
the Ballistic Missile Defense Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)............................................................................ A-15
APPENDIX B — COALITION FORCE INTEGRATION
B.1
INTRODUCTION........................................................................................................................B-1
B.2
GENERAL ...................................................................................................................................B-1
B.3
B.3.1
B.3.2
B.3.3
B.3.4
ISSUES OF COALITION OPERATIONS ..................................................................................B-1
Command and Control .................................................................................................................B-1
Communications...........................................................................................................................B-2
Logistics .......................................................................................................................................B-2
Culture, Customs, and Religion ...................................................................................................B-2
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B.3.5
B.3.6
B.3.7
B.3.8
Foreign Disclosure .......................................................................................................................B-2
Language ......................................................................................................................................B-3
Doctrine; Tactics, Techniques, and Procedures; and Training.....................................................B-3
National Rules of Engagement.....................................................................................................B-3
REFERENCES
GLOSSARY
LIST OF ACRONYMS AND ABBREVIATIONS
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LIST OF ILLUSTRATIONS
Page
No.
CHAPTER 1 — MARITIME TACTICAL COMMAND
Figure 1-1.
Figure 1-2.
Figure 1-3.
Figure 1-4.
Figure 1-5.
Figure 1-6.
Admiral Ernest King’s CINCLANT Serial 053 of January 21, 1941 ...................................... 1-3
Joint Doctrine Command Relationships................................................................................... 1-6
Categories of Support............................................................................................................... 1-8
Task Organization Numerical Representation ....................................................................... 1-13
Warfare, Functional Group Commanders, and Coordinators ................................................ 1-16
Standard Call Sign Convention for Warfare, Functional Commanders, and Coordinators ... 1-20
CHAPTER 2 — COMPOSITE WARFARE COMMANDER
Figure 2-1.
Composite Warfare Commander Directorate and Watch Support of CWC’s
Decision Cycle ......................................................................................................................... 2-6
CHAPTER 6 — INTEGRATION OF NAVY TACTICAL ORGANIZATIONS INTO JOINT COMMAND
STRUCTURE
Figure 6-1.
Figure 6-2.
Figure 6-3.
Support Operations Situations ................................................................................................. 6-4
Considerations for Support Operations Situation Selection..................................................... 6-5
Composite Warfare Commander Integration into the Joint Operational Environment.......... 6-10
CHAPTER 7 — DIRECTIVES AND TACTICAL PLANNING HORIZONS
Figure 7-1.
Figure 7-2.
Figure 7-3.
SEP 2010
Tactical Commander’s Directive Hierarchy ............................................................................ 7-4
Purpose as Defined in APP-11 for the OPGEN and Predefined OPTASK Messages ............. 7-7
Planning Horizon Inputs, Activities, and Outputs ................................................................. 7-10
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NWP 3-56
PREFACE
NWP 3-56 (SEP 2010), COMPOSITE WARFARE DOCTRINE, discusses how the Navy executes decentralized
command at the tactical level using the composite warfare commander construct. Through the assignment of
command functions to subordinate commanders the officer in tactical command designates warfare commanders
and functional group commanders to monitor, access, plan, and direct warfare tasks. Unless otherwise stated,
masculine nouns and pronouns do not refer exclusively to men.
Report administrative discrepancies by letter, message, or e-mail to:
COMMANDER
NAVY WARFARE DEVELOPMENT COMMAND
ATTN: DOCTRINE
1528 PIERSEY STREET BLDG O-27
NORFOLK VA 23511
nwdc_nrfk_fleetpubs@navy.mil
ORDERING DATA
Order printed copies of a publication using the Print on Demand (POD) system. A command may requisition a
publication using standard military standard requisitioning and issue procedure (MILSTRIP) procedures or the
Naval Supply Systems Command Web site called the Naval Logistics Library (https://nll1.ahf.nmci.navy.mil). An
approved requisition is forwarded to the specific DAPS site at which the publication’s electronic file is officially
stored. Currently, two copies are printed at no cost to the requester.
CHANGE RECOMMENDATIONS
Procedures for recommending changes are provided below.
WEB-BASED CHANGE RECOMMENDATIONS
Recommended changes to this publication may be submitted to the Navy Doctrine Library System, accessible
through the Navy Warfare Development Command Web site at: http://ndls.nwdc.navy.smil.mil or
https://ndls.nwdc.navy.mil.
URGENT CHANGE RECOMMENDATIONS
When items for changes are considered urgent, send this information by message to the primary review authority,
info NWDC. Clearly identify and justify both the proposed change and its urgency. Information addressees should
comment as appropriate. See accompanying sample for urgent change recommendation format on page 17.
ROUTINE CHANGE RECOMMENDATIONS
Submit routine recommended changes to this publication at any time by using the accompanying routine change
recommendation letter format on page 18 and mailing it to the address below, or posting the recommendation on
the Navy Doctrine Library System site.
COMMANDER
NAVY WARFARE DEVELOPMENT COMMAND
ATTN: DOCTRINE
1528 PIERSEY STREET BLDG O-27
NORFOLK VA 23511
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NWP 3-56
CHANGE BARS
Revised text is indicated by a black vertical line in the outside margin of the page, like the one printed next to this
paragraph. The change bar indicates added or restated information. A change bar in the margin adjacent to the
chapter number and title indicates a new or completely revised chapter.
WARNINGS, CAUTIONS, AND NOTES
The following definitions apply to warnings, cautions, and notes used in this manual:
An operating procedure, practice, or condition that may result in injury or death if not
carefully observed or followed.
An operating procedure, practice, or condition that may result in damage to equipment
if not carefully observed or followed.
Note
An operating procedure, practice, or condition that requires emphasis.
WORDING
Word usage and intended meaning throughout this publication are as follows:
“Shall” indicates the application of a procedure is mandatory.
“Should” indicates the application of a procedure is recommended.
“May” and “need not” indicates the application of a procedure is optional.
“Will” indicates future time. It never indicates any degree of requirement for application of a procedure.
SEP 2010
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NWP 3-56
FM ORIGINATOR
TO (Primary Review Authority)//JJJ//
INFO COMNAVWARDEVCOM NEWPORT RI//N5//
COMUSFLTFORCOM NORFOLK VA//JJJ//
COMUSPACFLT PEARL HARBOR HI//JJJ//
(Additional Commands as Appropriate)//JJJ//
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Urgent Change Recommendation Message Format
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NWP 3-56
Routine Change Recommendation Letter Format
SEP 2010
18
NWP 3-56
CHAPTER 1
Maritime Tactical Command
The history of naval command and control since the sixteenth century makes evident
several truths. One is that the natural tendency of most commanders has been and
will always be, to control, to centralize; and yet the decentralization of command
functions by senior officers commanding units led by well trained and well
indoctrinated personnel generates greater fighting power by allowing subordinates
the leeway to act on their own initiative when conditions warrant such action.
Another is that decentralization is not always appropriate and is no guarantor of
victory. Lastly technological advances in communication systems, whatever their
nature will never eliminate the uncertainty associated with the “fog of war.”
Command At Sea
Naval Command And Control Since The Sixteenth Century
By: Michael A. Palmer
Harvard University Press, 2005
1.1 INTRODUCTION
The tactical level of war is unique. Unlike the strategic and operational levels the tactical level has many
command echelons within it; the command decision cycle is faster with action based on training and doctrine vice
long deliberative processes and procedures; and the command staffs are smaller. Effective command at the tactical
level relies on the shared understanding of separated commanders.
This shared understanding comes from training, doctrine, and direction from the senior tactical commander. The
senior commander can either directly control subordinate actions, a centralized control philosophy, or can rely on
subordinates to understand intent, a decentralized control philosophy. Centralization restricts subordinates latitude
to exercise initiative and take advantage of opportunities as they arise. Decentralization limits the commander’s
ability to make use of experience and ability.
Historically, Navy commanders who utilize a decentralized command philosophy, (e.g., Nelson, Spruance,
achieve greater success than those commanders who elect to use a centralized command philosophy. 1 ) Therefore,
it would seem logical that a decentralized command philosophy should always be used; however, in actuality, the
command philosophy selected depends on the operational environment, the commander’s personality, the force’s
level of training, and the commander’s confidence in subordinates.
When commanders issue orders to subordinates specifying “how,” “who,” “what,” “why,” and to the extent
necessary, the “when” and “where,” they are exercising a centralized command philosophy. Commanders exercise
a decentralized command philosophy when they leave the “how” to their subordinates. The United States Navy
(USN) prior to World War II (WWII) oscillated between these two philosophies. During periods of low tension or
when new communication technologies emerged, centralized command philosophies were adopted; however,
when tensions followed, the decentralized philosophy was reestablished. In the 1930s, U.S. Navy commanders
1
Palmer, Michael, 2005, Command at Sea Naval Command and Control Since the Sixteenth Century
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had adopted a centralized command philosophy. As it became apparent that the United States would enter WWII,
in 1941 Admiral Ernest King directed commanders shift to a decentralized command philosophy (Figure 1-1).
This decentralized philosophy remains a keystone of U.S. Navy command to this day.
This Navy warfare publication (NWP) Composite Warfare Doctrine provides guidance on the organization of
U.S. Navy tactical forces and a framework, to decentralize command at the tactical level. This framework requires
subordinates to have a clear understanding of the commander’s intent with respect to what command functions are
assigned and to whom. Establishment of a composite warfare organization increases the commander’s confidence
in subordinate understanding of intent and freedom to act independently of the commander.
1.2 UNITED STATES NAVY FUNCTIONS
A Cooperative Strategy for 21st Century Seapower 2 states that the core capabilities of U.S. maritime power are
forward presence, deterrence, sea control, power projection, maritime security, humanitarian assistance, and
disaster response. Maritime Power Projection and Sea Control Operations are unique functions of the Navy and
support both the Navy’s and other components of U.S. maritime power in the execution of the strategy’s core
capabilities. Their operations are closely interrelated. Some degree of sea control is necessary in the sea area from
which maritime power is projected. Conversely, the capability to project power was developed in naval forces
largely as one means of achieving or supporting sea control.
Commanders at the operational level build campaign/major OPLANs to achieve the military strategic/operational
objectives. The OPLAN is provided to tactical level commanders for execution, it contains operational level
tasking. This tasking typically involves extended action to engage and destroy hostile forces, such as seizure or
neutralization of enemy bases, denial to the enemy of access to routes to the sea, or resupply of friendly forces
ashore.
Navy tactical level commanders focus on planning and executing battles, engagements, and activities to achieve
operational level objectives. These commanders task organize to mission by organizing assigned forces into Navy
task forces (TFs), task groups (TGs), task units (TUs), or task elements (TEs). Task organization commanders
typically exercise decentralized command over assigned forces through use of composite warfare doctrine. This
doctrine establishes a composite warfare organization within the task organization by assigning the commander’s
warfare command functions to subordinate commanders. The composite warfare organization enables
accomplishment of both offensive and defensive mission objectives. With today’s force structure, it is highly
probable that senior Navy tactical level commanders will command both the task and composite warfare
organizations simultaneously.
1.3 NAVAL WARFARE
Naval warfare is the employment in combat of surface, subsurface, and air forces to establish, maintain, and
exploit control of the seas and to deny their use to an adversary. Naval warfare is conducted in and across the air,
land, maritime, space domains, and the information environment. Each presents strengths and limitations to
tactical operations. The art of naval warfare is to employ surface, subsurface, and air forces in such a manner as to
exploit the strengths and minimize the weakness of each domain, environment, and platform.
2
”A Cooperative Strategy for 21st Century Seapower,” October 2007, http://www.navy.mil/maritime/MaritimeStrategy.pdf
SEP 2010
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Cinclant Serial 053 of January 21, 1941
Subject: Exercise of Command – Excess of Detail in Orders and Instructions
1. I have been concerned for many years over the increasing tendency – now grown almost to “standard practice” – of flag officers and other group
commanders to issue orders and instructions in which their subordinates are told “how” as well as “what” to do to such an extent and in such detail that the
“Custom of the service” has virtually become the antithesis of that essential element of command – “initiative of the subordinate.”
2. We are preparing for – and are now close to – those active operations (commonly called war) which require the exercise and utilization of the full
powers and capabilities of every officer in command status. . . . . . . . . . . There will be neither time nor opportunity to do more than prescribe the several
tasks of the several subordinates (to say “what”, perhaps “when” and “where” and usually for their intelligent cooperation, “why”); leaving to them –
expecting and requiring of them – the capacity to perform the assigned tasks (to do the “how”).
3. If subordinates are deprived – as they now are – of that training and experience which will enable them to act “on their own” – if they do not know, by
constant practice, how to exercise “ initiative of the subordinates” – if they are reluctant (afraid) to act because they are accustomed to detailed orders and
instructions – if they are not habituated to think, to judge, to decide and to act for themselves in their several echelons of command – we shall be in sorry
case when the time of “active operations” arrives.
4. The reasons for the current state of affairs – how did we get this way? – are many but among them are four which need mention; first the “anxiety” of
seniors that everything in their commands shall be conducted so correctly and so smoothly, that none may comment unfavorably; second, those energetic
activities of staffs which lead to infringement of (not to say interference with) the function for which the lower echelons exist; third the consequent “anxiety”
of subordinate least their exercise of initiative, even in their legitimate spheres, should result in their doing something which may prejudice their selection
for promotion; fourth, the habit on the one hand and expectations on the other of “nursing” and “being nursed” which lead respectively to that violation of
command principles known as “orders to obey orders” and that admission of incapacity or confusion evidenced by “request instructions.”
5. Let us consider certain facts; first submarines operating submerged are constantly confronted with situations requiring the correct exercise of judgment,
decision and action; second, planes, whether operating singly or in company, are even more often called upon to act correctly; third, surface ships
entering or leaving port, make a landfall, steaming in thick weather, etc., can and do meet such situations while “acting singly” and as well, the problems
involved in maneuvering in formations and dispositions. . . . . . . . . . . Yet these same people – proven competent to do these things without benefit of
“advice” from higher up – are, when grown in years and experience to be echelon commanders, all too often not made full use of conducting the affairs
(administrative and operative) of their several echelons – echelons which exist of the purpose of facilitating command.
6. It is essential to extend the knowledge and the practice of “initiative of the subordinate” in principle and in application until they are universal in the
exercise of command throughout all echelons of command. Henceforth, we must all see to it that full use is made of the echelons of command – whether
administrative (type) or operative (task) – by habitually framing orders and instructions to echelon commanders so as to tell the “what to do” but not “how
to do it” unless the particular circumstances so demand.
7. The corollaries of paragraphs 6 are:
(a) adopt the premise that the echelon commanders are competent in their several command echelons unless and until they themselves prove otherwise;
(b) teach them that they are not only expected to be competent for their several command echelons but that it is required of them that they be competent;
(c) train them – by guidance and supervision – to exercise foresight, to think, to judge, to decide and to act for themselves;
(d) stop “nursing” them;
(e) Finally, train ourselves to be satisfied with “acceptable solutions:” even though they are not “staff solutions” or other particular solutions that we
ourselves prefer.
Ernest J. King
Figure 1-1. Admiral Ernest King’s CINCLANT Serial 053 of January 21, 1941 3
3
Buell, Thomas B., “Master of Sea Power: A Biography of Fleet Admiral Ernest J. King,” 1980, Naval Institute Press.
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1.4 NAVY MISSION AREAS
Navy ships, staffs and reserve components are designed and/or organized to perform one or more mission areas.
Mission areas define how the Navy executes naval warfare. Navy mission areas are continuously evolving as new
weapons, sensors and capabilities are introduced into the maritime domain. Listed below are today’s Navy
mission areas. 4
1. Amphibious warfare (AMW)
2. Antisubmarine warfare (ASW)
3. Air warfare (AW)
4. Ballistic missile defense (BMD)
5. Command control communications (CCC)
5. Construction (CON)
6. Expeditionary warfare (EXW)
7. Force health protection (FHP)
8. Fleet support operations (FSO)
9. Intelligence operations (INT)
10. Information operations (IO)
11. Irregular warfare (IW)
12. Logistics (LOG)
13. Mine warfare (MIW)
14. Mobility (MOB)
15. Missions of state (MOS)
16. Noncombat operations (NCO)
17. Naval special warfare (NSW)
18. Strategic sealift (STS)
19. Strike warfare (STW)
20. Surface warfare (SUW)
These mission areas are applied primarily by Navy forces at the tactical level. Commanders at the tactical level
control accomplishment of several mission areas simultaneously.
4
For additional discussion on Navy mission areas see OPNAVINST C3501.2K of 22 Jan 2010 Subj: Mission Areas and Required
Operational Capability/Projected Operational Environment Statements.
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1.5 TACTICAL LEVEL OF COMMAND
The tactical command environment is considerably different than either the strategic or operational environments.
The command staffs are smaller, the time horizons are shorter and the commander’s decision cycles within them
are faster. In addition, the tactical level is comprised of multiple command echelons. At the lowest level are unit
commanding officers. At the highest level are numbered fleet commanders. Between these two extremes are unit
and staff commands that have varying degrees of command authority.
The operational level commander provides the tactical level commander the “what,” “where,” “when,” and maybe
“why” a particular task needs to be accomplished. It is the tactical commander’s charge to determine “how” the
task will be accomplished. For example, in the battle of Midway, Admiral Nimitz’s orders to Rear Admiral
Fletcher and Rear Admiral Spruance comprised ten pages, most of which provided information on and assessment
of the Japanese. Admiral Nimitz directed his commanders to wait for the Japanese northeast of Midway by 31
May (where, when) and inflict maximum damage on the Japanese (what). Fletcher and Spruance then had to
determine the tactics, transit formations used, when aircraft would launch, and when to stop pursuit of the
Japanese. 5
1.6 COMMAND AUTHORITY
Command relationships define the interrelated responsibilities between and among commanders, as well as the
operational authority exercised by commanders in the chain of command. Unity of command (one of the
principles of war 6 ) is strengthened through clearly defined authorities, roles, and relationships. This means all
forces operate under a single commander with the requisite authority to direct all forces employed in pursuit of a
common purpose. However, unity of effort requires coordination and cooperation among all forces toward a
commonly recognized objective, although they are not necessarily part of the same command structure. Navy
tactical organizations seek to achieve unity of effort through unity of command.
Command is the authority that a commander in the Armed Forces lawfully exercises over subordinates by virtue
of rank or assignment. Command includes the authority and responsibility for effectively using available
resources, and for planning the employment, organizing, directing, coordinating, and controlling military forces
for the accomplishment of assigned missions. It also includes responsibility for health, welfare, morale, and
discipline of assigned personnel.
Inherent in command is the authority that a military commander lawfully exercises over subordinates, including
authority to assign missions and accountability for their successful completion. Although commanders may
delegate authority to accomplish missions, they may not absolve themselves of the responsibility for the
accomplishment of these missions. Authority is never absolute. The extent of authority is specified by the
establishing authority, directives, and law.
The aim of command is to achieve the maximum operational and/or administrative effectiveness though direction,
coordination, and control.
1. Direction. The process of planning, decisionmaking, establishing priorities, formulation of guidance, and
imposing decision.
2. Coordination. The establishment in operations, according to a changing situation, of an orderly correlation
in time and place of planned actions (synchronization) in order to achieve the best overall result. In the
maritime environment, the term coordination may include certain specified control functions.
5
6
For additional information on the Battle of Midway and the orders provided to Rear Admirals Fletcher and Spruance from ADM Nimitz,
read “The Quiet Warrior” by Thomas B. Buell, 1987, Naval Institute Press.
See JP 1, “Doctrine for the Armed Forces of the United States” for a complete discussion on the principles of war.
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3. Control. Authority that may be less than full command exercised by a commander over part of the
activities of subordinate or other organizations.
1.7 COMMAND RELATIONSHIPS AT TACTICAL LEVEL
A junior in command shall when meeting a senior at sea or in port obtain permission, by signal or
otherwise, to continue on duty assigned . . .
Navy Regulations Article 932
It is important to differentiate between the administrative authority a senior commander exercises over a junior
commander as prescribed in Navy regulations, and command authority exercised between tactical commanders as
prescribed in joint doctrine. Command relationships are the interrelated responsibilities between commanders, as
well as the operational authority exercised by commanders in the chain of command. Joint doctrine 7 defines four
types of command relationships: combatant command (command authority) (COCOM), operational control
(OPCON), tactical control (TACON), and support. The specific command relationship (COCOM, OPCON,
TACON, and support) will define the level of command authority a commander has over assigned or attached
forces. An overview of joint doctrine command relationships is shown in Figure 1-2. Joint doctrine also defines
three other types of authority outside those command authorities mentioned above: administrative control,
coordinating authority, and direct liaison authorized.
Joint Publication 1-02 (JP 1-02), Department of Defense Dictionary of Military and Associated Terms, defines
delegation of authority as the action by which a commander assigns part of his or her authority commensurate
with the assigned task to a subordinate commander. While ultimate responsibility cannot be relinquished,
delegation of authority carries with it the imposition of a measure of responsibility. The extent of the authority
delegated must be clearly stated.
COCOM cannot be delegated by the combatant commander (CCDR). OPCON, TACON, and support command
relationships are exercised at the tactical level. Typically with commands of different echelons, the senior
commander will exercise either OPCON or TACON command authority over the junior commander. With
commands of the same echelon the command relationship can be OPCON, TACON or support. The common
superior identifies the command authority exercised between subordinate commanders.
Combat Command (Command Authority)
(Unique to Combatant Commander)
•
•
•
•
Planning, Programming, Budgeting, and Execution Process Input
Assignment of Subordinate Commanders
Relations with Department of Defense Agencies
Directive Authority for Logistics
• Authoritative Direction for All Military Operations and Joint
When
Operational
Control
Is Delegated
Training
• Organize and Employ Commands and Forces
• Assign Command Functions to Subordinates
• Establish Plans and Requirements for Intelligence,
Surveillance, and Reconnaissance Activities
• Suspend Subordinate Commanders from Duty
When
Tactical
Control
Is Delegated
Local direction and
control of movements
or maneuvers to
accomplish mission
When
Support
Relationship
Is Delegated
Aid, assist, protect, or
sustain another
organization
Figure 1-2. Joint Doctrine Command Relationships
7
JP 1, Doctrine for the Armed Forces of the United States
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1.7.1 Operational Control
Commanders cannot parse OPCON when delegating it to subordinates, thus ensuring each command within a
force is under the OPCON of one commander. Decentralized command philosophy supports delegation of
OPCON to tactical commanders. However, operational level commanders (i.e., joint force maritime component
commander (JFMCC) or numbered fleet commander) typically only delegate OPCON when they are confident
their subordinate Navy commanders, task force (CTFs) understand the operational commander’s intent and that
the tasking requires the broad authorities OPCON contains. The tactical level commander with OPCON will also
specify what level of command authority (OPCON/TACON) the subordinate commander will exercise over the
assigned forces. In addition, the tactical level commander will specify if a support relationship exists between
subordinate commanders at the same echelon.
1.7.2 Tactical Control
TACON is inherent in OPCON. Its delegation allows the commander to retain the broad authorities contained
within OPCON while providing subordinate commanders sufficient authority for controlling and directing the
application of force or tactical use of combat support assets within the assigned mission or task within an
operational area (OA). As with OPCON, delegation of TACON cannot be parsed. Each command under a
JFMCC/numbered fleet commander is under the TACON of one commander.
1.7.3 Support
The support command authority has four categories: general, mutual, direct, and close, see Figure 1-3. A support
relationship is established by a superior commander between subordinate commanders when one organization
should aid, protect, complement, or sustain another force.
At the tactical level, the support command relationship is most commonly used between commanders of the same
echelon who report to a common superior/establishing authority. The designation of a support relationship is
important as it conveys priorities to commanders and staffs planning or executing maritime operations in support
of joint operations. The support command relationship is a flexible arrangement. The establishing authority is
responsible for ensuring that both the supported and supporting commanders understand the degree of authority
granted the supported commander. An establishing directive is normally issued to specify the purpose of the
support relationship, the effect desired, and the action to be taken.
Note
Support is a command relationship with the common superior’s intent providing unity
of command and effort. As with any command relationship, its establishment allows
one commander to exercise command. When unity of command is not established the
commander responsible for an operation will likely have to compromise known best
practices to achieve unity of effort.
In WWII’s European theater, United States Army Air Forces and United States Army Ground forces refused to
submit to a command relationship for amphibious operations which had their forces led by a Navy officer. Instead
of commanding forces of the other Services, Navy European theater amphibious force commanders had to seek
cooperation. Cooperation required compromise, and compromise distorted the vision of the amphibious force
commander. 8
The supported commander should ensure that the supporting commander understands the assistance required. The
supporting commander provides the assistance needed, subject to the supporting commander’s existing
capabilities and other assigned tasks. When the supporting commander cannot fulfill the needs of the supported
8
”Omaha Beach: A Flawed Victory,” by Adrian R. Lewis, 2001, the University of North Carolina Press
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GENERAL SUPPORT
That support which is given to the supported force as a whole rather
than to a particular subdivision thereof.
MUTUAL SUPPORT
That support which units render each other against an enemy because of
their assigned tasks, their position relative to each other and to the
enemy, and their inherent capabilities.
DIRECT SUPPORT
A mission requiring a force to support another specific force and
authorizing it to answer directly to the supported force’s request
for assistance.
CLOSE SUPPORT
That action of the supporting force against targets or objectives that are
sufficiently near the supported force as to require detailed integration or
coordination of the supporting action with the fire, movement, or other
actions of the supported force.
Figure 1-3. Categories of Support
commander, the establishing authority is notified by either the supported or supporting commander. The
establishing authority is responsible for determining a solution.
Note
Support operations situations, which describe the degree, manner, and duration of the
action of a maritime task organization or portion thereof, which aids, protects,
complements, or sustains any other maritime task organization, are not related to the
command relationship of support. See paragraph 6.4 for further discussion of support
operations situations.
1.7.4 Allied/Multinational Command Authorities
Allied/multinational commanders delegate different command authorities than U.S. command authorities. NWP
3-32, Maritime Operations at the Operational Level of War, contains a detailed discussion on the differences
between U.S. and allied/multinational command authorities. Two allied/multinational command authorities,
operational command (OPCOM) and tactical command (TACOM) are likely to be delegated to tactical
commanders.
U.S. commanders who are delegated either OPCOM or TACOM command authority for assigned forces should
review NWP 3-32 to ensure the bounds associated with each are fully understood.
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1.8 COMMAND FUNCTIONS
Command functions are defined in allied tactical and multinational tactical publications as an activity which may
be assigned to subordinates through specific assignment or as part of a duty within the force command structure.
An example of a command function is the establishment of TF/TG designators. The assignment of command
functions is a cornerstone of the composite warfare organization. Command functions are listed in Appendix A.
1.8.1 Assignment of Command Functions
Tactical commanders may assign command authority (OPCON/TACON) to subordinate commanders to whom
they assign forces. These commanders may also assign some command functions arising from direction,
coordination, or control. There is no linkage between command authority and command functions. When
assigning command functions, the ultimate responsibility of the commander cannot be relinquished. However,
with assignment comes the inherent responsibility of the subordinate to the assigning superior for execution of the
function. When any function is assigned, it is assumed that the necessary authority for command, control,
direction, or coordination required for the execution of that function has also been assigned.
1.8.2 Duty
A duty is an identified block of related functions within a larger command structure that may be assigned to a
single subordinate. An example of a duty would be ASW. Assignment automatically assigns the requisite
authority for command required to fulfill the tasking. Appendix A groups command functions by duties
corresponding to fundamental/supporting warfare tasks. These groupings of command functions provide the basis
for organizing tactical forces using warfare commanders, functional group commanders, and coordinators.
1.9 OFFICER IN TACTICAL COMMAND
The OTC is the senior officer with command authority over all forces within a maritime OA. If, as is normal
during the shape, deter, stabilize, and enable civil authorities phases of military operations, only one task
organization (TF, TG) is operating in a maritime OA, the commander of that task organization is the OTC.
However, when a maritime OA has multiple task organizations operating within it, which is normally the case
during the seize, the initiative and dominate phases of an operation, the OTC is either the common superior or the
commander to whom the common superior has assigned OTC command functions.
Note
In a maritime OA that has multiple TFs operating within it, the common superior will
be the JFMCC/numbered fleet commander. Unless this commander assigns OTC
command functions to one of the CTFs, the command will simultaneously be a tactical
and operational level command. Care has to be exercised to ensure staff bureaus,
boards, cells, centers, and working groups within these commands have clear charters
and understanding on which level they are supporting and how their products support
the commander’s decisions associated with that level.
The OTC will exercise delegated command authority over all Navy tactical level forces in the maritime OA. With
OPCON, the OTC can organize the tactical forces to accomplish the mission/tasking of the operational
commander. The OTC has overall responsibility for accomplishing the mission of the force and its defense.
Appendix A contains the OTC’s command functions. While many of these command functions can be reassigned
to subordinate commanders, some cannot.
1.9.1 Officer in Tactical Command Command and Control Options
The OTC is always responsible for formulating and promulgating the command structure. Other OTC command
functions, including oversight of warfare tasks, may be assigned to subordinates within the constraints of
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established rules of engagement (ROE). For duties associated with fundamental/supporting warfare tasks, the
OTC has the following options:
1. Retain command by retaining all duties.
2. Assign to one subordinate commander one or more duties.
3. Assign to more than one subordinate commander several duties.
4. Assign to subordinates within geographic areas (or sectors) duties relevant to that area, but retain part of
the overall duty.
Per item 2 above, a special form of assignment occurs when the OTC of a large force allocates all warfare
functions to a composite warfare commander (CWC) for the defense of a force, while retaining overall
responsibility for the mission. In turn, the CWC may assign some or all warfare functions as described above.
Note
Item 1 describes centralized control while options in items 2 through 4 all describe
forms of decentralized control.
1.9.2 Command Functions the Officer in Tactical Command Cannot Reassign
Though the OTC can elect to assign some command functions, there are some functions that the OTC cannot
reassign. Most of these command functions are unclassified and listed below. The complete list of command
functions is contained in Allied Tactical Publication 1, Volume I (ATP 1, vol I).
1. Designate a submarine operations coordinating authority (SOCA) to conduct all coordination with
submarine operations authority (SUBOPAUTH) and assigned submarine(s).
2. Designate force-wide CWC and alternate.
3. Designate the force MIW commander (MIWC).
4. Direct and monitor operations.
5. Electromagnetic compatibility.
6. Establish and (with the assistance of appropriate warfare commanders and coordinators) promulgate
policies for force.
7. Establish command, control, and communications guidance; and establish the force task organization if not
already established by higher authority. Specify chain of command between OTC, CWC, warfare
commanders, and coordinators.
8. Establish close liaison with the Convoy Commodore for safe navigation of the convoy and direction to
order emergency turns.
9. Establish TF/TG designators.
10. Establish the degree of command authority delegated, specifying command functions assigned to each
warfare commander.
11. Formulate and promulgate tasking for the defense of the convoy against all threats.
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12. Formulate and promulgate the force MIW objectives.
13. Issue the force directives (e.g., operational general message (OPGEN) supplement, appropriate United
States message text format (USMTF) formatted messages).
14. Ordering security alert states.
15. Picture Compilation Plan.
16. Plan and coordinate LOG requirements.
17. Promulgate a force communications plan, including alternate plans; designating circuits and frequencies;
and establishing guard requirements and circuit priorities. See paragraph 1.9.3.
18. Promulgate policies and plans to accomplish the mission set forth by higher authority providing a
description of intentions to subordinate commanders.
19. Provide for submarine tactical communications requirements in the overall communications plan
(operational tasking (message) (OPTASK) communications (COMMS)). Ensure all aircraft and surface
ship circuit operators are aware of high-precedence submarine traffic (GUERRILLA) procedures.
20. Radar frequency plans.
21. Request the ROE appropriate to the assigned mission from higher authority during periods of tension.
22. Specify procedures for consolidation of SOCA responsibilities when joining TGs each have submarines
assigned.
23. When appropriate, ensure that a submarine element coordinator (SEC) (or submarine advisory team (SAT),
if additional personnel are required, is available to a commander serving as SOCA.
24. When delegated by SUBOPAUTH, assume TACON of designated submarines.
25. When required, designate appropriate warfare and functional commanders, including screen commander(s).
1.9.3 Communications
Communications planning is a command function of the OTC that cannot be reassigned. The OTC’s
communications officer serves as the principal advisor to the OTC for all communications matters with overall
responsibility for designing, employing, and executing a communications plan that best supports the OTC’s
ability to achieve mission objectives. It is essential that the right balance of unique communications system
requirements of each warfare commander and coordinator is understood and supported while taking into
consideration the tactical situation (TACSIT) 9 and equipment resources. Tactical communications must provide a
rapid and continuous flow of information exchange among warfare commanders that is reliable, secure, and
timely. The complexity of warfare coordination and joint operations may require OTC to adjudicate or assign
communications conflicts.
1.9.3.1 Communications Plans
Each communications plan must be tailored to meet the needs of the mission and to provide effective
communications paths up and down the chain of command. NTTP 6-02, C4I Infrastructure, outlines numerous
9
Tactical situations (TACSIT) are: 0 Unknown; 1 Forces located and targeted; 2 Force location known; disposition unknown; 3 Forces not
located. Reference MTP 1(D) Section 5300.
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factors that must be considered when developing communications plans. Three classifications of communications
nets: command, coordinating reporting, and tactical, need to exist in order to execute composite warfare doctrine.
1.9.3.2 Command Nets
Command nets link the OTC and CWC with the warfare commanders and coordinators. In addition, command
nets provide a circuit for warfare commanders to coordinate actions. An example of a command net would be the
primary net for coordination and exchange of information between the CWC, warfare commanders and
coordinators. It is the primary means to report the TACSIT, important near time horizon commander’s decision
cycle direction, exercise control, evaluate performance, and report changes in warfare cognizance. It is also used
to communicate between CWCs of different forces or widely separated sectors.
1.9.3.3 Coordinating and Reporting Nets
Coordinating and reporting nets are dedicated circuits between warfare commanders and operating forces.
Because these circuits are dedicated to specific warfare commander circuits, overload is avoided. An example of a
coordinating and reporting net would be an ASW control and reporting net; this is the primary voice net used by
the antisubmarine warfare commander (ASWC) and surface, air, and undersea units in a large force for reporting,
coordinating, and exchanging ASW information.
1.9.3.4 Tactical Nets
Tactical nets provide information and orders across warfare commander purviews and thereby link some or all
parts of the force. An example of a tactical net would be the common tactical picture (CTP) and supporting
infrastructure. This communications system exchanges and displays computer-to-computer data of surveillance,
targeting, and tactical information between the CWC, forces assigned or attached to the CWC, and other selected
commands.
1.10 TACTICAL COMMAND ORGANIZATION
The OTC commands task organizations at the tactical level organized from individual platforms, enabling a more
reasonable span of control. Individual platforms are assigned and/or attached to a TF or TG. Options for task
organizing Navy forces are discussed in paragraph 6.2. Each TF/TG is assigned a commander (CTF/CTG) and
only the commander reports to the OTC. Task organizing allows an operational commander to subdivide
subordinate forces and assign authority and responsibility to plan and execute based on mission, platform
capability, geography, or other issues and challenges. CTFs further subdivide assigned forces into TGs; CTGs
subdivide assigned forces into units and elements to ensure span of control at the tactical level is maintained.
These subdivisions may be organized based on capabilities, missions, geography, or a hybrid of all three.
CTF/CTGs with OPCON can organize forces as desired. CTF/CTGs with TACON recommend to the commander
with OPCON how assigned/attached forces should be organized; the commander with OPCON will evaluate the
recommendation and organize the forces.
1.10.1 Tactical Command Structure
A numerical representation is used to designate the command level of the task organization schema, see
Figure 1-4. The first numeral gives the TF its identity. Because we often operate in a coalition, the United States
has agreed to limit TF designations to accommodate partnerships with multinational partners. It has done this
through the use of allied doctrine. Annex A of Allied Communications Publication 113, Call Sign Book for Ships,
specifies the TF identities that countries can use for their forces. As of June 2008, the United States was allocated
TF designations of 0–199, 201–299, and 800–824. Typically, TF identifiers for U.S. forces are designated with
two or fewer digits. On occasion, the force component will utilize three digits to indicate a joint force assignment.
Each task command is composed of forces from the higher task command and has a commander with command
authority of OPCON, TACON, or support. Only a commander with OPCON can assign or attach units to
subcomponents in the task organization structure.
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en
t
Ele
m
Un
it
ou
p
Gr
Fo
rce
NWP 3-56
(X)XX.XX.XX.XX
Figure 1-4. Task Organization Numerical Representation
Typically, TFs designated by the numbered fleet commanders utilize two-digit identifiers with the first digit
corresponding to the fleet number and second to indicate the forces’ purpose. For execution of campaign/major
OPLANs and major operations, fleet commanders typically create a TF with a three-digit identifier. The CTF will
define the TFs/TGs.
Normally, the TGs in three-digit TFs will evolve from ones in a two-digit task organization, thereby retaining
common operating baseline. TGs normally maintain their TG identifier in the three-digit task organization
(i.e., TG X5.3 would become TG XX5.3).
1.10.2 Task Organization Promulgation and Definition
A task organization is normally promulgated in the operation plan (OPLAN), operation order (OPORD), or
supplement to the OPLAN/OPORD if the OTC is the JFMCC/numbered fleet commander. If the OTC is a CTF,
then the task organization is contained within an OPGEN message.
Note
A task organization assignment is not made by virtue of a command being included in
a task organizations’ plain language collective message address. Task organization
assignment is provided in the OPLAN/OPORD or OPGEN.
The following general guidelines should be followed when developing a task organization.
1. Ensure each element is adequate for its assigned task. For example, assigning amphibious ships to an antisubmarine TF would be an incorrect assignment of forces. Optimally, forces should be organized for
combat as they are organized in peacetime.
2. Describe the appropriate allocation of forces to support the commander’s intent or concept of operations
(CONOPS). If task organization is long and complex, include it in Annex A: Task Organization of the
OPLAN/OPORD. List major subordinate control headquarters in the correct sequence. Qualify command
relationships OPCON, TACON or support.
Note
A task organization assignment (e.g., ASW screen TG) is not a mission assignment.
Mission assignment is provided in the OPLAN/OPORD or OPGEN.
3. Each commander in the force can only have one superior at a time. For units attached to another unit, list
the time or times that attachment is effective if different from the time the order is effective. Place the time
in parentheses following the unit designation. To avoid confusion, use the full designation for nonorganic
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forces/units. Depict task organization by phase, if appropriate. Particular attention should be paid to clearly
define support relationships.
4. Group units (other than major subordinate commands and those units that are attached to or that support a
major subordinate command) under a single heading that reflects that they are under the command of the
force headquarters. List combat force or maneuver units followed by units providing combat support and
then combat service support units. List combat support units by size of the command echelon and then
alphabetically. List combat service support under force headquarters control by size of command echelon
and then alphabetically.
Note
The task organization must reflect the selected course of action (COA) and
commander’s decision. Hence, it cannot be the same as that given in the superior
commander’s order. Depict chain of command one echelon above and two echelons
below.
5. When detailing the task organization, give the numerical designations of units in Arabic numerals. When
distinguishing between national forces of two or more nations (combined operations), insert the
distinguishing letters of the country between the numerical designation and the unit name (for example, 3d
(DEU) Corps). Use abbreviated designations for organic units in orders. However, show nonorganic unit
designations in full. Using force modifier symbols (plus (+) and minus (–) signs) alerts commanders and
staffs of significant changes to a unit’s primary force structure that occur through the task organization.
Designate TFs by the last name of the commander of the TF (TF SMITH), a code name (TF STRIKE), or a
number (TF 17 or TG 60.5).
A TF may be divided into as many as 99 TGs, designated by adding .01 through .99 to the TF number. For
example, TGs formed from TF 98 are 98.01, 98.02, etc.
A TG may be divided into as many as 99 TUs, designated by adding .01 through .99 to the TG number. For
example, TUs formed from TG 98.40 are 98.40.01, 98.40.02, etc.
Task elements subordinate to TUs are only organized when the complexity of the task assigned and the size of the
force is such as to require an additional echelon of command for the accomplishment of assigned tasks.
Subdivision into TEs should be limited to the minimum required for operations. There may be as many as 99 TEs,
designated by adding .01 through .99 to the TU number. For example, TEs formed from TU 98.40.34 are
98.40.34.01 through 98.40.34.99.
1.11 COMPOSITE WARFARE COMMAND ORGANIZATION
The composite warfare construct allows the OTC to assign some or all of the command functions associated with
warfare commander and coordinator duties and supports the execution of a decentralized command philosophy.
The OTC and/or CWC may choose to activate all commanders and coordinators described in this NWP or activate
only a few of them. Flexibility of implementation, reinforced by clear guidance to subordinates, and use of
command by negation is key to decentralized control of the tactical force. The composite warfare organization
enables offensive and defensive combat operations against air, surface, undersea, electronic and land-based
threats. The OTC may implement a composite warfare organization whenever, and to whatever extent required,
depending upon the composition and mission of the force and the nature and severity of the threat. Fundamental
provisions associated with implementation of a composite warfare organization are:
1. Responsibility. The OTC retains responsibility for missions and forces assigned. This fundamental
responsibility may not be shifted to subordinates even though the OTC may assign command functions to
conduct offensive and defensive operations. Although the OTC may retain the CWC duty, the OTC and
CWC are always separate and distinct even when the same commander fills both roles.
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2. Subordination. The CWC is a command duty subordinate to the OTC. Warfare, functional group
commanders, and coordinators support the CWC. Figure 1-5 lists the warfare, functional group
commanders and coordinators.
Note
When the level of activity and complexity in the multiple mission areas involved are
manageable, the tasks of ASWC and SUWC can be combined into one commander,
titled the sea combat commander (SCC). In this situation there would be four warfare
commanders instead of five.
3. Unity of Command. The utility of the composite warfare structure is derived from several key concepts.
Central to the functionality of a composite warfare organization is the concept of centralized planning,
decentralized execution, and command by negation. The OTC and the CWC are able to conduct planning
for the operations at hand with the aid of subordinate and supporting units as desired, and then provide
their orders and intentions to the subordinate commanders and coordinators for execution. The OTC will
normally leave the details of plan execution to the CWC, but may choose to remain directly involved in
some duties. Decentralized execution allows the OTC and/or CWC to maintain an overall view of the
progress of operations without becoming overwhelmed by the details involved in multidisciplinary, multithreat combat operations. Warfare, functional group commanders, and coordinators keep the CWC advised
as to the status of operations and resources, allowing the CWC to effectively monitor the progress of
operations. Subordinate commanders are expected to make autonomous decisions and employ their
assigned units and assets as they believe will best accomplish the mission of the force. The OTC and CWC
retain the option to command force action, particularly weapons employment, through command by
negation.
4. Composite Warfare Tiered Structure. There are three tiers of the composite warfare structure — warfare
commanders, functional group commanders, and resource coordinators. They are differentiated from each
other by their focus and the command functions they exercise over assets in the force. The warfare
commanders are usually established for extended periods of time and normally impact all forces in the
composite warfare organization. Functional group commanders are usually established to perform
designated command functions that are generally more limited in scope and duration than warfare
commanders and impact only a segment of the force. Although warfare and functional group commanders
may share force weapons and sensors on a given platform, only one commander may have TACON of a
platform at any given time. Finally, resource coordinators execute the policies of the OTC and/or CWC in
managing assigned resources, but do not initiate autonomous actions nor do they normally exercise
TACON.
5. Planning and Reporting. Skillful, dynamic, and aggressive commanders and coordinators whose judgment
and actions earn the CWC’s confidence are central to the composite warfare construct. The warfare
commanders and coordinators assist the CWC with planning; and they keep the CWC apprised of near
real-time evaluated information. Reports to the CWC and coordination among the warfare commanders
and coordinators are accomplished via the secure voice command net. Other modes of communications
between commanders and coordinators (e.g., collaborative planning tools, classified and unclassified email, PC chat networks, telephone, etc.) can be used for informal staff coordination.
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Officer in Tactical Command
Composite Warfare Commander
Warfare Commanders
Information
Operations
Warfare
Commander
(IWC)
Air Missile
Defense
Commander
(AMDC)
Strike
Warfare
Commander
(STWC)
Sea Combat Commander (SCC)
Antisubmarine
Warfare
Commander
(ASWC)
Surface
Warfare
Commander
(SUWC)
Functional Group Commanders
Ballistic
Missile
Defense
Commander
(BMDC)
Mine
Warfare
Commander
(MIWC)
Maritime
Interception
Operations
Commander
(MIOC)
Underway
Replenishment
Group
Commander
(URG CDR)
Screen
Commander
(SC)
Coordinators
Airspace
Control
Authority
(ACA)
Air
Resource
Element
Coordinator
(AREC)
Cryptologic
Resource
Coordinator
(CRC)
Common
Tactical
Picture
Manager
(CTPM)
Force
Track
Coordinator
(FTC)
Helicopter
Element
Coordinator
(HEC)
Submarine
Operations
Coordinating
Authority
(SOCA)
TLAM
Launch
Area
Coordinator
(LAC)
Figure 1-5. Warfare, Functional Group Commanders, and Coordinators
6. Preplanned Responses. Standardized procedures are prescribed to facilitate common understanding, to
reduce the possibility of confusion, and to increase the effectiveness of operations. From subordinate
commanders to the individual ship commanding officer, standardized procedures provide clear
understanding of the commander’s intent; thereby establishing criteria for these commanders to initiate
autonomous action. Critical to successful operations in a composite warfare structure is the development of
preplanned responses (PPRs) for use by the force. PPRs provide subordinate commanders and subordinate
forces with the commander’s desired response in the event of certain enemy or other force actions. PPRs
must be clearly crafted to avoid confusion and must include clear definitions of the preconditions that
trigger the response.
For more info on CWC see paragraph 1.11.3; for functional group commanders see paragraph 1.11.5; for
coordinators see paragraph 1.11.6.
1.11.1 Composite Warfare Organization Is Separate and Distinct from the Task Organization
The OTC may (but is not required to) use TF organization designations to indicate which forces are TACON to
commanders within the composite warfare organization. If the TF designations are used, typically the CWC is
either the CTF or CTG, and warfare and functional group commanders are either CTGs or CTUs, respectively.
1.11.2 Command by Negation
In many aspects of maritime warfare, it is necessary to preplan the actions of a force to an assessed threat and to
assign some command functions to a subordinate. Once such functions are assigned, the subordinate is to take the
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required action without delay, keeping the OTC informed of the situation. The OTC and/or assigning commander
retains the power to negate any particular action.
Note
Command by negation is called command by veto in the North Atlantic Treaty
Organization (NATO).
1.11.3 Composite Warfare Commander
The CWC is the officer to whom the OTC has assigned all of his authority and assigned functions for the overall
direction and control of the force. The OTC retains the power to negate any particular action by the CWC.
The OTC may designate more than one CWC in a maritime OA. For example, with multiple carrier strike groups
and/or amphibious ready groups (ARGs) operating within a maritime OA, each group may have its own CWC. In
some cases, they might all operate under a single CWC. See Chapter 6 for a description of support operation
situations and the different organizational constructs an OTC can elect to use when two or more task
organizations are operating in the same maritime OA.
See Chapter 2 for further discussion of CWC functions and responsibilities.
1.11.4 Warfare Commanders
Subordinate to the CWC are five warfare commanders:
1. Air and missile defense commander (AMDC)
2. Antisubmarine warfare commander (ASWC)
3. Information operations warfare commander (IWC)
4. Strike warfare commander (STWC)
5. Surface warfare commander (SUWC).
Note
When the level of activity and complexity in the multiple mission areas involved are
manageable, the tasks of ASWC and SUWC can be combined into one commander,
titled the sea combat commander (SCC). In this situation there would be four warfare
commanders instead of five.
The warfare commanders are responsible for collecting and disseminating information and, in certain situations,
are assigned authority to respond to threats with assigned assets. Warfare commanders, when so authorized, may:
1. Autonomously initiate action. The OTC and CWC retain the power to negate any particular action by the
warfare commanders.
2. Deploy weapons and sensors, regardless of the commander exercising TACON of the unit in which the
weapon and or sensor is installed.
See Chapter 3 for further discussion of warfare commanders.
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1.11.5 Functional Group Commanders
The CWC may form temporary or permanent functional groups within the overall organization. Functional groups
are subordinate to the CWC and are usually established to perform duties which are generally more limited in
scope and duration than those acted upon by warfare commanders. In addition, the duties of functional group
commanders generally span assets normally assigned to more than one warfare commander. There is no fixed list
of functional groups. The following is an alphabetized list of common functional group commanders:
1. Ballistic missile defense commander (BMDC)
2. Maritime interception operations commander (MIOC)
3. Mine warfare commander (MIWC)
4. Screen commander (SC)
5. Underway replenishment group commander (URG CDR).
Functional group commanders are responsible for collecting and disseminating information. In certain situations,
they are assigned authorities to respond to threats with assigned assets. When authorized, functional group
commanders may:
1. Autonomously initiate action. The CWC controls actions through command by negation.
2. Deploy weapons and sensors, regardless of the commander exercising TACON of the unit in which the
weapon and or sensor is installed.
See Chapter 4 for further discussion of functional group commanders.
1.11.6 Coordinators
Coordinators are asset and resource managers. They carry out the policies of the OTC or CWC, if assigned, and
respond to the specific tasking of either warfare commanders or functional group commanders. Coordinators
differ from warfare and functional group commanders in that coordinators execute tasking but do not initiate
autonomous actions. The following is an alphabetized list of coordinators commonly utilized in whole or in part
by composite warfare organizations:
1. Airspace control authority (ACA)
2. Air resource element coordinator (AREC)
3. Common tactical picture manager (CTPM)
4. Cryptologic resource coordinator (CRC)
5. Force track coordinator (FTC)
6. Helicopter element coordinator (HEC)
7. Submarine operations coordinating authority (SOCA)
8. Tomahawk land attack missile launch area coordinator (LAC).
See Chapter 5 for further discussion of coordinators.
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1.11.7 Standard Call Sign Convention for Warfare, Functional Commanders, and Coordinators
Warfare, functional group commanders, and coordinators are typically assigned a two-letter call sign (CS)
associated with their respective assigned duty. This convention allows a clear picture of the command
organization and provides a quick and easy reference for commanders to utilize cross-warfare area
communications. Association of two-letter call signs with the composite warfare structure does not preclude the
use of daily changing call signs. The first letter (prefix) of each call sign signifies a specific composite warfare
organization. The alpha (A) prefix is reserved for JFMCC/numbered fleet commanders. Per Figure 1-6, the
second letter (suffix) of each call sign signifies a specific commander or coordinator within a composite warfare
organization. For example, the first composite warfare organization could be allocated the prefix B, a second
composite warfare organization prefix C; therefore, call sign CW is the AMDC of the second composite warfare
organization. The alpha (A) suffix is reserved for the OTC. The “AA” call sign is always reserved for
JFMCC/numbered fleet commanders who retain OTC command functions.
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Position
Title
Primary
CS
Alternate
CS
Command
Officer in tactical command (OTC)
‘__A’1
None
Warfare Commander
Composite warfare commander (CWC)
‘__B’
‘__V’
Warfare Commanders
Air and missile defense commander (AMDC)
‘__W’
‘__C’
Antisubmarine warfare commander (ASWC)
‘__X’
‘__Y’
Information operations warfare commander (IWC)
‘__Q’
‘__E’
Sea combat commander (SCC)2
‘__Z’
None
Strike warfare commander (STWC)
‘__P’
‘__K’
Surface warfare commander (SUWC)
‘__S’
‘__T’
Ballistic missile defense commander (BMDC)
‘__U’
None
Maritime interception operations commander (MIOC)
‘__J’
None
Mine warfare commander (MIWC)
‘__G’
‘__F’
Screen commander (SC)
‘__N’
‘__D’
Underway replenishment group commander (URG CDR)
None
None
Airspace control authority (ACA)
None
None
Air resource element coordinator (AREC)
‘__R’
‘__R’
Common tactical picture manager (CTPM)
None
None
Cryptologic resource coordinator (CRC)
None
None
Force track coordinator (FTC)
None
None
Helicopter element coordinator (HEC)
‘__L’
‘__L’
Submarine operations coordinating authority (SOCA)
None
None
Tomahawk land attack missile launch area coordinator (LAC)
None
None
Functional Group
3
Commanders
Coordinators
Notes
1. The alpha prefix is reserved for JFMCC/numbered fleet commanders. Therefore when the JFMCC/numbered fleet CDR is
also the OTC the JFMCC/numbered fleet commander CS is ”AA.”
2. Sea combat links ASWC and SUWC duties under one commander. SCC activation is situational dependent.
3. Functional groups are established to perform duties which are generally more limited in scope and duration than those
acted upon by warfare commanders. Commanders establish functional groups to meet operational tasking and are not
limited to those described.
Figure 1-6. Standard Call Sign Convention for Warfare, Functional Commanders, and Coordinators
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CHAPTER 2
Composite Warfare Commander
The product champion of naval combined arms warfare was Admiral Thomas Hayward, and his
command and control doctrine was called composite warfare commander (CWC). The CWC concept
provided the command and control not only for a carrier battle group, but also for carrier battle groups
operating together. It divided missions according to the environment in which they occur (air, surface,
subsurface, etc.), giving individual warfare commanders authority for defense and offense operations in
their areas. The unique feature of CWC is that functional warlords, such as the antisubmarine warfare
(ASW) and antiair warfare (AAW) commanders, carry out specified tasks on their own initiative
without having to consult the overall commander for detailed instructions. They have the authority to
make tactical decisions and control the forces assigned to them, keeping the task group commander
fully informed. If the warfare commanders task the same asset in conflicting missions, such as asking
the aircraft carrier to launch different types of aircraft at the same time, the task group commander
would weigh in and give direction and assign priorities. Thus in the CWC concept, control by the task
group commander is maintained by negation.
Warfighting and Disruptive Technologies
Disguising Innovation
By: Terry C. Pierce
2.1 INTRODUCTION
The OTC of any naval task organization can create a composite warfare organization whenever and to whatever
extent required, depending upon the composition and mission(s) of the force, the environment in which the force
is operating, and the nature and severity of the threat.
The OTC may retain CWC command functions. However, the OTC and CWC are always separate and distinct
even when the same commander fills both roles. The OTC may assign CWC command functions to a subordinate
commander. In the case of a widely disbursed force, the OTC may designate sector CWCs.
The CWC controls warfare commanders by providing guidelines for operational conduct (OPGEN/OPTASKS)
and using command by negation, (see paragraph 1.11.2). To properly execute command by negation the CWC
must be cognizant of the tactical picture in all warfare tasks and must be able to correlate information obtained
from external nontactical sources with the CTP. Today’s platforms are uniquely outfitted with tactical digital
information links (TADILs) communications and intelligence, surveillance and reconnaissance (ISR) system
support. It requires special planning and knowledgeable operators to ensure a single, coordinated, integrated
tactical display is created without degradation. This integrated system is used to develop and maintain the CWC’s
CTP. For this reason, the CWC designates a single node to ensure planning and execution of multi-TADIL
operations and identification of interoperability issues to support all warfare tasks during Navy-only operations, as
well as operations with joint or allied forces.
The CWC also controls the composite warfare organization by ensuring shifts between primary and alternate
commanders are correctly and efficiently accomplished. Usually, a warfare commander initiates such transfers,
which are a result of a debilitating casualty. Sometimes, a warfare commander or the CWC will initiate transfers
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for tactical reasons, such as the need to counter a threat in a specific sector or to accommodate changes in
emission control (EMCON) conditions.
2.2 CONSIDERATIONS REGARDING THE ASSIGNMENT AND LOCATION OF COMPOSITE
WARFARE COMMANDER
The CWC requires a clear tactical picture to effectively control forces. To maintain such a picture, the CWC must
be located where computer and communication resources are readily accessible and have optimum facilities for
the receipt, processing, and display of information concerning unit readiness and the operational environment.
Experience has shown that a CWC can best control and coordinate operations when embarked on an aircraft
carrier, nuclear (CVN), amphibious command ship (LCC), amphibious assault ship (general-purpose) (LHA) or
amphibious assault ship (multipurpose) (LHD) class ship. In a force that has a CVN and either an LHA or LHD,
the CWC will typically embark on the CVN as it provides direct access to the AREC.
2.3 COMPOSITE WARFARE COMMANDER COMMAND FUNCTIONS
The OTC assigns command functions in one of two ways: either by designating the command functions for which
a subordinate commander is responsible, or by designating a subordinate to a duty with a predefined list of
command functions. Duties are associated with warfare tasks (e.g., air and missile defense (AMD), ASW,
maritime interception operations (MIO), MIW operations, or screening). For each duty there are some command
functions assigned to the CWC and others assigned to either the CWC or another subordinate commander. Many
of the command functions assigned to the CWC are applicable to one or more duties, while others are specific to
only one.
2.4 COMMAND FUNCTIONS THE COMPOSITE WARFARE COMMANDER SHALL NOT
REASSIGN
Most of the command functions assigned to the CWC can be further assigned to subordinate commanders.
However, in accordance with ATP 1 some cannot. Many of these command functions impact multiple warfare
areas and/or force operations. Others impact only a specific mission area. The command functions which the
CWC shall not reassign are listed in the below paragraphs and Appendix A.
2.4.1 CWC Command Functions Associated with Multiple Warfare Areas and Force Operations
The CWC may not reassign the following command functions associated with multiple warfare commander duties
or force operations:
1. Formulate and promulgate general plans and, when necessary, specific guidance to the force for AMD,
ASW, BMD, MIO, STW, and SUW.
2. Formulate and promulgate general employment guidance for:
a. AMD planned responses
b. Air resources
c. BMD
d. Convoy defense
e. Cryptologic resources
f. Electronic warfare (EW), to include electronic warfare support (ES), electronic protection (EP) and
electronic attack (EA)
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g. MIW
h. Submarine operations
i. Tomahawk land-attack missile (TLAM).
3. Designation of primary and alternate commanders and coordinators for ACA, AMDC, AREC, ASWC,
BMDC, CRC, CTMP, FTC, HEC, IWC, LAC, MIOC, MIWC, SC, STKC, SUWC, and URG CDR.
4. Promulgate Information Operations guidance as it affects AMD, ASW, BMD, MIO, STW, and SUW.
5. Formulate and promulgate guidance for planned responses in AMD, ASW, BMD, MIO, MIW, and SUW.
6. Ordering degrees of readiness 10 for AMD, ASW, BMD, MIO, and SUW.
7. Assigning subordinate commands to AMDC, ASWC, BMDC, MIOC, SC, STWC, and SUWC.
8. Establishing and promulgating the surveillance areas for air, 11 surface, and subsurface.
9. Stating requirements for nonorganic air support for AMD, ASW, BMD, MIO, STW, and SUW.
10. Establishment of tactical intelligence, environmental reconnaissance, and surveillance requirements in
conjunction with organic intelligence support for strike, BMD, and MIO.
2.4.2 CWC Command Functions Associated with Air and Missile Defense
CWC may not reassign the following command functions associated with AMD:
1. Nominating regional air defense commander (RADC) when directed
2. Liaising with the joint ACA regarding airspace management procedures and forwarding related airspace
management requests.
2.4.3 CWC Command Functions Associated with Antisubmarine Warfare
CWC may not reassign the following command functions associated with ASW:
1. Formulate and promulgate guidance for acoustic:
a. Emissions
b. Deception including use of acoustic decoys.
2. Formulate IO guidance for ASW.
Note
See ATP 1 for the one classified command function associated with the ASW mission
that the OTC can assign to the CWC, but the CWC may not reassign further.
10
11
Degrees of readiness is not weapons status (e.g., white/tight). See section 1430 of MTP 1(D) for further discussion.
Where a joint ACA has been established, this function will be coordinated with the AMDC.
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2.4.4 CWC Command Function Associated with Screening
CWC may not reassign the following command function associated with screening:
Establishing the area in which the SC(s) accomplish assigned duties.
2.4.5 CWC Command Functions Associated with Airspace Control
Note
There is only one ACA for a delineated airspace. Navy tactical commanders are
responsible for airspace control when operating independently; (i.e., not operating as
part of a larger joint force that includes an ACA for the joint operations area
(JOA)/theater). Accordingly, this discussion applies only to Navy independent
operations.
CWC may not reassign the following command functions associated with AMD:
1. Establishing and promulgating force air coordination area.
2. Promulgating airspace control guidance.
3. Establishing (when this is not established by civil control authorities) and promulgating aircraft separation
and coordination procedures in the force air coordination area.
2.4.6 CWC Command Functions Associated with Information Operations
CWC may not reassign the following command functions associated with IO:
1. Formulating guidance for decoy/jamming operations.
2. Ordering EMCON plan in force and changes in response to the TACSIT.
3. Establishing communications security (COMSEC) monitoring plan and designating on each net a warfare
commander, coordinator, or unit COMSEC monitor (e.g., AMDC is COMSEC monitor on AMDC net)
2.4.7 CWC Command Functions Associated with Convoy Operations
CWC may not reassign the following command functions associated with convoy operations:
1. Establish close liaison with the convoy commodore for safe navigation of the convoy and instruct on how
to order emergency turns.
2. Designate appropriate warfare and functional commanders.
3. Promulgate the emission guidance for both escorts and convoy.
2.4.8 CWC Command Function Associated with Maritime Interception Operations
Establishing and promulgating the MIO operational area, is the only command function associated with MIO the
CWC may not reassign. This function may not be assigned below the CWC.
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2.4.9 CWC Command Functions Associated with Submarine Operations Coordinating Authority
CWC may not reassign the following command functions associated with SOCA:
1. Request TG or support submarines as required. (Not applicable for submarines permanently assigned to the
TG.)
2. Promulgate communications procedures and protocols required for coordinated submarine operations
applicable to the specific scenario (see Chapter 6, NWP 3-21.0, Coordinated Submarine/Task Group
Operations Manual).
3. Provide assigned submarines with tailored intelligence support by force summary message.
4. As required, exchange on-scene tactical coordination and intelligence information with assigned
submarines. Maintain an updated force situation report for immediate relay on tactical circuits.
5. When assigned by the SUBOPAUTH, assume TACON of designated submarines.
2.5 COMPOSITE WARFARE COMMANDER DIRECTORATES AND WATCH TEAMS
The CWC is supported by a staff organized by directorates, (paragraph 2.5.1), and watch teams, (paragraph 2.5.2).
Figure 2-1 shows how the staff directorates and watch teams support the different processes of the commander’s
decision cycle. The staff directorates primarily support the CWC with assessment, planning, and directing
processes of the commander’s decision cycle. They also manage systems and processes internal to their staff
directorate. CWC watch teams support the commander with monitoring and assessment processes.
The CWC staff directorates replicate those used by joint commands. The smaller CWC staff size typically means
that some CWC directorates work with two or more directorates at the joint command. This mirroring of staff
organizations facilitates communications between these commands and permits interchange of ideas and concepts
between the operational and tactical level command decision cycles. Similar to the joint command directorates,
the CWC directors provide staff supervision of related processes, activities, and capabilities associated with the
basic joint functions described in JP 3-0, Joint Operations. For example, the intelligence directorate focuses on the
intelligence function while the operations directorate focuses on movement and maneuver, fires, and many aspects
of protection.
CWC watch teams monitor the CTP, other tactical displays, and communication networks. They ensure the CWC
is informed when warfare commanders’ actions may require CWC attention and or action, (e.g., command by
negation). Additionally, they provide the CWC and warfare commanders information from sources outside the
composite warfare organization. Each CWC will tailor its watch organization to the mission, the operational
environment, and the tactical force. Typical CWC watch areas are the tactical flag command center (TFCC) and
supplementary plot (SUPPLOT). TFCC monitors general service (GENSER) networks and communications while
SUPPLOT monitors special intelligence (SI) networks and communications.
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Figure 2-1. Composite Warfare Commander Directorate and
Watch Support of CWC’s Decision Cycle
2.5.1 CWC Directorates
A staff assigned to a Navy administrative command supports the CWC. Typically, this staff is sourced from a
carrier strike group staff, expeditionary strike group command element, or an amphibious squadron staff. It is
organized by directorates that support CWC execution of both administrative and operational responsibilities.
Directorate administrative responsibilities and watch team composition are specified in the command’s standard
organization and regulations manual. Operational responsibilities depend on the duty and mission/task assigned to
the commander. Typically, the staff intelligence directorate (N-2), staff operations directorate (N-3), and staff
logistics directorate (N-4) have a significant role supporting the commander when assigned CWC duty by the
OTC.
Note
Communications is an OTC command function. See Chapter 1 for discussion on
communication support to tactical forces. When the OTC is also the CWC, the CWC
communications/information systems directorate (N-6) will accomplish these tasks.
Care should be exercised to ensure equitable distribution of network access among the
task organizations.
2.5.1.1 Intelligence Directorate
The primary operational responsibility of the N-2 is to provide timely, tactically relevant intelligence from the
analysis and fusion of often disparate data sources. The CWC’s N-2 provides analysis and operational intelligence
(OPINTEL) to the CWC and warfare commanders. OPINTEL is received from a variety of sources, including the
fleet broadcast, CTP-supporting TADILs, integrated undersea surveillance system and communications and ISR
system infrastructures, plus SI circuits. The N-2 combines received OPINTEL with on-scene intelligence
assessments and then disseminates material related to force operations, typically using a record message. Urgent
intelligence requiring more rapid distribution is passed via the quickest means available.
Accurate and timely intelligence is an essential element in the planning and successful execution of military
operations across the spectrum of conflict. Properly executed, intelligence provides an assessment of an
adversary’s capabilities, vulnerabilities, tactics, and intentions enabling the CWC and other warfare commanders
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to plan for and employ combat power more effectively. Intelligence is also a critical component supporting the
force protection mission.
N-2 responsibilities may include, but are not limited to the following:
1. Providing the intelligence staff, all SUPPLOT watch teams, and supporting intelligence organizations a
clear understanding of friendly objectives, intent, plans, and conduct of task organization operations.
2. Prioritizing the intelligence requirements. This is guided by the CWC’s critical information requirements.
3. Requesting additional intelligence capabilities through established command channels.
4. Synchronizing intelligence support with CWC planning, operations, and execution.
5. Determining organic intelligence capabilities and shortfalls.
6. Developing a CWC collection plan.
7. Providing fused, tailored, and timely all-source intelligence to the CWC and warfare commanders.
8. Keeping the JFMCC/numbered fleet commander N-2 and deputy N-2 commanders informed of the current
intelligence situation, priorities, and requirements.
9. Monitoring movement, status, and activities of national, theater, and organic intelligence and intelligencerelated assets.
10. Apprising the CWC and CWC staff of intelligence capabilities and limitations, as well as the potential
effects on operations.
11. Developing and refining the intelligence estimate.
12. Managing the CWC’s intelligence preparation of the operational environment (IPOE) process and
products.
13. Identifying potential adversary centers of gravity and decisive points to support CWC planning.
14. Ensuring intelligence support for targeting is sufficient to support commander objectives and subsequent
target recommendation and/or nomination at the joint force commander’s (JFC’s) joint targeting
coordination board.
15. Identifying liaison, coordination, and communications requirements with higher, adjacent, and subordinate
intelligence organizations.
16. Validating warfare commanders’ intelligence information requirements.
17. Determining security requirements for intelligence information.
2.5.1.2 Operations
The primary operational responsibility of the N-3 is to assist the commander in the execution of assigned OTC
command functions for the direction and control of operations, from planning through completion of specific
operations. In this capacity, the N-3 plans, coordinates, and integrates operations for all commands assigned to the
CWC.
N-3 responsibilities include but are not limited to the following:
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1. Serve as principal advisor to the CWC on operational matters for assigned, attached, and supporting forces
within the maritime OA.
2. Assist the CWC in the direction and control of operations.
3. Plan, coordinate, and integrate task organization operations.
4. Monitor current operational status of friendly forces and conduct current operations planning.
5. Recommend task organization and warfare commander assignments.
6. Recommend and publish plans and orders.
7. Assess operations for CWC.
8. Request modification of assigned maritime OA.
9. Develop guidance and tasks as requirements for warfare commanders.
10. Identify the requirement for additional combat forces.
11. Formulate requests to higher HQ for the use of lethal and nonlethal weapons not under CWC control.
12. Manage the CWC’s assessment process.
13. Disseminate the results of operational planning, assessment, and coordination.
14. Train maritime forces.
15. Supervise meteorological and oceanographic (METOC) support.
16. Plan, coordinate, monitor, and integrate joint air operations, and coordinate and integrate the use of
airspace and joint air defense in the JOA when the JFC does not designate a joint force air component
commander (JFACC), ACA, or area air defense commander (AADC).
17. Conduct analysis and coordination of future operations during the execution phase.
18. Organize the functional aspects of the CWC watch teams to include establishing and directing the TFCC.
2.5.1.3 Logistics
The N-4 advises the CWC of the logistics support that can be provided for the tactical plan presented in the
OPGEN. In general, the N-4 formulates policies for the CWC’s approval to ensure effective logistics support for
all forces assigned and attached to the CWC.
Navy TFs or TGs are to be self-supporting to the maximum extent feasible. The ability of the logistics
infrastructure, particularly that internal to the force, to maintain materiel readiness and sustainability over long
periods of time is a key to operational effectiveness. TF/TG commanders coordinate and monitor materiel
resupply and the provision of other logistics services within their forces. Designated ship or air wing personnel
often carry out these coordination functions as additional duties. The N-4 typically carries out overall planning
and monitoring functions. Logistics encompasses a wide range of functional areas, of which supply is one.
Similarly, logistics coordination within a task organization involves the entire spectrum of logistics functions,
ranging from maintenance, health care, and personnel administration to cargo transportation. A more in-depth
discussion of these functional areas can be found in the NWP 4-08, Supply, series.
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N-4 responsibilities may include, but are not limited to the following:
1. Coordinate the overall task organization logistics functions and requirements.
2. Advise the CWC concerning task organization logistics matters that affect mission accomplishment.
3. Formulate task organization logistics policies.
4. Monitor critical classes of supply support capabilities for the purpose of mission tasking and economy of
resources and allocating critical resources.
5. Arrange for and monitor transportation movement requirements. Also, assess capabilities and limitations of
assigned and attached forces, supporting commands, and agencies.
6. Coordinate the operation of transportation nodes within the JOA including air and sea ports, and beaches.
7. Exercise staff supervision or cognizance over applicable military engineering matters (e.g., construction,
maintenance, and site development).
8. Coordinate maintenance, recovery, and salvage operations.
9. Assist the JFMCC/numbered fleet commander’s surgeon in developing the logistics aspects of the
maritime forces health service support system.
10. Refine logistics operations security (OPSEC) planning guidance, ensure logistics-related activities are
conducted to eliminate OPSEC vulnerabilities, and support military deception initiatives.
11. Maintain liaison with the JFMCC logistics directorate and logistics organizations in subordinate task
organizations.
12. Provide reporting guidance and ensure use of published procedures for positive control of personnel and
assets during deployment, sustainment, and redeployment operations.
2.5.2 CWC Watch Teams
Typically within CWC flag ships, there are two specially constructed spaces for the CWC watch teams. TFCC
monitors GENSER networks and communications while SUPPLOT monitors SI networks and communications.
The leadership of the CWC’s watch team is in TFCC. SUPPLOT directly supports TFCC. The unique
communications circuitry and network nodes within these spaces allow the CWC watch team to monitor and
assess force execution of CWC direction. They provide the CWC situational awareness and are the primary
resource for implementation and coordination of CWC plans developed in the near time horizon.
TFCC and SUPPLOT watch teams:
1. Manage dynamic targeting.
2. Direct warfare commanders and assigned attached forces.
3. Resolve resource allocation conflicts externally with supporting/supported commands and internally
between warfare and functional commanders.
4. Coordinate and synchronize operations externally with supporting/supported commands and internally
between warfare and functional commanders.
5. Coordinate and monitor operations.
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6. Monitor execution of ISR operations — coordinate real-time shift of ISR resource tasking if required.
7. Manage input into the JFMCC/numbered fleet commander’s common operational picture (COP).
8. Provide tactical assessment of past and current operations.
9. Coordinate and monitor execution of the CWC’s portion of the JFMCC/numbered fleet commander’s IO
plan.
10. Provide situation reports (SITREPs) on force activities to the JFMCC/numbered fleet commander.
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CHAPTER 3
Warfare Commanders
3.1 INTRODUCTION
As discussed in Chapter 1, the CWC elects to exercise either centralized or decentralized command of the tactical
force. When exercising decentralized command, the CWC may retain or reassign command functions to
subordinate commanders. Such assignment does not mean that the CWC relinquishes command authority over
subordinates. It does mean that the subordinate is given some or all of that same authority over forces assigned to
him/her by the CWC.
Typically, the CWC will assign a collection of command functions associated with a duty/warfare task, (see
Appendix A). When a duty/warfare task involves the control of weapons deployment and/or sensor system
employment across the entire force, the assigned commander is designated a warfare commander. There are five
warfare commanders under the CWC (see Chapter 2): AMDC, ASWC, IWC, STWC, and SUWC. The CWC may
retain one or more of these duties/warfare tasks.
The following paragraphs address each warfare commander, considerations for designating a commander as a
warfare commander, and typical command functions that may be assigned to each commander.
Note
Care should be exercised to ensure primary and alternate warfare commanders are not
on the same platform; for example, designating a DESRON commodore as the SUWC
and the commanding officer of the carrier upon which the DESRON commodore is
embarked as Alt-SUWC. It is highly probable that if the DESRON cannot exercise
SUWC duties, then the commanding officer of the carrier will also not be capable of
exercising them.
3.2 AIR DEFENSE COMMANDER
AMD consists of those measures taken to defend a maritime force against attack by airborne weapons launched
from aircraft, ships, submarines, and land-based sites. When ships are operating in or adjacent to a JOA, they are
to coordinate their AMD operations with those of the appropriate combined air operations center (CAOC), joint
air operations center (JAOC), or air operations center (AOC).
The AMDC is responsible to the CWC for defense of the force against air and ballistic missile threats unless a
separate BMDC has been designated. The AMDC is responsible for collecting, evaluating, and disseminating
AMD surveillance information to the CWC and the force, and also plans, directs, monitors, and assesses the
employment of AMD resources.
The AMDC should be an experienced commander with a capable staff, supported by a command center capable
of providing sufficient tactical awareness to manage AMD for the force. The AMDC should normally be assigned
on the most capable or experienced AMD ship that provides this level of support. Capable ship classes include
guided-missile cruiser (CG), guided-missile destroyer (DDG), CVN, LCC, LHA, LHD, or amphibious transport
dock (LPD)-17.
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Platform selection should maximize use of the command and control systems available within the force (e.g.,
Aegis, ship’s self-defense system, and advanced combat direction system). Physical space limitations, numbers of
watchstanders and their training, the operating environment (e.g., EMCON restrictions), and additional command
responsibilities should also be used to determine the most capable ship and commander for duties as AMDC.
The alternate AMDC should be assigned to a second AMD ship’s commanding officer not already assigned
warfare or functional group command responsibilities. Similar criteria as discussed for the AMDC should be used
when selecting the alternate AMDC.
The OTC’s functions in AMD, including those that may be assigned to the CWC/AMDC, are summarized in
Appendix A. When operating with a small force, the OTC will normally retain most AMD command functions.
When operating with a larger force, the OTC will normally assign most AMD command functions to the AMDC.
Regardless of any specific AMD duties that may have been assigned, the commanding officer of each ship is
responsible for the point defense of his/her ship.
Note
NWP 3-01, Air Defense, series describes AMD procedures used by a naval force at sea
when operating in isolation from shore AMD authorities.
3.3 TYPICAL FUNCTIONS ASSIGNED TO THE AIR DEFENSE COMMANDER
The following are typical command functions the CWC will assign to an AMDC:
1. Assisting CWC formulation of general AMD plans and, when necessary, specific guidance to the force.
2. Assisting CWC formulation of guidance on planned responses in AMD.
3. Recommending air defense warning conditions and weapons control status to CWC.
4. Providing requirements for nonorganic air AMD support to the CWC.
5. Recommending an alternate AMDC to CWC.
6. Recommending the air surveillance area to CWC.
7. Requesting assignment of air- and surface-capable AMD units to AMDC for
detection/localization/identification/recognition and reporting air contacts.
8. Recommending RADC/sector air defense commander (SADC) to CWC for submission to/approval by the
OTC/JFMCC for follow-on submission to JFACC for JFC approval.
9. Supporting liaison with the joint ACA regarding airspace management procedures and forwarding related
airspace management requests.
10. Developing and implementing the air surveillance and defense plan.
11. Dividing the AMD area into sectors, if required.
12. Designating force track coordinator-Air (FTC-A).
13. Designating link management units.
14. Establishing the requirements for shipborne/organic air support and forwarding requests to AREC/HEC.
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15. Assigning stations, sectors, and/or patrolling areas, and designating control units (air control unit (ACU))
for aircraft assigned defensive counterair (DCA) missions, keeping ACA informed.
16. Establishing and promulgating the identification safety range and safety sectors for all friendly aircraft and
any special areas or zones established for aircraft safety and identification, or to prevent mutual
interference in coordination with the ACA.
17. Establishing joining control procedures for aircraft assigned DCA missions.
18. Promulgating identification criteria, required recognition levels, and required recognition confidence
levels.
19. Issuing criteria for weapon release and expenditure (a matrix if applicable).
20. Exercising TACON, including stationing and maneuvering of assigned surface AMD capable units, in
accordance with the OTC’s policies and plans.
21. Coordinating and controlling air surveillance.
22. Coordinating and controlling use of all force sensors in AMD.
23. As appropriate, designating and disseminating all reported contacts and using all available information to
maintain a complete air plot of the surveillance area.
24. Coordinating movements of friendly aircraft within the air surveillance area in cooperation with the ACA.
25. When the TACSIT dictates, issuing periodic AMD SITREPs and other reports, including situation
summaries (SITSUMs) and daily AMD intentions messages.
26. Controlling AMD nets, especially with respect to procedural integrity and security in reporting COMSEC.
The AMDC may in turn assign some of this responsibility to sector AMDCs and/or FTC-A.
27. Coordinating and controlling employment of all force AMD weapons and resolving conflicts between
tactical use of weapons and demands for aircraft safety.
28. Coordinating and ordering the launching and stationing of alert AMD aircraft.
29. Exercising command by negation over all AMD actions initiated by other units of the force.
30. Providing assets to assist other commanders in prosecuting the threat, as available.
31. Other classified functions as specified in ATP 1 vol I.
3.4 ANTISUBMARINE WARFARE COMMANDER
ASW should not be confused with undersea warfare (USW). Undersea warfare is a broad and more encompassing
term inclusive of ASW and MIW as well as other undersea offensive and defensive operations. The composite
warfare organization does not include a USW commander. JP 1-02 provides the following definitions:
1. ASW — Operations conducted with the intention of denying the enemy the effective
use of submarines.
2. USW — Operations conducted to establish and maintain control of the underwater
environment by denying an opposing force the effective use of underwater systems and
weapons. It includes offensive and defensive submarine, ASW, and MIW operations.
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Navy command structures exist to support theater, joint force, Navy task organization, and CWC ASW: Each
command structure will normally have its own ASWC. For CWC doctrine, the term “ASWC” denotes the
commander exercising ASW command functions assigned by the OTC. The ASWC is responsible to the CWC for
the defense of the force against submarine threats. The ASWC is responsible for collecting, evaluating, and
disseminating antisubmarine surveillance information to the CWC and the force, and also plans, directs, monitors,
and assesses the employment of antisubmarine resources.
The ASWC should be an experienced commander with a staff and a command center capable of providing
sufficient tactical awareness to manage ASW for the force. This command center should support temporary
installation of acoustic and non-acoustic sensor performance prediction systems tailored to reinforce ASW search
operations. Typically, a destroyer squadron commodore embarked on the CWC’s flagship is the ASWC. The
ASWC’s staff is augmented with representatives of the fixed, rotary wing ASW communities, and naval
oceanographic analysis team personnel. When ASW is assigned as the primary mission of submarines operating
with a naval force, and if the ASWC is also designated as SOCA, a qualified submarine officer may be assigned
to the ASWC to act as SEC to achieve required coordination.
The alternate ASWC should also be assigned to a destroyer squadron commodore if one is available (e.g., dual
carrier operations). If one is not available, an ASW ship’s commanding officer not already assigned warfare or
functional group command responsibilities should be assigned as the alternate ASWC. Similar criteria as those
discussed for the ASWC should be used when selecting the alternate ASWC.
The OTC’s functions in ASW and those that may be assigned to the CWC/ASWC are summarized in Appendix
A. When operating with a small force, the OTC will normally retain most ASW command functions. When
operating with a larger force, the OTC will normally assign most ASW command functions to the ASWC.
Regardless of any specific ASW duties that may have been assigned, the commanding officer of each ship is
responsible for the defense of his/her ship.
Note
NWP 3-21, Antisubmarine Warfare, contains the antisubmarine procedures which the
ASWC and force use, while NTTP 3-21.1, Antisubmarine Warfare Commander’s
Manual, provides a detailed description of the roles and responsibilities of the ASWC.
Additional information regarding the SEC is presented in NWP 3-21.0, Coordinated
Submarine/Task Group Operations Manual.
3.5 TYPICAL FUNCTIONS ASSIGNED TO THE ANTISUBMARINE WARFARE COMMANDER
The following are typical command functions the CWC will assign to an ASWC:
1. Assisting CWC formulation of ASW plans and, when necessary, specific guidance to the force.
2. Assisting CWC formulation of acoustic emission guidance and active sonar interference avoidance plan.
3. Assisting CWC formulation of acoustic deception guidance, including the use of acoustic decoys.
4. Assisting CWC formulation of guidance on planned responses in ASW.
5. Recommending ASW degrees of readiness to CWC.
6. Providing water space management recommendations to CWC in conjunction with SOCA and SEC.
7. Identifying requirements for nonorganic ASW air support to CWC.
8. Recommending an alternate ASWC to CWC.
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9. Recommending the subsurface surveillance area to CWC.
10. Communicate and coordinate ASW activities with commanders conducting ASW activities adjacent to the
CWC’s surveillance area.
11. Requesting assignment of surface and subsurface ASW units to ASWC for detection, localization,
identification, and recognition and reporting subsurface contacts.
12. Developing and implementing the subsurface surveillance plan.
13. Dividing the ASW area into sectors, if required.
14. Designating sector ASWCs (SASWCs), as required.
15. Designating a force track coordinator-subsurface (FTC-SS).
16. Implementing the acoustic part of the EMCON plan.
17. Establishing the requirements for organic ASW air support and forwarding requests to AREC/HEC.
18. Assigning sectors and/or patrol areas and designating control units for ASW aircraft keeping the AMDC
and the ACA informed.
19. Establishing joining and control procedures for ASW aircraft keeping the AMDC and ACA informed, in
accordance with AMDC direction.
20. Promulgating identification criteria, required recognition levels, and required recognition confidence
levels.
21. Issuing criteria for weapons release and expenditure (a matrix if applicable).
22. Ordering measures to evade submarines, including tactical torpedo countermeasures in accordance with
CWC directives and NTTP 3-21.33, Surface Torpedo Attack Tactics/Countermeasures/Evasion Manual
(the SC will normally order consequential maneuvering).
23. Issuing specific instructions to all friendly units to prevent mutual interference between submarines in
support, towed array surface ships, and all other friendly units.
24. Exercising TACON, including stationing and maneuvering of assigned surface ASW units and aircraft
whose primary mission is ASW.
25. Coordinating and controlling subsurface surveillance.
26. Coordinating and controlling employment of all force ASW weapons and sensors.
27. Evaluating information and promulgating classification in the force when more than one ASW unit is
reporting and classifying a contact.
28. As appropriate, designating and disseminating all reported contacts and using all available information to
maintain a complete subsurface plot of the surveillance area.
29. When required by the TACSIT, issuing periodic ASW SITREPs and other reports, including SITSUMs.
30. Controlling ASW nets especially with respect to procedural integrity and security in reporting COMSEC.
The ASWC may in turn assign some of these functions to sector ASWCs and/or FTC-SS.
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31. Issuing threat warnings (SUBSURFACE).
32. Ordering the launch and employment of alert aircraft to counter the submarine threat.
33. Coordinating contact prosecution, including coordination with the SC.
34. Forming and detaching search attack units (SAUs), or directing the SC to dispatch SAUs, and liaising with
other warfare commanders, as required.
35. Providing assets as available to assist other commanders in prosecution of the threat.
36. Directing employment of force decoys according to the guidance formulated by the CWC.
37. Promulgating plans to conduct acoustic deception in accordance with the guidance formulated by the
CWC.
38. Other classified functions as specified in ATP 1, vol I.
3.6 INFORMATION OPERATIONS WARFARE COMMANDER
The IWC is responsible to the CWC to shape and assess the information environment; achieve and maintain
information superiority; develop and execute IO plans in support of CWC objectives; and support other warfare
commanders.
When assigning the IWC, a primary consideration is the ability to closely coordinate with CWC assets configured
for EW operations, SUPPLOT or expeditionary plot, ship signals exploitation space, EW module, and other
supporting IO elements of the force. Close coordination is vital to the IO planning process and to IO combat
operation monitoring and assessment. Given the operational and strategic implications associated with this
warfare area, IWCs are typically senior commanders such as CVN, LHA, and LHD commanding officers. The
alternate IWC should be assigned to a commander not already assigned warfare or functional group command
responsibilities that has access to SI circuitry and possesses a firm understanding of IO.
The OTC’s functions in IO, including those that may be assigned to the CWC/IWC, are summarized in Appendix
A. When operating with a small force, the OTC will normally retain most IO command functions. When
operating with a larger force, the OTC will normally assign most IO command functions to the IWC. Regardless
of any specific IO duties that may have been assigned, the commanding officer of each ship is responsible for its
defense.
Note
NWP 3-13, Information Operations, series describes IO procedures used by the IWC
and force.
3.7 TYPICAL FUNCTIONS ASSIGNED TO THE INFORMATION OPERATIONS WARFARE
COMMANDER
The following are typical command functions the CWC will assign to an IWC:
1. Assisting OTC or CWC in force IO planning and integration.
2. Assisting OTC or CWC in force EW planning and integration.
3. Coordinating and controlling force ES assets and disseminating ES information within the force.
4. Coordinating and controlling force EA assets.
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5. Assisting OTC or CWC in force computer network defense (CND) to include planning, integration,
monitoring, and protecting information systems against both internal and external threats.
6. Recommending force information operations condition (INFOCON) and River City profile to OTC or
CWC.
7. Assisting OTC or CWC in force OPSEC planning and integration.
8. Recommending force military deception (MILDEC) plans to OTC or CWC.
9. Recommending force PSYOP plans to OTC or CWC.
10. Assisting OTC or CWC in ensuring force reflects numbered fleet/JFMCC/JFC strategic communications
and maritime influence goals.
11. Liaising with other warfare commanders to ensure IO is effectively integrated into daily operations.
12. Recommending IO PPRs to the OTC or CWC.
13. Recommending alternate IWC to CWC.
14. Recommending the force EMCON profile to OTC, including in responding to changes in the tactical
situation. This includes coordinating with ASWC to manage acoustic emissions.
15. Assisting OTC or CWC to establish a COMSEC monitoring plan.
16. Formulating and promulgating, as force spectrum manager, the force afloat electromagnetic spectrum
operations program.
17. Coordinating with ACA, AREC, and HEC for support aircraft.
18. With CRC, coordinating employment of ES and cryptologic sensor equipment in support of force tactical
intelligence requirements.
19. Directing the employment of force chaff resources.
20. Developing, coordinating, and practicing preplanned responses for countersurveillance, counterinfluence,
and countertargeting.
21. Integrating real time ES contact reports with indications and warnings to recommend force defensive
measures and readiness conditions to OTC or CWC.
22. Monitoring force actions to ensure they remain aligned with previously directed strategic communications
policy and objectives.
23. Integrate indications and warning and special communications for BMD with the BMDC.
3.8 STRIKE WARFARE COMMANDER
STW consists of naval operations to destroy or neutralize enemy targets ashore. This includes attacks against
strategic, operational, or tactical targets from which the enemy is capable of conducting or supporting air, surface,
or subsurface operations against friendly forces. When ships are operating in or adjacent to a JOA, they
coordinate STW operations with the appropriate CAOC, JAOC, or AOC.
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The STWC is responsible to the CWC for planning, directing, monitoring, and accessing CWC force airborne
power projection ashore. Typically, the STWC does not plan or direct Tomahawk cruise missile missions. The
STWC integrates or coordinates carrier air wing (CVW) resources with TLAM missions via the LAC and
Tomahawk strike coordinator (TSC), and naval surface fire support (NSFS) missions via the NSFS coordinator.
Targets are engaged using all authorized, assigned, and supporting assets to achieve required destruction of
adversary forces while minimizing own force losses.
The overall thrust of the STWC’s effort is offensive. The STWC plans, directs, monitors, and assesses assigned
strike missions. The CWC decision on the timing and extent to which control of STW forces will be assigned to
the STWC depends on the actual political, operational, and TACSIT.
The STWC should be an experienced commander with direct access to the flagship, key strike planning
personnel, and the intelligence center. Typically, a CVW commander embarked on the CWC’s flagship is the
STWC for carrier groups. The amphibious squadron commodore is the STWC for amphibious groups. The staff
of the STWC should include air wing representation, cruise missile and NSFS officer augmentation, and
intelligence support.
The alternate STWC should, when two carrier groups are operating together, be assigned to the CVW commander
on the alternate CWC’s flagship. Otherwise, the alternate STWC should be a Tomahawk ship commanding officer
not already assigned warfare or functional group command responsibilities. If long term activation of the alternate
STWC will occur, augmentation with CVW personnel should occur.
The OTC’s functions in STW, including those that may be assigned to the STWC, are summarized in Appendix
A. When operating with a small force, the OTC will normally retain most STW command functions. When
operating with a larger force, the OTC may assign STW command functions to the STWC.
It is highly likely that the OTC will retain all/most STW command functions if the tactical force conducts STW.
Note
NWP 3-03, Strike Warfare Operations, series describes STW procedures used by a
naval force operating in isolation from other friendly air resources.
3.9 TYPICAL FUNCTIONS ASSIGNED TO THE STRIKE WARFARE COMMANDER
The following are typical command functions the CWC will assign to a STWC:
1. Assisting CWC formulation of general STW plans and, when necessary, specific guidance to the force.
2. Identifying requirements for nonorganic STW air support to CWC.
3. Recommending an alternate STWC to CWC.
4. Requesting assignment of ships, submarines, and aircraft from CWC.
5. Assisting CWC establishment of tactical intelligence, environmental reconnaissance, and surveillance
requirements to support strike missions in conjunction with organic intelligence support.
6. Establishing the requirement for organic STW air support and forwarding requests to AREC/HEC.
7. Issuing criteria for weapon release and expenditure (a matrix if applicable).
8. Exercising TACON of assigned STW assets in accordance with OTC guidance and plans.
9. Coordinating and controlling the employment of all force STW weapons.
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10. Establishing joining and control procedures for STW aircraft and keeping the AMDC and ACA informed
in accordance with the AMDC’s directives.
11. Submitting timely and accurate mission reports.
12. Coordinating required support during ingress/egress and within target area with IWC and CWC N-2.
3.10 SURFACE WARFARE COMMANDER
SUW encompasses operations conducted to destroy or neutralize enemy naval surface forces and merchant
vessels. These operations typically include planning and directing surface surveillance coordination and war-atsea-strikes, offensive and defensive, by both aircraft and missiles.
The SUWC is responsible to the CWC for force action against surface threats. The SUWC collects, evaluates, and
disseminates SUW surveillance information, and plans, directs, monitors, and assesses the employment of SUW
resources.
The SUWC should be the most qualified commander embarked on a ship, well suited in all respects to support the
SUWC functions. Facilities permitting, the SUWC should be embarked in a CVN/LHA/LHD or, if possible, in a
ship equipped with a robust Global Command and Control System-Maritime (GCCS-M) and cryptologic
capabilities to facilitate surface contact management. Due to SUW expertise and experience, a destroyer squadron
commander will normally be assigned duties as the SUWC for a carrier group. Typically, there is not a destroyer
squadron staff assigned to an ARG; therefore, SUWC duties will usually be assigned to the amphibious squadron
commander or the commanding officer of the amphibious commander’s flagship. The alternate SUWC is often a
cruiser commanding officer who is not assigned other warfare command duty. The SUWC’s staff should be
augmented by aviation community representatives, including attack, airborne early warning (AEW), ship-based
SUW helicopter, and land-based maritime patrol personnel.
The alternate SUWC should be assigned to a destroyer squadron commodore or if one is not available, a SUW
ship commanding officer not already assigned warfare or functional group command responsibilities. Similar
criteria as those discussed for the SUWC should be used when selecting the alternate SUWC.
The OTC’s functions in SUW, including those that may be assigned to the SUWC, are summarized in Appendix
B. Typically, when operating with a small force, the OTC will normally retain most SUW command functions.
When operating with a larger force, the OTC will normally assign most SUW command functions to the SUWC.
Regardless of any specific SUW duties that may have been assigned, the commanding officer of each ship is
responsible for the defense of his/her ship.
Note
NWP 3-20, Surface Warfare, series contains SUW procedures used by the SUWC and
force.
3.11 TYPICAL FUNCTIONS ASSIGNED TO THE SURFACE WARFARE COMMANDER
The following are typical command functions the CWC will assign to a SUWC:
1. Assisting CWC formulation of SUW plans and, when necessary, specific guidance to the force.
2. Assisting CWC formulation of guidance for planned responses in SUW.
3. Recommending SUW degrees of readiness to CWC.
4. Identifying requirements for SUW air support to CWC.
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5. Recommending alternate SUWC to CWC.
6. Recommending the surface surveillance area to CWC.
7. Requesting CWC assignment of units to SUWC for detection, localization, identification, recognition, and
reporting surface contacts.
8. Developing and implementing the surface surveillance plan.
9. Dividing the SUW area into sectors, if required.
10. Designating sector SUWCs (SSUWCs).
11. Designating a force track coordinator-surface (FTC-S).
12. Establishing the requirement for organic SUW air support and forwarding requests to AREC/HEC.
13. Assigning sectors and/or patrol areas and designating control units for SUW aircraft, keeping ACA
informed.
14. Establishing joining and control procedures for SUW aircraft and keeping the AMDC and ACA informed,
in accordance with the AMDC’s directives.
15. Promulgating identification criteria, required recognition levels, and required recognition confidence
levels.
16. Issuing criteria for weapons release and expenditure (a matrix if applicable).
17. Exercising TACON, including stationing and maneuvering of assigned surface SUW units, in accordance
with the OTC’s tasking and plans.
18. Coordinating and controlling surface surveillance.
19. Coordinating and controlling use of all force sensors in SUW.
20. As appropriate, designating and disseminating all reported contacts using all available information to
maintain a complete surface plot of the surveillance area.
21. When required by the TACSIT, issuing periodic SUW SITREPs and other reports, including SITSUMs.
22. Controlling SUW nets, especially with respect to procedural integrity and security, in reporting COMSEC.
The SUWC may in turn assign some of this responsibility to sector SUWCs and/or FTC-S.
23. Issuing surface threat warnings.
24. Coordinating and controlling employment of all force SUW weapons.
25. Ordering aircraft launch and tasking to counter hostile surface contacts. SUWC establishes aircraft alert
requirements and OTC retains alert launch authorization unless specifically assigned.
26. Directing the employment of force chaff resources in SUW.
27. Forming and detaching surface action groups (SAGs), directing the SC in dispatching SAGs, and liaising
with other warfare commanders, as required.
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28. Providing assets as available to assist other commanders in prosecution of the threat.
29. Issuing weapon restrictions and orders.
3.12 SEA COMBAT COMMANDER
The SCC is an optional position which integrates ASW and SUW warfare tasks under one commander. In
addition to SUW and ASW, other warfare tasks that may be assigned to the SCC are: HEC, MIWC, SC, SOCA,
and MIO commander. When activated, the SCC plans, directs, monitors, and assesses CWC tasks in support of
the JFMCC/numbered fleet commander’s maritime support plan for sea control.
The CWC must carefully evaluate the feasibility of the SCC option against the force size, mission objectives,
complexity, and threat intensity for each commander/coordinator. Designation of an SCC is most appropriate for a
medium-size force and smaller, operating in a low to moderate threat environment where the full focus of a
warfare commander’s efforts do not need to be concentrated singularly on a critical warfare task. As an example,
the presence of a single threat submarine can quickly overload a SCC unless augmented by additional planners
and watchstanders. The SCC offers advantages over the traditional CWC arrangements by:
1. Simplifying and streamlining command in a compressed littoral operational environment.
2. Improving maritime situational awareness.
3. Increasing efficiency by placing the responsibility for integrating ASW and SUW search planning, asset
allocation, and tactical direction under a single commander.
The SCC is normally a destroyer squadron (DESRON) commodore for a carrier group and a senior ship
commanding officer for an amphibious task organization, (e.g., LHA/LHD/CG). Because of the broad scope of
the SCC’s responsibilities and the amount of communications and ISR system support the SCC requires, an
alternate SCC is not normally designated. If the SCC is operating in an environment where mission saturation
may occur, SCC duties should be split out into their original sub-tasks (SUW, ASW, MIO, etc.) and assigned to
separate commanders, as appropriate.
3.13 TYPICAL FUNCTIONS ASSIGNED TO THE SEA COMBAT COMMANDER
The CWC may assign to the SCC the command functions necessary to plan SC operations, to establish SC
guidance, and to control assigned assets to implement the SC plan. The principal duties and responsibilities
assigned to a SCC are listed in Appendix A.
3.14 SECTOR WARFARE COMMANDERS
When the force is dispersed, the CWC or warfare commanders (when authorized) may appoint sector warfare
commanders. Sector warfare commanders need not be assigned in all warfare tasks simultaneously. For example,
the CWC may assign sector AMDCs while designating only one force ASWC and SUWC. Sector warfare
commanders report to their primary force warfare commander.
A sector warfare commander will be subject to the overriding authority (veto) of the CWC or parent warfare
commander, but is otherwise vested with most of the prerogatives and responsibilities of a warfare commander.
Sector warfare commanders have the following functions:
1. Direction Functions:
a. Designating local warfare coordinators.
b. Assigning, as appropriate, specified functions to other units in the sector.
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c. Attaching aircraft to appropriate units for control.
d. Initiating action against a threat if no action has been initiated by other units in assigned sector.
e. Exercising overriding authority (veto) over all actions initiated by other units in assigned sector.
2. Coordination Functions:
a. Resolving with other sector warfare commanders problems of coordination on or near the borderlines
between sectors to ensure the efficient change of reporting responsibility and to avoid mutual
interference.
b. Coordinating the effective employment of aircraft and missiles within his/her sector.
3. Control Function: Controlling the communications nets within the sector and warfare tasks.
4. Additional Duties:
a. Requesting the launch of land-based alert aircraft if no carrier is allocated to assigned sector.
b. Keeping the CWC or parent warfare commander informed of evaluated threats and the location of
friendly units that could be mistaken as hostile.
c. Issuing SITREPs for the benefit of the units in his sector.
3.15 INTERACTIONS BETWEEN WARFARE COMMANDERS
Warfare commanders are responsible for the collection of information in their particular task, and disseminating
information about those tasks to the CWC and to the force. Warfare commanders will maintain continuous liaison
with each other to ensure timely flow of mutually supporting information and avoid mutual interference. Each
warfare commander inserts significant information relevant to his/her warfare task into the CTP supporting
TADILs and communications, and ISR systems infrastructures. Multimission ships typically have weapons
systems that have effective ranges extending beyond the local area in which the ship is operating. Effective
planning and coordination among warfare commanders is required for optimal stationing of multimission ships
for combat operations and to prevent mutual interference while simultaneously enabling mutual support. The
commander with TACON of the ship(s) controls the dynamic process of stationing ships. Since warfare
commanders are normally assigned the command function to coordinate and control all force weapons associated
with their warfare task, they will direct employment of weapons on ships not under their TACON (see Chapter 1
for discussion on assigning of command functions). Situations may arise in which one commander has TACON of
a ship and another is coordinating and controlling the employment of that ship’s weapons and sensor systems. If
firing the weapon does not interfere with tasking from the commanders with TACON of the ship, there is
generally no problem; however, if significant maneuvering is required, coordination between the appropriate
warfare commanders is vital in prosecuting the threat. A temporary shift of TACON might be required. Command
relationships need to be clear up, across, and down the chain of command. The CWC resolves disagreements
between the warfare commanders.
Close coordination among warfare commanders is essential for optimizing the use of multimission-capable
resources, exchanging information about the operational environment, and guarding against inadvertent
engagements between friendly units.
Warfare commanders work together to:
1. Assist IWC formulation of force electromagnetic spectrum management and EMCON plans.
2. Assist CWC formulation of general employment policies for:
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a. AMD planned responses
b. Air resources
c. Convoy defense
d. Cryptologic resources
e. EW to include ES, EP, and EA
f. MIW
g. Submarine operations
h. TLAM.
3. Coordinate with CWC transfer of ship TACON between warfare commanders, provided CWC has
assigned this command function to these commanders.
4. De-conflict TLAM overwater routes with ship stationing and aircraft operations.
5. Define critical signals of interest.
6. Determine force disposition that will effectively counter air, surface, and subsurface threats.
7. Ensure data feeds to the CTP are maintained and accurate.
8. Establish and enforce aircraft joining, control, identification, and exiting procedures.
9. Establish common grid reference system.
10. Establish procedures to transfer real time control of aircraft from one warfare commander to another.
11. Exchange information on positions of hostile or potentially hostile units capable of launching antiship
cruise missiles and/or surface-to-air missiles.
12. Implement procedures that will protect aircraft supporting each warfare commander from attack by hostile
aircraft and fratricide. Misidentification of aircraft supporting a warfare commander jeopardizes that
aircraft and dilutes AMD efforts.
13. Maintain awareness of friendly submarine operating areas.
14. Maximize capabilities of multimission platforms (i.e., a ship or aircraft tasked with ASW should also
provide sensor input to SUW and AMD CTPs).
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INTENTIONALLY BLANK
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CHAPTER 4
Functional Group Commanders
4.1 INTRODUCTION
The OTC, CWC, or warfare commanders may designate temporary or permanent functional groups. Functional
groups conduct a specific activity that supports the OTC’s overall mission with a subset of the OTC’s force within
the OTC’s OA. The establishing authority determines the command authority and functions of the functional
group commander which is promulgated in the OPGEN or OPTASK. Typically, these commanders exercise
TACON of both assigned and attached ships and aircraft (see NWP 3-32 for discussion of attached and assigned).
When the functional group is operating near the vital area (paragraph 6.6) or other ships assigned to the OTC, the
weapons and sensors of platforms assigned and attached to the functional group commander are monitored and
controlled by the OTC or assigned warfare commander. When the functional group is operating away from the
vital area and other ships assigned to the OTC, typically, the functional group commander is assigned all
command functions associated with warfare tasks (Chapter 3).
The OTC activates functional groups as required. When activating a functional group, the OTC specifies the
command authority and command functions assigned to its commander. In addition, the OTC addresses the
relationships between functional group commanders and warfare commanders. Use of functional groups is
situational dependent. There is no fixed list of functional groups that an OTC, CWC, or warfare commander may
activate. These commanders are subject to command by negation from either the OTC, CWC, or warfare
commanders. Common functional groups the OTC, CWC, or warfare commanders use include:
1. BMD
2. MIO
3. MIW
4. Screen
5. Underway Replenishment.
4.2 BALLISTIC MISSILE DEFENSE
BMD consists of those measures taken to defend forces and designated locations on the defended asset list from
ballistic missile attack. The OTC and/or CWC coordinates BMD planning through the JFMCC’s BMD center/cell
and/or a functional task force commander designated by the JFMCC to coordinate maritime force-integrated air
and missile defense (IAMD) operations. Execution of the BMD mission may be conducted under the command of
the OTC in accordance with guidance provided by the area air defense commander or regional air defense
commander, if assigned.
When a CWC is assigned a BMD mission, and the size and complexity of the operation dictates, a BMDC will be
assigned and activated. The BMDC is responsible to the CWC for defense of the force and designated areas
ashore against ballistic missile threats. The BMDC is responsible for collecting, evaluating, and disseminating
BMD surveillance and engagement information to the CWC, the force, and higher command authorities. The
BMDC also plans, directs, monitors, and assesses the employment of BMD resources assigned to the CWC. The
BMDC should be an experienced commander, supported by adequate command and control systems and planning
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tools capable of providing sufficient tactical awareness to manage BMD for the force. The BMDC should
normally be assigned on the most capable or experienced BMD ship that provides this level of support. Because
of the broad scope of the BMDC’s responsibilities and the amount of communications and ISR system support the
BMDC requires, an alternate BMDC is not normally designated.
The OTC’s functions in BMD, including those who may be assigned to the CWC/AMDC, are summarized in
Appendix B. When operating with a small force, the OTC will normally retain most BMD command functions.
When operating with a larger force, the OTC will normally assign most BMD command functions to the BMDC.
Note
JP 3-01, Countering Air and Missile Threats, provides introduction on Navy
integration into the joint air defense command and control system.
4.3 TYPICAL FUNCTIONS ASSIGNED TO THE BALLISTIC MISSILE DEFENSE COMMANDER
The following are typical command functions the CWC will assign to a BMDC:
1. Assisting OTC integration of force BMD plans into the OTC’s plans and, when necessary, providing
specific guidance to the force.
2. Assisting OTC formulation of guidance for BMD planned responses.
3. Coordinating and controlling use of maritime force BMD sensors.
4. Controlling BMD nets, especially with respect to procedural integrity and security in reporting COMSEC.
5. Coordinating and controlling employment of all force BMD weapons.
6. Defining requirements for protection of Navy BMD forces.
7. Directing and controlling BMD actions of forces assigned.
8. Disseminating criteria for weapon release and expenditure (a matrix if applicable).
9. Establishment of OTC plans, policies, priorities, and overall requirements for BMD ISR activities.
10. Exercising command by negation over all BMD actions initiated by other units of the force.
11. Exercising TACON, including stationing and maneuvering of assigned surface BMD capable units, in
accordance with the OTC’s policies and plans.
12. Identifying requirements for nonorganic BMD support to the OTC/CWC.
13. Planning and coordinating BMD actions of forces assigned to the OTC.
14. Recommending BMD degrees of readiness to the OTC.
Note
OTC cannot set degree of readiness lower than that established by AADC.
15. Support the CTF designated by the JFMCC to coordinate maritime force IAMD operations or if not
assigned, direct liaison with the AADC/RADC responsible for counterair operations from the maritime
domain.
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4.4 MARITIME INTERCEPTION OPERATIONS
In order to ensure the security of navigable waters, U.S. naval commanders may be called upon to enforce
sanctions or national policies imposed unilaterally by a state, multilaterally by two or more states, or as directed
by other regional authority or the United Nations Security Council. Such missions are referred to as MIO.
MIO is the act of intercepting suspect vessels to determine if they are transporting goods or persons prohibited by
the sanctioning agency to or from a specific nation, nations, or nonstate sponsored organizations. Actions taken
during MIO may include the following:
1. Sending armed boarding parties to visit vessels bound to, through, or out of a defined regional area.
2. Examining boarded ship’s crewmembers’ papers, documentation, and cargo.
3. Searching for evidence of contraband to include weapons of mass destruction or material required in the
production of these weapons.
4. Diverting vessels failing to comply with the guidelines set forth by the sanctioning body or nation.
5. Seizing suspect vessels and their cargo that refuse to divert.
6. Destroying vessels and cargo, if necessary.
The primary objective of MIO is to determine if the vessel is in compliance with the tasking authorities’ stated
reason for interception and subsequent boarding. The secondary objective is to gather information about:
1. The ship's itinerary and future intentions.
2. Military and merchant activity in and around the embargoed nation’s ports.
3. A vessel’s potential affiliation and/or support of suspected terrorist organizations.
MIO missions will involve international law, U.S. policy, and political considerations. The MIOC is normally a
DESRON or amphibious squadron commodore, as the scope of the MIOC’s duties requires a dedicated
commander and staff trained to execute this specialized duty.
The MIOC must be embarked in a platform with the capability to develop and maintain a good surface
surveillance plot and with adequate communications capability for MIO.
Because of the broad scope of the MIOC’s responsibilities and the amount of communications and ISR systems
support the MIOC requires, an alternate MIOC is not normally designated.
Note
Commanders must be familiar with NWP 1-14M, The Commander’s Handbook on the
Law of Naval Operations, what constitutes a consensual boarding, as well as terms such
as Right of Approach, Right of Visit. NTTP 3-07.11M, Maritime Interception
Operations, contains MIO procedures which the MIOC and assigned/attached force use.
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4.5 TYPICAL FUNCTIONS ASSIGNED TO A MARITIME INTERCEPTION OPERATIONS
COMMANDER
The following are typical command functions the CWC will assign to a MIOC:
1. Developing and implementing the MIO surveillance plan.
2. Dividing the MIO area into sectors, if required.
3. Designating sector MIO commanders and on-scene commanders, as required.
4. Maintaining an accurate database of vessels previously challenged and/or boarded and disseminating that
information to MIO forces.
5. Establishing the requirement for air support and forwarding requests to AREC/HEC.
6. Assigning sectors and/or patrol areas and designating control units for aircraft, keeping AMDC informed.
7. In accordance with the AMDC’s directives (see Function 247), establishing joining and control procedures
for MIO aircraft, keeping the AMDC informed.
8. Identifying suspect vessels and prioritizing targets for query and possible visit, board, search, and seizure
(VBSS).
9. Authorizing boardings and assigning the on-scene commander, and boarding and assisting ships as
required.
10. Directing diversion of suspect vessels and assigning escort vessels.
11. Issuing criteria for levels of force to be employed (a matrix if applicable).
12. Determining when tracking and monitoring of a suspect vessel is no longer required.
13. Exercising TACON, including stationing and maneuvering of assigned surface MIO units, in accordance
with the OTC’s tasking and plans.
14. Coordinating and controlling MIO surveillance.
15. Coordinating and controlling use of all force sensors in MIO.
16. Designating and disseminating (as appropriate) all reported contacts using all available information to
maintain a complete surface plot of the surveillance area.
17. Issuing periodic MIO SITREPs (when required by the TACSIT) and other reports, including SITSUMs.
18. Controlling MIO nets, especially with respect to procedural integrity and security in reporting (COMSEC).
The MIO commander may in turn assign some of this responsibility to a sector MIO commander.
19. Developing a MIO communications plan to include assigning units VHF working channels and night signal
colors to be used for suspect vessel interrogation, to prevent mutual interference.
20. Ordering allocated aircraft launched and tasking aircraft employment against suspect vessels.
21. Providing assets as available to assist other commanders in the prosecution of threats to the MIO force and
other friendly forces.
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4.6 MINE WARFARE
MIW includes all aspects of designing, producing, and laying mines, as well as the parallel effort of designing,
producing, and operating all forms of mine countermeasures to combat the adversary’s mining campaign.
Planning and directing mine operations requires extensive subject matter expertise. For that purpose, the MIW
group is an organization of MIW units for the conduct of surface minelaying and/or mine countermeasures
(MCM) in maritime operations.
The MIWC is the principal advisor to the OTC on matters pertaining to MIW, responsible for coordinating the
laying of minefields in support of the OTC as well as supporting MCM forces, which are usually not under the
direct command of the OTC. Specific command functions of the MIWC include:
1. Employment of tactical mining against targets of opportunity using force assets.
2. Coordination with appropriate commanders for laying tactical minefields and the execution of mining
plans.
3. Tasking MCM forces assigned to the tactical command of the OTC.
4. Coordination with appropriate local commanders for response to enemy mining of choke points, safe
havens, or operating areas, and for the execution of MCM plans.
5. Maintaining and disseminating a plot of relevant MIW information to the force.
The OTC and/or CWC may retain MIWC command functions, assign them to a warfare commander, a MIWC
functional group commander, or designate the MIWC as a warfare commander should the expected threat dictate.
The MIWC may utilize an assigned MIW detachment to assist with MIW execution.
Note
NWP 3-15, Mine Warfare, series contains MIW procedures which the MIWC and
assigned/attached force use.
4.7 TYPICAL FUNCTIONS ASSIGNED TO THE MINE WARFARE COMMANDER
The following are typical command functions the CWC will assign to a MIWC:
1. Assisting CWC formulation of the force MIW guidance.
2. Recommending alternate MIWC to the CWC.
3. Acting as tasking authority for MCM forces assigned to the OTC in accordance with ATP 6.
4. Coordinating supporting MCM forces.
5. Coordinating with appropriate local commanders for response to enemy mining of choke points, safe
havens, or operating areas.
6. Coordinating with appropriate local commanders for the execution of MCM plans.
7. Requesting appropriate subarea commander to issue subarea navigation warnings resulting from MCM
operations by forces assigned to the OTC.
8. Coordinating the laying of minefields in support of the force.
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9. Planning and conducting tactical mining operations by assigned forces against targets of opportunity.
10. Coordinating with appropriate area commanders for laying tactical minefields.
11. Coordinating with appropriate area commanders for execution of mining plans.
12. Requesting appropriate subarea commander to issue subarea navigation warnings for minefields executed
by assigned forces.
4.8 SCREEN
Screens consist of multiple ships and serve to coordinate movement and position relative to each other. Typically,
they provide protection to high value units with screen ships seeking to place themselves between the adversary
and the high value unit. Typical large scale formations include an outer and inner screen. The outer screen
consists of AMD picket ships, towed array ships, or other ships operating at a considerable distance from the main
body and is normally TACON to a warfare commander. The inner screen provides defense around the high value
unit(s) against air, surface, and subsurface threats. The screening group is an organization of escort platforms,
which are typically multimission ships. Warfare commanders may have authority delegated to them to detach
ships from the screening group. Prior to detaching ships from the screen, warfare commanders should coordinate
actions with all other warfare commanders, the SC, and the CWC.
The SC is a functional group commander who will normally control movements for the ships in the inner screen
in accordance with recommendations received from the warfare commanders. Ships in the inner screen will
normally operate under the TACON of the SC. The SC, in accordance with the OTC’s or warfare commanders’
requirements, will assign the ships’ inner screen positions.
When escorting convoys, the role of the SC depends on the command functions which the OTC assigns. For a
mercantile convoy, the OTC is the senior commander of the escort ships and will likely retain SC command
functions. This construct is not altered when a more senior naval officer is present in a naval ship designated as
part of the convoy and not part of the escort. For a military convoy, the senior naval officer of the ships in convoy
and escorting ships will be designated the OTC of the combined force. When the OTC is embarked on a ship in
the convoy, the OTC will typically assign SC command functions to the senior commander in the escorting force.
See article 1306 of ATP/MTP 1.
Note
Screen commanders must be extremely cognizant of the change in high value units
during the transition from blue water operations to littoral operations. Since
amphibious operations in the littoral are normally conducted only upon establishment
of air supremacy while blue water operations are conducted when the air picture is still
in dispute, the changeover between the two modes of operating must take into
consideration the preponderance of the threat and the nature of the defenses of a CVN
versus an LHA or LHD. In the blue water phase of operations the threat can be from
air, surface, and subsurface adversaries and come from 360 degrees. In the littoral
phase of operations, the threat will likely come from an adversary vessel lying in wait
along the approach path of the amphibious high value unit, often embedded within
local civilian surface vessels. Because the base course to the landing area may involve
course changes, the SC must ensure that the screening ships remain in a position to
defend the amphibious high value unit from the threat posed by such a lurking enemy
in the littoral.
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4.9 TYPICAL FUNCTIONS ASSIGNED TO A SCREEN COMMANDER
The following are typical command functions the OTC or CWC will assign to a SC:
1. Recommending the alternate SC to the CWC.
2. Requesting from CWC assignment of forces to be employed in the inner screen(s).
3. Recommending the area in which the SC(s) accomplish assigned duties to the CWC.
4. Establishing the type of inner screen best suited to the threat(s), existing environmental conditions, forces
assigned, and other factors in accordance with guidance provided by the CWC and/or warfare
commanders.
5. Arranging inner screen design with the warfare commanders to ensure compatibility with the warfare
commander plans.
6. Acting as SASWC for inner screen.
7. Assigning necessary subsidiary duties to units assigned (plane guard, bathythermograph guard ships).
8. Stationing and employing ASW aircraft within the OA and designating control units, keeping the AMDC
and the ACA informed.
9. Ordering torpedo countermeasures for use by units assigned, in accordance with direction from ASWC.
10. Promulgating actions to be taken when submarine/surface contact is gained by a screen unit within the OA.
11. Promulgating the screen and screening stations to units assigned.
12. Exercising TACON, including stationing and maneuvering, of units assigned inner screen area.
13. Coordinating contact prosecution in conjunction with the ASWC.
14. Dispatching SAUs when directed by OTC/ASWC and adjusting the screen, accordingly.
15. Dispatching SAGs when directed by the OTC/SUWC and adjusting the screen, accordingly.
4.10 UNDERWAY REPLENISHMENT GROUP
Navy operations rely on replenishment at sea to achieve protracted underway missions. The Navy transports
products loaded on resupply ships forward to safe areas in the theater, and shuttles commodities loaded on singleproduct ships from these safe areas to multi-product ships stationed in the force. These multi-product ships
constitute the URG. They are the interface between the force and the Navy’s replenishment system. They operate
as integral units of the force and provide the force with its endurance.
The URG commander will typically be the senior commanding officer among the multi-product ships attached to
the force. The URG commander will coordinate logistics evolutions. The URG commander will:
1. Consolidate cargoes prior to the underway replenishment (UNREP) operation. Shall ensure, when the order
alongside has been received, that fleet freight and passengers are aboard the correct replenishment ship for
delivery.
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2. Work with the SC to coordinate a replenishment course and speed for optimum replenishment conditions,
taking into account unusual ship characteristics that might affect the replenishment or influence the order
alongside.
3. Ensure that replenishment ships transfer all passengers, mail, and fleet freight to consignees. Cargo may be
consolidated on one or more UNREP ships for further transfer or distribution to other UNREP ships. For
personnel transfers, one UNREP ship is customarily used as the intermediate transfer point.
Note
NTTP 4-01.4, Underway Replenishment contains underway replenishment procedures
used by the URG commander, assigned/attached multi-product ships, and other ships
in the force.
4.11 TYPICAL FUNCTIONS ASSIGNED TO AN UNDERWAY REPLENISHMENT GROUP
COMMANDER
The following are typical command functions the CWC will assign to a URG commander:
1. Issuing standing UNREP guidance (operational task replenishment at sea (OPTASK RAS)).
2. Monitoring inventories/quantities of commodities on board assigned UNREP ships in company with or
enroute to the TF/TG.
3. Monitoring inventory status of commodities on strike group ships, identifying problem areas, and
recommending solutions.
4. Recommending UNREP and resupply/consol schedules.
5. Ensuring UNREP ships pass through the designated rendezvous point on time.
6. Coordinating with the forward logistics site representative/LOG head coordinator to prioritize and direct
the loading of fleet cargo, fresh fruit and vegetables, and dairy products.
7. In the event of an anticipated commodity shortage, ensuring equitable distribution of available inventories.
8. During extended at-sea operations, when ships are not afforded opportunities for periodic pierside offload
of dry plastics trash and/or hazardous materials, arranging routine transfer of these materials from onstation forces to disposal facilities ashore via shuttle ship.
4.12 INTERACTIONS BETWEEN FUNCTIONAL GROUP AND WARFARE COMMANDERS
When designating a functional group command, the OTC, CWC, or warfare commander will specify the group
commander’s level of command independence. All group commands will have some degree of independence
from total independent operations to close support. When conducting integrated operations, the CWC will
establish a support command relationship between the group commander and other commanders in the force.
Note
Since the CWC is the common superior, he/she must establish the support command
relationship between functional group commanders and other commanders in the
force, even for those functional groups established by warfare commanders.
The CWC will promulgate an establishing directive to detail the level and type of support the functional group
commander will provide other commanders in the force and visa versa. When determining a group command’s
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level of independence, the OTC/CWC will evaluate the threat, anticipated OA, and proximity of the group
command comparing it to other elements of the force.
When a functional group is conducting independent operations, there will be minimal interaction between the
functional group commander and other commanders in the force. Typically, this will be just a daily exchange of
intentions messages. When a functional group is conducting integrated operations interaction between the
functional group commander and other commanders in the force increases, usually starting with exchange of CTP
and building to integration of command voice circuitry.
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CHAPTER 5
Coordinators
5.1 INTRODUCTION
Coordinators are asset and resource managers. They carry out the policies of the CWC and respond to the specific
tasking of either warfare or functional group commanders. Coordinators differ from warfare and functional group
commanders in that coordinators execute tasks or missions but do not initiate autonomous actions, nor do they
normally exercise TACON over assigned forces. The following is an alphabetized list of coordinators utilized in
whole or in part by composite warfare organizations:
1. ACA
2. AREC
3. CTPM
4. CRC
5. FTC
6. HEC
7. SOCA
8. LAC.
The command functions and responsibilities of coordinators are discussed in the following paragraphs of this
chapter.
5.2 AIRSPACE CONTROL AUTHORITY
The ACA develops policies and procedures for airspace control and for the coordination required among units
within the OA. Airspace control includes coordination, integration, and regulation of airspace for the purposes of
increasing operational effectiveness.
The ACA assumes overall responsibility for the operation of the air space control system in the airspace control
area. There is only one ACA for a delineated airspace. An OTC assigns an ACA only if it is operating
independently; no ACA will be assigned when the naval force is operating as part of a larger joint force that
already includes an ACA for the JOA/theater.
The ACA develops broad policies and procedures for airspace control and for the coordination required among
units within the OA. The ACA:
1. Establishes an airspace control system that is responsive to the needs of the OTC and CWC; provides for
integration of the airspace control system with others, such as regional partner nations; and coordinates and
deconflicts user requirements.
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2. Develops the airspace control plan and, after OTC or CWC approval, promulgates it throughout the OA.
Implementation of the airspace control plan is through the airspace control order (ACO), to which all
forces assigned and attached to the OTC or CWC must comply.
3. Provides the flexibility needed within the airspace control system to meet contingency situations that
necessitate rapid employment of forces.
Centralized direction by the ACA does not imply ACA assumption of OPCON or TACON of air assets, but rather
means the necessary specified control needed to accomplish mission execution. Matters on which the ACA is
unable to obtain agreement with warfare commanders will be referred to the CWC for resolution. The
responsibilities of the ACA are interrelated with those of the AMDC. Preferably, one individual will be assigned
the responsibilities of the ACA and the AMDC.
Within the naval force, the AMDC may be designated as the ACA. In a joint force context, the AMDC again
could become the ACA, particularly if designated as the area air defense commander. Regardless of whether the
AMDC has been assigned joint force responsibilities in addition to those of AMDC, they must comply with the
ACO.
Note
See JP 3-52, Joint Airspace Control for more guidance on the ACA.
5.3 TYPICAL FUNCTIONS ASSIGNED TO THE AIRSPACE CONTROL AUTHORITY
The following are typical command functions the CWC will assign to an ACA:
1. Recommending aircraft separation and aircraft coordination procedures in the force air coordination area to
the CWC when this is not established by civil control authorities.
2. Recommending the alternate ACA to the CWC.
3. Recommending the dimensions and location of force air coordination area to the CWC.
4. Designating ACUs for aircraft not assigned to warfare commanders/coordinators in liaison with the
AREC/HEC.
5. Supporting the AMDC in establishing airspace coordination measures, such as special areas or zones for
aircraft safety, identification, or prevention of mutual interference.
6. Supporting warfare commanders in establishing joining and control procedures for aircraft, if required.
7. Ensuring safe coordination of all aircraft when they are under TF/TG units’ TACON.
8. Coordinating air traffic, controlling, and monitoring aircraft movements within the force air coordination
area, ensuring altitude separation and traffic control, keeping AMDC and ACUs involved informed.
9. Coordinating and monitoring tactical employment of all force aircraft.
10. Ensuring that available weather information, including the altimeter pressure setting in millibars and
inches, is promulgated within the force air coordination area.
11. Supporting the AMDC in coordinating and reporting the movement of friendly aircraft.
12. Monitoring aircraft safety and coordination nets in conjunction with the ACU.
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13. Maintaining up-to-date information on all national and international airspace information and reservations
that are likely to affect the force, ensuring adequate clearance and non-violation by the force.
14. Promulgating restrictions on flying operations due to meteorological conditions, keeping the OTC/warfare
commanders informed.
15. Supporting the AMDC in resolving conflicts between tactical use of weapons and demands of aircraft
safety.
5.4 AIR RESOURCE ELEMENT COORDINATOR
The AREC allocates and apportions sea-based, fixed-wing air assets and CVN-based helicopters for the CWC.
The AREC apportionment and allocation decisions balance CWC guidance, requests of warfare and functional
group commanders, aircraft/CVN helicopter availability, accessibility, maintenance readiness, configuration, and
weapons load out. The goal of AREC allocation is effective aircraft/CVN helicopter utilization. The AREC
ensures that the CWC, warfare commanders, and other supporting coordinators are kept fully informed of fixedwing air operations, aircraft/CVN helicopter availability, assignment, and aircraft/CVN helicopter mission results
when these results are not reported by the aircraft/CVN helicopter directly.
5.4.1 Joint Force Responsibilities
When operating in a joint force, the AREC typically identifies excess sorties that are available for tasking outside
of the CWC’s controlled airspace. The CWC can elect to retain excess sorties or notify the JFMCC who will then
make them available to other Navy commanders or the JFACC for tasking. The AREC also identifies those CWC
warfare and functional group commander air requests that cannot be fulfilled by sea-based, fixed-wing air assets.
When this occurs, the CWC requests air assets from the JFMCC who may provide them from other Navy forces
or request them from the JFACC.
5.4.2 Generation of the Air Plan
The AREC generates the air plan, which reflects the requirements of the CWC, warfare commanders, aircrew
training, and maintenance. The air plan includes information on daily air operations and deck alert requirements.
The CWC may grant warfare commanders the authority to launch deck alert aircraft. The AREC must be aware of
such delegations of authority.
When operating within a joint force with a JFACC established, the AREC’s air plan and JFACC air tasking order
(ATO) should be drafted concurrently, with coordination via the naval and amphibious liaison element (NALE).
Normally, final mission information is drawn from the ATO for inclusion in the air plan. For sorties retained by
the JFMCC this information is generally limited to CS and identification friend or foe assignments. For sorties
made available for tasking and incorporated by JFACC into the ATO, the AREC’s air plan will include all
mission data.
The AREC notifies the force of all deviations from the air plan. Each warfare commander is responsible for
tracking and controlling assigned airborne assets. The AREC keeps abreast of the TACSIT to anticipate emergent
aircraft requirements.
The commanding officer of the CVN with the OTC and/or CWC embarked is normally designated as the AREC.
In an amphibious group, the tactical air control squadron commanding officer is designated as AREC.
Note
ATO generation procedures are discussed in JP 3-30 Command and Control for Joint
Air Operations.
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5.4.3
Typical Functions Assigned to the Air Resource Element Coordinator
The following are typical command functions the CWC will assign to an AREC:
1. Assisting CWC formulation of general employment guidance for air resources.
2. Supplying and apportioning air assets in response to warfare commanders’ requirements, informing them
of assets assigned to their tasking.
3. Tasking organic aircraft assigned to warfare commanders/coordinators.
4. Designating ACUs for aircraft not assigned to warfare commanders/coordinators in liaison with the ACA.
5. Passing orders and information to aircraft under his control to enable assigned tasks to be carried out.
6. Informing warfare commanders/coordinators of results obtained by air assets assigned to their tasking.
7. Sending aircraft availability reports.
8. Promulgating and updating flight schedules and aircraft readiness.
9. Planning and executing power projection air operations, as well as air operations against surface threats
when so directed by the SUWC or OTC.
10. Controlling aircraft operating against land targets.
5.5 COMMON TACTICAL PICTURE MANAGER
The CTPM is responsible for establishing, maintaining, assuring quality of, and disseminating the fused all-source
GENSER CTP. The CTPM uses the GCCS-M as the primary track processing, correlation, and display system to
provide the fleet commander, OTC, CWC, and subordinate warfare commanders with the tactical picture to
maintain situational awareness.
Any unit in the force should be capable of performing the CTPM duty. However, consideration must be given to
ensure the assigned platform has sufficient trained personnel and adequate communications connectivity to
receive the all-source data feeds required to provide the timeliest and most complete picture possible. Proximity to
the primary subordinate warfare commanders responsible for maintaining the CTP/COP is another consideration.
CTPM should be assigned to the platform hosting the SCC and/or the SUWC.
Within the Navy there exist two philosophies for CTPM assignment. One philosophy normally assigns this duty
to SCC because the SCC can maintain the best surface picture, while the other retains the CTPM duty with the
CWC and is typically associated with the interface control officer (ICO). 12
There are no specific command functions identified that the CWC would typically assign to the CTPM. Any
command functions assigned to the CTPM should be stated in the OPGEN or other directive designating the
position.
12
The ICO assigned to the CWC’s staff oversees operations of the FTC. The ICO is responsible for development and validation of the link
architecture and the interoperability and management of the multitactical data link networks. The CWC’s ICO coordinates with the joint
ICO to integrate the CWC’s common tactical picture into the theater COP.
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5.6 CRYPTOLOGIC RESOURCE COORDINATOR
The CRC is the officer assigned some or the entire OTC’s detailed responsibilities for management of cryptologic
assets, cryptologic coverage and tasking plans, personnel and augmentation requirements, cryptologic direct
support operations, signal security operations, direct service interfaces, cryptologic sanitation, and correlation
procedures.
The CRC should be collocated with the OTC staff and should have representatives in the CWC’s SUPPLOT
watch area. The alternate CRC should be located on the ship with the best cryptologic resources.
5.7 TYPICAL FUNCTIONS ASSIGNED TO THE CRYPTOLOGIC RESOURCE COORDINATOR
The following are typical command functions the CWC will assign to the CRC:
1. Assisting CWC formulation of general employment guidance for force cryptologic resources.
2. Recommending alternate CRC to the CWC.
3. Supplying and apportioning air assets in response to warfare commanders’ requirements, informing them
of assets assigned to their tasking (Only applicable if CRC has air resources assigned or attached).
4. Coordinating with CWC N-2/Communications Officer and the IWC to develop preplanned action to
disseminate signal intelligence information during EMCON or communications circuit outage/equipment
failure.
5. Coordinating with warfare commanders to position direction finding capable ships to enhance cryptologic
support to force.
6. Adjusting cryptologic coverage to meet emerging threats or revised intelligence requirements.
5.8 FORCE TRACK DATA COORDINATOR
The FTC is responsible for ensuring an effective Link 11/16 picture is available to the force. The FTC is
responsible for maintaining a clear tactical picture, maintaining the quality of CWC force information in the data
link, and for the tactical management of the data link within the force. The FTC manages all aspects of the force’s
data link and resolves any conflicts associated with this link. Authority to include or exclude participating units
from the link is absolute. Specifically, the FTC:
1. Coordinates the link CTP with regard to air contacts.
2. Resolves air identification conflicts.
3. Coordinates Link 11/16 frequency shifts.
4. Coordinates data link reference point and net control station/grid reference unit shifts.
5. Controls participating unit mode of operation.
6. Controls participating unit link entry/exit.
7. Coordinates gridlock and use of data filters.
8. Resolves dual/multi-track designations and track validity.
9. Keeps net cycle time at a minimum.
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10. Coordinates with/acts as joint track data coordinator.
The FTC also performs the following task organization/joint Link 16 coordination duties:
1. Coordinates time hack for TADIL J/Link 16 initiations.
2. Designates net time reference unit.
3. Designates navigation controller unit.
4. Designates Link 11/16 data forwarder.
5. Ensures deletion of aircraft information by ACU when aircraft recover.
The AMDC is normally designated as the FTC. Accordingly, the alternate AMDC is designated as alternate FTC.
5.9 FORCE TRACK COORDINATOR JOINT FORCE OPERATIONS
When the CWC’s force is part of a joint force, the FTC follows the direction and guidance of the joint interface
control officer (JICO). The JICO is the senior interface control officer for multitactical data link networks in the
joint force, responsible for development and validation of the architecture and the joint interoperability and
management of the multitactical data link networks. The JICO oversees operations of a joint interface control cell
and is assigned to the JFC’s staff.
5.10 HELICOPTER ELEMENT COORDINATOR
The HEC allocates and apportions helicopters for the CWC. The HEC apportionment and allocation decisions
balance CWC guidance, requests of warfare, and functional group commanders CVN helicopter availability,
accessibility, maintenance readiness, configurations, and weapons load out. In a multithreat environment, the
assets controlled by the HEC are in demand by many of the warfare and functional group commanders. The
HEC’s focus is effective utilization of force helicopters; therefore, it will in many ways parallel responsibilities of
the AREC.
The CWC must be made aware of helicopter scheduling, tasking, and flight operations in order to resolve
potential requirement conflicts. The HEC should promulgate a daily flight schedule.
HEC is generally assigned to the CWC, ASWC, SUWC, SCC, or the senior commanding officer of a helicopterequipped ship.
5.11 TYPICAL FUNCTIONS ASSIGNED TO THE HELICOPTER RESOURCES COORDINATOR
The following are typical command functions the CWC will assign to a HEC:
1. Assisting CWC formulation of general employment guidance for helicopter resources.
2. Supplying and apportioning helicopter assets in response to warfare commanders’ requirements, informing
them of assets assigned to their tasking.
3. Tasking organic helicopters to warfare commanders/coordinators.
4. Passing orders and information to helicopter(s) under his control to enable assigned tasks to be carried out.
5. Informing warfare commanders/coordinators of results obtained by helicopter assets assigned to their
tasking.
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6. Sending helicopter availability reports.
7. Promulgating and updating flight schedules and helicopter readiness.
5.12 SUBMARINE OPERATIONS COORDINATING AUTHORITY
The SOCA functions as the single point of contact in the composite warfare organization for the SUBOPAUTH
and individual submarines assigned. Assignment of a SOCA ensures unambiguous communications between the
force and SUBOPAUTH and avoids possible conflicting tasking requests for the same submarine from different
warfare commanders. The CWC may retain this duty or assign authority to a subordinate warfare commander,
typically the ASWC.
Note
Additional discussion regarding SOCA is found in NWP 3-21.0, Coordinated
Submarine/Task Group Operations Manual.
5.12.1 Typical Functions Assigned to the Submarine Operations Coordinating Authority
The following are typical command functions the CWC will assign to a SOCA:
1. Assisting CWC formulation of submarine operations guidance.
2. Recommending TG or support submarines augmentation to the CWC as required. (Not applicable for
submarines permanently assigned to the TG.)
3. Assisting CWC in the formulation of communications procedures and protocols required for coordinated
submarine operations applicable to the specific scenario.
4. Using the force summary message, recommending tailored intelligence support for assigned submarines to
the CWC.
5. Assisting the CWC exchange of on-scene tactical coordination and intelligence information with assigned
submarines. Maintaining an updated force situation report for immediate relay on tactical circuits.
6. Informing SUBOPAUTH of TF/TG intentions and movements.
7. Coordinating submarine and TF/TG waterspace management (WSM) requirements with SUBOPAUTH.
8. Providing SUBOPAUTH long-term submarine employment requirements and coordinating information.
9. Promulgating or otherwise ensuring all elements of the force, including nonorganic support units, have the
effective SUBOPAUTH, and a TG submarine area WSM allocation and status message for the area in
which they are operating, as applicable.
10. Acting as designated submarine-generated search area coordinating authority (see Appendix C, NWP
3-21.0, Antisubmarine Warfare).
11. Oversee on-scene operations to ensure submarine safety from attack by friendly forces (see Chapter 6,
NWP 3-21.0, Antisubmarine Warfare).
12. When authorized by the SUBOPAUTH, assume local WSM and PMI responsibilities for designated TG
submarines. Promulgate a WSM allocation and status message applicable to the task group submarine area.
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5.12.2 Submarine Element Coordinator
An SEC is required in task organizations contemplating TACON of one or more submarines assigned for
integrated operations. The SEC is not a warfare coordinator within the context of the composite warfare
organization. The SEC is a qualified submariner, preferably command qualified, who assists the SOCA in the
employment of submarines. The SEC is subordinate to, and serves on the staff of, the SOCA. If a warfare
commander is designated as SOCA, the SEC becomes an integral part of, and is collocated with, that warfare
commander’s staff.
Note
The specific duties of the SEC are specified in NWP 3-21.0, Antisubmarine Warfare,
series.
5.12.3 Submarine Advisory Team
Depending on scenario complexity and the number and location of assigned/supporting submarines, a SAT
supplements the SEC if additional watchstander personnel are required.
Note
The specific duties of the SAT are specified in NWP 3-21.0, Antisubmarine Warfare.
5.13 TOMAHAWK LAND ATTACK MISSILE LAUNCH AREA COORDINATOR
The LAC is responsible for leading launch operations for Tomahawk strikes. Though not part of the composite
warfare organization, the LAC’s duties are typically assigned to a commander within the composite warfare
organization. The LAC understands the tactical Tomahawk weapons system capabilities and limitations. The LAC
has knowledge of TLAM missions and assets assigned to platforms within the task organization, and are always
designated to coordinate on-scene requirements. If large distances separate launch baskets (e.g., Eastern
Mediterranean, Red Sea, and Arabian Gulf), it is appropriate for a LAC to be assigned to each geographic area.
The tasking authority (TA) designates the LACs for each strike, which typically reside with the TSC. The TSC
and supporting strike cell are normally a part of the JFMCC/numbered fleet commander’s staff. The LAC is
usually a carrier strike group commander, DESRON commodore, or the commanding officer of the senior launch
platform. The LAC requires access to mission data sets and sufficient communications capability with TA and all
Tomahawk launch platforms.
The LAC is directly responsible for all overwater flight deconfliction until the first preplanned waypoint
(FPPWP). Consequently, when ensuring safe Tomahawk overwater flight, the LAC will conduct extensive
communication with commanders and coordinators within the composite warfare organization. After FPPWP,
overwater deconfliction is the responsibility of the TA, who may assign that responsibility to the LAC if the LAC
has situational awareness tools and communications structure to support.
Note
Additional discussion regarding LAC and other command and control positions for
tactical Tomahawk weapon system employment is found in NWP 3-03.1, Tomahawk
Land Attack Missile Employment Manual.
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5.14 TYPICAL RESPONSIBILITIES OF THE TOMAHAWK LAND ATTACK MISSILE LAUNCH
AREA COORDINATOR
The following are typical responsibilities of the TLAM LAC:
1. Coordinating on-scene requirements.
2. Controlling surface ships’ launch basket maneuvers.
3. Stationing launch platforms inside the TLAM launch areas.
4. Coordinating with SOCA for guidance and assistance in contacting and directing submarines to their
launch areas.
5. Deconflicting missile fly-out routes and precision-strike Tomahawk divert areas.
6. Coordinating with AMDC to ensure missile not misidentified as hostile.
5.15 INTERACTIONS BETWEEN COORDINATORS AND WARFARE COMMANDERS
Coordinators receive warfare and functional group commander requests for services and/or resources and attempt
to fulfill them using CWC guidance. Coordinators allow the CWC and staff to focus on the primary mission of the
force without distracting resource appropriation and allocation, and/or service maintenance. When coordinators
cannot fulfill warfare or functional group commanders’ requests, the issue is raised to the CWC for discussion.
The coordinator is expected to provide the CWC recommendations on how to address this issue.
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CHAPTER 6
Integration of Navy Tactical Organizations
into Joint Command Structure
6.1 INTRODUCTION
The United States Navy’s traditional and doctrinal warfighting configuration is the fleet, commanded by a
numbered fleet commander or JFMCC. Typically, the fleet commander task-organizes assigned and attached
forces using the Navy’s administrative organization as its foundation. This is a historical organizational
framework from which extensive warfare doctrine flows. However, these organizational structures may not be
suited to modern operations commanded by a JFMCC. Typically, these joint operations require a robust, flexible
force structure that task organizes to mission. Planning must be flexible in order to establish and maintain air and
maritime superiority as prerequisites for sustained offensive power projection with varying force levels.
Joint mission demands, component support objectives, naval force availability, geographic environment, as well
as threat, all impact Navy force composition and the force commander’s organizational options. All structures
must adapt quickly to work effectively within the integrated joint/combined force that is assembled. Basic
command and organizational principles, discussed in Chapters 1–5, are still valid in ensuring successful operation
of a complex dynamic force, and should be seen as strengths in the integrated command structure. Navy command
doctrine is inherently adaptable to fit the commander’s mission requirements.
Command structure has a pyramid shape. There is a single individual at the top and then command layers of
increasing size are added to the organization. Each layer executes a command decision cycle linked to the cycles
of the layers above and below. These multiple interlocking interdependent decision cycles slows senior
commander decisionmaking processes. There is a constant push to remove layers (i.e., flatten the organization,
and thereby accelerate decision cycles). As layers are removed, the number of subordinates directly reporting to a
commander grows. There is a limit to the number of subordinates a single commander can effectively command.
This limit is commonly referred to as span of control.
Span of control is defined as narrow or wide. Commanders with narrow span of control, have few direct
subordinates, whereas commanders with wide span of control have many. Ideal span of control will vary. Narrow
span of control is typically exercised in fluid operations like combat. Wide span of control is typically exercised
in largely static operations such as theater security cooperation. A commander who must integrate and
synchronize subordinate operations (e.g., JFMCC) generally has a narrower span of control than a commander
who exercises mission control (e.g., CWC) and lets his subordinates work out the details of execution.
6.2 OPTIONS FOR ORGANIZING LARGE NAVY TACTICAL-LEVEL FORCES
Large Navy tactical forces typically support crisis operations. At commencement, a single administrative
organization, such as a numbered carrier strike group or amphibious squadron, is likely on station. When a second
organization arrives, the JFMCC/numbered fleet commander may establish a support command relationship
between them, order the two organizations to merge, or have them operate independently of each other. The
JFMCC/numbered fleet commander can either retain or assign the duty of OTC to a subordinate commander. If
OTC duties are assigned, typically, the next senior commander of the force is designated OTC. Other factors may
be considered such as experience in theater, existing theater command structure, warfare experience, and expected
duration of the operation.
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Once identified, the OTC has the non-delegable responsibility of creating the organizational structure which will
enable mission success. Typically, this is done in one of five ways:
1. Navy functions, (i.e., sea control, power projection)
2. Naval Warfare areas, (i.e., air, subsurface, surface)
3. Warfare tasks, (i.e., AMD, ASW, SUW, STW, amphibious, etc.)
4. Special mission, (e.g., anti-piracy, humanitarian civic assistance, convoy escort)
5. Geographic area, (e.g., Red Sea and South China Sea)
6. Platform centric, (e.g., surface ships, submarines, logistic ships)
7. Some combination of the above.
The selected task organizational structure should be extremely flexible and able to handle rapidly changing
requirements with great speed. Navy tactical-level commanders are expected to exercise initiative without the
need for intervention by the JFMCC/numbered fleet commander. An overly restrictive organizational construct
will dampen initiative.
Regardless of how Navy tactical-level forces are organized, the OTC retains the responsibility for the assigned
mission as well as the forces assigned and specifies the chain of command between OTC, CWC, warfare
commanders, functional commanders, and coordinators.
Note
Alignment of the task organization with the OTC, CWC, and warfare commander
chains of command is not required. Task organizations can reflect either this chain of
command or OPCON/TACON command relationships.
The OTC has four options for retaining or assigning the authority and responsibility for executing warfare tasks:
1. The OTC retains responsibility for all warfare tasks for the Navy tactical-level force.
2. The OTC retains the position as CWC assigning warfare tasks within specified geographic areas (or
sectors), potentially retaining any part of the overall task.
3. The OTC retains the position as CWC, and assigns one or more warfare tasks to one or more subordinate
commanders (e.g., designating a subordinate commander to act as the AMDC or SCC).
4. The OTC assigns the position of CWC and all warfare tasks to one or more subordinate commanders,
aligning the force in a way that will support successful integration into the overall joint warfighting
structure.
Coalition TGs and forces can be integrated in a similar fashion, capitalizing on the strengths associated with
combined operations, while respecting their limitations. Coalition navies are often an outstanding source of
functional group commanders or coordinators because of their specialized capabilities and skills. Coalition TGs
are normally led by flag officers. Giving them a warfare commander role may add to coalition cohesion provided
the platform on which they are embarked can support the mission. Amplifying information on coalition
integration can be found in Appendix B.
While challenging to pull together, an integrated maritime force, however structured, offers unity and flexibility
in command and generates maximum combat power. It generally allows for more efficient employment of assets,
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especially if the entire force is collocated in the same area of operations (AO). The remainder of this chapter
focuses on forming multiple Navy administrative organizations into a flexible force structure ready to support
joint operations.
6.3 INTEGRATED MARITIME FORCE FLAG OFFICER AND STAFF ASSIGNMENT
The talent and resources available in an integrated maritime force influence the selection of subordinate
commanders. The role of additional flag officers in the command structure must be considered carefully, with
strong consideration given to their assignment.
Options for assignment of these additional flag officers and staffs are situational dependent. Options include but
are not limited to:
1. Designate flag officers as CTFs, assigning platforms to the TF to accomplish a task independent of other
maritime forces in the maritime AO. When this occurs, the flag officer is typically designated a CWC with
authority to assign warfare duties as desired and responsibility for protection of vital area of assigned force.
2. Designate flag officers as CTFs, assigning platforms to the TF to accomplish tasks in concert with other
maritime forces in the maritime AO. When this occurs, the flag officer is typically designated:
a. A CWC with authority to assign warfare duties, as desired, for protection of the vital area of his force.
b. A warfare commander responsible to the JFMCC for the planning and direction of this warfare duty
across the maritime AO.
3. Designating some flag officers as commanders within the task organization while utilizing others as part of
the JFMCC/numbered fleet commander staff.
Given the fast pace of current and expected future operations, the effective use of multiple flag officers/staffs to
share responsibility in alignment with the joint force functions must be achieved. This is likely to be essential to
avoid overloading the capacity of even the best single staff to manage overall operations.
6.4 RELATIONSHIPS BETWEEN TASK ORGANIZATIONS
The common superior can either direct support operations or establish a command relationship of TACON or
support between the task organization commanders. Support operations, Figure 6-1, are discussed in ATP 1 and
arise when one force provides support to another force. The commander ordering support operations will specify
the degree, manner, and duration of support which forces provide each other. The supporting force commander
should be provided with the necessary information concerning the situation, mission, and duration of the
operation. The commander ordering support operations will indicate which of the following associations apply:
1. Situation Alpha. The support force is to join and integrate with the other force. The senior officer present,
or the officer to whom command authority is assigned, is to become the commander of the combined force.
2. Situation Bravo. The support force does not integrate. Unless otherwise ordered, the senior commander of
the two forces is to coordinate the tactical operations of the two forces.
3. Situation Charlie. The support force commander has discretion on how best to provide support. This
situation may be ordered when for example:
a. There is a requirement for a force to provide simultaneous support to more than one force, or to provide
support to any number of forces entering a designated area, or
b. When the majority of ships or aircraft are under the OPCON or TACON of the supporting commander.
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Assigning
Authority
Other Force
Support
Operations
Situation
Support Force
Association between commanders of “other” and “support” force
None No affiliation between “other” force and “support” force
A “Other” force and “support” force integrated into “combined” force
B
Senior force commander coordinates “other” and “support” force tactical
operations
C
“Support” force commander discretion how best to provide support to
“other” force
Support operations situations have no linkage with command relationships.
Command authority, if deemed necessary, between commanders of “other”
and “support” forces will be designated by their common superior in the
operational chain of command.
Figure 6-1. Support Operations Situations
Note
Support operations situations Alpha, Bravo, and Charlie establish a collaborative
arrangement rather than a command relationship between commanders. Support
situations have no association with the command authority of support. The command
relationship between commanders is established by their common superior.
Figure 6-2 lists some of the advantages and disadvantages for each support situation.
6.4.1 Support Operations, Situation Alpha
The following considerations are applicable under Situation Alpha:
1. Assignment of CWC within combined force. Commander’s seniority, experience, flag ship capabilities,
and staff experience should all be factors in selection.
2. Assignment of warfare commanders within combined force and assignment of forces to warfare
commanders. Commander’s seniority, experience, support staff, and ship capabilities (i.e., cooperative
engagement capability or Aegis baseline) should all be factors in warfare commander selection. Force
assignment should be defined from warfare commander requirements.
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Support Situation
ADVANTAGES
Alpha
Unity of command, effort, and focus
Two or more forces
join into one force
Integrated planning and synchronized
execution
Massed forces for mission execution
Less duplication of effort, better
conservation of assets
DISADVANTAGES
Requires merger of two separate
organizations
Increased level of effort/command and
control requirements for the OTC and staff
Potential loss of focus/tempo of operations
while transitioning to the new command
structure
Enhanced coordination of asset
apportionment
Better resolution of competing tasks and
priorities assigned to multimission platforms
Bravo
Two or more forces
remain separate:
Single OTC directs
actions of all forces
Coordinated tactical operations between
non-joined forces
Centralized planning, decentralized
execution
Decreased unity of command, increased
level of effort/command and control
requirements for the OTC and staff
Harder to prevent mutual interference or
eliminate redundant efforts than SUPSIT
Alpha
More difficult to develop shared situational
awareness between strike groups than
SUPSIT Alpha
Potential slower decisionmaking processes
than SUPSIT Alpha
Charlie
Two or more task
organization
commanders
coordinate actions
No change in command structure or
command and control required
Task organization commanders continue to
focus on their respective mission(s)/task(s)
Harder to coordinate to prevent mutual
interference or eliminate redundant efforts
than SUPSIT Alpha or Bravo
Support change requirements may take
longer to obtain
Requires significant coordination to obtain
unity of effort
Figure 6-2. Considerations for Support Operations Situation Selection
6.4.2 Support Operations, Situation Bravo
Under the conditions of Situation Bravo, the coordination between forces will depend upon the following
considerations:
1. Distance between forces
2. Whether the support force is providing craft for overall force defense
3. Whether only surface support is being afforded
4. Communications requirements and capabilities
5. Threat
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6. Weather
7. Sensor capabilities and limitations
8. Cover and deception plans.
6.4.3 Support Operations, Situation Charlie
The following considerations are applicable under Situation Charlie:
1. General. Support Situation Charlie differs from Situations Alpha and Bravo in that the missions of the
respective forces may be different. When the supporting force commander is ordered to support a particular
force under Situation Charlie, the supporting force commander will decide what support can be provided as
dictated by the constraints of his assigned mission. Coordination between respective commanders is
required to eliminate mutual interference and enhance conservation of resources.
2. Location of Operations. When the support force commander is ordered to support a particular force under
the conditions of Situation Charlie, he should decide, in view of the discretion allowed him, whether:
a. To operate in a central location and thus be better placed to meet any expected commitments
b. To move close to the particular force. Taking into consideration the circumstances above, it may be
decided to adopt Situation Alpha or Situation Bravo.
3. Duration of Support. The duration of the support is to be decided by the supporting force commander in the
absence of orders to the contrary. If the commander of the supported force wishes to retain the supporting
force beyond the time defined by the supporting force commander, approval of appropriate authorities
must be obtained.
4. Support in a Designated Area. The supporting force commander may be ordered to provide support in a
designated area through which a number of forces may be passing. If the forces to be supported are not in
the same area simultaneously, the procedures in subparagraph 2 may be adopted by the supporting force
commander with regard to each force.
5. Exchange of Information. In addition to the items discussed for Situation Bravo, measures for the
prevention of mutual interference can also be discussed.
6.4.4 Other Support Operations
Individual units (typically surface ships with towed arrays, aircraft, and submarines) may be tasked to support
operations of a task organization. This support may be in one of four forms:
6.4.4.1 Integrated Support Operations
Those support operations in which a designated unit provides support to a specific task organization operating
directly under the task organization commander’s TACON. During integrated operations, the assigning authority
retains OPCON of the unit providing support to the task organization. The commander of the task organization
receiving integrated support may or may not be in the assigning authorities’ operational chain of command. For
integrated support operations, the commander with OPCON delegates the responsibility for all operations and
safety of the assigned unit to the commander with TACON.
6.4.4.2 Direct Support Operations
Support operations provided by a unit or formation not attached or under command of the supported unit or
formation, but required to give priority to the support required by that unit or formation. A unit assigned in direct
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support will operate under the TACON of the commander who is being supported. OPCON and responsibility for
all operations and safety of the assigned unit remains with the assigning authority.
Note
Direct support operations are not related to the direct support command relationship.
The common name creates potential for confusion. Commanders may elect to exercise
both together or individually. Directives need to specify if support operations or a
support command relationship is to be exercised between commanders of subordinate
forces.
Aircraft on direct support operations maintain communications with their shore-based controlling authority until
they join the force. Thereafter, they will communicate with the specified command within the force until they
depart. Normally, the CWC will exercise TACON of aircraft on direct support operations. OPCON will remain
with the tasking authority. Direct support operations are normally carried out within the CWC’s surveillance area.
The radius of direct support operations about the force will be determined by the CWC and will vary according to:
1. The threat
2. The number and type of aircraft available
3. Area coverage desired
4. EMCON plan in force.
The CWC is to inform the tasking authority of the dimensions of the surveillance area and of subsequent changes,
emission policy permitting.
ASW direct support operations by surface ships with towed arrays, aircraft, and submarines support a specified
task organization. OPCON and responsibility for all operations and safety of the assigned unit, remains with the
shore based ASW command. TACON of the unit is exercised by the commander of the task organization being
supported or a designated subordinate.
6.4.4.3 Associated Support Operations
A unit assigned in associated support operates independently of the supported force, but may be tasked to provide
contact information to, and receive intelligence from, the commander who is being supported. The designated unit
operates under the TACON of the assigning authority who coordinates the tasking and movement of the
supporting unit in response to the supported commander’s requirements.
Aircraft on associated support operations will operate independently of other forces at sea; however, their tasking
is in support of a specific force. They may be tasked to support that force by providing contact information and to
receive intelligence from the OTC who is being supported. The aircraft may be tasked to establish
communications with the supported force to prevent mutual interference. The OTC of the supported force cannot
take TACON of the aircraft unless authorized by the aircraft tasking authority. The aircraft commander should be
briefed on the degree of support it can give to the OTC.
Surface ships with towed arrays, aircraft, and submarines on associated support operations operate independently
of a specified task force/group, but may be tasked to provide contact information to, and receive intelligence from,
a CWC. They operate under the OPCON of a shore-based authority, who coordinates tasking and movement in
response to the CWC’s requirements.
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6.4.4.4 Area Support Operations
Area support operations are normally conducted in a geographic area, not related to the protection of a specific
force. Area support operations are conducted in areas within which enemy forces are known to be, through which
enemy forces are likely to pass, or within which it is desirable to deny the enemy freedom of action. In addition,
area support operations may be related to the protection of maritime forces scheduled to enter the area in the
future or to provide defense in depth to distant forces.
Land-based aircraft on area support operations are under the OPCON of a shore-based authority. TACON of the
aircraft conducting the mission is normally delegated to the aircraft commander by the tasking authority. Aircraft
commanders should be briefed on the whereabouts of friendly naval forces, and as to whether or not they may
react to a request from these forces to assist in the prosecution of contacts within the aircraft’s operating area.
Notwithstanding such authorization, the original tasking authority has the right to resume control of the aircraft at
his discretion.
ASW area support operations are generally conducted by surface ships with towed arrays, aircraft, and
submarines operating independently. Such operations are conducted in geographic areas through which adversary
submarines are likely to pass or which are likely to contain patrolling submarines. Areas may be related to the
protection of maritime forces scheduled to enter the area or to provide defense in depth to distant forces.
Submarines on area support operations are under the OPCON of a shore-based authority. TACON of submarines
conducting area operations is exercised by commanders designated by the commander with OPCON.
6.5 NAVY AIR APPORTIONMENT/ALLOCATION
When operating independently, warfare commanders submit air requests to the CWC. The CWC apportions and
passes apportionment decisions to the AREC for allocation.
When operating as part of a merged task organization or joint force, warfare commanders submit air support
requests to their CWC. CWCs with assigned/attached tactical aircraft recommend their apportionment to the
OTC. CWCs without assigned/attached tactical aircraft submit consolidated air request to the OTC. Typical
missions for tactical aircraft include:
1. Maritime airborne control
2. Surface search and SUW offensive or defensive operations: surface combat air patrol
3. Maritime AMD: defensive counterair
4. Support to MIO operations
5. ASW protection
6. EA support.
The OTC reviews all apportionment recommendations and air support requests from across the maritime force
and determines maritime tactical aircraft apportionment. The apportionment decision is passed to CWCs with
tactical aircraft assigned/attached, and includes how much weight of effort shall be devoted to supporting CWCs
that lack organic aircraft. CWCs then allocate aircraft to warfare commanders to conduct maritime operations.
In a joint force with a JFACC assigned, the OTC maritime tactical aircraft apportionment recommendation is
passed to the JFMCC who reviews and, if needed, revises the recommendation (see NTTP 3-32.1 for maritime air
apportionment processes by maritime operational-level commands). Mission data for maritime air operations is
sent to the JFACC via the NALE for inclusion in the ATO. If maritime aircraft capacity exceeds that required to
support maritime operations, the “excess sorties” are “made available for tasking” by the JFMCC. The JFACC
will promulgate tasking for these sorties via the ATO, and will assume TACON of aircraft for the duration of the
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mission. Close coordination between the JFMCC and JFACC is essential, as these sorties must meet the
operational requirements of the JFACC.
6.6 INTEGRATION OF JOINT, NAVY TASK FORCE, AND COMPOSITE WARFARE
ORGANIZATIONS
For joint operations the JFC is assigned forces and a joint operational area.
JP 3-0, Joint Operations, defines joint operations area as an area of land, sea, and airspace, defined by a
geographic combatant commander or subordinate unified commander, in which a joint force commander
(normally a joint task force commander) conducts military operations to accomplish a specific mission. Also
called JOA.
The JFC’s organization will always have Service components within it. The JFC may also elect to designate
functional components. The Navy Service component is the Navy component commander when the JFC is the
CCDR and is a commander, Navy forces when the JFC is subordinate to the CCDR. The maritime functional
component is the JFMCC. Within the JOA, the JFMCC is normally assigned an area of operations.
JP 3-0 defines area of operations as an operational area defined by the joint force commander for land and
maritime forces. Areas of operation do not typically encompass the entire operational area of the joint force
commander, but should be large enough for component commanders to accomplish their missions and protect
their forces. Also called AO.
The JFMCC is an operational-level commander. The OA for the JFMCC is called a maritime AO. However, as
discussed in Chapter 1, if there are maritime forces from two or more TFs operating within the maritime AO, the
JFMCC is also the OTC. The JFMCC can assign OTC command functions to a CTF. Each CTF plans, directs,
monitors, and accesses activities related to its task assignment across the maritime AO. CTFs use assigned,
attached, and supporting forces to conduct their operations. Forces assigned to the CTF normally use the
composite warfare organization to coordinate action and husband resources.
CTF forces operate within the maritime AO, see Figure 6-3. Each composite warfare organization’s focus is on its
surveillance, classification, identification, and engagement, and vital areas (CIEA, VAs).
NWP 3-20, Navy Surface Warfare Manual, defines surveillance area as the area in the operational environment
that extends out to a range equal to the ability of a systematic observation of sensors to detect any vessel of
possible military concern. The dimensions of the surveillance area are a function of surveillance capabilities,
indications and warnings sensors, and available theater and national assets.
NWP 3-20 defines classification, identification, and engagement area as the area within the surveillance area (and
surrounding the VA) in which all contacts must be classified, identified, monitored and, if necessary, escorted, or
engaged. The goal is not to destroy all contacts in the CIEA, but rather to make decisions about actions necessary
to mitigate the risk that the contact poses. It is a function of friendly force assets/capabilities and reaction time,
threat speed, the warfare commander’s desired decision time, and the size of the VA.
NWP 3-20 defines vital area as the area that is based on a designated area or ship to be defended. The VA
typically extends from the center of a defended asset to a distance equal to or greater than the expected threat’s
weapons release range (WRR). The intent is to engage legitimate threats prior to them breaching the perimeter of
the VA. The size of the VA is strictly a function of the anticipated threat. In some operating environments, such as
the littorals, engaging threats prior to their breaching the VA is not possible because operations are required
within the WRR of potential threats. PPRs should include measures for when contacts are initially detected within
the VA.
Seams within the battlefield represent opportunities for disjointed command. During noncombat operations,
establishment of clear procedures for transfer of contact tracking responsibilities across seams must be
incorporated into force plans. The surveillance area represents a cross-over zone where contact tracking and
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engagement is shifted to/from organizations with responsibility for areas adjacent to the CIEA from/to composite
warfare organization responsibility. Commanders will define procedures for turnover of contact information on
contacts entering and exiting the surveillance area.
Note
Potential exists for multiple organizations conducting operations within a JFMCC’s
maritime AO. To ensure unity of command and unity of effort the JFMCC should
ensure common processes and procedures exist for the shifting of tracking across
organizational seams.
Figure 6-3. Composite Warfare Command Integration into the Joint Operational Environment
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CHAPTER 7
Directives and Tactical Planning Horizons
The fifth fleet (Spruance) plans were always thorough, timely, and easily understood;
everyone knew in advance what they would be expected to do. On the other hand, the
same subordinates dreaded operating under Halsey. Although he was a great combat
leader, Halsey rarely followed an established plan. His orders were often impulsive,
denying his commanders adequate time to prepare for the next day’s operation.
Although Halsey’s moves kept the Japanese off balance, his commanders would be
equally disconcerted by his unexpected brainstorms. Operating under Spruance was
pleasure. He would issue good plans and stick to them.
The Quiet Warrior
A Biography of Admiral Raymond A. Spruance
By Thomas B. Buell
7.1 INTRODUCTION
Navy plans are flexible and leave discretion to subordinate commanders. Unlike plans focused on territorial
objectives, with fixed targets and defined physical line of operations, Navy plans also involve attacks against
mobile targets that might appear or attack from any direction. The Navy planning process (NPP) discussed in
NWP 5-01, Operational Planning, provides a framework similar to the one Admiral Spruance used to develop
plans for Fifth Fleet during WWII.
Planning represents one of the five pillars of the commander’s decision cycle, (the other four are monitor, assess,
direct, and communicate — see NWP 3-32, Maritime Operations at the Operational Level of War, Chapter Six).
Tactical-level commanders and staffs utilize the NPP to make informed decisions, solve complex problems, and
ultimately accomplish assigned missions. NPP provides a common planning model and helps the commander
direct and coordinate the actions of a force, generate a common situational awareness, and develop expectations
as to how the dynamic interaction of forces will affect the outcome of an operation. The decision cycle for each
time horizon decreases as planning moves from the far through the mid to the near-time horizon. Accordingly, the
tactical commander uses different directives for each horizon.
Time horizons are associated with planning, not execution. Together, the activities during each horizon combine
to create a command climate where, even if the adage “no battle plan survives contact with the enemy” 13 holds
true, tactical-level commanders will have sufficient knowledge of the OTC’s intent to exercise initiative without
centralized direction (control) from the OTC.
“Plans are nothing; planning is everything.” Dwight D. Eisenhower
13
Colin Powell, 65th United States Secretary of State, 12th Chairman of Joint Chiefs of Staff;
http://www.brainyquote.com/quotes/authors/c/colin_powell_2.html
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7.2 DIRECTIVES
The directive is written or verbal communication from the commander that starts or governs action. In issuing a
directive, the commander has certain definite responsibilities, which are:
1. Ensure that subordinates understand the situation by giving them pertinent available information.
2. Clearly set forth the task to be achieved by the entire force, as well as the task to be accomplished by each
primary subdivision of that force.
3. Provide each subordinate force organization with adequate means to accomplish assigned task.
4. Allow subordinates appropriate discretion within the limits of their assigned spheres of actions. Necessary
coordination is never sacrificed to accomplish this. The personality and ability of each subordinate is a
consideration in determining the degree of discretion that can be entrusted.
The directive will better convey the will and intent of the commander, and will be more easily understood if it is
clear, brief, and positive. Experience has shown that military directives are usually most effective if cast in a
standard form well known to originator and recipient alike. Such a form tends to ensure against the omission of
relevant features and minimizes possibilities of error and chances of misunderstanding.
Note

In joint operations, all directives that apply to joint forces must be written in
Joint Operation Planning and Execution System (JOPES) format as a standard
order; see paragraph 7.2.1.

JOPES to be replaced by Adaptive Planning and Execution System (APEX).
Figure 7-1 presents typical directives that tactical commanders will use. Each of these directives is discussed
below.
1. Doctrine. Military doctrine is the concise expression of how military forces contribute to campaigns, major
operations, battles, and engagements. It is a guide to action, not hard and fast rules. Doctrine provides a
common frame of reference across the military. It helps standardize operations, facilitating readiness by
establishing common ways of accomplishing military tasks. Doctrine links theory, history,
experimentation, and practice. Its objective is to foster initiative and creative thinking. Doctrine provides
the military an authoritative body of statements on how military forces conduct operations and provides a
common lexicon for military planners and leaders. Navy tactical planners utilize multinational, joint, and
Navy doctrine.
a. Multinational Doctrine. Fundamental principles that guide the employment of forces of two or more
nations in coordinated action toward a common objective. It is ratified by participating nations.
Commanders of forces operating as part of a multinational (alliance or coalition) military command
should follow multinational doctrine and procedures ratified by the United States. For doctrine and
procedures not ratified by the United States, commanders should evaluate and follow the multinational
command’s doctrine and procedures, where applicable and consistent with U.S. law, regulations, and
doctrine.
b. Joint Doctrine. Fundamental principles that guide the employment of U.S. military forces in coordinated
action toward a common objective. Joint doctrine contained in joint publications also includes terms,
tactics, techniques, and procedures. It is authoritative but requires judgment in application.
c. Navy Doctrine. Foundation upon which Navy tactics, techniques, and procedures are built. It articulates
operational concepts that govern the employment of Navy forces at all levels of command. As with joint
doctrine, it is authoritative but requires judgment in application.
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2. Operations Plan. A directive developed by a commander that contains a complete and detailed plan, (i.e.,
the base plan, all required annexes with associated appendices, and a time-phase force deployment data
file, if applicable). It is a product of deliberate planning and updated as a product of crisis action planning
(CAP). Among many other requirements, the OPLAN identifies planning assumptions and the specific
forces, functional support, deployment sequence, and resources required to execute the plan. OPLANS are
typically developed by CCDRs and commanders of standing joint task forces.
3. Supporting Plan. JFC component commanders, (e.g., JFMCC, and combat support agencies prepare
supporting plans to OPLAN/OPORDs). Supporting plans are prepared in OPLAN format and are
developed responsively in collaboration with the supported commander’s planners. Supporting
commanders or agencies may, in turn, assign their subordinates the task of preparing additional supporting
plans. In the absence of instructions to the contrary, supported commanders will specify the level of detail
required, and will review and approve supporting plans.
d. Operations Order. A directive which a commander issues to subordinate commanders for the purpose of
effecting the coordinated execution of an operation. OPORDs are prepared under joint procedures in
prescribed formats during CAP.
4. OPGEN. A formatted message conveying general matters of guidance, general instructions, and general
information about aspects common to all forms of warfare. Navy tactical commanders need to be cognizant
of Navy-wide, OTC, and CWC OPGEN/OPGEN supplements.
a. Navy-wide OPGEN. General guidance applicable to all Navy tactical forces on operational concepts not
incorporated into doctrine.
b. OTC supplement to Navy-wide OPGEN. Amplifies guidance in the Navy-wide OPGEN with
information specific to the assigned mission provided by either a JFMCC supporting plan to the JFC
OPLAN/OPORD or numbered fleet commander OPORD. The OTC supplement states which command
functions the OTC retains and assigns to the CWC.
c. CWC supplement to OTC supplement to Navy-wide OPGEN. Amplifies guidance in the OTC
supplement to Navy-wide OPGEN with information tailored to the forces assigned/attached to the
CWC. The CWC supplement identifies duties to be assigned and states which command functions the
CWC retains and assigns to each warfare commander, functional commander, and coordinator.
Note
When the OTC retains CWC command functions, the CWC supplement is typically
combined with the OTC supplement to the Navy-wide OPGEN.
5. Operational Task. Formatted messages to convey detailed information about specific aspects of individual
areas of warfare and about tasking of resources. Similar to the OPGEN, there are three tiers of OPTASK
messages: Navy-wide, OTC supplement, and Warfare Function Command/Coordinator supplement. Each
tier builds upon the one previous, incorporating information from planning directives specific to the
mission and specific forces assigned.
Note
Given the trend toward multinational operations, commanders at all levels (OTC,
CWC, warfare commanders) should make every attempt to write for release when
preparing standing directives.
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Warfare Functional Commander/Coordinator Daily Intentions Messages
CWC Supplements to CTF OPGEN
CTF/OTC Supplements to Navy Wide OPGEN/OPTASK
# Fleet Standing OPORD
JFMCC OPLAN/OPORD Supplement
Navy Wide OPGEN/OPTASKs
JFMCC OPLAN Supplement/OPORD
Navy Doctrine
# OPLAN
Multinational Doctrine
Warfare Functional Commander/Coordinator Supplements to CTF OPTASKs
Joint Doctrine
Figure 7-1. Tactical Commander’s Directive Hierarchy
6. Daily Intentions Messages. Unformatted messages with an immediate impact on operations. They are
intended to convey direction from the latest iteration of the commander’s decision cycle. Typically, these
messages amplify or modify information contained in either the OPGEN or OPTASKs. The OTC, warfare,
and functional commander and coordinator issue these messages as needed.
7.2.1 Operational-Level Directives for Tactical Forces
Typically, operational commanders communicate direction using an OPLAN or OPORD. They use the standard
base plan, five-paragraph format briefly described below. 14 In complex operations, much of the information
required in the directive is contained or amplified in the appropriate appendices and annexes. The five basic
paragraphs for all plans and orders are:
1. Paragraph 1: Situation. This paragraph is the commander’s summary of the general situation. It ensures
that subordinates understand the background for planned operations. It often contains subparagraphs
describing enemy forces, friendly forces, and task organization, as well as higher headquarters guidance.
2. Paragraph 2: Mission. The commander inserts his own restated mission developed during mission analysis.
This is derived from the mission analysis step and contains those tasks deemed essential to accomplish the
mission.
3. Paragraph 3: Execution. This paragraph expresses the commander’s intent for the operation, enabling
subordinate commanders to better exercise initiative while keeping their actions aligned with the
operation’s overall purpose. It also specifies the objectives, tasks, and assignments for subordinate
commanders. It should articulate not only the objective or task to be accomplished but also its purpose, so
that subordinate commanders understand how their tasks and objectives contribute to the overall CONOPS.
4. Paragraph 4: Administration and Logistics. This paragraph describes the concepts of support, logistics,
personnel, public affairs, and medical services. The paragraph also addresses the levels of supply as they
apply to the operation.
5. Paragraph 5: Command and Control. This paragraph specifies command relationships, succession of
command, and the overall plan for communications and control.
14
See NWP 5-01 Navy Planning and Chairman of the Joint Chiefs of Staff Manual (CJCSM) 3122.03 Joint Operation Planning and
Execution System (JOPES), Volume II for further amplification. Planning guidance, including formatting and content requirements, for
annexes and their assigned appendixes and tabs is contained in CJCSM 3122.03 JOPES Volume II.
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Basic annex organization is summarized below:
A: Task Organization
B: Intelligence
C: Operations
D: Logistics
E: Personnel
F: Public affairs
G: Civil affairs
H: Meteorological and oceanographic operations
J: Command relationships
K: Communications system support
L: Environmental considerations
M: Geospatial Information and services
N: Space operations
P: Host-nation support
Q: Medical services
R: Reports
S: Special technical operations (provided under separate cover)
T: Consequence management
U: Decision support matrix
V: Interagency coordination
W. Commander’s choice, if required
X: Execution checklist
Y. Commander’s choice, if required
Z: Distribution
Note
The letters I, O, W, and Y are intentionally omitted as annex designations. I and O are
not authorized.
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7.2.2 Tactical-Level Directives
Tactical-level commanders have at their disposal different means of tasking the forces under their command. The
primary methods of tasking are:
1. Record message traffic. The OPGEN and various OPTASK messages provide written direction from the
OTC, CWC, warfare commanders, functional group commanders, and coordinators. Record message
traffic is typically developed as part of the far- and mid-planning horizon. Figure 7-2 summarizes Allied
Procedural Publication (APP-11) which provides the purpose for the OPGEN and predefined OPTASK
messages. The OPGEN and OPTASK messages are foundational references for all tactical commanders.
They provide essential planning and tactical guidance to Navy tactical level forces. These messages are
part of the NATO textual messaging systems text formatting system. This system consists of standardized
messages that are both man and machine readable. Detailed information regarding content of these
documents is contained in APP-11 series. The use of locally produced or free text-tasking messages
should, be avoided. APP-11 does not have OPTASK formats for all warfare, functional commander, and
coordinator tasking. When this occurs, the OTC should specify in the OTC OPGEN supplement if an
OPTASK is required and the format to be used.
2. Verbal. Tactical signals using predefined codes over radio telephone or other non-electronic
communication mediums. Typically, verbal communications are used to direct forces in the near-time
horizon. The tactical signals contained in ATP 1, Volume II, are one example of predefined tactical signals
a commander may use to direct subordinate forces.
3. Networked systems such as e-mail, chat rooms, and Web pages. These networks are becoming more
prevalent and are commonly being used for passing tactical information, reports, and direction. The OTC
should establish the guidance for passing legitimate orders over these types of networks.
Note
E-mail and chat shall not be used for tactical direction, (e.g., ship maneuvering
instructions, establishment of threat warning, or weapons status).
The relationship between tactical directive type and time horizon is not sacrosanct. In general, written
communication is utilized in the far- and mid-time horizons, and verbal communication is used in the near
horizon.
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Message
OPGEN
Purpose
The purpose of the OPGEN is to enable the OTC and CWC to promulgate general guidance
matters and instructions common to all forms of warfare as well as detailed instructions for warfare
responsibilities that the OTC retains.
Certain general information required for the conduct of operations in one or more warfare areas
may be found only in the OPGEN. Therefore, the OPGEN must be signaled for all
operations/exercises and must be addressed to all participants. This includes not only units of the
force, but also cooperating/supporting commanders and units both afloat and ashore.
OPTASK
AMD
The purpose of the OPTASK AMD is to enable the OTC, CWC, AMDC the Sector Operations
Center, or other land-based commanders to whom command functions of AMD have been
assigned, to promulgate detailed tasking and instructions for all aspects of AMD. This OPTASK also
contains the safety and air coordination information that shore-based aircraft require to join a force
at sea. Therefore, the message should be sent to all appropriate sea and land-based commands.
Note
This OPTASK in APP-11 is called OPTASK antiair warfare.
OPTASK
AIR
The purpose of OPTASK AIR is to enable the OTC, CWC, AREC, or other commanders to whom
air resource coordination command functions have been assigned, to promulgate detailed tasking
and instructions for all organic aircraft. The CWC or the AREC normally promulgates this message;
however, another commander may do so should the situation dictate. The message should be sent
to all units in the force, and commanders and units both supporting and being supported by the
force. The message can also be used exclusively for fixed wing or rotary wing aircraft by adding
FIXED WING or HELO to the message identification.
OPTASK
ASW
The purpose of the OPTASK ASW is to enable the OTC, CWC, ASWC, or other commanders to
whom ASW command functions have been assigned, to promulgate detailed tasking and
instructions for all aspects of ASW. The CWC or ASWC promulgates the message. The message
should be sent to all units in the force, and commanders and units both supporting and being
supported by the force.
OPTASK
BMD
The purpose of the OPTASK BMD is to enable the OTC, CWC, BMDC or other commanders to
whom command functions of BMD have been assigned, to promulgate detailed tasking and
instructions for all aspects of BMD.
Note
This OPTASK is as of this NWP’s promulgation not included in APP-11.
OPTASK
COMMS
The purpose of the OPTASK COMMS is to enable the OTC to promulgate the communications plan
in force and instructions; however, another commander may promulgate this message should the
OTC dictate. This message should be sent to all subordinate units, and commanders and units both
supporting and being supported by the force. It should be noted that promulgation of a complex
communications plan via OPTASK COMMS leads to a very lengthy message. Promulgation by
other means (e.g., OPORD) should be considered.
OPTASK
INTEL
The OPTASK INTEL allows a force commander to promulgate detailed tasking and instructions for
all aspects of intelligence support. The force commander promulgates the message to all
subordinate units, and commanders, units, and agencies both supporting and being supported by
the force.
Figure 7-2. Purpose as Defined in APP-11 for the OPGEN and Predefined OPTASK Messages (Sheet 1 of 2)
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Message
OPTASK
IO
Purpose
The purpose of the OPTASK IO is to enable the OTC, CWC, IWC, or other commanders to whom
IO command functions have been assigned to promulgate detailed tasking and instructions for the
conduct of IO. The message should be sent to all units of the force and commanders, units, and
agencies both supporting and being supported by the force.
Note
This OPTASK in APP-11 is called OPTASK electronic warfare (EW).
OPTASK
LOG
The purpose of the OPTASK LOG is to enable the OTC, CWC, or other commanders to whom
logistics command functions have been assigned, to promulgate detailed tasking, instructions, and
procedures for all aspects of Logistics Support. The message should be sent to all units in the force,
and commanders and units both supporting and being supported by the force.
OPTASK
MCM
The purpose of the OPTASK MCM is to enable the JFMCC/numbered fleet commander, or other
commanders (e.g., OTC) to whom MCM command functions have been assigned, to promulgate
detailed instructions for all aspects of Mine Countermeasures. The message should be sent to all
units in the MCM force and supporting/supported force commanders and units, including shore
authorities.
OPTASK
METOC
The purpose of OPTASK METOC is for the OTC, CWC, or other commanders to whom METOC
command functions have been assigned, to promulgate detailed tasking and instructions for all
aspects of meteorological and oceanographic support. The message should be sent to all units in
the force and supporting/supported force commanders and units, including shore authorities.
OPTASK
MIW
The purpose of the OPTASK MIW is to enable the OTC, CWC, or MIWC to promulgate instructions
for the passage of a swept channel to the OTC of the naval units or the convoy. The message shall
also be used to promulgate essential information from mine laying or MCM forces to covering forces
assigned to protect these forces. Use ATP 24 for specific MIW tasking messages and other reports.
OPTASK
RAS
The purpose of OPTASK RAS is to enable the OTC, CWC, URG CDR, or other commanders to
whom underway replenishment coordination command functions have been assigned, to
promulgate the replenishment plan, based on the ship’s requirements.
OPTASK
SUW
The purpose of the OPTASK SUW is to enable the OTC, CWC, SUWC or other commanders to
whom SUW command functions have been assigned, to promulgate detailed tasking and
instructions for all aspects of SUW. Normally, the CWC or SUWC (if so assigned) promulgates this
message; however, another commander may do so should the situation dictate. The message
should be sent to all units in the force and commanders and units both supporting and being
supported by the force.
Note
This OPTASK in APP-11 is called OPTASK antisurface warfare
OPSTAT
UNIT
The purpose of the OPSTAT UNIT message is to provide the OTC, CWC, warfare commanders,
functional group commanders, coordinators, and commanders and units both supporting and being
supported by the force, as appropriate, with operational and administrative information. When
ordered by the OTC or as required, a unit or joining force originates this message. In the case of
replenishment ships, it is used to provide customers with details of rigs and types of stores that can
be delivered from respective transfer stations. It is sent to all units in the force and commanders and
units both supporting and being supported by the force.
Figure 7-2. Purpose as Defined in APP-11 for the OPGEN and Predefined OPTASK Messages (Sheet 2 of 2)
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NWP 3-56
7.3 TIME HORIZONS
There are three time horizons, far, mid and near. The far horizon looks at what’s next, the mid horizon looks at
what if, and the near horizon looks at what is. The duration of each horizon is dependent on the mission and
operational environment. At the tactical level, the activities of the far- and mid-horizon are frequently mixed with
each building on the other without any predefined sequence or order. Inputs, activities, and outputs are associated
with each horizon; see Figure 7-3.
7.3.1 Far-Horizon Planning Considerations
Typically, the tactical commander will participate in the development of the JFMCC/numbered fleet
commander’s OPORD, at least tangentially. This directive (see paragraph 7.2.1) contains details on the campaign
plan, specifically the maritime forces’ support of the plan. Concurrent with this participation, the tactical
commander will initiate information collection necessary to execute far-planning horizon activities. In addition to
the OPORD, other inputs for far-planning horizon activities include:
1. Identification of recent lessons learned on the mission and area of operations not yet incorporated into
standing doctrine.
2. Standing doctrine, Navy tactical reference publication, Navy tactics, techniques, procedures, and NWP, on
the mission and command options.
3. Operational-level IPOE products. While useful, these products do not have the fidelity required by the
tactical level. For example, at the operational level, the adversary’s COAs are described in terms of
operational objectives, large-scale movements, line of communication, and the phasing of operations.
Whereas, at the tactical level, the adversary’s COAs are described in terms of specific actions the adversary
may execute independently or in response to friendly force action.
4. Tactical operations have to account for expected weather. The far horizon typically occurs outside the
forecast window. Therefore, far-horizon planners require access to historic weather information to develop
a best estimate on likely weather.
5. Other inputs as directed by the tactical commander.
These inputs provide the initial data for far-planning horizon activities with the principle activity being the
development of the tactical plan. Using the NPP (NWP 5-01, Operational Planning), the plan which is developed
will provide clear guidance to the force on how the tactical commander intends for operations to be conducted.
Concurrent with developing this plan, the OTC and CWC will refine his/her tactical objective, guidance, and
intent, defining the organization, as well as specific command functions for assignment. If the OTC elects to use a
composite warfare organization, warfare and functional group commanders and/or their representatives should be
folded into the planning team.
Once the OTC and CWC develop the plan, it is shared with the force. Typically, this is done using an OPGEN
message. The OPGEN will include information on the OTC’s and CWC’s tactical objective, guidance, intent,
organization and assigned command functions, the tactical level IPOE, and the approved friendly force COA.
7.3.1.1 Far-Horizon Activity — OTC’s Objective, Guidance, and Intent
The OTC’s and CWC’s tactical objective, guidance, and intent captures an individual commander’s tactical
philosophy for execution of a tactical mission. It consists of two parts. Part one defines PPRs to specific adversary
actions. The second part is indistinct, as it communicates the commander’s desires in the case of unanticipated
adversary actions. Development of tactical objective, guidance, and intent enables shared understanding of
friendly and adversary capabilities and limitations as well as the commander’s intent. Understanding a
commander’s tactical objective, guidance, and intent creates the operational environment in which subordinate
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Inputs
Far
Planning
Horizon
“What’s Next?”
Mid
Planning
Horizon
“What If?”
Near
Planning
Horizon
“What Is?”
Activities
Outputs
• JFMCC/#Flt CDR
OPORD
• Lessons Learned
• Standing Doctrine
• Climatologic Data
• Operational Level IPOE
• Define OTC’s tactical
Doctrine
• Define Organization
• Identify OTC command
functions to be assigned
• Develop tactical plan
• OPLAN
• OPGEN
• Tactical Level IPOE
• JFMCC/#Flt CDR
FRAGORD
• OPGEN
• IPOE (Forecast)
• METOC (Forecast)
• Finalize Preplanned
Responses
• Tactical Doctrine
Indoctrination
• OPTASKS
• OPGEN Supplements
•
•
•
•
• Suitability analysis of
plan to actual operational
environment
• Daily Intentions
Messages
• OPTASK Supplements
OPGEN w/Supplements
OPTASKS
IPOE (Observed)
METOC (Observed)
Figure 7-3. Planning Horizon Inputs, Activities, and Outputs
commanders act without order from their commander, confident that their actions are in accordance with the
commanders desires.
Commanders develop their tactical objective, guidance, and intent using doctrine (allied, joint, Navy), lessons
learned not yet folded into doctrine, and their evaluation of the operational environment and mission. While a
product of the commander, tactical objective, guidance, and intent is further refined through meetings and
conferences with subordinate commanders to discuss and analyze. Through these discussions, greater
understanding of the commander’s intent is achieved. With this understanding, when confronted with an
unplanned situation, subordinate commanders “know” what their commander will order and can execute without
direction if time is critical. 15
Understanding a commander’s tactical objective, guidance, and intent is best accomplished though meetings and
conferences. While messages and other one-way communications can be used to inform subordinates in a
commander’s tactical objective, guidance, and intent, they do not provide opportunity to freely exchange thoughts
which serve to refine and improve the tactical objective, guidance, and intent. The OPGEN should not be a
subordinate commander’s first knowledge of the OTC’s tactical objective, guidance, intent, and philosophy.
15
History contains many examples of commanders indoctrinating their subordinates in tactical objective, guidance, and intent. Two
commanders who are commonly identified for the successful indoctrination of tactical objective, guidance, and intent are Admiral
Horatio Nelson and Admiral Arleigh Burke. Admiral Nelson met with his captains whenever possible so that all became acquainted with
his ideas and intentions; when his fleets engaged an adversary, Nelson relied upon their knowledge of his desires and their initiative.
Similarly, 150 years later, Admiral, then Captain, Burke when in port held daily conferences with his subordinates to exchange
information and establish tactical objective, guidance, and intent to “know beforehand what you are going to do under various
circumstances.” Through these exchanges his ships were able to execute combat operations with little or no direction. Command at Sea
Naval Command and Control Since the Sixteenth Century By: Michael A. Palmer, Harvard University Press, 2005
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7.3.1.2 Far-Horizon Activity — Tactical Force Organization
The OTC will task-organize the tactical force to mission. As discussed in Chapter 1, the OTC will assign and
attach forces to CTFs and further subdivide each TF into TGs, and if required, TUs and TEs. Depending on force
size, the tactical force can be assigned to one or multiple CTFs, with each CTF tasked with execution of duties
specified by the OTC. When organizing the force, the OTC will specify the command relationships; ensuring
commanders are OPCON/TACON to only one commander. The OTC may elect to use all or part of the composite
warfare organization.
Note
The composite warfare organization enables multiple warfare and/or functional
commanders to share weapons and sensors on a given platform. Regardless of this,
only one commander may exercise TACON on a platform at any given time.
7.3.1.3 Far-Horizon Activity — Assignment of Command Functions
The OTC decides which command functions to assign to the CWC. The OTC or CWC decides which, if any,
command functions will be assigned to warfare commanders, functional group commanders, and coordinators.
The OTC and CWC should take into account the operational environment, size, and capabilities of the force; the
command capabilities of available assets to cope with the expected threat; possible threat COAs; and meeting the
mission objectives. This analysis may lead the OTC or CWC to retain duties of one or more of the
fundamental/supporting warfare tasks. When appropriate, commanders may be assigned both primary and
alternate warfare, functional group commander, and coordinator responsibilities. For example, the commanding
officer of the force flagship might be assigned both as the AREC and as the alternate SUWC (Alt-SUWC).
Note
Care should be exercised to ensure primary and alternate commanders/coordinators are
not on the same platform. For example, designating a CVN as CTPM and the embarked
DESRON commodore as Alt-CTPM. It is highly probable that if the carrier cannot
exercise CTPM duties, then the DESRON will also not be capable of exercising them.
The OTC’s decision on designating a CWC should consider the following:
1. Mission objectives
2. Nature and severity of expected threats
3. Relative priorities for dealing with the threats
4. Size, composition, and disposition of own force
5. Existing and expected EMCON policies
6. Experience, level of training, and span of control capability of prospective CWC
7. Depth and breadth of prospective CWC staffs in terms of size, skills, and experience
8. Suitability of prospective CWC command spaces, displays, equipment (especially communication
capabilities), and the living and working spaces available.
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The following should be considered in guiding the CWC in the assignment of warfare commanders, group
commanders, and coordinators.
1. Availability of interoperable data link and access to required displays
2. Sufficiency and interoperability of communications equipment
3. Availability of sufficiently skilled personnel and state of training (staff augmentation if necessary)
4. Living/working space available in units
5. No undue limitations imposed by radiation hazard restrictions
6. Level of tension/state of hostilities
7. Threat assessment to include the adversary’s ability to interfere/disrupt communication/computer networks
8. Area of operations and disposition required
9. Emission guidance including need for silence on unique emitters
10. Compatibility of unit force weapons’ and sensors’ employment with proposed warfare command functions
11. The desirability of assigning all functions in a single warfare task to a single subordinate
12. In addition to these general considerations when selecting the AMDC, the OTC should consider:
a. Easy access to EW information
b. Possibility of using an AEW platform as sector or standby AMDC.
13. In addition to these general considerations when selecting the ASWC, the OTC should consider:
a. Availability of communication systems and space required for coordination with submarines and the
SUBOPAUTH. (Staff augmentation will normally be required.)
b. Availability of air ASW expertise
c. Requirement for specialized oceanographic expertise
14. In addition to these general considerations when selecting the SUWC, the OTC should consider:
a. Access to aircrew post mission debriefs
b. Access to AEW and STW expertise
c. Access to adequate targeting data.
When possible, the CWC ensures that each primary and alternate warfare and/or functional group commander is
embarked in a ship that is equipped with advanced command, control, communications, computers, ISR systems,
and has sufficient communication capabilities to:
1. Include multinational systems (e.g., combined enterprise regional information exchange system —
CENTRIXS)
2. Support a warfare commander.
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The CWC should avoid overloading the capabilities of a particular ship or staff, remembering that the ability of a
unit to perform one or more roles in the composite warfare organization is critically dependent on the number of
skilled personnel available. For most scenarios, ships less capable than CVNs, CGs, or LHAs/LHDs are not
sufficiently manned to perform the functions of more than one warfare commander simultaneously.
In a large force operating in a multithreat environment, the CWC should avoid assigning more than one warfare
commander function to a single commander (e.g., ASWC and SUWC to a DESRON commodore).
The CWC also designates alternate warfare commanders, functional group commanders, and coordinators. When
deciding which commanders should be alternative commanders, the CWC shall consider the prospective
alternative command’s ability to:
1. Mirror the displays of the primary commander
2. Guard the same communication nets as the primary commander
3. Assume the duties of the primary commander when directed; or when the primary warfare commander is
unable to fulfill assigned responsibilities without impacting current tasking.
Discussion on specific considerations regarding the assignment and location of the CWC, warfare commanders,
and coordinators is included in Chapters 2–4.
7.3.1.4 Far-Horizon Planning Output
The primary outputs of the mid-planning horizon are OPLAN, OPGEN and the tactical-level intelligence
preparation of the operational environment (IPOE). Paragraph 7.2 discusses the OPLAN and OPGEN directives.
The analytical process used by the CWC’s intelligence directorate (see paragraph 2.5.1.1) to produce intelligence
estimates and other intelligence products in support of the CWC's decisionmaking process. It is a continuous
process that builds upon the operational commander’s IPOE and includes defining the operational environment;
describing the impact of the operational environment; evaluating the adversary; and determining adversary
courses of action.
7.3.2 Mid-Horizon Planning Considerations
In the mid-planning horizon, the tactical planning team, OTC, CWC, warfare/functional commanders, and
coordinators focus on what if. To assist them, the team has at its disposal the outputs of the far horizon, additional
direction from the operational level, updates to the tactical-level IPOE, and meteorological forecasts.
The OTC’s and CWC’s involvement is limited to plan modifications provided in the operational-level
commander’s fragmentary order(s), updated tactical IPOE, or forecasted weather changing significantly from
historic norms. When this occurs, the OTC will promulgate an update to the OPGEN supplement.
Warfare commanders, functional group commanders, and coordinators use the information within the Navy-wide
OPGEN and OTC and CWC supplements to create plans for their warfare task. Using these directives and the
NPP, these commanders determine specified, implied, and essential tasks; assess the capabilities of the expected
threat; define requirements to counter the threat; assess the capabilities of the force to meet those requirements;
review available ROE measures relative to the mission; and determine optimum tactics to execute the mission.
Warfare commander, functional group commander, and coordinator planning is interrelated. Each commander’s
plan is impacted by plans of other commanders/coordinators. Development of integrated force plans facilitates
CWC mission success with minimal friction between commanders/coordinators who are using sensors and
weapons systems on multimission ships assigned to the force. An example of the integrated nature of warfare
commander planning is development of a dynamic process for stationing multimission ships. These ships are
under the TACON of one commander; however, some or all commanders require their sensors and weapons
systems. Warfare commanders need to work together to define a process to ensure these ships are optimally
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positioned to enable mutual support, and ensure support of all warfare commanders without simultaneously
creating mutual interference.
Another critical component of warfare commander planning is the development of PPRs. It is in the mid-planning
horizon that the OTC’s tactical objective, guidance, and intent, with its defining actions to occur in event of an
adversary action, are communicated across the force. This knowledge along with the planning information
contained in the OPGEN allows the warfare commanders to fully collaborate, develop, and finalize PPRs.
Decentralized command acknowledges that timing or communication limitations may not allow commanders and
units to seek and obtain clearance from their seniors before responding to certain threats/events. PPRs mitigate the
risk of improper execution of policies and misinterpretation of higher authority guidance.
7.3.2.1 Mid-Horizon Activities — Preplanned Response Development Process
PPRs are normally a collaborative effort developed by the CWC and warfare commanders. They are initially
promulgated in the OPGEN by the CWC and then refined and polished by the warfare commanders and
promulgated in OPTASKS.
The process to develop PPRs begins with reviewing all relevant mission tasking and guidance from higher
authority, including doctrine, tactics, techniques, and procedures, standing, and mission-specific ROE.
Assessments of any anticipated threats are also made and reviewed. Finally, own force capabilities are reviewed.
Note
Theater level or higher ROE must be incorporated into all PPRs. PPRs, which require
use of offensive weapons, must normally have the approval of the JFC.
Once the results of these reviews are assimilated, the formulation of PPRs begins. Starting with the commander’s
philosophy, which is expressed in tactical objective, guidance, and intent, this process is essentially one of
developing tactical directives to be used by commanders and units without further guidance in all probable what if
scenarios. A PPR should be stipulated for every probable encounter or situation between friendly and unknown or
hostile forces. In developing PPRs, planners should assume that the unexpected will occur, (e.g., communications
may not function as planned). Depending on the scenario and the amount of control commanders retain, PPRs
may be spread across the spectrum from a simple observe and report on one end to engage the contact(s) on the
other.
To be effective, a PPR should be simple, straightforward, and written from the perspective of the person who
must execute it and coordinated with all warfare commanders that may be impacted by the response. PPRs need to
be synchronized as a series of decision points associated with the warfare task(s) for the given operational
environment. A PPR should be triggered by an event (or events) readily observable by a command, and should
proceed automatically without an execute order from higher authority to completion, (e.g., destruction of the
hostile platform, unless negated by an order from higher authority).
7.3.2.2 Mid-Horizon Planning Output — OPTASKS
The primary outputs of the mid-planning horizon are warfare commander, functional group commander, and
coordinator OPTASK supplements for the different warfare tasks. Each OPTASK captures the PPRs for that
warfare task along with direction on how the CWC’s tactical objective, guidance, and intent will be applied to the
warfare task. OPTASKS should not reproduce what is in other directives or documents; instead they should guide
the reader to pertinent sections and or paragraphs within them. To the maximum extent possible, OPTASKS
should be written so that they are releasable to likely coalition partners. Brevity should guide release of
OPTASKs.
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NWP 3-56
7.3.3 Near-Horizon Planning Considerations
The focus of the near-planning horizon is what is. This horizon occurs just prior to commencement of a mission
or a phase of a mission. During this horizon, planners are using known adversary positions, actual weather
conditions, and known status of friendly forces to determine if modifications to the plans as presented in the
OPGEN and OPTASKs are required. Typically each day, the CWC, warfare commanders, and functional group
commanders will promulgate daily intentions messages, which capture short-term changes to plans brought about
by the actual operational environment. If determined that the change to the operational environment is going to be
long term, an OPGEN and/or OPTASK supplement is issued. When it becomes evident that a change in plans is
needed after transmission of the daily intentions message, the CWC/subordinate commander will verbally
promulgate the change and ensure this change is, if needed, contained in the next intensions message.
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INTENTIONALLY BLANK
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APPENDIX A
Officer in Tactical Command, Composite
Warfare Commander, and Warfare
Commander/Coordinator Responsibilities
and Functions
A.1 OFFICER IN TACTICAL COMMAND RESPONSIBILITIES AND FUNCTIONS
The following paragraphs list the OTC responsibilities and functions that can and cannot be assigned to other
commanders/coordinators.
Responsibility is the obligation placed upon an individual for correct and timely execution of a task assigned by a
superior that cannot be delegated. Responsibility also entails accountability for the exercise of the command
authority delegated when tasking is assigned. Responsibility cannot be delegated and thus accountability cannot
be shifted. When a command function is assigned, the fact that some tasking can be shifted further down the chain
will not lessen the obligation of the holder of the intermediate authority to his superior.
Function is a defined activity, which may be assigned to subordinates through specific assignment or as part of a
duty within the force command structure. Functions are listed in the below paragraphs and are grouped by warfare
area. When any function is assigned, it is assumed that the necessary authority for command, control, direction, or
coordination required for the execution of that function has also been assigned.
The foundation of the responsibilities and functions listed in the below paragraphs is of ATP 1, vol I. 16 Each
responsibility or function is preceded by a number. Number series are those used in ATP 1, vol I; however, since
ATP 1, vol I does not list functions for either strike, cryptologic resources, submarine operations, and TLAM
launch area, additional tables for these areas have been added. To minimize discord with ATP 1, vol I, line
numbers and responsibilities/functions listed below correspond with those in ATP 1, vol I to the maximum extent
possible.
A line number followed by an asterisk (*) indicates that both the line number and its corresponding
responsibility/function are exact duplicates of those found in ATP 1, vol I, w/change 1. Line numbers and specific
areas are addressed below:
101–119
120–199
220–239
240–299
320–339
340–399
420–439
16
OTC responsibilities which cannot be assigned.
OTC functions which may be assigned to a warfare commander/coordinator.
OTC AMD functions which may be assigned to the CWC.
OTC AMD functions normally assigned to the AMDC, but may be retained by the OTC or CWC.
OTC SUW functions which may be assigned to the CWC.
OTC SUW functions normally assigned to the SUWC, but may be retained by the OTC or CWC.
OTC ASW functions which may be assigned to the CWC.
Other sources for command functions include OPNAVINST C3501.2 Subject: Mission Areas and Required Operational
Capability/Projected Operational Environmental Statements and OPNAVINST 3500.38 Subject: Universal Naval Task List.
A-1
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440–499
520–539
540–599
620–639
640–699
720–739
740–799
820–839
840–899
901–939
940–999
1040–1099
1120–1139
1140–1199
1220–1239
1240–1260
2000–2014
2015–2049
2100–2114
2115–2149
2150–2164
2165–2199
2200–2214
2215–2249
2250–2299
2300–2350
OTC ASW functions normally assigned to the ASWC, but may be retained by the OTC or CWC.
OTC screening operations functions, which may be assigned to the CWC.
OTC screening operations functions normally assigned to the SC, but may be retained by the
OTC or CWC.
OTC airspace control functions, which may be assigned to the CWC.
OTC airspace control functions normally assigned to the ACA, but may be retained by the OTC
or CWC.
OTC air resource element coordination functions, which may be assigned to the CWC.
OTC air resource element coordination functions normally assigned to the AREC/HEC, as
appropriate, but may be retained by the OTC or CWC.
OTC IO functions, which may be assigned to the CWC.
OTC IO functions normally assigned to the IWC, but may be retained by the OTC or CWC.
OTC convoy operations functions, which may not be assigned.
OTC convoy operations functions normally assigned to a warfare commander, but may be
retained by the OTC or CWC.
OTC departure and entry operations functions normally assigned to a warfare commander, but
may be retained by the OTC or CWC.
OTC MIW functions, which may not be assigned.
OTC MIW functions normally assigned to the MIWC, but may be retained by the OTC or CWC.
OTC MIO functions which may be assigned to the CWC.
OTC MIO functions normally assigned to the MIOC, but may be retained by the OTC or CWC.
OTC STW functions, which may be assigned to the CWC.
OTC STW functions normally assigned to STWC, but may be retained by the OTC or CWC.
OTC CR coordination functions which may be assigned to the CWC.
OTC CR coordination functions normally assigned to the CRC, but may be retained by the OTC
or CWC.
OTC SOCA functions, which may be assigned to the CWC.
OTC SOCA functions normally assigned to SOCA, but may be retained by the OTC or CWC.
OTC TSC functions, which may be assigned to the CWC.
OTC TSC functions, normally assigned to TSC, but may be retained by the OTC or CWC.
OTC TLAM LAC functions, normally assigned to the LAC, but may be retained by either the
OTC or CWC/TSC.
OTC BMD functions, normally assigned to the BMDC, but may be retained by either the OTC
or CWC.
A.1.1 Officer in Tactical Command Responsibilities (which cannot be assigned)
No.
101
102
103
104
SEP 2010
Promulgating policies and plans to accomplish the mission set forth by higher authority,
providing a description of his/her intentions to his/her subordinate commanders.
1. Issue the force directives (OPGEN Supplement, appropriate United States message text
format (USMTF) formatted messages).
2. Establish TF/TG designators.
3. Designate force-wide CWC and alternate.
Directing and monitoring operations.
Establishing command structure guidance; and establish the force task organization if not already
established by higher authority. Specify chain of command between OTC, CWC, warfare
commander, functional group commander, and coordinators.
Establishing the degree of authority assigned, specifying command functions assigned to each
warfare commander.
A-2
NWP 3-56
105
106
107
108
109
110
111
112
113
114
115
116
117–119
Establishing and (with the assistance of appropriate warfare commanders and coordinators)
promulgate policies for force:
1. Picture Compilation Plan.
2. Electronic and acoustic emission, including emission control and emission security.
3. Radar frequency plans.
4. Electromagnetic compatibility.
Promulgating a force communications plan, including alternate plans; designating circuits and
frequencies; and establishing guard requirements and circuit priorities.
Requesting the ROE appropriate to the assigned mission from higher authority during periods of
tension.
See ATP 1, vol I.
Planning and coordinating logistics requirements.
Assuming responsibilities specific to convoy operations listed in paragraphs A.1.15 and A.1.16.
Designating a SOCA to conduct all coordination with SUBOPAUTH and assigned submarine(s).
Provide for submarine tactical communications requirements in the overall communications plan
(OPTASK COMMS). Ensure all aircraft and surface ship circuit operators are aware of highprecedence submarine traffic (GUERRILLA) procedures.
When appropriate, ensuring that a SEC (or submarine advisory team (SAT), if additional
personnel are required) is available to a commander serving as SOCA.
Specifying procedures for consolidation of SOCA responsibilities when joining TGs each have
submarines assigned.
When assigned by SUBOPAUTH, assume TACOM of designated submarines.
Ordering security alert states.
SPARE
A.1.2 Officer in Tactical Command Functions (which may be assigned to a Warfare Commander/
Coordinator)
120
121
122
123*
124*
125*
126*
127
128*
129*
130
131*
132*
133*
134
135
Promulgating the guidance for operational/tactical deception.
Formulating and promulgating the guidance for preplanned responses.
See ATP 1, vol I.
Formulating and promulgating general safety guidance for assigned units including guidance for
aircraft/units joining the force.
Providing air, surface, and subsurface units as available to appropriate warfare commanders,
coordinating their respective efforts and, when necessary, resolving conflicting requirements.
Requesting assignments of such external assets as may be required.
Designating position and intended movement (PIM), disposition, and force surveillance areas,
and maneuvering the force.
Arranging for coordination of air, surface, and subsurface surveillance with other friendly forces
operating within or adjacent to the force surveillance area.
Specifying desired search efforts outside the established force surveillance area, requesting
additional assets as necessary.
Specifying reference systems for air, surface, and submarine contact reporting.
Resolving any existing conflict and constructing, displaying, and passing to the force a composite
picture of the tactical situation from all information available obtained from external sources
and/or primary warfare commanders.
Evaluating information to establish probability areas/sectors for air, surface, and subsurface
threats.
Ordering degrees of readiness.
Informing SUBOPAUTH of TF/TG intentions and movements.
See ATP 1, vol I.
See ATP 1, vol I.
A-3
SEP 2010
NWP 3-56
136
137
138
139
140
141
142
143
144
145–199
See ATP 1, vol I.
See ATP 1, vol I.
See ATP 1, vol I.
See ATP 1, vol I.
See ATP 1, vol I.
See ATP 1, vol I.
See ATP 1, vol I.
See ATP 1, vol I.
See ATP 1, vol I.
SPARE
Note
Alternate OTC will be prepared to assume the duties of the OTC.
A.1.3 Officer in Tactical Command Air Defense Functions (which may be assigned to the
Composite Warfare Commander)
220
221
222
223
224
225
226
227
228
229
230
231–239
Formulating and promulgating general AMD plans and, when necessary, specific guidance to the
force.
Promulgating IO guidance as it affects AMD.
Formulating and promulgating guidance on planned responses in AMD.
Ordering air defense warning conditions and weapons control status.
Stating requirements for nonorganic air support for AMD and forwarding related requests. This
may include requirements for wider AMD-related tasks (e.g., offensive counter-air operations in
support of AMD) as an input to the joint coordination board through a maritime liaison element.
Designating the AMDC and standby AMDC. Where a joint AMDC has been established, this
function will be coordinated with the AMDC.
Establishing and promulgating the air surveillance area. Where a joint ACA has been established,
this function will be coordinated with the AMDC.
Assigning air and surface AMD capable units to AMDC for
detection/localization/identification/recognition and reporting air contacts.
Designating tasks group/TU/units that will be allocated to individual CASPS categories.
Nominating RADC/SADC when directed by the AMDC.
Liaising with the joint ACA regarding airspace management procedures and forwarding related
airspace management requests.
SPARE
A.1.4 Officer in Tactical Command Air Defense Functions (normally assigned to the Air and
Missile Defense Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)
240
241
242
243*
244*
245
246
247
SEP 2010
Developing and implementing the air surveillance and defense plan.
Dividing the AMD area into sectors, if required.
Not used
Designating force track coordinator-air (FTC-A).
Designating link management units.
Establishing the requirements for shipborne/organic AMD air support and forwarding requests to
AREC/HEC.
Assigning stations, sectors and/or patrolling areas and designating control units (air control unit
(ACU)) for aircraft assigned DCA missions aircraft, keeping ACA informed.
Establishing and promulgating the identification safety range and safety sectors for all friendly
aircraft and any special areas or zones established for aircraft safety and identification, or to
A-4
NWP 3-56
248
249*
250*
251
252
253*
254
255*
256
257*
258
259*
260
261
262
263*
264*
265
266
267*
268–299
prevent mutual interference in coordination with the ACA.
Establishing joining control procedures for aircraft assigned DCA missions.
Promulgating identification criteria, required recognition levels, and required recognition
confidence levels.
Issuing criteria for weapon release and expenditure (a matrix if applicable).
See ATP 1, vol I
Exercising TACON, including stationing and maneuvering of assigned surface AMD-capable
units in accordance with the OTC’s policies and plans.
Coordinating and controlling air surveillance.
Coordinating and controlling use of all force sensors in AMD.
Designating and disseminating (as appropriate) all reported contacts and using all available
information to maintain a complete air plot of the surveillance area.
Coordinating movements of friendly aircraft within the air surveillance area, in cooperation with
the ACA.
Issuing periodic AMD SITREPs (when required by the tactical situation) and other reports,
including SITSUMs and daily AMD intentions messages.
Controlling AMD nets, especially with respect to procedural integrity and security in reporting
communications security (COMSEC). The AMDC may in turn assign some of this responsibility
to sector AMDCs and/or FTC-A.
Coordinating with land-based AMD authorities.
Not used
Not used
Coordinating and controlling employment of all force AMD weapons and resolving conflicts
between tactical use of weapons and demands for aircraft safety.
Coordinating and ordering the launching and stationing of alert AMD aircraft.
Directing the employment of force chaff resources for AMD.
Exercising command by negation over all AMD actions, initiated by other units of the force.
Not used.
Providing assets as available to assist other commanders in prosecuting the threat.
SPARE
A.1.5 Officer in Tactical Command Surface Warfare Functions (which may be assigned to the
Composite Warfare Commander)
320
321
322
323
324
325
326*
327
328–339
Formulating and promulgating SUW plans and, when necessary, specific guidance to the force.
Promulgating IO guidance as it affects SUW.
Formulating and promulgating guidance for planned responses in SUW.
Ordering SUW degrees of readiness.
Stating requirements for nonorganic air support for SUW, forwarding related requests.
Designating the SUWC and alternate SUWC.
Establishing and promulgating the surface surveillance area.
Assigning units to SUWC for detection/localization/identification/recognition and reporting
surface contacts.
SPARE
A.1.6 Officer in Tactical Command Surface Warfare Functions (normally assigned to the
Surface Warfare Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)
340*
341
342
343*
Developing and implementing the surface surveillance plan.
Dividing the SUW area into sectors, if required.
Designating sector SUWCs (SSUWCs).
Designating a force track coordinator -surface (FTC-S).
A-5
SEP 2010
NWP 3-56
344
345
346
347*
348*
349*
350*
351
352*
353
354
355*
356
357
358
359
360*
361
362–399
Establishing the requirement for organic SUW air support and forwarding requests to
AREC/HEC.
Assigning sectors and/or patrol areas and designating control units for SUW aircraft, keeping
ACA informed.
Establishing joining and control procedures for SUW aircraft, keeping the AMDC and ACA
informed, in accordance with the AMDC’s directives (see Function 247).
Promulgating identification criteria, required recognition levels, and required recognition
confidence levels.
Issuing criteria for weapon release and expenditure (a matrix if applicable).
Exercising TACON, including stationing and maneuvering of assigned surface SUW units, in
accordance with the OTC’s tasking and plans.
Coordinating and controlling surface surveillance.
Coordinating and controlling use of all force sensors in SUW.
Designating and disseminating (as appropriate) all reported contacts using all available
information to maintain a complete surface plot of the surveillance area.
Issuing periodic SUW SITREPs (when required by the tactical situation) and other reports,
including SITSUMs.
Controlling SUW nets, especially with respect to procedural integrity and security in reporting
COMSEC. The SUWC may in turn assign some of this responsibility to sector SUWCs and/or
FTC-S.
Issuing threat warnings (SURFACE).
Coordinating and controlling employment of all force SUW weapons.
Ordering aircraft launched and tasking aircraft attacks to counter hostile surface contacts. (SUWC
establishes aircraft alert requirements and OTC retains alert launch authorization until specifically
assigned.)
Directing the employment of force chaff resources in SUW.
Forming and detaching SAGs and helicopter action groups (HAGs), or in the event, directing the
SC in dispatching SAGs/HAGs, liaising with other warfare commanders as required.
Providing assets as available to assist other commanders in prosecution of the threat.
Issuing weapon restrictions and orders.
SPARE
A.1.7 Officer in Tactical Command Antisubmarine Warfare Functions (which may be assigned
to the Composite Warfare Commander)
420*
421
422*
423*
424*
425*
426*
427*
428*
429*
430
431 – 439
SEP 2010
Formulating and promulgating ASW plans and when necessary specific guidance to the force.
Formulating and promulgating IO guidance as it affects ASW.
Formulating and promulgating acoustic emission policy.
Formulating and promulgating acoustic deception policy, including the use of acoustic decoys.
Formulating and promulgating policy on planned responses in ASW.
Ordering ASW degrees of readiness.
Stating requirements for nonorganic air support for ASW and forwarding related requests.
Designating the ASWC and alternate ASWC.
Establishing and promulgating the subsurface surveillance area.
Assigning air, surface and subsurface ASW units to ASWC for
detection/localization/identification/recognition and reporting subsurface contacts.
See ATP 1, vol I.
SPARE
A-6
NWP 3-56
A.1.8 Officer in Tactical Command Antisubmarine Warfare Functions (normally assigned to the
Antisubmarine Warfare Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)
440*
441*
442
443*
444*
445*
446
447
448*
449*
450
451*
452
453
454
455*
456*
457
458*
459*
460*
461
462*
463*
464*
465*
466
467*
468*
469–499
Developing and implementing the subsurface surveillance plan.
Dividing the ASW area into sectors, if required.
Designating sector ASWCs (SASWCs) as required.
Designating a force track coordinator subsurface (FTC-SS).
Implementing the acoustic part of the EMCON plan.
Establishing the requirements for organic ASW air support and forwarding requests to
AREC/HEC.
Assigning sectors and/or patrol areas and designating control units for ASW aircraft, keeping the
AMDC and the ACA informed.
Establishing joining and control procedures for ASW aircraft, keeping the AMDC and ACA
informed, in accordance with AMDC direction (see Function 247).
Promulgating identification criteria, required recognition levels, and required recognition
confidence levels.
Issuing criteria for weapon release and expenditure (a matrix if applicable).
Ordering measures to evade submarines, including tactical torpedo countermeasures
(consequential maneuvering will normally be ordered by the SC), in accordance with OTC or
CWC directives (see Function 423).
Issuing specific instructions to all friendly units to prevent mutual interference between
submarines in support, towed array surface ships, and all other friendly units.
Exercising TACON, including stationing and maneuvering of assigned surface ASW units and
aircraft whose primary mission is ASW.
Coordinating and controlling subsurface surveillance.
Coordinating and controlling employment of all force ASW weapons and sensors.
Evaluating information and promulgating classification in the force when more than one ASW
unit is reporting and classifying a contact.
Designating and disseminating (as appropriate) all reported contacts and using all available
information to maintain a complete subsurface plot of the surveillance area.
See ATP 1, vol I.
Issuing periodic ASW SITREPs (when required by the tactical situation) and other reports,
including SITSUMs.
Controlling ASW nets especially with respect to procedural integrity and security in reporting
COMSEC. The ASWC may in turn assign some of these functions to sector ASWCs and/or
FTC-SS.
Issuing threat warnings (SUBSURFACE).
See ATP 1, vol I.
Ordering the launch and employment of alert aircraft to counter the submarine threat.
Coordinating contact prosecution, including coordination with the SC.
Forming and detaching SAUs or, in the event, directing the SC to dispatch SAUs, liaising with
other warfare commanders, as required.
Providing assets as available to assist other commanders in prosecution of the threat.
See ATP 1, vol I.
Directing employment of force decoys according to the policy formulated by the OTC or CWC.
Promulgating plans to conduct acoustic deception in accordance with the policy formulated by
the OTC or CWC.
SPARE
A-7
SEP 2010
NWP 3-56
A.1.9 Officer in Tactical Command Screening Operations Functions (which may be assigned to
the Composite Warfare Commander)
520*
521*
522*
523–539
Designating the SC(s) (in a small force may also be the ASWC) and the alternate SC.
Assigning to the SC(s) units to be employed in the inner screen(s).
Establishing the area in which the SC(s) accomplish assigned duties.
SPARE
A.1.10 Officer in Tactical Command Screening Operations Functions (normally assigned to the
Screen Commander(s), but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)
540
541*
542
543*
544
545*
546*
547*
548*
549*
550
551–599
Establishing the type of inner screen best suited to the threat(s), existing environmental
conditions, forces assigned, and other factors, in accordance with guidance provided by the OTC
or CWC and/or warfare commanders.
Arranging inner screen design with the warfare commanders if separate from SC, to ensure
compatibility with the overall employment.
Acting as sector ASWC (SASWC) for inner screen.
Assigning necessary subsidiary duties to units assigned (plane guard, bathythermograph guard
ships).
Stationing and employing ASW aircraft within the OA and designating control units, keeping the
AMDC and the ACA informed.
Ordering torpedo countermeasures for use by units assigned in accordance with direction from
ASWC.
Promulgating actions to be taken when submarine/surface contact is gained by a screen unit
within the OA.
Promulgating the screen and screening stations to units assigned.
Exercising TACON, including stationing and maneuvering, of units assigned within the area of
responsibility (AOR).
Coordinating contact prosecution in conjunction with the ASWC.
Dispatching SAUs when directed by OTC/ASWC and SAGs/HAGs when directed by
OTC/SUWC and adjusting the screen accordingly.
SPARE
A.1.11 Officer in Tactical Command Airspace Control Functions (which may be assigned to the
Composite Warfare Commander)
620
621*
622
623*
624–639
Promulgating airspace control guidance.
Establishing (when this is not established by civil control authorities) and promulgating aircraft
separation and aircraft coordination procedures in the force air coordination area.
Designating the ACA and alternate.
Establishing and promulgating within the force, and to relevant outside authorities, the
dimensions and location of force air coordination area.
SPARE
A.1.12 Officer in Tactical Command Airspace Control Functions (normally assigned to the
Airspace Control Authority, but may be retained by the Officer in Tactical Command/
Composite Warfare Commander)
640
641
SEP 2010
Designating ACUs for aircraft not assigned to warfare commanders/coordinators in liaison with
the AREC/HEC.
Supporting the AMDC in establishing airspace coordination measures, such as special areas or
zones for aircraft safety, identification, or PMI.
A-8
NWP 3-56
642
643*
644
645*
646*
647
648*
649*
650*
651
652–699
Supporting warfare commanders in establishing joining and control procedures for aircraft, if
required.
Ensuring safe coordination of all aircraft when they are under TF/TG units’ TACON.
Coordinating air traffic, controlling, and monitoring aircraft movements within the force air
coordination area, ensuring altitude separation and traffic control, keeping AMDC and ACUs
involved informed.
Coordinating and monitoring tactical employment of all force aircraft.
Ensuring that available weather information, including the altimeter pressure setting in millibars
and inches, is promulgated within the force air coordination area.
Support AMDC in coordinating and reporting the movement of friendly aircraft.
Monitoring aircraft safety and coordination nets in conjunction with the ACU.
Maintaining up-to-date information on all national and international airspace information and
reservations that are likely to affect the force, ensuring adequate clearance and non-violation by
the force.
Promulgating restrictions on flying operations, due to meteorological conditions, keeping the
OTC/warfare commanders informed.
Supporting the AMDC in resolving conflicts between tactical use of weapons and demands of
aircraft safety.
SPARE
A.1.13 Officer in Tactical Command Air Resource Element Coordination Functions (which may
be assigned to the Composite Warfare Commander)
720*
721*
722–739
Formulating and promulgating general employment policy for air resources.
Designating the AREC and HEC.
SPARE
A.1.14 Officer in Tactical Command Air Resource Element Coordination Function (normally
assigned to the Air Resource Element Coordinator/Helicopter Element Coordinator, as
appropriate, but may be retained by the Officer in Tactical Command or Composite
Warfare Commander)
740*
741*
742*
743*
744*
745*
746*
747*
748
749–799
Supplying and apportioning air assets in response to warfare commander’s requirements,
informing them of assets assigned to their tasking.
Tasking organic aircraft assigned to warfare commanders/coordinators.
Designating ACUs for aircraft not assigned to warfare commanders/coordinators in liaison with
the ACA.
Passing orders and information to aircraft under his control to enable assigned tasks to be carried
out.
Informing warfare commanders/coordinators of results obtained by air assets assigned to their
tasking.
Sending aircraft availability reports.
Promulgating and updating flight schedules and aircraft readiness.
Planning and executing WAS air operations when so directed by the SUWC or OTC and power
projection air operations.
Controlling aircraft operating against land targets.
SPARE
A.1.15 Officer in Tactical Command Information Operations Functions (which may be assigned
to the Composite Warfare Commander)
820
Formulating and promulgating the force EW guidance (to include ES, electronic protection (EP),
and EA).
A-9
SEP 2010
NWP 3-56
821
822*
823
824
825*
826
827–839
Formulating and promulgating the force perception guidance (to include MILDEC, OPSEC, and
PSYOP.
Formulating policy for decoy/jamming operations.
Formulating the IO aspects of anti-intruder guidance, in peacetime or tension periods.
Designating the IWC and alternate IWC.
Ordering EMCON plan in force and changes in response to the tactical situation.
Establishing COMSEC monitoring plan and designating on each net a warfare commander,
coordinator, or unit COMSEC monitor (e.g., AMDC is COMSEC monitor on AMDC net).
SPARE
A.1.16 Officer in Tactical Command Information Operations Functions (normally assigned to
the Information Operations Warfare Commander, but may be retained by the Officer in
Tactical Command/Composite Warfare Commander)
840
841
842
843
844
845*
846
847
848
849
850
851
852*
853
854*
855*
856*
857–899
Formulating and promulgating force EM compatibility plan/radar plan.
Assigning ES duties and ES guards as appropriate.
Formulating and promulgating force EMCON plans, in accordance with the OTC’s direction.
Establishing tactical cryptologic information requirements and means of dissemination.
Allocating, disposing, and tasking ES, EA, and EP resources to ensure that threat and target
emissions are covered.
Issuing the list of threat and target emitters and electronic order of battle (EOB).
Tasking available units, including ES and EA capable aircraft, to detect and report emitter
contacts (IWC establishes alert requirements, OTC retains alert reaction authorization until
specifically assigned).
Coordinating with ACA, AREC, and HEC for support aircraft.
Coordinating employment of ES and cryptologic sensor equipment in support of the OTC’s and
warfare commanders’ tactical intelligence requirements.
Collecting, evaluating, and classifying ES and reporting evaluated information gained to the OTC
and appropriate warfare commanders (to include bearings from jammed radars, when
appropriate).
Issuing IO SITREPs and SITSUMs as directed by the OTC in conjunction with the warfare
commanders.
Controlling and monitoring IO nets and force EM compatibility plan and ensuring compliance
with the EMCON plan. (ASWC monitors acoustic portions of EMCON plan.)
Directing employment of force decoy and chaff resources in conjunction with the warfare
commanders.
Exercising control of IO reactions to a threat, including planned responses.
Allocating force racket numbers.
Coordinating employment of active jamming and electronic neutralization devices according to
the policy formulated by the OTC or CWC.
Promulgating plans to conduct electronic deception according to the policy formulated by the
OTC or CWC.
SPARE
A.1.17 Officer in Tactical Command Convoy Operations Functions (which may not be assigned)
901
902
903
904
905–939
SEP 2010
Formulating and promulgating guidance for the defense of the convoy against all threats.
Establishing close liaison with the convoy commodore for safe navigation of the convoy and
instruct on how to order emergency turns.
Designating appropriate warfare and functional commanders, including SCs.
Promulgating the emission guidance for both escorts and convoy.
SPARE
A-10
NWP 3-56
A.1.18 Officer in Tactical Command Convoy Operations Functions (normally assigned to a
Warfare Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)
940*
941*
942*
943*
944
945–999
Advising the officer in charge SCP of the optimum convoy disposition.
Stationing of escorts and establishing intership spacing within the convoy.
Establishing and controlling communications.
Ordering evasive alterations of course.
Keeping the NCAGS commander informed (emission guidance permitting) of:
1. Convoy’s position, course, and speed.
2. Estimated time of arrival (ETA) at a designated location.
3. Inability to adhere to route, comply with diversion, or reach a rendezvous within one hour
of the appointed time.
4. Intended rendezvous and route when the convoy is scattered.
5. Time of detaching sections from the convoy and whether they are escorted.
6. Names of escorts and merchant ships assigned to the convoy but not present on sailing.
7. Failure of escorts to meet the convoy within eight hours of the appointed time.
8. Names of escorts detached if they are not expected to rendezvous within 24 hours.
9. Enemy reports.
10. Intercepts of DIF bearings of enemy emissions that provide the first indication of an
enemy’s presence.
11. Requests for replenishment within a rendezvous.
12. Ships sunk or damaged and aircraft lost.
13. Operational defects suffered by ships when advance knowledge will materially assist
shore authorities.
14. Weather conditions.
SPARE
A.1.19 Officer in Tactical Command Departure and Entry Operations Functions (normally
assigned to a Warfare Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)
1040*
1041
1042*
1043*
1044
1045*
1046–1099
Promulgating departure or entry operation plan, ordering the time the plan is to be executed, and
specifying whether a departure or entry screen is to be formed.
For operations:
1. Ordering the time that the initial search is to commence.
2. Promulgating zero hour to the force and local authorities.
3. See ATP 1, vol I.
4. See ATP 1, vol I.
5. See ATP 1, vol I.
6. See ATP 1, vol I.
7. See ATP 1, vol I.
Informing the force of the support by shore-based forces.
Allocating forces for the initial search on departure operations.
Informing the SC of the cruising formation to be formed and the type of screen required on
passing a designated geographic location.
Defining the area to be searched during the initial search and establishing, if required, the grid
reference position.
SPARE
A.1.20 Officer in Tactical Command Mine Warfare Functions (which may not be assigned)
1120
Formulating and promulgating the force MIW guidance.
A-11
SEP 2010
NWP 3-56
1121
1122–1139
Designating the force MIWC and alternate.
SPARE
A.1.21 Officer in Tactical Command Mine Warfare Functions (normally assigned to the Mine
Warfare Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)
A.1.21.1 Mine Countermeasures
1140*
1141*
1142*
1143*
1144*
1145–1169
Acting as tasking authority in accordance with ATP 6 for MCM forces assigned to the OTC.
Coordinating the efforts of supporting MCM forces.
Coordinating with appropriate local commanders for response to enemy mining of choke points,
safe havens, or operating areas.
Coordinating with appropriate local commanders for the execution of MCM plans.
Requesting appropriate sub-area commander to issue sub-area navigation warnings resulting from
MCM operations by forces assigned to the OTC.
SPARE
A.1.21.2 Mining
1170*
1171*
1172*
1173*
1174*
1175–1199
Coordinating the laying of minefields in support of the force.
Planning and conducting tactical mining operations by assigned forces against targets of
opportunity.
Coordinating with appropriate area commanders for the laying of tactical minefields.
Coordinating with appropriate area commanders for the execution of mining plans.
Requesting appropriate sub-area commander to issue sub-area navigation warnings for minefields
executed by assigned forces.
SPARE
A.1.22 Officer in Tactical Command Maritime Interception Operations Functions (which may be
assigned to the Composite Warfare Commander)
1220*
1221*
1222*
1223*
1224*
1225*
1226
1227*
1228*
1229–1239
Formulating and promulgating general MIO plans and, when necessary, specific guidance to the
force.
Formulating and promulgating emission policy as it affects MIO.
Formulating and promulgating policy for planned responses in MIO.
Ordering MIO degrees of readiness.
Stating requirements for nonorganic air support for MIO and forwarding requests.
Designating MIO commander and alternate.
Establishing and promulgating the MIO operational area.
Assigning units to MIO for detection/localization/identification/recognition and reporting surface
contacts.
Establishing tactical intelligence, environmental reconnaissance, and surveillance requirements to
support MIO in conjunction with organic intelligence support.
SPARE
A.1.23 Officer in Tactical Command Maritime Interception Operations Functions (normally
assigned to Maritime Interception Operations Commander, but may be retained by the
Officer in Tactical Command/Composite Warfare Commander)
1240*
1241*
1242*
SEP 2010
Developing and implementing the MIO surveillance plan.
Dividing the MIO area into sectors, if required.
Designating sector MIO commanders and on-scene commanders, as required.
A-12
NWP 3-56
1243*
1244*
1245
1246
1247*
1248*
1249*
1250*
1251*
1252*
1253*
1254*
1255*
1256*
1257*
1258
1259
1260
1261–1999
Maintaining an accurate database of vessels previously challenged and/or boarded and
disseminating that information to MIO forces.
Establishing the requirement for organic air support and forwarding requests to AREC/HEC.
Assigning sectors and/or patrol areas and designating control units for aircraft, keeping AMDC
and AC informed.
In accordance with the AMDC’s directives (see Function 247), establishing joining and control
procedures for MIO aircraft, keeping the AMDC informed.
Identifying suspect vessels and prioritizing targets for query and possible visit, board, search, and
seizure (VBSS).
Authorizing boardings and assigning the on-scene commander, and boarding and assisting ships
as required.
Directing diversion of suspect vessels and assigning escort vessels.
Issuing criteria for levels of force to be employed (a matrix if applicable).
Determining when tracking and monitoring of a suspect vessel is no longer required.
Exercising TACON, including stationing and maneuvering of assigned surface MIO units, in
accordance with the OTC’s policy and plans.
Coordinating and controlling MIO surveillance.
Coordinating and controlling use of all force sensors in MIO.
Designating and disseminating (as appropriate) all reported contacts using all available
information to maintain a complete surface plot of the surveillance area.
Issuing periodic MIO SITREPs (when required by the tactical situation) and other reports,
including situation summaries (SITSUMs).
Controlling MIO nets, especially with respect to procedural integrity and security in reporting
(COMSEC). The MIO commander may in turn assign some of this responsibility to a sector MIO
commander.
Developing a MIO communications plan to include assigning units VHF working channels and
night signal colors to be used for suspect vessel interrogation, to prevent mutual interference.
Ordering allocated aircraft launched and tasking aircraft employment against suspect vessels.
Providing assets as available to assist other commanders in the prosecution of threats to the MIO
force and other friendly forces.
SPARE
A.1.24 Officer in Tactical Command Strike Warfare Functions (which may be assigned to the
Composite Warfare Commander)
2000
2001
2002
2003
2004
2005
2006–2014
Formulating and promulgating general STW plans and, when necessary, specific guidance to the
force.
Promulgating IO guidance as it affects STW.
Stating requirements for nonorganic air support for STW and forwarding of related requests.
Designating the STW commander (STWC) and alternate.
Assigning surface ships and aircraft to STW.
Establish tactical intelligence, environmental reconnaissance, and surveillance requirements to
support strike missions in conjunction with organic intelligence support.
SPARE
A.1.25 Officer in Tactical Command Strike Warfare Functions (normally assigned to Strike
Warfare Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander)
2015
2016
2017
Establishing the requirement for organic STW air support and forwarding requests to
AREC/HEC.
Issuing criteria for weapon release and expenditure (a matrix if applicable).
Exercising TACON of assigned STW assets in accordance with OTC tasking and plans.
A-13
SEP 2010
NWP 3-56
2018
2019
2020
2021
2022–2199
Coordinating and controlling the employment of all force STW weapons.
Establishing, joining, and control procedures for STW aircraft, keeping the AMDC and ACA
informed in accordance with the AMDC’s directives (see Function 247).
Submit timely and accurate mission reports.
Coordinate with IWC and CWC N-2 for required support during ingress/egress and within target
area.
SPARE
A.1.26 Officer in Tactical Command Cryptologic Resource Coordination Functions (which may
be assigned to the Composite Warfare Commander)
2100
2101
2102–2114
Formulating and promulgating general employment guidance for force cryptologic resources.
Designating the CRC and alternate.
SPARE
A.1.27 Officer in Tactical Command Cryptologic Resource Coordination Function (normally
assigned to Cryptologic Resource Coordinator, but may be retained by the Officer in
Tactical Command/Composite Warfare Commander)
2115
2116
2117
2118
2119–2149
Supplying and apportioning air assets in response to warfare commander’s requirements,
informing them of assets assigned to their tasking.
Coordinating with CWC N-2/N-6 and the IWC to develop preplanned action to disseminate
SIGINT information during EMCON or communications circuit outage/equipment failure.
Coordinating with warfare commanders to position DF-capable ships to enhance cryptologic
support to force.
Adjusting cryptologic coverage to meet emerging threats or revised intelligence requirements.
SPARE
A.1.28 Officer in Tactical Command Submarine Operations Coordinating Authority Functions
(which may be assigned to the Composite Warfare Commander)
2150
2151
2152
2153
2154
2155
2156–2164
Formulating and promulgating submarine operations guidance.
Requesting TG or support submarines as required. (Not applicable for submarines permanently
assigned to the TG).
Promulgating communications procedures and protocols required for coordinated submarine
operations applicable to the specific scenario (see Chapter 7, NWP 3-21.0, Coordinated
Submarine/Task Group Operations Manual).
Providing assigned submarines with tailored intelligence support by Force Summary message.
As required, exchange on-scene tactical coordination and intelligence information with assigned
submarines. Maintain an updated Force Situation Report for immediate relay on tactical circuits.
When assigned by the SUBOPAUTH, assume TACON of designated submarines.
SPARE
A.1.29 Officer in Tactical Command Submarine Operations Coordinating Authority Functions
(normally assigned to Submarine Operations Coordinating Authority, but may be
retained by the Officer in Tactical Command/Composite Warfare Commander)
2165
2166
2167
2168
SEP 2010
Informing SUBOPAUTH of TF/TG intentions and movements.
Coordinating submarine and TF/TG WSM requirements with SUBOPAUTH.
Providing SUBOPAUTH long-term submarine employment requirements and coordinating
information.
Promulgating or otherwise ensuring all elements of the force including nonorganic support units
have the effective SUBOPAUTH and, as applicable, TG submarine area WSM allocation and
A-14
NWP 3-56
2169
2170
2171
2172–2199
status message for the area in which they are operating.
Acting as designate the SGSA coordinating authority (see Appendix C, NWP 3-21.0, Coordinated
Submarine/Task Group Operations Manual).
Overseeing on-scene operations to ensure submarine safety from attack by friendly forces (see
Chapter 6, NWP 3-21.0, Coordinated Submarine/Task Group Operations Manual).
When authorized by the SUBOPAUTH, assuming local WSM and PMI responsibilities for
designated TG submarines. Promulgating a WSM allocation and status message applicable to the
TGSA.
SPARE
A.1.30 Officer in Tactical Command Tomahawk Land Attack Missile Strike Coordinator
Functions (which may be assigned to the Composite Warfare Commander)
2200
2201
2202–2214
Formulating and promulgating force TLAM guidance.
Designating TSC and alternate.
SPARE
A.1.31 Officer in Tactical Command Tomahawk Land Attack Missile Strike Coordinator
Functions (normally assigned to the Tomahawk Land Attack Missile Strike Coordinator,
but may be retained by the Officer in Tactical Command/Composite Warfare
Commander)
2215
2216
2217
2218
2219–2249
Liaising with warfare commanders to ensure TLAM is effectively integrated into daily
operations.
Deconflicting missile fly-out routes and PST divert areas.
Assigning TLAM tasking to firing units.
Designating LAC for each strike.
SPARE
A.1.32 Officer in Tactical Command Tomahawk Land Attack Missile Launch Area Coordinator
Functions (normally assigned to the Launch Area Coordinator, but may be retained by
the Officer in Tactical Command/Composite Warfare Commander or Tomahawk Land
Attack Missile Strike Coordinator)
2250
2251
2252
2253
2254
2255
2256–2299
Coordinating on-scene requirements.
Controlling launch basket maneuvers by surface ships.
Stationing launch platforms inside the TLAM launch areas.
Coordinating with SOCA for guidance and assistance in contacting and directing submarines to
their launch areas.
Deconflicting missile fly-out routes and PST divert areas.
Coordinating with AMDC to ensure missile not misidentified as hostile.
SPARE
A.1.33 Officer in Tactical Command Ballistic Missile Defense Functions (normally assigned to
the Ballistic Missile Defense Commander, but may be retained by the Officer in Tactical
Command/Composite Warfare Commander).
2300
2301
2302
2303
Assisting OTC integration of force BMD plans into the OTC’s plans and, when necessary,
providing specific guidance to the force.
Assisting OTC formulation of guidance for BMD planned responses.
Coordinating and controlling use of maritime force BMD sensors.
Controlling BMD nets, especially with respect to procedural integrity and security in reporting
COMSEC.
A-15
SEP 2010
NWP 3-56
2304
2305
2306
2307
2308
2309
2310
2311
2312
2313
Coordinating and controlling employment of all force BMD weapons.
Defining requirements for protection of Navy BMD forces.
Directing and controlling BMD actions of forces assigned.
Disseminating criteria for weapon release and expenditure (a matrix if applicable).
Establishment of OTC plans, policies, priorities, and overall requirements for BMD ISR
activities.
Exercising command by negation over all BMD actions initiated by other units of the force.
Exercising TACON, including stationing and maneuvering of assigned surface BMD capable
units, in accordance with the OTC’s policies and plans.
Identifying requirements for nonorganic BMD support to the CWC.
Planning and coordinating BMD actions of forces assigned to the OTC.
Recommending BMD degrees of readiness to the OTC (note OTC can not set degree of readiness
lower than that established by AADC).
2314
Support the CTF designated by the JFMCC to coordinate maritime force IAMD
operations or if not assigned direct liaison with the AADC/RADC responsible for
counterair operations from the maritime domain.
2315–2350
SPARE
SEP 2010
A-16
NWP 3-56
APPENDIX B
Coalition Force Integration
B.1 INTRODUCTION
This appendix addresses fundamental principals and doctrine for incorporating coalition maritime forces into U.S.
Navy tactical organizations to form a single force. Most recent combined operations have been formed around
coalitions (e.g., Enduring Freedom and Iraqi Freedom) rather than formal treaties (e.g., NATO). These coalitions
have been formed using ad-hoc arrangements with little doctrine to support them. This appendix provides
guidance on the subjects that should be considered when incorporating allied forces.
B.2 GENERAL
Regardless of the political and strategic imperatives of operating as a multinational force, integration into a
coalition at the tactical level brings several advantages. Not only can it be a force multiplier, but the new force can
leverage unique capabilities (e.g., diesel-electric propulsion attack submarines, or boarding teams capable of
dealing with non-compliant boardings). There are disadvantages to coalition operations. Some of these difficulties
will be discussed in more detail in the following paragraphs. However, all these difficulties can be overcome by
the general principle of cooperation which includes the following elements:
1. Rapport — A rapport must be developed between the commanders of the different forces. Commanders
should endeavor to meet and provide liaison officers at the earliest opportunity.
2. Respect — Respect needs to be shown to each nation for its contribution, however big or small.
3. Knowledge — There must be an in-depth knowledge of the capabilities and limitations of coalition forces.
Take advantage of strengths and find a way around weaknesses.
4. Patience — Great patience is needed to work through the misunderstandings and friction of a multinational
force.
B.3 ISSUES OF COALITION OPERATIONS
There are several issues that should to be addressed in the planning of any coalition campaign. The following
paragraphs cover some of these. It is not an all inclusive list and is not in any order of priority. See JP 3-16,
Multinational Operations, Appendix A for commander’s checklist for multinational operations.
B.3.1 Command and Control
Commanders should always strive for a simple, militarily pragmatic solution to the command structure. The best
way to start is to build the structure around the mission and force’s strengths. The approach of gap filling, which
is basing the structure on U.S. forces and then filling the gaps with coalition forces, should be avoided as it does
not produce the optimal solution. Often, giving coalition partner TFs specific missions or tasks is a good way of
working with their strengths and provides them a substantive role in the overall mission. Factors that may
influence the command structure include:
1. National opt-outs — Nations not agreeing to do certain missions or tasks.
B-1
SEP 2010
NWP 3-56
2. Seniority of national commanders.
3. Level of command — OPCON/TACON.
4. Non-aligned national ROE.
Once the command organization has been established it is imperative to provide liaison officers from subordinates
to higher headquarters. These personnel are key to the smooth running of coalition operations. Their participation
aids with all the topics covered in this appendix.
B.3.2 Communications
The difference in communications capabilities among coalition forces could potentially be a hindrance to efficient
command and control. Once the command structure has been designed, the communications architecture can be
built around it. Often, information and communication agreements will partially dictate the type of system used.
However, it is important that difficulties with communications do not drive the shape of the command structure,
but rather the communications system accommodates the structure. Over-reliance on wide-area-network (WAN)
communications, computers, and intelligence systems is counterproductive unless all coalition members can
access them.
Note
Given the trend toward multinational operations, commanders at all levels (OTC,
CWC, Warfare Commanders) should make every attempt to write for release when
preparing standing directives.
B.3.3 Logistics
Logistics is part of any successful operation. From fuel to spare parts, a coalition must ensure its supply problems
are addressed as early as possible. It may be that coalition partners have the supply capacity and delivery
architecture to provide for themselves. However, it may be necessary to find another solution. In most cases,
nations with a small contribution to the operation may need logistics support.
B.3.4 Culture, Customs, and Religion
It is important for all partners to respect the customs and religions of others in order to develop good relations. A
good commander will assess the cultural capability and/or knowledge of his own force and mitigate accordingly.
Having cultural awareness of coalition partners will help to provide a more seamless integration.
B.3.5 Foreign Disclosure
Releasability is an issue when dealing with coalition partners. There are many different handling instructions
which limit information sharing (e.g., NOFORN, AUS/CAN/UK/US eyes only, and NATO Releasable to
Coalition Forces). Careful management of these different handling instructions is needed, especially when liaison
officers and non-U.S. personnel are part of a staff. It is important to allow those staff members to function without
breaking releasability rules. This may be difficult to balance. Often pragmatism needs to prevail, and the need to
achieve the mission should be the overriding factor. Consider the following:
1. Existing agreements and information waivers (this must be thoroughly researched as waiver provisions can
be very restrictive).
2. Allowing access to specific compartments.
3. Providing separate work spaces for non-U.S. personnel.
SEP 2010
B-2
NWP 3-56
4. Allowing access to communications, computers, and intelligence systems.
5. Briefing the force regarding specific rules and regulations specific to dissemination.
B.3.6 Language
English will probably be the most widely spoken language; however, it may not be well spoken by many of the
coalition partners. Care should to be taken to ensure messages cannot be misinterpreted. The employment of
interpreters should be considered.
B.3.7 Doctrine; Tactics, Techniques, and Procedures; and Training
A key to successful multinational operations is learning how to operate together. The selection of the procedures
and doctrine to be employed is important in solving this. Following are three basic solutions:
1. Use U.S. Tactics and Procedures — If these are chosen, the relevant publications must be released to the
allied forces participating. They must have time to ask questions about the procedures and to train with
them. While this may be easiest for U.S. forces, it may be difficult for coalition partners.
2. Use Allied Tactics and Procedures — If working within a treaty environment, such as NATO, use of the
procedures from that alliance should be employed (e.g., the ATPs and APPs of NATO). The alliance
partners may be more familiar with these procedures than U.S. forces.
3. Use Multinational Tactics and Procedures — With the increase of coalition operations outside formal
treaties, a series of multinational tactics and procedures have been produced based on the NATO
publications and may be released to coalition partners not bound by a formal treaty.
B.3.8 National Rules of Engagement
In coalition operations, rules of engagement (ROE) concerns may be exacerbated by the participating nation’s
political climate. Most nations keep their own forces under their own national ROE. Therefore, it is important for
commanders to endeavor to achieve as nearly equivalent ROE as possible; and where they are not equivalent, to
know the differences. This is essential in preventing an unwanted conclusion to specific tactical situations,
especially if the coalition has a less restrictive ROE. It is always worth producing a matrix showing the difference
for each nation for each aspect of warfare.
One area that often causes confusion is the notion of self-defense. Nations may have subtle differences in their
interpretation of self-defense that can affect the collective. It is imperative that these particular areas are
scrutinized to understand the differences and, where possible, supplemental ROE may be requested to achieve
equivalence. In the end, the combined force will be more effective if an agreement is reached concerning the
mission objective, and flexibility is given as to how that objective is accomplished.
B-3
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NWP 3-56
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SEP 2010
B-4
NWP 3-56
REFERENCES
A Cooperative Strategy for 21st Century Seapower, October 2007, http://navy.mil/maritime/maritimestrategy.pdf
Command at Sea: Naval Command and Control Since the Sixteenth Century, By: Michael A. Palmer,
Harvard University Press, 2005
Master of Sea Power: A Biography of Fleet Admiral Ernest J. King, By: Thomas B. Buell,
Naval Institute Press, 1980
Omaha Beach: A Flawed Victory, By: Adrian R. Lewis, The University of North Carolina Press, 2001
The Quite Warrior: A Biography of Admiral Raymond A. Spruance, By: Thomas B. Buell,
Naval Institute Press, 1987
ATP 1, Volume I, Allied Maritime Tactical Instructions and Procedures
CJCSM 3122.03, Joint Operation Planning and Execution System (JOPES), Volume II
JP 1, Doctrine for the Armed Forces of the United States
JP 1-02, Department of Defense Dictionary of Military and Associated Terms
JP 3-0, Joint Operations
JP 3-30, Command and Control for Joint Air Operations
JP 3-52, Joint Airspace Control
MTP 1(D), Multinational Maritime Tactical Instructions and Procedures, Volume I
NTRP 1-02, Navy Supplement to the DOD Dictionary of Military and Associated Terms
NTTP 3-03.1, Tomahawk Land Attack Missile (TLAM) Employment Manual, Volume I
NWP 3-01.01, Fleet Air Defense
NWP 3-13, Navy Informational Operations
NWP 3-15, Naval Mine Warfare
NWP 3-20, Navy Surface Warfare Manual
NWP 3-21, Fleet AntiSubmarine Warfare (FASW) Manual
NWP 3-21.0, Coordinated Submarine/Task Group Operations Manual
NWP 3-32, Maritime Operations at the Operational Level of War
NWP 5-01, Navy Planning
Reference-1
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Reference-2
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GLOSSARY
air defense (AD). Defensive measures designed to destroy attacking enemy aircraft or missiles in the
atmosphere, or to nullify or reduce the effectiveness of such attack. (JP 1-02. Source: JP 3-01)
air and missile defense commander (AMDC). In the composite warfare commander concept, the officer
assigned some or the entire officer in tactical command’s detailed responsibilities for defensive counterair and
granted the tactical control authority to accomplish the assigned missions and tasks.
air resource element coordinator (AREC). In the composite warfare commander concept, the officer
assigned some or all of the officer in tactical command's detailed responsibilities for management and
coordination of fixed-wing air and carrier-based helicopter assets. (Source: NTRP 1-02)
air tasking order (ATO). A method used to task and disseminate to components, subordinate units, and
command and control agencies projected sorties, capabilities and/or forces to targets and specific missions.
Normally provides specific instructions to include call signs, targets, controlling agencies, etc., as well as
general instructions. (JP 1-02. Source: JP 3-30)
airborne early warning (AEW). The detection of enemy air or surface units by radar or other equipment
carried in an airborne vehicle, and the transmitting of a warning to friendly units. (JP 1-02. Source: N/A)
airspace control authority (ACA). The commander designated to assume overall responsibility for the
operation of the airspace control system in the airspace control area. (JP 1-02. Source: JP 3-52)
allocation. In a general sense, distribution for employment of limited forces and resources among competing
requirements. Specific allocations (e.g., air sorties, nuclear weapons, forces, and transportation) are described
as allocation of air sorties, nuclear weapons, etc. (JP 1-02. Source: JP 5-0)
antisubmarine warfare (ASW). Operations conducted with the intention of denying the enemy the effective
use of submarines. (JP 1-02. Source: JP 3-32)
antisubmarine warfare commander (ASWC). In the composite warfare commander concept, the officer
assigned some or all of the officer in tactical command's detailed responsibilities for antisubmarine warfare and
granted the tactical control authority to accomplish the assigned missions and tasks. (Source: NTRP 1-02)
apportionment (air). The determination and assignment of the total expected effort by percentage and/or by
priority that should be devoted to the various air operations for a given period of time. Also called air
apportionment. (JP 1-02. Source: JP 3-0)
area of operations (AO). An operational area defined by the joint force commander for land and maritime
forces. Areas of operation do not typically encompass the entire operational area of the joint force commander,
but should be large enough for component commanders to accomplish their missions and protect their forces.
(JP 1-02. Source: JP 3-0)
ballistic missile defense (BMD). All active and passive measures designed to detect, identify, track, and
defeat attacking ballistic missiles (and entities), in both strategic and theater tactical roles, during any portion
of their flight trajectory (boost, post-boost, midcourse, or terminal) or to nullify or reduce the effectiveness of
such attack.
Glossary-1
SEP 2010
NWP 3-56
ballistic missile defense commander (BMDC). In the composite warfare commander concept, the officer
assigned some or the entire officer in tactical command’s detailed responsibilities for the defense of the force
and designated areas ashore against ballistic missile threats and granted the tactical control authority to
accomplish the assigned missions and tasks.
carrier strike group (CSG). A standing naval task group consisting of a carrier, embarked airwing, surface
combatants, and submarines as assigned in direct support, operating in mutual support with the task of
destroying hostile submarine, surface, and air forces within the group’s assigned operational area and striking
at targets along hostile shore lines or projecting power inland. (JP 1-02. Source: JP 3-02)
combatant command (command authority) (COCOM). Nontransferable command authority established
by title 10 ("Armed Forces"), United States Code, section 164, exercised only by commanders of unified or
specified combatant commands unless otherwise directed by the President or the Secretary of Defense.
Combatant command (command authority) cannot be delegated and is the authority of a combatant commander
to perform those functions of command over assigned forces involving organizing and employing commands
and forces, assigning tasks, designating objectives, and giving authoritative direction over all aspects of
military operations, joint training, and logistics necessary to accomplish the missions assigned to the command.
Combatant command (command authority) should be exercised through the commanders of subordinate
organizations. Normally this authority is exercised through subordinate joint force commanders and Service
and/or functional component commanders. Combatant command (command authority) provides full authority
to organize and employ commands and forces as the combatant commander considers necessary to accomplish
assigned missions. Operational control is inherent in combatant command (command authority).
(JP 1-02. Source: JP 1)
combatant commander (CCDR). A commander of one of the unified or specified combatant commands
established by the President. (JP 1-02. Source: JP 3-0)
command and control (C2). The exercise of authority and direction by a properly designated commander
over assigned and attached forces in the accomplishment of the mission. Command and control functions are
performed through an arrangement of personnel, equipment, communications, facilities, and procedures
employed by a commander in planning, directing, coordinating, and controlling forces and operations in the
accomplishment of the mission. (JP 1-02. Source: JP 1)
command and control system. The facilities, equipment, communications, procedures, and personnel
essential to a commander for planning, directing, and controlling operations of assigned and attached forces
pursuant to the missions assigned. (JP 1-02. Source: JP 6-0)
common operational picture (COP). A single identical display of relevant information shared by more than
one command. A common operational picture facilitates collaborative planning and assists all echelons to
achieve situational awareness. (JP 1-02. Source: JP 3-0)
common tactical picture (CTP). An accurate and complete display of relevant tactical data that integrates
tactical information from the multi-tactical data link network, ground network, intelligence network, and sensor
networks. (JP 1-02. Source: JP 3-01)
common tactical picture manager (CTPM). The officer assigned some or all of the officer in tactical
command's detailed responsibilities for establishing, maintaining, assuring quality of, and disseminating the
fused all-source (GENSER) common tactical picture.
communications security (COMSEC). The protection resulting from all measures designed to deny
unauthorized persons information of value that might be derived from the possession and study of
telecommunications, or to mislead unauthorized persons in their interpretation of the results of such possession
and study. (JP 1-02. Source: JP 6-0)
SEP 2010
Glossary-2
NWP 3-56
composite warfare commander (CWC). An officer to whom the officer in tactical command of a naval task
organization may delegate authority to conduct some or all of the offensive and defensive functions of the
force. (JP 1-02. Source: JP 3-02)
course of action (COA). 1. Any sequence of activities that an individual or unit may follow. 2. A possible
plan open to an individual or commander that would accomplish, or is related to the accomplishment of the
mission. 3. The scheme adopted to accomplish a job or mission. 4. A line of conduct in an engagement. 5. A
product of the Joint Operation Planning and Execution System concept development phase and the course-ofaction determination steps of the joint operation planning process. (JP 1-02. Source: JP 5-0)
cryptologic resource coordinator (CRC). The officer delegated some or all of the officer in tactical
command's detailed responsibilities for management of cryptologic assets, cryptologic coverage and tasking
plans, personnel and augmentation requirements, cryptologic direct support operations, signal security
operations, special intelligence communications, direct service interfaces, cryptologic sanitation, and
correlation procedures. (Source: NTRP 1-02)
delegation of authority. The action by which a commander assigns part of his or her authority commensurate
with the assigned task to a subordinate commander. While ultimate responsibility cannot be relinquished,
delegation of authority carries with it the imposition of a measure of responsibility. The extent of the authority
delegated must be clearly stated. (JP 1-02. Source: N/A)
electronic attack (EA). Division of electronic warfare involving the use of electromagnetic energy, directed
energy, or antiradiation weapons to attack personnel, facilities, or equipment with the intent of degrading,
neutralizing, or destroying enemy combat capability and is considered a form of fires.
(JP 1-02. Source: JP 3-13.1)
electronic protection (EP). Division of electronic warfare involving actions taken to protect personnel,
facilities, and equipment from any effects of friendly or enemy use of the electromagnetic spectrum that
degrade, neutralize, or destroy friendly combat capability. (JP 1-02. Source: JP 3-13.1)
electronic warfare (EW). Military action involving the use of electromagnetic and directed energy to control
the electromagnetic spectrum or to attack the enemy. Electronic warfare consists of three divisions: electronic
attack, electronic protection, and electronic warfare support. (JP 1-02. Source: JP 3-13.1)
electronic warfare support (ES). Division of electronic warfare involving actions tasked by, or under direct
control of, an operational commander to search for, intercept, identify, and locate or localize sources of
intentional and unintentional radiated electromagnetic energy for the purpose of immediate threat recognition,
targeting, planning and conduct of future operations. (JP 1-02. Source: JP 3-13.1)
force health protection (FHP). Measures to promote, improve, or conserve, the mental and physical
wellbeing of Service members. These measures enable a health and fit force, prevent injury and illness, and
protect the force from health hazards. (JP 1-02. Source: JP 4-02)
Global Command and Control System (GCCS). A deployable command and control system supporting
forces for joint and multinational operations across the range of military operations with compatible,
interoperable, and integrated communications systems. (JP 1-02. Source: JP 6-0)
helicopter element coordinator (HEC). The officer assigned some or all of the officer in tactical command's
detailed responsibilities for management and coordination of rotary-wing air assets. (Source: NTRP 1-02)
information operations (IO). The integrated employment of the core capabilities of electronic warfare,
computer network operations, psychological operations, military deception, and operations security, in concert
with specified supporting and related capabilities, to influence, disrupt, corrupt or usurp adversarial human and
automated decision making while protecting our own. (JP 1-02. Source: JP 3-13)
Glossary-3
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NWP 3-56
intelligence operations (INT). The variety of intelligence and counterintelligence tasks that are carried out by
various intelligence organizations and activities within the intelligence process. Intelligence operations include
planning and direction, collection, processing and exploitation, analysis and production, dissemination and
integration, and evaluation and feedback. (JP 1-02. Source: JP 2-01)
intelligence preparation of the operational environment (IPOE). An analytical methodology employed
to reduce uncertainties concerning the enemy, environment, and terrain for all types of operations. Intelligence
preparation of the operational environment builds an extensive database for each potential area in which a unit
may be required to operate. The database is then analyzed in detail to determine the impact of the enemy,
environment, and terrain on operations and presents it in graphic form. Intelligence preparation of the
operational environment is a continuing process.
intelligence, surveillance, and reconnaissance (ISR). An activity that synchronizes and integrates the
planning and operation of sensors, assets, and processing, exploitation, and dissemination systems in direct
support of current and future operations. This is an integrated intelligence and operations function.
(JP 1-02. Source: JP 2-01)
irregular warfare (IW). A violent struggle among state and non-state actors for legitimacy and influence over
relevant population(s). Irregular warfare favors indirect and asymmetric approaches, though it may employ the
full range of military and other capacities, in order to erode an adversary’s power, influence, and will.
(JP 1-02. Source: JP 1)
joint force air component commander (JFACC). The commander within a unified command, subordinate
unified command, or joint task force responsible to the establishing commander for making recommendations
on the proper employment of assigned, attached, and/or made available for tasking air forces; planning and
coordinating air operations; or accomplishing such operational missions as may be assigned. The joint force air
component commander is given the authority necessary to accomplish missions and tasks assigned by the
establishing commander. (JP 1-02. Source: JP 3-0)
joint force commander (JFC). A general term applied to a combatant commander, subunified commander, or
joint task force commander authorized to exercise combatant command (command authority) or operational
control over a joint force. (JP 1-02. Source: JP 1)
joint force maritime component commander (JFMCC). The commander within a unified command,
subordinate unified command, or joint task force responsible to the establishing commander for making
recommendations on the proper employment of assigned, attached, and/or made available for tasking maritime
forces and assets; planning and coordinating maritime operations; or accomplishing such operational missions
as may be assigned. The joint force maritime component commander is given the authority necessary to
accomplish missions and tasks assigned by the establishing commander. (JP 1-02. Source: JP 3-0)
Joint Operation Planning and Execution System (JOPES). A system of joint policies, procedures, and
reporting structures, supported by communications and computer systems, that is used by the joint planning
and execution community to monitor, plan, and execute mobilization, deployment, employment, sustainment,
redeployment, and demobilization activities associated with joint operations. (JP 1-02. Source: JP 5-0)
joint operations area (JOA). An area of land, sea, and airspace, defined by a geographic combatant
commander or subordinate unified commander, in which a joint force commander (normally a joint task force
commander) conducts military operations to accomplish a specific mission. (JP 1-02. Source: JP 3-0)
launch area coordinator (LAC). The Tomahawk strike coordinator's principal deputy, responsible for
leading the Tomahawk land-attack missile launch platforms through execution of the Tomahawk land-attack
missile strike. Coordinates on-scene requirements and makes consolidated reports to the Tomahawk strike
coordinator. (Source: NTRP 1-02)
SEP 2010
Glossary-4
NWP 3-56
line of operations (LOO). 1. A logical line that connects actions on nodes and/or decisive points related in
time and purpose with an objective(s). 2. A physical line that defines the interior or exterior orientation of the
force in relation to the enemy or that connects actions on nodes and/or decisive points related in time and space
to an objective(s). (JP 1-02. Source: JP 3-0)
littoral. The littoral comprises two segments of operational environment: 1. Seaward: the area from the open
ocean to the shore, which must be controlled to support operations ashore. 2. Landward: the area inland from
the shore that can be supported and defended directly from the sea. (JP 1-02. Source: JP 2-01.3)
logistics (LOG). Planning and executing the movement and support of forces. It includes those aspects of
military operations that deal with: a. design and development, acquisition, storage, movement, distribution,
maintenance, evacuation, and disposition of materiel; b. movement, evacuation, and hospitalization of
personnel; c. acquisition or construction, maintenance, operation, and disposition of facilities; and d.
acquisition or furnishing of services. (JP 1-02. Source: JP 4-0)
maritime domain. The oceans, seas, bays, estuaries, islands, coastal areas, and the airspace above these,
including the littorals. (JP 1-02. Source: JP 3-32)
maritime interception operations (MIO). Efforts to monitor, query, and board merchant vessels in
international waters to enforce sanctions against other nations such as those in support of United Nations
Security Council Resolutions and/or prevent the transport of restricted goods. (JP 1-02. Source: JP 3-0)
maritime interception operations commander (MIOC). Under the composite warfare commander
concept, the officer assigned some or all of the officer in tactical command’s detailed responsibilities for
maritime interception operations and granted the tactical control authority to accomplish the assigned missions
and tasks. (JP 1-02. Source: NTRP 1-02)
maritime power projection. Power projection in and from the maritime environment, including a broad
spectrum of offensive military operations to destroy enemy forces or logistic support or to prevent enemy
forces from approaching within enemy weapons’ range of friendly forces. Maritime power projection may be
accomplished by amphibious assault operations, attack of targets ashore, or support of sea control operations.
(JP 1-02. Source: N/A)
meteorological and oceanographic (METOC). A term used to convey all meteorological, oceanographic,
and space environmental factors as provided by Services, support agencies, and other sources. These factors
include the whole range of atmospheric (weather) and oceanographic phenomena, from the sub-bottom of the
earth’s oceans up to the space environment (space weather). (JP 1-02. Source: JP 3-59)
mine warfare (MIW). The strategic, operational, and tactical use of mines and mine countermeasures. Mine
warfare is divided into two basic subdivisions: the laying of mines to degrade the enemy’s capabilities to wage
land, air, and maritime warfare; and the countering of enemy-laid mines to permit friendly maneuver or use of
selected land or sea areas. (JP 1-02. Source: JP 3-15)
mobility (MOB). A quality or capability of military forces which permits them to move from place to place
while retaining the ability to fulfill their primary mission. (JP 1-02. Source: JP 3-17)
naval surface fire support (NSFS). Fire provided by Navy surface gun and missile systems in support of a
unit or units. See also fire support. (JP 1-02. Source: JP 3-09.3)
naval warfare. The employment in combat of all naval forces to establish, maintain, and exploit control of the
seas and to deny their use to an enemy. Naval warfare consists of a series of naval operations or campaigns.
(Source: NTRP 1-02)
officer in tactical command (OTC). In maritime usage, the senior officer present eligible to assume
command, or the officer to whom the senior officer has delegated tactical command. (JP 1-02. Source: N/A)
Glossary-5
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NWP 3-56
operation order (OPORD). A directive issued by a commander to subordinate commanders for the purpose of
effecting the coordinated execution of an operation. (JP 1-02. Source: JP 5-0)
operational area (OA). An overarching term encompassing more descriptive terms for geographic areas in
which military operations are conducted. Operational areas include, but are not limited to, such descriptors as
area of responsibility, theater of war, theater of operations, joint operations area, amphibious objective area,
joint special operations area, and area of operations. (JP 1-02. Source: JP 3-0)
operational command (OPCOM). A command authority granted to an allied/multinational maritime
commander by a national commander with full command to assign missions or tasks to subordinated
commanders, to deploy units, to reassign forces, and to retain or delegate operational control, tactical
command, or tactical control as may be deemed necessary. It does not in itself include administrative command
or logistical responsibility. (Source: NTRP 1-02)
operational control (OPCON). Command authority that may be exercised by commanders at any echelon at
or below the level of combatant command. Operational control is inherent in combatant command (command
authority) and may be delegated within the command. Operational control is the authority to perform those
functions of command over subordinate forces involving organizing and employing commands and forces,
assigning tasks, designating objectives, and giving authoritative direction necessary to accomplish the mission.
Operational control includes authoritative direction over all aspects of military operations and joint training
necessary to accomplish missions assigned to the command. Operational control should be exercised through
the commanders of subordinate organizations. Normally this authority is exercised through subordinate joint
force commanders and Service and/or functional component commanders. Operational control normally
provides full authority to organize commands and forces and to employ those forces as the commander in
operational control considers necessary to accomplish assigned missions; it does not, in and of itself, include
authoritative direction for logistics or matters of administration, discipline, internal organization, or unit
training. (JP 1-02. Source: JP 1)
operational general (message) (OPGEN). Maritime-unique formatted message used by both the US Navy
and NATO to promulgate general matters of policy and instructions and common aspects of operations; also
may include detailed instructions for warfare responsibilities. (Source: NTRP 1-02)
operational intelligence (OPINTEL). Intelligence that is required for planning and conducting campaigns
and major operations to accomplish strategic objectives within theaters or operational areas.
(JP 1-02. Source: JP 2-0)
operational tasking (message) (OPTASK). Maritime-unique formatted message used by both the US Navy
and NATO to provide detailed information for specific aspects within individual areas of warfare and for
tasking resources. This includes logistics, may be issued at all levels above the unit, and may be Navy-wide or
focused on a particular theater or strike group. (Source: NTRP 1-02)
operations security (OPSEC). A process of identifying critical information and subsequently analyzing
friendly actions attendant to military operations and other activities to: a. identify those actions that can be
observed by adversary intelligence systems; b. determine indicators that adversary intelligence systems might
obtain that could be interpreted or pieced together to derive critical information in time to be useful to
adversaries; and c. select and execute measures that eliminate or reduce to an acceptable level the
vulnerabilities of friendly actions to adversary exploitation. (JP 1-02. Source: JP 3-13.3)
replenishment at sea (RAS). Those operations required to make a transfer of personnel and/or supplies when
at sea. (JP 1-02. Source: N/A)
rules of engagement (ROE). Directives issued by competent military authority that delineate the
circumstances and limitations under which United States forces will initiate and/or continue combat
engagement with other forces encountered. (JP 1-02. Source: JP 1-04)
SEP 2010
Glossary-6
NWP 3-56
screen commander (SC). An officer appointed by the officer in tactical command to exercise specific tactical
control functions relating to the screen. (Source: NTRP 1-02)
sea combat commander (SCC). Under the composite warfare commander concept, the officer assigned
some or all of the officer in tactical command’s detailed responsibilities for sea combat and granted the tactical
control authority to accomplish the assigned missions and tasks; this is an optional position within the
composite warfare commander structure. (Source: NTRP 1-02)
sea control operations. The employment of naval forces, supported by land and air forces as appropriate, in
order to achieve military objectives in vital sea areas. Such operations include destruction of enemy naval
forces, suppression of enemy sea commerce, protection of vital sea lanes, and establishment of local military
superiority in areas of naval operations. (JP 1-02. Source: N/A)
search attack unit (SAU). The designation given to one or more ships and/or aircraft separately organized or
detached from a formation as a tactical unit to search for and destroy submarines. (Source: NTRP 1-02)
situation report (SITREP). A report giving the situation in the area of a reporting unit or formation. (JP 1-02.
Source: JP 3-50)
strike warfare (STW). Naval operations to destroy or neutralize enemy targets ashore, including attacks
against strategic or tactical targets, such as manufacturing facilities and operating bases, from which the enemy
is capable of conducting or supporting air, surface, or subsurface operations against friendly forces. (Source:
NTRP 1-02)
strike warfare commander (STWC). Under the composite warfare commander concept, the officer assigned
some or all of the officer in tactical command’s detailed responsibilities for strike warfare and granted the
tactical control authority to accomplish the assigned missions and tasks. (Source: NTRP 1-02)
submarine advisory team (SAT). Personnel assigned to the submarine operations coordinating authority to
assist in the planning and execution of coordinated submarine operations. (Source: NTRP 1-02)
submarine element coordinator (SEC). Under the composite warfare commander concept, the principal
adviser to the submarine operations coordinating authority for submarine operations, normally serving as the
submarine operations coordinating authority staff intermediary for required liaison with the submarine
operating authority and submarines. (Source: NTRP 1-02)
submarine operations coordinating authority (SOCA). The commander who functions as the
coordinating authority for employing submarines assigned to or supporting a task group. (Source: NTRP 1-02)
supported commander. 1. The commander having primary responsibility for all aspects of a task assigned by
the Joint Strategic Capabilities Plan or other joint operation planning authority. In the context of joint operation
planning, this term refers to the commander who prepares operation plans or operation orders in response to
requirements of the Chairman of the Joint Chiefs of Staff. 2. In the context of a support command relationship,
the commander who receives assistance from another commander’s force or capabilities, and who is
responsible for ensuring that the supporting commander understands the assistance required.
(JP 1-02. Source: JP 3-0)
supporting commander. 1. A commander who provides augmentation forces or other support to a supported
commander or who develops a supporting plan. This includes the designated combatant commands and
Department of Defense agencies as appropriate. 2. In the context of a support command relationship, the
commander who aids, protects, complements, or sustains another commander’s force, and who is responsible
for providing the assistance required by the supported commander. (JP 1-02. Source: JP 3-0)
surface action group (SAG). A temporary or standing organization of combatant ships, other than carriers,
tailored for a specific tactical mission. (JP 1-02. Source: JP 3-33)
Glossary-7
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NWP 3-56
surface warfare (SUW). That portion of maritime warfare in which operations are conducted to destroy or
neutralize enemy naval surface forces and merchant vessels. (JP 1-02. Source: JP 3-33)
surface warfare commander (SUWC). Under the composite warfare commander concept, the officer
assigned some or all of the officer in tactical command's detailed responsibilities for surface warfare and
granted the tactical control authority to accomplish the assigned missions and tasks. (Source: NTRP 1-02)
tactical command (TACOM). Command authority granted to an allied/multinational maritime commander by
an allied/multinational maritime commander with either operational command or operational control. Tactical
command is authority delegated to an allied/multinational commander to assign subordinate forces for the
accomplishment of the mission assigned by higher authority. It involves the responsibility for the conduct of
the tasks pertaining to the mission(s), (i.e., issuing detailed orders and ensuring their correct execution). It also
involves responsibility for the general safety of attached units, although ultimate responsibility remains with
the commanding officers. Tactical command of units temporarily attached does not include the authority to
give them tasks inconsistent with the mission previously allocated to them. (Source: NTRP 1-02)
tactical control (TACON). Command authority over assigned or attached forces or commands, or military
capability or forces made available for tasking, that is limited to the detailed direction and control of
movements or maneuvers within the operational area necessary to accomplish missions or tasks assigned.
Tactical control is inherent in operational control. Tactical control may be delegated to, and exercised at any
level at or below the level of combatant command. Tactical control provides sufficient authority for controlling
and directing the application of force or tactical use of combat support assets within the assigned mission or
task. (JP 1-02. Source: JP 1)
task force (TF). 1. A temporary grouping of units, under one commander, formed for the purpose of carrying
out a specific operation or mission. 2. A semi-permanent organization of units, under one commander, formed
for the purpose of carrying out a continuing specific task. 3. A component of a fleet organized by the
commander of a task fleet or higher authority for the accomplishment of a specific task or tasks.
(JP 1-02. Source: N/A)
task group (TG). A component of a naval task force organized by the commander of a task force or higher
authority. (JP 1-02. Source: JP 3-02)
Tomahawk strike coordinator (TSC). The individual or command, designated by the Navy component
commander or Tomahawk executive agent, who performs some or all Tomahawk land-attack missile strike
planning and coordination functions for the Navy component commander. (Source: NTRP 1-02)
underway replenishment group (URG). A task group configured to provide logistic replenishment of ships
underway by transfer-at-sea methods. (JP 1-02. Source: JP 3-32)
waterspace management (WSM). The allocation of waterspace in terms of antisubmarine warfare attack
procedures to permit the rapid and effective engagement of hostile submarines while preventing inadvertent
attacks on friendly submarines. (JP 1-02. Source: JP 3-32 CH1)
SEP 2010
Glossary-8
NWP 3-56
LIST OF ACRONYMS AND ABBREVIATIONS
ACA
airspace control authority
ACO
airspace control order
ACU
air control unit
AEW
airborne early warning
AMD
air and missile defense
AMDC
air and missile defense coordinator
AO
area of operations
AOC
air operations center
APP
Allied procedural publication
AREC
air resource element coordinator
ARG
amphibious ready group
ASW
antisubmarine warfare
ASWC
antisubmarine warfare commander
ATO
air tasking order
ATP
Allied tactical publication
BMD
ballistic missile defense
BMDC
ballistic missile defense commander
CAOC
combined air operations center
CAP
crisis action planning
CCDR
combatant commander
CDR
commander
CG
guided-missile cruiser
CIEA
classification, identification, and engagement area
COA
course of action
LOAA-1
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NWP 3-56
COCOM
combatant command (command authority)
COMMS
communications
COMSEC
communications security
CON
construction
CONOPS
concept of operations
COP
common operational picture
CRC
cryptologic resource coordinator
CS
call sign
CTF
commander, task force
CTG
commander, task group
CTP
common tactical picture
CTPM
common tactical picture manger
CVN
aircraft carrier, nuclear
CVW
carrier air wing
CWC
composite warfare commander
DCA
defensive counterair
DESRON
destroyer squadron
DOD
Department of Defense
EA
electronic attack
EM
electromagnetic
EMCON
emission control
EP
electronic protection
ES
electronic warfare support
EW
electronic warfare
FPPWP
first preplanned waypoint
FTC
force track coordinator
FTC-A
force track coordinator-air
FTC-S
force track coordinator-surface
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LOAA-2
NWP 3-56
FTC-SS
force track coordinator-subsurface
GCCS-M
Global Command and Control System-Maritime
GENSER
general service
HAG
helicopter action group
HEC
helicopter element coordinator
IAMD
integrated air and missile defense
ICO
interface control officer
INFOCON
information operations condition
IO
information operations
IPOE
intelligence preparation of the operational environment
ISR
intelligence, surveillance, and reconnaissance
IWC
information operations warfare commander
JAOC
joint air operations center
JFACC
joint force air component commander
JFC
joint force commander
JFMCC
joint force maritime component commander
JICO
joint interface control officer
JOA
joint operations area
JOPES
Joint Operation Planning and Execution System
JP
joint publication
LAC
launch area coordinator
LCC
amphibious command ship
LHA
amphibious assault ship (general-purpose)
LHD
amphibious assault ship (multipurpose)
LOG
logistics
MCM
mine countermeasures
METOC
meteorological and oceanographic
MILDEC
military deception
LOAA-3
SEP 2010
NWP 3-56
MIO
maritime interception operations
MIOC
maritime interception operations commander
MIW
mine warfare
MIWC
mine warfare commander
MOS
missions of state
N-2
Navy staff intelligence directorate
N-3
Navy staff operations directorate
N-4
Navy staff logistics directorate
N-6
Navy staff communications/information systems directorate
NALE
naval and amphibious liaison element
NATO
North Atlantic Treaty Organization
NPP
Navy planning process
NSFS
naval surface fire support
NWP
Navy warfare publication
OA
operational area
OPCOM
operational command
OPCON
operational control
OPGEN
operational general (message)
OPINTEL
operational intelligence
OPLAN
operation plan
OPORD
operation order
OPSEC
operations security
OPTASK
operational tasking (message)
OTC
officer in tactical command
PPR
preplanned response
PSYOP
psychological operations
RADC
regional air defense commander
RAS
replenishment at sea
SEP 2010
LOAA-4
NWP 3-56
ROE
rules of engagement
SADC
sector air defense commander
SAG
surface action group
SASWC
sector antisubmarine warfare commander
SAT
submarine advisory team
SAU
search attack unit
SC
screen commander
SCC
sea combat commander
SEC
submarine element coordinator
SI
special intelligence
SITREP
situation report
SITSUM
situation summary
SOCA
submarine operations coordinating authority
SSUWC
sector surface warfare commander
STW
strike warfare
STWC
strike warfare commander
SUBOPAUTH
submarine operating authority
SUPPLOT
supplementary plot
SUW
surface warfare
SUWC
surface warfare commander
TA
tasking authority
TACOM
tactical command
TACON
tactical control
TACSIT
tactical situation
TADIL
tactical digital information link
TE
task element
TF
task force
TFCC
tactical flag command center
LOAA-5
SEP 2010
NWP 3-56
TG
task group
TLAM
Tomahawk land-attack missile
TSC
Tomahawk strike coordinator
TU
task unit
URG
underway replenishment group
US
United States
USMTF
United States message text format
USW
undersea warfare
VA
vital area
VBSS
visit, board, search, and seizure
vol
volume
WRR
weapons release range
WSM
waterspace management
WWII
World War II
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LOAA-6
NWP 3-56
LIST OF EFFECTIVE PAGES
Effective Pages
Page Numbers
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1 thru 18
1-1 thru 1-20
2-1 thru 2-10
3-1 thru 3-14
4-1 thru 4-10
5-1 thru 5-10
6-1 thru 6-10
7-1 thru 7-16
A-1 thru A-16
B-1 thru B-4
Reference-1, Reference-2
Glossary-1 thru Glossary-8
LOAA-1 thru LOAA-6
LEP-1, LEP-2
LEP-1
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NWP 3-56
INTENTIONALLY BLANK
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LEP-2
NWP 3-56
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