4-0-AFDP-COMBAT-SUPPORT.pdf

CATALOG OF DOCTRINE TOPICS

Last Updated: 5 January 2020

Introduction to Combat Support

Combat Support Principles

Combat Support Construct

Command Relationships

Combat Support Components to the

COMAFFOR

Processes and Capabilities

Planning

Sourcing and Reachback

Lines of Communication

Posture Responsive Forces

Base Forces

Airbase Opening Forces

Airbase Opening Planning

Airbase Opening Transition and

Transfer

Establishing Forward Operating Sites

Deploying Personnel and Equipment

Receiving and Bedding Down Forces

Sustaining Forward Operating Sites

Recovering Forward Operating Sites

Closing Forward Operating Sites

Protect Forces

Generate the Mission

Generate the Mission Needs

Generate the Mission Sub-Capabilities

Support the Mission, Forces, and

Infrastructure

Maintain Support for Mission and

Infrastructure

Assist Mission, Forces, and

Infrastructure

Maintain Forces

Distribution Support

Supply Mission, Forces, and

Infrastructure

Sustain the Mission, Forces, and

Infrastructure

Sustainment Command and Control

Establishing a Sustainment Infrastructure

Repair and Maintain Materiel and

Equipment

Sustainment Resupply Distribution and

Delivery

Total Asset Visibility

Sustainment of the Total Workforce

Appendix: Functional Communities

INTRODUCTION TO COMBAT SUPPORT

Last Updated: 5 January 2020

Combat support (CS) doctrine is constantly evolving. It should guide us to effectively

organize and employ through the complexities of counterinsurgency and steady-state

operations, and help us re-learn the lessons of large-scale peer and near-peer conflict

in contested environments. As we continuously improve our airpower capabilities and

capacities in air, space, and cyberspace, our ability to revolutionize CS operations and

incorporate new concepts and technologies will identify the new best practices that

shape future CS doctrine. Joint military operations across the competition continuum is

always a consideration when determining the best practices for our Air Force;

consideration of peer and near-peer competition is a continuing necessity for doctrine

as the Air Force supports the joint fight. Every Airman is an innovator and is integral to

this continuous development process – we must all connect, share, and learn together

to succeed.

The Air Force defines CS as the foundational and crosscutting capability to field,

base, protect, support, and sustain Air Force forces during military operations

across the competition continuum. This definition meets the Service’s needs for an

overarching doctrinal perspective on CS. The nation’s ability to project and sustain

airpower depends on effective CS. CS enables airpower through the integration of its

functional communities to provide the core effects, core processes, and core capabilities

required to execute the Air Force mission. The integration of these functional

communities ensures Air Force forces are ready, postured, equipped, employed, and

sustained at the right place and time to support the joint force.

Future CS operations in a contested environment against a peer or near-peer adversary

will require the air component to be more adaptive, resilient, and agile in its deployment

and employment plans and leadership philosophies. The Air Force should be ready to

provide resilient and redundant combat support capabilities in an environment of peer

competition.

COMBAT SUPPORT PRINCIPLES

Last Updated: 5 January 2020

The foundation of combat support (CS) is a ready force, properly sized, organized,

trained, and integrated. The structure comes from diverse functional communities that

train and are equipped to provide a wide variety of capabilities. CS derives its

capabilities from three overarching principles:



CS enables military operations across the competition continuum with effects

supporting US national interests at any time or place. CS includes the essential

capabilities, functions, activities, and tasks necessary to employ all Air Force

elements of air, space, and cyberspace forces at home station or while deployed.

The increasing frequency of operational missions conducted from outside an

operational area (e.g., remotely piloted aircraft, cyberspace operations) renders the

term expeditionary combat support obsolete. When organized as, or as part of, an

air expeditionary task force, CS remains under the operational control of an air

component commander, to accomplish assigned missions and tasks. All CS

personnel should be proficient at performing required wartime missions in expected

threat environments, including chemical, biological, radiological, and nuclear (CBRN)

and extreme temperature environments.



CS provides essential support according to the needs of the mission by

leveraging the right mix of deployed and distributed footprint and reliable

reachback,

thus increasing effectiveness and responsiveness. This essential

support ensures the Air Force can quickly respond to a mission with a right-sized

force, and with maximum effectiveness worldwide.



CS provides the ability to transition swiftly from home station to a deployed

environment and between operational requirements. CS planners should

carefully examine requirements at deployed locations while operations continue at

home station.

COMBAT SUPPORT CONSTRUCT

Last Updated: 5 January 2020

Core effects, the end result of combat support (CS), are produced from the core

processes. Core capabilities are used within the core processes to produce the effects

necessary to achieve mission objectives. The core capabilities are formed by the

employment of functional communities in a synergistic manner. The functional

communities are those areas where Airmen who perform CS duties operate. This

construct represents an Air Force-wide enterprise; some elements can be deployed

forward in direct support of a contingency, while other elements can provide additional

support to forward forces through reachback. An overview of CS is depicted in the

figure, “Overview of CS Construct.”

Overview of CS Construct

CS CORE EFFECTS

CS core effects are the products provided to an air component commander, as

outcomes of the CS core processes. The six CS core effects are:



Readied Forces. Mission ready forces able to perform all needed wartime missions

in expected threat environments, including chemical, biological, radiological, and

nuclear (CBRN) and extreme temperature.



Prepared Operational Environment. An environment conducive to mission

execution.



Positioned Forces. The right types and amounts of forces and materiel at the right

places and times to meet mission objectives.



Employed Forces. Forces, infrastructure, and materiel meeting mission

requirements.



Sustained Forces. Forces and materiel conducting persistent operations.



Reconstituted Forces. A recovered force readied for operations.

CS CORE PROCESSES

The CS core processes are the standardized, overarching set of macro procedures that

use core capabilities to produce CS effects. These macro procedures are the primary

means of arranging CS practices due to their cyclical nature. The six CS core processes

are:



Readying the Force. Organizing, training, and equipping a fit force to provide

mission capability in all required threat environments, including CBRN and extreme

temperature.



Preparing the Operational Environment. Analyzing, planning, and posturing

forces, infrastructure (built and natural), and materiel for rapid employment.



Positioning the Force. Deploying, receiving, and integrating forces and materiel at

the point of employment.



Employing the Force. Generating the mission, providing right-sized support, and

ensuring timely regeneration of forces and materiel.



Sustaining and Recovering the Force. Maintaining effective levels of forces,

materiel support, including the physical plant, and infrastructure capability for

ongoing operations. Recovering forces, materiel support, and infrastructure

damaged from attack, accident, or other incident.



Reconstituting the Force. Reset or redeployment of forces and materiel, ensuring

airpower can be reapplied to meet operational needs.

CS CORE CAPABILITIES

The CS core capabilities result from the proper employment and integration of the

functional communities. These capabilities form the structure of the remainder of this

document. The CS core capabilities enable the Air Force to:



Field Forces. Providing fully prepared CS forces to enable an air component

commander to meet the joint force commander’s requirements. It includes

organizing, acquiring, and tailoring forces to produce a responsive, sustainable, and

survivable force.



Posture Responsive Forces. Assessing, structuring, scheduling, and processing

force capabilities to support mission requirements. It also includes executing a

dynamic positioning strategy to maximize CS responsiveness and speed of

employment.



Base Forces. Establishing, sustaining, recovering, and closing airbases and forward

operating sites (FOSs). Providing enduring and contingency bases, installations, and

FOSs with the assets, programs, and services necessary to support and project

airpower. For more information, see Joint Publication 4-04, Contingency Basing and

the discussion on Execution in AFDP 3-34, Engineer Operations.



Protect Forces. Providing an integrated all-hazards approach for force protection to

detect threats and hazards to the Air Force and its mission. Applying measures to

deter, pre-empt, negate, or mitigate the identified threats and hazards based on an

acceptable level of risk. Actions required to protect forces specifically against hostile

action include detecting, identifying, and defeating penetrative or standoff threats to

personnel and resources; assessing operating locations for threats and available

support from host civil and military agencies; disseminating information and warning

personnel; and protecting infrastructure. For more information, see AFDP 3-10,

Force Protection.



Generate the Mission. Preparing, configuring, launching, recovering, and

regenerating weapon systems and payloads. It also includes conducting security

cooperation engagements with partner nations as required in support of the

combatant commander’s theater campaign plan.



Support the Mission, Forces, and Infrastructure. Supplying, distributing, and

maintaining goods, services, and infrastructure throughout the operational area.



Sustain the Mission, Forces, and Infrastructure. Ensuring CS is maintained for

the duration of operations, optimizing the use of reachback, to include the industrial

base, when needed.

CS FUNCTIONAL COMMUNITIES

CS functional communities are fundamental to effective airpower. Each makes unique

contributions to the overall mission. A detailed discussion of these functional

communities appears in Appendix, Functional Communities.

COMMAND RELATIONSHIPS

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A combatant commander (CCDR) exercises combatant command authority (COCOM)

and directive authority for logistics (DAFL). The CCDR exercises these authorities over

assigned and, if provided by the Secretary of Defense, attached Air Force forces

(AFFOR) through the air component commander. Air Force command and control (C2)

structures for combat support (CS) are designed to enable an air component

commander to execute the Service’s Title 10, United States Code (U.S.C.) responsibility

for logistical support while also supporting the CCDR’s exercise of DAFL.

When an Air Force major command (MAJCOM) is also the Service component to a

CCDR (component MAJCOM, or C-MAJCOM), the C-MAJCOM organizes and employs

forces to accomplish assigned missions. C-MAJCOMs provide the first echelon of

reachback support to forces in the CCDR’s area of responsibility. A numbered Air Force

(NAF), if designated as a component NAF (C-NAF), provides the senior Air Force

warfighting echelon and the organizational combat support planning expertise. The

C-NAF staff plans the C2 architecture for operations. Regardless of the source of

support or the support C2 structure, the Service component is responsible for ensuring

essential support for all assigned and attached Air Force personnel within a joint force.

Air Force commanders should be prepared to accept single-Service responsibility for

joint common use items.

The C2 of CS operations produces a fully integrated CS capability extending from the

lowest levels of capability (i.e., base and below) to the highest levels of resource

allocation (headquarters Air Force) and operational planning (Service component, joint

force, and above). Commanders and decision-makers have an immediate need for

capabilities that capture, transmit, and share data about the status of current operations,

courses of action, future plans, and predictive analyses. At each level, there should also

be a common set of dynamic and tailorable reporting and tracking tools.

ROLES AND RESPONSIBILITIES

Major CS responsibilities for the air component commander and AFFOR staff include:



Develop supporting plans to meet CCDR mission requirements.



Coordinate planning activities and requirements with force providers.



Coordinate with commanders’ staffs at all appropriate levels to identify employment

locations.



Plan and coordinate communications and information support.



Plan and coordinate force protection support.



Plan, coordinate, and provide materiel distribution.



Plan and coordinate maintenance and munitions support.



Plan, coordinate, and provide emergency services. For a more detailed discussion

on emergency services see AFDP 3-34, Engineer Operations.



Establish and identify manpower and equipment requirements.



Identify host-nation support requirements.



Ensure legality of all aspects of operations.



Develop site plans for approved employment locations.



Manage allocated war reserve materiel.



Ensure efficient use of physical plant to ensure available facilities and infrastructure

to support in-garrison operations.



Identify initial material capability gaps and provide input to acquire or modify new or

existing weapon systems.



Plan and execute operations security in support of military operations, activities,

plans, training, exercises, and capabilities.

COMBAT SUPPORT COMPONENTS TO THE COMAFFOR

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The air component commander under Title 10 authority as commander, Air Force forces

(COMAFFOR) has responsibility for the command and control (C2) of combat support

(CS) operations for assigned and attached Air Force forces (AFFOR). The majority of

CS forces operate within air expeditionary wings (AEWs). The air component

commander has a direct command relationship with subordinate Air Force

commanders. Those subordinate commanders then usually have direct command

relationship with the CS units and personnel in the AEWs. The CS personnel, in the

AEWs, are aligned in the wing staff, the air expeditionary maintenance group (AEMXG),

and the air expeditionary mission support group (AEMSG). The air component

commander may also choose to retain some theater level CS assets above the wing

level. In this case, a portion of the CS personnel are aligned in squadrons or groups that

report directly to the air component commander or to an air expeditionary task force-X

(AETF-X) commander (CC) if one is designated

(see the figure, COMAFFOR’s CS

Forces for one notional command relationship). For a more extensive C2 discussion,

see AFDP 3-30, Command and Control.

While the preponderance of CS forces operate within AEWs primarily working at the

tactical level, the air component commander provides overall C2 and specific direction

at the operational level through the AFFOR staff (the Air Staff and special staff). Within

the Air Force component headquarters, CS staff functions are aligned in several

sections of the AFFOR staff as shown in the figure, “CS Components in the AFFOR

Staff.” CS components of the AFFOR Staff should interface continuously with the air

operations center (AOC) for planning, support, and sustainment of operations.

The AFFOR staff coordinates with associated joint task force headquarters staffs to

plan, coordinate, and execute required support functions. The AFFOR staff interfaces

with joint staffs to:



Coordinate in decision-making and planning.



Integrate CS into theater operations.



Develop detailed CS plans.



Establish a joint logistics and support architecture.



Ensure unity of CS effort.



Integrate national and theater CS.



Perform sustainability analyses.

VERTICAL AND HORIZONTAL COMMUNICATIONS

Based on the breadth and complexity of CS, especially in a contested environment, all

C2 nodes, from the air component commander to fielded forces, should communicate

necessary information, both vertically and horizontally, to integrate all combat support

efforts. The AFFOR and AOC staffs should consider the effects to operations of their

overall CS decisions. Information should be produced and consumed continuously

throughout mission operations. Information sharing is essential to successfully

executing the mission. Mission success depends upon getting the right information to

the right place at the right time.

To facilitate attainment of mission objectives, the air component commander should

clearly disseminate the commander’s intent to subordinate commanders and staffs. The

air component commander should establish the battle rhythm and information

requirements.

CS functional communities should be linked with CS core processes across the staff to

facilitate horizontal communications. CS systems architecture should provide a robust

and secure capability and be integrated across all CS functional areas.

PROCESSES AND CAPABILITIES

Last Updated: 5 January 2020

To perform command and control (C2) of combat support (CS), staffs rely on underlying

CS business processes to facilitate monitoring, assessing, planning, and execution of

steady-state/peacetime CS activities supporting military operations. The Air Force C2 of

CS processes and capabilities are derived from Joint Publication (JP) 4-0, Joint

Logistics, and are expanded to meet the Service requirements for the more

comprehensive C2 of CS, rather than just logistics. The following descriptions of C2 of

CS processes and capabilities bring into focus the continuum of action required to link

operational and CS capabilities to achieve desired effects. These continual processes

also allow for a rapid and smooth transition from steady-state to contingency operations

and nest with the joint planning process as outlined in JP 5-0, Joint Planning.

MONITORING

Effective monitoring involves continually collecting, storing, maintaining, and tracking

data. Monitoring enables CS planners to anticipate where CS capabilities may be

needed. Priorities should be determined in advance based on the nature of the

operation. A comprehensive mission analysis by the air component commander's staff

should produce a list of a commander’s critical information requirements to focus staff

monitoring efforts on mission-essential data. The air component commander’s staff

should constantly monitor information from all sources while maintaining focus on the

commander’s intent.

ASSESSING

JP 3-0, Joint Operations, defines assessment as “a continuous process that measures

the overall effectiveness of employing joint force capabilities during military operations.”

For Air Force CS the focus is on continual measures of CS capabilities to determine the

impact of conditions and events on force capabilities and commander’s intent. It

involves the processes of analysis and evaluation to obtain situational awareness and

alternative solutions. Analyzing data provides the foundation for potential courses of

action (COAs) during the planning phase. Proper analysis ensures that the limitations of

the environment are well defined. For more detail on assessment, see JP 3-0 and AFDP

3-0, Operations and Planning.

PLANNING

Thorough planning should address all levels of CS. Planning involves development and

evaluation of COAs for support operations. The flexible nature of CS forces gives the

operational level planner the freedom to scale and sequence forces into a theater to

enhance mission effectiveness. Planners should take advantage of reliable reachback

capabilities, pre-positioned and distributed stocks, and the support of allies and partners

to ensure the deploying force is tailored to meet the operational needs in theater.

EXECUTION

Execution is the overall dissemination and implementation of a plan to ensure

successful mission accomplishment. The need for resilient C2 is critical in the

coordinated execution of the joint force commander’s campaign.

PLANNING

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Planning is required at each echelon of command and across the spectrum of combat

support core processes. Regardless of the type of planning being done (campaign

support, contingency or crisis), the planning process is the same. The air component

plans using the joint planning process for air as described in AFDP 3-0, Operations and

Planning, and Joint Publication 3-30, Joint Air Operations. Anticipating requirements,

coordinating with all the relevant participants, improving responsiveness posture, and

rehearsing the execution plan are all important elements of planning. Combat support

(CS) planners in the air component commander's staff should be involved in planning,

from readying the force to reconstituting the force, to ensure feasibility of planned

operations. Planners should gather, analyze, and disseminate information about the

operational environment’s support capabilities and constraints, and present it in an

appropriate annex or appendix of an operation plan (OPLAN), operation order

(OPORD), or campaign support plan.

In planning for CS requirements, the minimum possible footprint consistent with

effective operations is desired and should be a planning consideration, especially while

preparing the operational environment. Limiting the footprint frees resources for other

requirements and reduces vulnerability to adversary attacks. Wherever possible,

establishing processes and infrastructure with maximum reachback capability improves

agility and efficiency.

CAMPAIGN SUPPORT PLANNING

Combatant commanders (CCDRs) develop campaign plans for a broad range of

activities based on requirements in the Guidance for Employment of the Force (GEF),

Joint Strategic Campaign Plan (JSCP), or other planning directives. The CCDR

campaign plan is the primary vehicle for organizing, integrating, and executing security

cooperation activities. The air component commander’s staff will conduct campaign

support planning to describe the Service support to the CCDR campaign plan. CS

forces deployed to conduct these types of engagements should be fully integrated into

the planning process.

CONTINGENCY PLANNING

Contingency planning prepares for potential military operations without a crisis at hand

and contingency plans are best understood as branches to the overarching campaign

plan. Contingency plans are based on strategic guidance provided in the Unified

Command Plan, GEF, and the JSCP, as well as combatant commander guidance.

Contingency plans are developed from the best available information, using forces and

capabilities per the Global Force Management Implementation Guidance, quarterly

Global Force Management apportionment tables, existing contracts, and task orders.

Contingency planning addresses the most likely support scenarios for military

operations in advance of possible future operations. In a crisis or time sensitive

situation, contingency plans are reviewed for suitability and may be refined or adapted

for OPORD development. Whether the specific preplanned OPLAN, some variation of

the plan, or some entirely unanticipated operation is required, contingency planning is

required in preparation for deploying and employing forces. CS forces should be

integrated fully into the planning process.

CRISIS PLANNING

Crisis planning uses the same process as all other contingency planning, but is usually

accomplished in a time-constrained environment addressing emerging situations and

emergencies using assigned and attached forces. Crisis planners follow procedures that

parallel contingency planning, but are more flexible and responsive to changing events.

Approved contingency plans with like scenarios are analyzed to determine if an existing

plan applies. If an existing plan is appropriate, it can be executed through an OPORD. If

a current contingency plan is not applicable, then Air Force planners use the joint

planning process for air to develop appropriate orders. When developing potential

courses of action (COAs), close coordination between CS and operations planners is

essential to assure feasibility of those COAs. As a subset of this activity, logisticians

should consider alternative logistics COAs to support and sustain operations. Because

significant assets are committed in various steady-state contingencies, any new crisis

planning considerations should include the impact of already committed assets in other

theaters, and the potential necessity for using some of those assets to support higher

priority commitments.

OPERATIONS SECURITY

Every functional area has responsibility for operations security (OPSEC) since it is

fundamental in the success of all military operations. OPSEC is a process of identifying,

analyzing, and controlling critical information indicating friendly actions associated with

military operations to reduce vulnerabilities of friendly actions to adversary exploitation.

For more information on OPSEC, see Joint Publication 3-13.3, Operations Security

Common access card required

SOURCING AND REACHBACK

Last Updated: 5 January 2020

Combat support (CS) forces with their capabilities are principally organized and

resourced in unit type codes (UTCs) that are incorporated into air expeditionary task

forces (AETFs). For more information and definitions of force modules, see Air Force

Instruction 10-401, Air Force Operations Planning and Execution. UTCs are used to

describe the personnel and materiel presented to the air component commander, as

part of the AETF. The scalable nature of UTCs allows CS to tailor support requirements

with force modules. A force module is a grouping of operational and combat support

forces with their accompanying equipment and supplies that are modular and scalable

for an operation. This capability enhances the flexibility and usefulness of Air Force

forces during any form of operation.

The current AETF presentation is in the form of six different force modules:

 Open the Airbase.

 Command and Control.

 Establish the Airbase.

 Generate the Mission.

 Operate the Airbase.

 Robust the Airbase.

The force modules are composed of multiple UTCs, which are tailored for deployment

based on needed capabilities. This allows CS to deploy with the right size footprint to

support the mission. Reachback to the continental United States and rear overseas

locations is used for those capabilities not brought forward and can include major

command (MAJCOM), depot, field operating agency, or commercial support.

CS capabilities can be presented individually or in combination, depending on the

specific requirement. For example, CS capabilities can also be used to support security

cooperation engagements and the individual country plans of partner nations. These

capabilities are presented to the air component commander in UTCs especially

designed to support security cooperation engagements. In addition, CS capabilities

supporting security cooperation engagements should be deployed with the smallest

required footprint to support the mission and should rely on reachback for additional

support as required.

REACHBACK

There are many locations for CS reachback. They include component MAJCOM,

component numbered Air Force, and Air Staff agencies as well as the various functional

communities field operating agencies, and centers.

LINES OF COMMUNICATION

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Air, ground, and sea lines of communication (LOCs) are transportation bridges to

deploy, sustain, and redeploy forces to and from the continental US and within a

theater. Establishing protected and resilient intertheater and intratheater LOCs is vital to

the success of combat support (CS). The Air Force establishes LOCs among selected

aerial ports of embarkation, en route locations, forward support locations, and aerial

ports of debarkation (APODs). CS forces are integral to establishing and operating the

air LOCs

and the supporting nodes.

Bases used for APODs, either en route or at the final destination, are frequently non-US

controlled and require extensive support provided by the host nation. Such host nation

support reduces the need to lift Air Force support to the new location. Planners should

consider the following when developing LOCs:



Overflight, landing, port, ground transportation rights, and diplomatic clearances

provided by the host and en route nations.



Existence or feasibility of establishing agreements, including status of forces

agreements, with host and en route nations.



Availability of support (e.g., security, fuels availability, and materiel handling).



Pre-sited munitions handling areas, especially at ports of debarkation for afloat

prepositioning forces and standard munitions packages hot cargo areas.



Ability to protect the LOC and transit corridors.



Distances to prepositioned war reserve materiel and between APODs.



Ability to establish secure command and control for air operations center-to-unit

communications.

POSTURE RESPONSIVE FORCES

Last Updated: 5 January 2020

Posture responsive forces, one of the combat support (CS) core capabilities, entails

analyzing, structuring, scheduling, and processing force capabilities to support

operational mission requirements. It also includes executing a positioning strategy to

maximize CS responsiveness and speed of employment.

An air component commander employs CS functional communities to generate the CS

core capability of posture responsive forces. The air component commander then uses

the posture responsive forces capability in the CS core processes to create CS core

effects. For example, posturing unit type codes (UTCs) during Readying the Force,

tailoring for potential operational areas during Preparing the Operational Environment,

and prioritizing manpower and equipment for Positioning the Force are all aspects of

posturing responsive CS forces in order to generate CS effects.

The posture responsive forces core capability bridges the gaps between the planning

and execution portions of any plan. Posturing involves a continuous global effort ranging

from maintaining worldwide readiness of personnel, equipment, and units through

training, exercising, and continuously assessing worldwide prepositioning equipment

strategies.

Prioritizing and right-sizing forces and their equipment in UTCs are critical to ensuring

adequate capability with the appropriate forward footprint. UTCs are developed to

provide a variety of capabilities. The goal is to deploy right-sized UTCs to minimize

tailoring. Right-sized UTCs provide a generic building block capability, greater flexibility

to planners, and optimal support to the warfighter. At execution, tailoring should be

accomplished based on mission and deployment location. UTCs are not self-

sustainable and are made up of manpower, equipment, or both manpower and

equipment. UTCs should be modular, scalable, deployable worldwide, to a single

organization, and developed to fulfill a specific capability. Refer to AFI 10-401, Air Force

Operations Planning and Execution, for further details on the construct of UTCs.

BASE FORCES

Last Updated: 5 January 2020

The base forces combat support core capability involves establishing, sustaining,

recovering, and closing airbases and forward operating sites (FOSs). Providing

enduring and contingency bases, installations, and FOSs with the assets, programs,

and services necessary to support and project airpower is crucial to joint force success.

For more information, see Joint Publication 4-04, Contingency Basing.

For the Air Force, opening and establishing an FOS normally entails opening and

establishing an airbase. Establishing FOSs encompasses assessing, planning,

reconfiguring, modifying, building, and inspecting infrastructure and utilities to support

the mission, personnel, and equipment at specific FOSs. The minimal infrastructure

required to operate an airbase includes: runways, taxiways, ramps, roads, building

sites, utility grids, communications grids, aviation fuels grids, munitions storage and

assembly areas, facilities, entry control points, barriers, and defensive positions.

AIRBASE OPENING

Airbase opening facilitates strategic and operational reach, paves the way for

deployment and sustainment operations, and eases the transition between operational-

level objectives and subsequent tactical-level operations. Airbase opening initiates and

achieves initial operating capability of an airbase to execute its assigned operational

mission by providing functional capabilities for command and control (C2), force

protection (FP), cargo and passenger handling, logistics, airfield operations, force

accountability, finance and contracting, and reception and beddown of follow-on forces.

Open the Airbase forces normally arrive first and assess the airbase for establishment

of minimum airfield operating parameters, C2, and supporting host-nation support

capabilities. It may support any Service or nation and provides capabilities to transition

responsibilities to the follow-on forces. Open the Airbase forces are presented in

standard force modules, which are tailored to the specific situation based on Air Force

forces planning.

Senior Airfield Authority

A senior airfield authority (SAA) is an important position during airbase opening and the

transition following airbase opening. The SAA is responsible for the control, operation,

and maintenance of the airfield to include the runways, associated taxiways, and

parking ramps as well as land and facilities affecting airfield operations. The SAA is also

responsible for coordination of all component or joint task force aircraft and airfield

facilities to avoid splitting responsibilities among the Services. The SAA controls

flightline access and is responsible for the safe movement of aircraft. The joint force

commander should designate the Service component responsible for airbase

operations. That designated Service component should appoint an SAA for airfield

operations. The SAA should have aviation experience. If the designated SAA is not

available at the start of operations, an on-site field grade air mobility liaison officer or the

initial airbase opening forces commander (e.g., contingency response force

commander, or the mission support group commander trained and certified in SAA

duties and responsibilities including air traffic control and airfield/airspace management)

may serve as acting SAA.

AIRBASE OPENING FORCES

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The Air Force has numerous capabilities and forces used to open air bases. The

specific mix of forces for opening an airbase or a group of airbases is dependent upon

the context of the particular situation.



Contingency Response Forces (CRF) are the Air Force’s standing initial airbase

opening response force. These units are designed as organic, rapid response, initial

airbase opening units. CRFs may provide support after initial airbase opening in

support of partner nation engagement, among other activities.



Joint Task Force-Port Opening (JTF-PO) facilitates joint reception, staging,

onward movement, and integration and theater distribution by providing an effective

interface at the aerial port of debarkation and distribution node. The JTF-PO is a

special force for airfield opening designed to combine specific Air Force and Army

capabilities to provide the commander of US Transportation Command with a ready-

to-deploy, jointly trained force for opening ports and establishing the initial

distribution network.



Combat Communication Units provide scalable "extend the net" communications

support for military operations across the competition continuum, and provide

communication capability for command and control reachback at and above the

tactical level for a variety of Air Force and joint missions. Units can support

anywhere from one to 3,000 users and deploy within 72 hours of notification.

Services may include unclassified or classified networks (confidential/secret/

allied/coalition), non-secure or secure voice networks, expeditionary mass

notification systems, ground-to-air radio support, and engineering and site survey

teams.



Air Force Special Operations Command Special Tactics Teams are comprised

of combat control, special operations weather teams, pararescue, and tactical air

control party personnel. These teams may augment Army, Marine, and special

operations forces during airfield seizures and provide airfield survey and

assessment, air traffic control, navigational aids, tactical airfield lighting, weather

observation and forecasting, battlefield trauma care, and marshaling services.



820th Base Defense Group provides a fully integrated force protection (FP)

assessment team to support expeditionary airfield opening. The unit is capable of

airborne, air mobile, and airland insertion operations for 14-30 days and has the

organic capability to provide airfield security and initial FP assessment of the airfield.

The unit can link with initial entry or base seizure forces and provide a smooth

transition to airfield opening forces.



Prime Base Emergency Engineer Forces (BEEF) Teams. Prime BEEF teams

provide the full range of engineering expertise and emergency services needed to

establish, sustain, recover, and close bases for employing Air Force weapons

systems or supporting joint, interagency, or multinational operations. Capabilities

include light horizontal and vertical construction; managing and operating power,

environmental control, water, and waste systems; rehabilitating critical infrastructure;

the erection of specialized structures; pest management; environmental

management; bare base master planning, design, and contract support; hazardous

materials response; structural and aircraft firefighting; rendering safe and removal of

unexploded ordnance; defeat of improvised explosive devices, weapons of mass

destruction, and chemical, biological, radiological, and nuclear threats; and base

recovery after attack to include airfield damage repair and repairs to facilities or

infrastructure systems.



Rapid Engineer Deployable Heavy Operational Repair Squadron Engineers

(RED HORSE) Units. RED HORSE units are Air Force units wartime-structured to

provide a heavy engineer capability that are mobile, rapidly deployable, and largely

self-sufficient for limited periods. They provide engineer and force support

capabilities that may be tasked to facilitate airbase opening immediately following

seizure operations.

Capabilities include dedicated flexible airfield and base heavy

construction and repair capability, along with special engineering capabilities to

include water well drilling, base denial, batch plant and quarry operations, automated

building machine and ultimate building machine facility construction, and insertion

engineer operations.



Civil Engineer Maintenance Inspection and Repair Teams provide depot-level

maintenance of major electrical power generation and distribution systems as well

as mobile and fixed aircraft arresting systems at contingency locations (for more

information, see Joint Publication 4-04, Contingency Basing), en route bases, or

critical stateside bases. Team capabilities include routine calibration, emergency

maintenance and repair, and major overhaul and repair of both real property and

non-real property installed equipment. This team also provides technical assistance

in conducting electrical system infrared surveys, troubleshooting electrical and

mechanical system faults, and diagnosing problems and determining solutions.



Airfield Assessment Teams perform site surveys to determine airfield suitability,

clear debris, make expedient airfield damage repairs, and provide material

requirements and initial assessment of required follow-on forces. Direct team

support includes explosive ordnance reconnaissance, minimum airfield operating

surface selection, airfield lighting and marking, arresting system installation, and

utility system repairs required to sustain or recover airfield operation capabilities.



Explosive Ordnance Disposal Teams may augment other airbase opening forces

such as special tactics teams, CRF, and airfield assessment teams, when

intelligence or threat analysis expects unexploded explosive ordnance contamination

or if improvised explosive devices are suspected. Direct support includes the

destruction of stockpiled and abandoned enemy ordnance, route clearance, post-

attack investigation, and counter-improvised explosive device operations.

Open the Airbase forces complete site assessments and set up minimum cantonment

functions such as FP, communications, sleeping, feeding, sanitation, and internal

medical capability such as public health and advanced life support. These forces

provide site plans and airfield survey information for development of the airfield

suitability and restrictions report.

AIRBASE OPENING PLANNING

Last Updated: 5 January 2020

Airbase opening is a critical task for military operations and requires significant attention

during planning.

CONTINGENCY PLANNING

Requirements for airbase opening should be included in contingency planning. Long

range planners and current operations planners can assist in the exploitation of both

classified and unclassified venues and maintain contact with the Air Force component

headquarters. If possible, planners should include personnel from the applicable airbase

opening force, representatives from the seizure force, and liaison elements to minimize

operational seams.

THEATER CAPABILITIES PLANNING

Airfield assessment in support of theater capabilities planning is a process to

accomplish airfield surveys and determine relevant support requirements. Before

deployment, numerous capabilities exist to create an accurate picture of the airfield in

question and associated infrastructure. If an accurate picture of the airfield is

unavailable and forces will arrive shortly, a contingency response force would be

employed to survey the airfield to develop the necessary site plans and airfield

suitability and restrictions report.

JOINT INTEGRATION PLANNING

The joint force commander may establish a joint airfield planning and coordination team

to address number, type, and location of all bases in the operational area. The team’s

efforts provide an opportunity for airbase opening forces to obtain evolving information

regarding theater requirements.

AIRBASE OPENING TRANSITION AND TRANSFER

Last Updated: 5 January 2020

AIRBASE OPENING TRANSITION EVENTS

There are specific times during airbase opening when transitions between events

may drive actions that combat support (CS) forces should be prepared for. The

figure, “Air Expeditionary Task Force (AETF) Force Modules and Process Seams,”

illustrates those times when process seams may generate subsequent actions to

ensure the airbase opening process is as smooth as possible. For more detailed

information on force modules as used in airbase opening, see AFI 10-401, Air Force

Operations Planning and Execution.

Airbase Opening Transfer of Responsibility

The transfer of responsibilities from airbase opening to the initial Establish the Base

force module occurs in two stages.



Senior airfield authority (SAA) responsibilities will normally transfer from the initial

airbase opening force commander to the air expeditionary wing or group

commander.



Functional airbase opening capabilities and responsibilities will normally transfer

from the initial airbase opening forces (Open the Base force module forces or

contingency response force) to the initial Establish the Base force module forces

when like forces are in place.

ESTABLISHING FORWARD OPERATING SITES

Last Updated: 5 January 2020

When establishing a forward operating site (FOS), forces are presented in standard

force modules that are tailored based on the planning process performed by the air

component commander's staff. These forces’ capabilities are designed to support most

missions or weapon systems. Personnel performing operations for establishing FOSs

facilitate the integration of those capabilities within the Open the Airbase and command

and control (C2) force modules to provide the airfield’s earliest capability to execute its

assigned mission.

BASE OPERATING SUPPORT-INTEGRATOR

The base operating support-integrator (BOS-I) is a combatant commander (CCDR)-

designated representative who acts as the joint BOS provider. The Service component

with the preponderance of forces should normally provide the BOS-I. A CCDR may

designate an individual within a Service component or joint task force (JTF) as the

BOS-I at each FOS. The BOS-I coordinates the efficient use of mission support

resources. Where shortfalls or opportunities for efficiencies exist, the CCDR may task

components of JTFs to provide or coordinate specific capabilities (e.g., infrastructure,

security, and communications). The BOS-I provides master planning for facilities and

real estate. BOS-I responsibilities may include coordination of war reserve materiel

assets, collecting and prioritizing construction requirements, seeking funding support,

environmental management, emergency management, force protection, and hazardous

waste disposal.

BOS-I and Senior Airfield Authority Interaction

BOS-I and senior airfield authority (SAA) have an important interaction with a significant

seam. In many cases the CCDR will designate a BOS-I and SAA from different Services

at the same location (a common practice is to designate BOS-I responsibilities to the

Army component while designating SAA responsibilities to the Air Force component).

The BOS-I is the joint BOS provider for the operating location or base and the SAA is

responsible for the control, operation, and maintenance of the airfield to include the

runways, associated taxiways, and parking ramps, as well as land and facilities affecting

airfield operations. As such, the SAA will perform many BOS functions on the facilities

immediately surrounding the airfield. The BOS-I and SAA should closely coordinate

along this seam during planning and execution of operations. A common solution is to

form an agreed-upon line around the airfield and give the SAA responsibility for the area

inside the line and the BOS-I responsibility for the area outside the line. In some cases,

the SAA should have control of funding and contracting for airfield operations and

maintenance services.

ESTABLISH RUNWAYS, TAXIWAYS, RAMPS, ROADS, AND BUILDING

SITES

Planners should consider theater priorities and the limited resources available to

construct and operate the infrastructure at FOSs. Planners should consider operational

requirements, combat support infrastructure needs, and the minimal resources needed

to enable mission establishment and operation of the base, including the following:



Requirements to establish utility grids: Water distribution; electrical; fuels;

communications; chemical, biological, radiological, and nuclear detection and

monitoring; and wastewater collection systems.



Requirements to establish facilities: C2, aircraft operating surfaces, operational

facilities, airfield management, air traffic control, weather services, navigational aids,

fire crash rescue, munitions, medical, security, administration, maintenance, lodging,

dining, etc.

Joint support agreements, status of forces agreements, or other country-to-country

agreements help specify tenant and host responsibilities throughout a deployment.

When facilities to shelter personnel are limited, a key consideration is whether to erect

facilities and establish airfield operations using base expeditionary airfield resources or

other contracted assets.

The Air Force component should conduct site surveys and collect data from as many

sources as possible during contingency planning. This process of early engagement

facilitates the planning and execution process as well as enhances relationships with

country teams in those locations not routinely visited by Air Force personnel.

PLAN FOS PHYSICAL ENVIRONMENT

There are several methods for obtaining the infrastructure necessary to establish an

FOS: deploying Air Force assets, contracting, host nation support agreements,

acquisition and cross-servicing agreements, inter-Service support agreements, etc. In

many cases, the planned FOS may already have infrastructure in place that can be

made available for Air Force forces. Commanders should consider leveraging functional

communities’ capabilities during efforts to establish FOSs. The more that can be

acquired locally without unacceptable risk to health or security, the less that must be

stored, maintained, and forward deployed. Commanders should establish relations with

local authorities (host-nation military or civilian airfield authorities) to ensure all potential

sources of resources required to establish FOSs are evaluated. Commanders should be

careful not to enter into any oral or written agreement with host nation authorities,

unless specifically delegated the authority to do so. Authority to negotiate and conclude

such agreements is closely held and tightly controlled. Commanders should consult with

their staff judge advocate early in the planning process to assess current international

agreements affecting establishment of the FOS and identify any required potential

international agreements. See AFDP 3-84, Legal Support, for more information.

Environmental planning should be included early in the planning stages. An

environmental survey should be completed at any new location to establish a baseline

of environmental conditions before a site is put to use. When planning for a new FOS,

the environmental objectives are to minimize risk to human health and the environment

while establishing readiness to accomplish the mission. Commanders have four critical

environmental goals:



Compliance with applicable US laws, regulations, international agreements, and

DOD, Air Force and combatant command environmental policy regarding

environmental standards (consult with legal counsel to determine applicable

environmental standards, including final governing standards).



Conservation to minimize environmental impacts and manage resources.



Pollution prevention where practical through recycling and reuse, materiel

substitution, or process change; compliance with all applicable standards.



Remedial action to address environmental contamination caused by Air Force

activities at the FOS.

Refer to Air Force Handbook 10-222, Volume 4, Environmental Considerations for

Overseas Contingency Operations, for more specific information about environmental

goals and applicable compliance requirements.

Planning for Security in the Physical Environment

Airbase security is a critical component in the complex contested environment the Air

Force may face in the future conflict with peer or near-peer adversaries. Commanders

should consider integrated defense when determining the location of airbases. To

ensure commanders can maintain a secure airbase for operations, they should

establish infrastructure that provides adequate integrated defense to mitigate potential

threats to the base.

DEPLOYING PERSONNEL AND EQUIPMENT

Last Updated: 5 January 2020

The deployment of personnel and equipment via the Positioning the Force combat

support core processes involves the actual movement, reception, and beddown of

tailored and prioritized forces, accomplished through the use of lines of communication.

Actions include, but are not limited to:



Establishing an initial operational cadre.



Accounting for US, host nation, and coalition prepositioned assets and support.



Deploying en route support force and employment elements.



Deploying, receiving, and accounting for forces.



Reviewing baseline surveys and situational awareness to protect forces.



Preparing for operations.



Initiating reachback operations.

Deploying personnel and equipment fulfills the requirements levied by the commander

to meet operational priorities. Deployment should expedite personnel, aircraft, and

equipment movement to meet operational priorities.

FLOW PRIORITIZATION

Prioritization should be based on the supported commander’s needs. Phasing provides

an orderly schedule to move forces and assists commanders in refining requirements in

terms of having the right capabilities in place, in the right order, to maximize the

efficiencies of beddown and minimize force protection risks. Proper phasing of

deploying forces is essential to ensure the coordinated buildup of support, command

and control (C2), sustainment, and combat power throughout the theater and at each

operating location.

EN ROUTE INFRASTRUCTURE

Political or physical restrictions on personnel, aircraft, and equipment in a forward

environment may restrict the ability to deploy. These restrictions mandate an en route

infrastructure capable of staging, storing, caring for, and managing assets and their flow

between the time they leave the origination point to the time they arrive at the final

destination. An efficient en route infrastructure that can be quickly activated and tailored

should assist in overcoming these restrictions. For more information, see AFDP 3-36,

Air Mobility Operations.

IN-TRANSIT VISIBILITY

In-transit visibility (ITV) information on cargo, passengers, medical patients, and

personal property provides commanders the ability to track the location and progress of

movement of critical resources essential to force readiness in the theater.

Modern C2 systems use ITV to reduce the element of uncertainty inherent in deployed

operations. Combat support ITV systems should be integrated in a network accessible

to theater commanders to provide status of assets at en route locations, reception

points, staging points, and final destinations.

RECEIVING AND BEDDING DOWN FORCES

Last Updated: 5 January 2020

Receiving forces involves offloading at staging locations, accounting for all assets, and

moving to operating locations. Bedding down forces occurs at a variety of locations

ranging from main operating bases to austere bare bases. Forces should immediately

be able to support operations upon arriving at their final destination.

RECEPTION, STAGING, ONWARD MOVEMENT, AND INTEGRATION

Reception, staging, onward movement, and integration (RSOI) consists of the

processes required to transform arriving personnel and materiel into forces capable of

meeting operational requirements throughout a theater. Air Force units operating at an

aerial port of debarkation (APOD) should also be prepared to facilitate joint RSOI

activities for other Service components. Separate staging areas should be established

for units that will bed down at the APOD and other forces that will be marshaled for

onward movement. Sustainment and force protection (FP) for transiting forces are

required until onward movement occurs. Factors to consider during RSOI include force

accountability, force protection, and intratheater movement.

FORCE ACCOUNTABILITY AND BEDDOWN

Force accountability allows commanders to determine when they have force closure,

the point in time when they have the forces needed to accomplish their mission. Proper

force accounting allows commanders to plan for additional combat support needs such

as beddown space and feeding capability. Should an emergency occur at home station

or the deployed location, commanders should also be able to locate their people

quickly. Coordination with the contingency contracting office should also account for all

contractor personnel supporting operations at the deployed location.

FORCE PROTECTION

Every functional area has responsibility for FP. FP is a fundamental principle of all

military operations as a way to ensure the survivability of a commander’s forces. The Air

Force takes an integrated approach to FP in order to conserve the force’s fighting

potential. For more information, see, Force Protection Fundamentals in AFDP 3-10.

INTRATHEATER MOVEMENT

Intratheater movement is critical to supporting and sustaining Air Force operations; it

should be planned and coordinated in advance of deployment, and be ready to

implement as soon as practical. A key component of intratheater movement is airlift.

Flexible, responsive intratheater airlift is enabled by a theater airlift route system, which

is a series of hub and spoke routes developed to move people, mail, parts, and other

types of resupply items. The joint force commander’s staff is responsible for defining the

requirements through the joint deployment distribution operations center (JDDOC). The

JDDOC directs, coordinates, and synchronizes deployment and redeployment,

execution, and distribution operations for the joint movement center. The air component

commander, through the air operations center and its air mobility division, is responsible

for designing the routes and managing deployed airlift assets to satisfy requirements for

all Services.

SUSTAINING FORWARD OPERATING SITES

Last Updated: 5 January 2020

Forces should be able to assure sustained operational capability through

maintenance, repair, and preservation of facilities, real property-installed equipment,

runways, taxiways, ramps, roads, utilities, fuel systems and other built (real property)

and natural infrastructure used in support of the mission. For additional information,

see AFDP 3-34, Engineer Operations.

The following are the major functions the air component commander, and Air Force

Forces (AFFOR) staff should ensure are prepared to sustain forward operating sites.

The AFFOR A4 usually conducts operational planning for the air component

commander in the following areas:



Infrastructure Planning: Includes those actions taken to forecast existing capacity

against authorized allowances, taking into consideration future mission or

operational requirements leveraging principles of asset management to factor in total

asset accountability when making resource based decisions.



Infrastructure Programming: Those actions taken to validate requirements,

determine quantities, forecast costs to construct and determine methods of

accomplishing acquisition either in-house or by contracting methods.



Infrastructure Design: Includes applying standards to ensure maximum end user

performance, energy efficiency, and ability to meet applicable laws and codes

related to life, safety, health, and welfare.



Infrastructure Construction: Performed by military forces or through contract

augmentation.



Infrastructure Maintenance and Protection: Includes operation, hardening, and

sustainment of facilities, infrastructure, and installations.



Environmental Compliance: Ensures compliance with applicable US laws and

regulations; international agreements; Department of Defense (DOD), Air Force, and

combatant command environmental policy; country-specific environmental

compliance standards; foreign final governing standards; and DOD Manual 4715.05,

Volume 1, Overseas Environmental Baseline Guidance Document: Conservation.



Light or Heavy Construction/Repair: Performed by RED HORSE, Prime BEEF, or

through contract augmentation.



Infrastructure Demolishing/Divesting: The actual removal by demolition, disposal

or reuse of an item from the Air Force real property inventory.

RECOVERING FORWARD OPERATING SITES

Last Updated: 5 January 2020

Following an enemy attack, incident, or natural disaster that damages the forward

operating site (FOS), recovery teams perform actions to restore the FOS to full

operational capability as soon as possible. These actions may include, but are not

limited to: assessment and prioritization of unexploded ordnance; hazards and damage;

rendering safe and removing unexploded ordnance; structural and aircraft firefighting;

chemical, biological, radiological, and nuclear (CBRN) contamination avoidance and

recovery; airfield damage recovery and repair; and facility and infrastructure recovery

and repair. For additional information see AFDP 3-34, Engineer Operations.

The following are the major functions the air component commander and Air Force

forces (AFFOR) staff should ensure are prepared to recover FOSs:



Explosive Ordnance Disposal: Provides the capability to mitigate and defeat

explosive hazards presented by the enemy or friendly employment of explosive

ordnance. The AFFOR A4 usually conducts operational planning for the air

component commander in this area.



Incident Management Planning and Response: Captures the emergency

manager/responder role organic to civil engineer units. The AFFOR A4 usually

conducts operational planning for the air component commander in this area.



Infrastructure Recovery and Repair: Includes repair of facilities, infrastructure, and

installations; structural and aircraft firefighting; CBRN contamination control and

recovery; airfield damage repair; and utility repairs. The AFFOR A4 usually conducts

operational planning for the air component commander in this area.

CLOSING FORWARD OPERATING SITES

Last Updated: 5 January 2020

A commander with the appropriate authority, such as the combatant commander, a joint

force commander (JFC), or the air component commander, may direct closure of a

deployed location when that location is no longer required, or needs to relocate as part

of a dispersed basing strategy in a contested peer or near-peer conflict. It is important

the following actions be performed (although not necessarily in the following order):



Document environmental conditions and collect historical resource information. For

more information, see Air Force Instruction 84-101, Aerospace Historian

Responsibilities and Management, and Air Force Handbook 10-222, Volume 4,

Environmental Considerations for Overseas Contingency Operations.



Perform required cleaning and decontamination including mitigation and remediation

of chemical, biological, radiological, and nuclear hazards.



Arrange for hazardous waste disposal and spill remediation to address any imminent

threat to human health or safety.



Close out all accountable records to prevent inadvertent movement of assets to the

inactivated location.



Transfer equipment to host nation activities or pack equipment and mark items for

refurbishment or disposal.



Review support infrastructure (including contracted support) and reduce

requirements to maintain the smallest footprint possible as forces depart a forward

operating site.



Ensure a coordinated withdrawal while maintaining unit integrity.



Destroy all unnecessary classified information and official documents.



Conduct inventory of all real property items. Coordinate with host nation and other

services as required.



Obtain accountability for personnel assigned, gained, and supported for movement

(include contractors, coalition, etc.).

OTHER CONSIDERATIONS:



Contingency Planning: Airbase closing is a critical task for military operations and

should be addressed as part of the Air Force forces’ (AFFOR) contingency planning.



Theater Capabilities Planning: Airbase closure operations should determine

relevant support requirements necessary to continue supporting operations during

redeployment of forces and capabilities and transition an airbase back to the host

nation or other entity.



Joint Integration Planning: The JFC may establish a joint airfield planning and

coordination team that should include personnel from applicable ground component

forces and the AFFOR to plan airbase closure in the context of theater requirements

and the operational environment.



Airbase Closure Transition Events: There are specific times during airbase

closure when transitions between events may drive actions that combat support

(CS) forces should be prepared for to ensure the airbase closure process is as

smooth as possible.

Functional airbase operating capabilities and responsibilities will normally transfer and

consolidate from the Operate the Base force module forces as end of mission and

location transfer or closure occurs. Planners and CS forces should be prepared to

transfer the following: command and control, aircraft operating surfaces, operational

facilities, airfield management, air traffic control, navigational aids, fire crash rescue,

munitions, medical, security, administration, maintenance, lodging, dining, etc.

Transfer of senior airfield authority responsibilities will normally occur in parallel with

decreasing aviation operations.

RECONSTITUTION

Reconstitution is the restoration of capability following operations and includes both

equipment and personnel. Reconstitution maintains control over resources and

maximizes asset recovery. The objective is to prepare the reconstituted force for future

operations in minimal time. For more information, see Joint Publication 3-35,

Deployment and Redeployment Operations.

PROTECT FORCES

Last Updated: 5 January 2020

The Protect Forces core capability provides an integrated all-hazards approach for force

protection (FP) to detect threats and hazards to the Air Force and its mission, providing

integrated offensive and defensive actions to deter, detect, preempt, mitigate, or negate

threats and hazards against Air Force operations and assets, based on an acceptable

level of risk. FP is a commander’s responsibility at all levels. The functional expertise for

force protection activities crosses several areas of the Air Force forces (AFFOR) staff.

To integrate all FP activities the air component commander, usually designates a

member of the AFFOR staff as the FP officer and places the FP officer and associated

staff in the special staff of the AFFOR.

FP is a fundamental principle of all military operations as a way to ensure the

survivability of a commander’s forces. The Air Force takes an integrated all hazards/all

threats approach to FP to conserve the force’s fighting potential that encompasses

many functional areas of expertise. Specific actions required to protect forces against

hostile actions include detecting, identifying, and defeating penetrative or standoff

threats to personnel and resources; assessing forward operating sites for threats and

available support from host civil and military agencies; disseminating information and

warning personnel; and protecting infrastructure and critical information. For a thorough

discussion on force protection in the Air Force, see AFDP 3-10, Force Protection.

FORCE PROTECTION THREAT AND HAZARD SPECTRUM

Commanders at all levels are responsible for recognizing threats and hazards to the Air

Force operations across the competition continuum and therefore consider the

intentional objectives of threat actors or unintentional effects of hazards. There are a

variety of threats and hazards facing the Air Force that may arise from peer or near-

peer military forces, terrorists, insurgents, insiders, criminal entities, foreign intelligence

and security services, activist organizations, natural or manmade disasters, major

accidents, or medical incidents. Airmen should continually plan to counter potential

future threats and hazards, both conventional and chemical, biological, radiological, and

nuclear related, that have not yet been planned for or seen, as those threats and

hazards are constantly evolving. Tactics, techniques, and procedures introduced in one

theater could be seen again in other regions and may result in increased force

protection measures due to the threat of attack or risk of hazards that could affect

ongoing operations.

Risk Management

Commanders determine how best to manage risks. The Air Force views risk

management (RM) as the process of identifying critical assets; understanding the threat;

understanding Air Force vulnerabilities to the threat; determining risk to personnel,

assets, and information; and assuming risk or applying countermeasures to correct or

mitigate the risk. In all cases, the assessments include hazards as well as threats. This

RM process consists of the following elements:

 Prioritizing assets and resources by a criticality assessment.

 Identifying potential threats through a threat assessment.

 Analyzing resource and asset vulnerabilities through a vulnerability assessment.

 Determining the risks acceptable to them for a given operation by conducting a risk

assessment.

 Supervising and reviewing the effort to eliminate or mitigate the risks that are not

acceptable.

A safety and RM focus ensures maximum protection of people and physical resources.

Integrated Defense

Integrated defense is conducted worldwide, from mature theaters to austere regions. Air

Force leadership should adapt to a variety of operational requirements. Some Air Force

resources may be geographically separated from the main base. Regardless of location,

forces conducting integrated defense employ the basic tactics, techniques, and

procedures as those employed at home station during day-to-day operations. As

specific threats to base personnel and resources increase, integrated defense forces

adjust tactics to counter the threat. Adjustments to operating procedures should be

based on the specific threat to operations, the dynamics of operating in an international

environment or the way integrated defense efforts collaborate with joint, combined,

civilian, and host nation forces. Integrated defense forces should be prepared to operate

at a variety of locations and may deploy to sites without existing Air Force or host nation

facilities.

Base Boundary and Base Security Zone

Because threats and hazards to operations can come from a wide range of sources, the

Airman’s perspective requires integrated defense planning in broader terms than other

surface-oriented organizations. For example, the threats to an active airfield may extend

far beyond the surface area designated as a base boundary. To address these threats,

the Air Force uses the planning construct of the base security zone to ensure those

ground threats that could impact operations are considered and planned for.

The base boundary is a line that delineates the surface area of a base for the purpose

of facilitating coordination and deconfliction of operations between adjacent units,

formations, or areas.

The base boundary, which is not necessarily the base perimeter,

is negotiated on a case-by-case basis between the base commander and the area

commander or host-nation authority. The base commander should only negotiate base

boundaries with the host-nation authorities after proper coordination and approval from

higher headquarters. The multi-dimensional space around the base from which the

enemy might impact operations by launching an attack against approaching or

departing aircraft, mission critical equipment, facilities, personnel or resources located

on the base is critical to air base defense planning.

Force Protection Intelligence

Force protection intelligence (FPI) is analyzed, all-source intelligence information that

when integrated, or fused with other FP information, provides an assessment of the

threats to Department of Defense missions, people or resources. FPI provides the best

available picture of the intents and capabilities of terrorists or extremists, criminal

entities and enterprises, foreign intelligence and security services, opposing military

forces, and in certain instances, environmental or medical hazards, infrastructure

vulnerabilities, and insider threats. FPI is proactive and drives FP decisions in support of

commander’s intent.

FPI is usually produced for the air component commander by the

AFFOR A-2 and the air component commander’s Air Force Office of Special

Investigations representative. A common practice is to include an intelligence officer on

the FP officer’s staff to help integrate the intelligence information into the overall force

protection program.

Force Health Protection

Force health protection is defined in Joint Publication 4-02, Joint Health Services, as

“measures to promote, improve, or conserve the behavioral and physical well-being of

Service members to enable a healthy and fit force, prevent injury and illness, and

protect the force from health hazards.” The Air Force expands that definition to clarify

the concept as a comprehensive threat-based program directed at preventing and

managing health-related actions against Air Force uncommitted combat power.

GENERATE THE MISSION

Last Updated: 5 January 2020

The Generate the Mission core capability includes preparing, configuring, launching,

recovering, and regenerating weapon systems and payloads. It also includes

conducting security cooperation engagements with partner nations as required in

support of the combatant commander’s theater campaign plan.

Generate the mission core capability provides for the availability of safe, serviceable,

and properly configured and prepared Air Force forces to operate and conduct missions

across the competition continuum. Considerations for systems support vary with

different missions, and become increasingly difficult in a highly contested peer or near-

peer conflict. Central to the ability of the air component commander staff to support the

assigned mission is to have accurate and timely information in a common relevant

operating picture for combat support. Combat support planners should be tightly linked

with air operations center planners to ensure the optimal support of operational

requirements. All planners should keep in mind the balance between mission production

and regeneration. Requirements for ongoing operations in combat should be continually

assessed for new demands on aircraft, space operations systems, cyberspace

operations systems, personnel, and equipment to anticipate increases in mission

requirements (use rate, sortie duration, etc.).

Combat support functional communities contain personnel, materiel, equipment,

infrastructure, and information resources. These make up the essential elements

required to generate missions and to support and sustain mission systems,

components, equipment, and personnel in both peacetime and wartime environments.

Generate the mission core capability supports the Employ the Force core process and

creates the core effect of an employed force.

GENERATE THE MISSION NEEDS

Last Updated: 5 January 2020

Generation of airpower missions requires preparation of the tasked aircraft and installed

payloads (munitions, pods, etc.). Generation is characterized by the following

operational considerations:



Type of Base: Capabilities at various bases may differ based on location and type.

For example, main operating bases (MOBs) may differ from capabilities at forward

operating sites (FOSs), particularly if the FOS is austere. MOB resources generally

provide capabilities for surge and sustained operations, whereas FOS resources

may provide only short-duration surge capability, which may be followed by

reconstitution at a MOB.



Type of Aircraft: Capabilities for generating missions depend on the logistics

support necessary for various types of aircraft. For example, large-frame aircraft

generate high demand for petroleum, oil, and lubricants, which may require

additional base defense measures, and combat aircraft may generate a high

demand for munitions items.



Threat and Operating Tempo: The presence of various threats may require

flexibility and adaptation of mission generation activities to meet the commander’s

intent. Missions may have to be generated from cover or concealment, on non-

standard timelines, or from alternate facilities to overcome adversaries’ attacks and

attempts at degradation.



Surge Operations: Operational requirements may drive mission generation

capabilities to surge for extended periods. Air operations center and Air Force forces

staff planners should identify limiting factors of surge operations and their impact on

future air tasking orders, and should provide estimates of post-surge recovery time

required to restore the health of the aircraft fleet. If the capability to perform major

maintenance is not resident in-theater, surge operations may result in a requirement

to accelerate the rotation of aircraft back to home station.



Communications: Communications infrastructure is critical to supporting mission

generation activities. Delivery of electronic mission folders, authentication data,

crypto keys, and a multitude of other data to the weapon system are essential to

operations. Recovered weapon system video, sensor data, maintenance records,

etc., can be used to support future operations.



Facilities: Suitable parking ramps, hangars and shelters, engine trim pads, live-

ordnance loading areas, fuels maintenance, firefighting capability, aircraft arresting

systems, and other infrastructure requirements should also be provided to support

mission generation.

GENERATE THE MISSION SUB-CAPABILITIES

Last Updated: 5 January 2020

The combat support Generate the Mission core capability is broken down into six main

sub-capabilities dealing with mission elements. A mission element can range from

manned and unmanned aircraft, nuclear weapons systems, deployable space and

cyberspace systems, and satellite launch vehicles, to applicable support and test

equipment, and vehicles required for mission generation. Combat support global

transportation management includes generation and regeneration of applicable mission

elements to initiate or launch missions across the competition continuum to achieve the

desired effects of the combatant commander.

PREPARE MISSION ELEMENT

These are the actions necessary to assess, repair, maintain, inspect, and ready the

mission element to commence operations. This includes:



Assessing the status of the mission element: Actions necessary to appraise

overall mission element condition resulting from mission debrief, flight status record,

and quality and safety inspections.



Maintaining and modifying the mission element: Routine maintenance and

modification actions required to prepare the mission element for the assigned

mission. It includes, but is not limited to, corrosion control and replacement of

consumable materiel and components.



Repairing the mission element: Actions necessary to restore the damaged

mission element.

PREPARE PAYLOAD

This involves configuring and delivering personnel, equipment, or materiel for specific

mission needs. This includes:



Delivery for assembly: The delivery of mission-specific payload components for

assembly.



Assembling the payload: Combines the mission-specific components into the

payload (completed units, kits, or assemblies) that are transported.



Distributing the payload for loading: Transport and distribution of the mission-

specific payload in the total quantity required by the date required.

CONFIGURE MISSION ELEMENT

This is a broad capability that includes assembling, loading, fueling, and arming the

mission element for a specific mission. It includes delivery of required mission

preparation information to the platform. This includes:



Preparing the mission element layout and configuration: The capability to

physically configure the mission element to receive the type of payload required.



Fueling mission element: Actions needed to fuel the mission element.



Uploading the payload: Actions required to load the primary payload to accomplish

the mission.



Configuring systems: Actions required to ensure integration of mission element

and payload, navigation elements, and parameters.



Verifying mission readiness: The performance of mission systems checks and

crosschecks.



Positioning for initiate and launch: Actions required to place the mission element

for immediate employment.

LAUNCH MISSION ELEMENT

This is the capability to perform final actions and hand off the system to the element

operator to execute the mission. This can include initiating mission systems with the use

of satellites. This includes:



Performing pre-mission checks: Preparations for mission execution by mission

operators or mission support crews. These actions verify readiness and mission-

specific requirements, including verifying loading of the payload on the mission

element and taking takeoff weather conditions into consideration.



Initiating mission systems: Sets into motion the mission execution in accordance

with mission-specific requirements.



Performing final checks: Final inspection and validation of the mission element

prior to mission launch or execution.

RECOVER MISSION ELEMENT

This provides the capability to receive and assess status of the mission element. It also

includes actions to extract personnel and damaged or disabled equipment under

friendly control for return of personnel to duty and equipment to repair. Recovery of

information (e.g., imagery and other mission data) collected by the platform during the

mission also applies to this sub-capability. This includes:



Routine recovery: Retrieval and restoration of mission elements during non-crisis

situations or missions.



Crash recovery: Retrieval and restoration of mission elements during a crash

situation.



Offloading mission support element payload: Actions required to download the

primary mission payload when that payload was not designed to be expended or

was simply not expended or when the next launch requires a change in

configuration.

PREPARE LAUNCH AND RECOVERY APPARATUS

This provides the capability to inspect and analyze the mission element to determine if it

can be repaired and estimate initial needs (parts, components, equipment, and

personnel) to execute the repair. This includes:



Repairing launch and recovery apparatus: Returns the recovery apparatus to its

original or usable and functioning condition resulting from normal wear and tear or

mission damage.



Restoring launch and recovery apparatus: Returns the recovery apparatus to its

original or usable and functioning condition to bring the launch and recovery

apparatus back to mission status beyond normal maintenance.



Configuring launch and recovery apparatus: Arranges, sets up, or shapes the

recovery apparatus with a view to mission-specific recovery application or use.



Transporting and positioning launch and recovery apparatus: Moves the launch

and recovery apparatus to the location and prepares for use.

SUPPORT THE MISSION, FORCES, AND INFRASTRUCTURE

Last Updated: 5 January 2020

The Support the Mission, Forces, and Infrastructure core capability encompasses

supplying, distributing, and maintaining goods and services, and infrastructure at

operating locations. These actions are accomplished in order to maintain support for,

assist, distribute support for, and supply the mission, forces, and infrastructure.

MAINTAIN SUPPORT FOR MISSION AND INFRASTRUCTURE

Last Updated: 5 January 2020

Key functions are needed to assure continued operating capability by providing right-

sized support during the Employing the Force core process. The following sub-

capabilities summarize the major functions the air component commander and Air

Force forces (AFFOR) staff should ensure are prepared to support continued

operations. The AFFOR A4 usually conducts operational planning for the air

component commander in the following areas (except as noted):



Infrastructure Planning: Includes those actions taken to forecast existing capacity

against authorized allowances, taking into consideration future mission or

operational requirements leveraging principles of asset management to factor in total

asset accountability when making resource-based decisions.



Infrastructure Programming: Those actions taken to validate requirements,

determine quantities, forecast costs to construct and determine methods of

accomplishing acquisition either in-house or by contracting methods.



Infrastructure Design: Includes applying standards to ensure maximum end user

performance, energy efficiency, and ability to meet applicable laws and codes

related to life, safety, health, and welfare.



Infrastructure Construction: Performed by military forces or through contract

augmentation.



Infrastructure Maintenance, Protection, and Recovery: Includes operation,

hardening, repair, and sustainment of facilities, infrastructure, and installations;

structural and aircraft firefighting; chemical, biological, radiological and nuclear

contamination control and recovery; airfield damage repair; and utility repairs.



Environmental Compliance: Ensures compliance with applicable US laws and

regulations; international agreements; Department of Defense, Air Force and

combatant command environmental policy; country-specific environmental

compliance standards; foreign final governing standards; and the overseas

environmental baseline guidance document. For more information, see DOD Manual

4715.05, Volume 1, Overseas Environmental Baseline Guidance Document:

Conservation.



Light or Heavy Construction/Repair: Performed by RED HORSE or through

contract augmentation.



Infrastructure Demolishing/Divesting: The actual removal by demolition, disposal

or reuse of an item from the Air Force real property inventory.



Vehicle Management: Repairs vehicle and support systems and their components.



Air, Space, and Munitions Maintenance: Sustains the air, space, and munitions

force. The degree of maintenance depends on mission requirements, parts

availability, transportation limitations, component reliability, workload agreements,

facility requirements, frequency of tasks, and special training required.



Communications Infrastructure: Receives, stores, protects, processes, transports,

and disseminates information. Communications activation involves building the

infrastructure (including a satellite link to the global information grid, a network

control center, and power). The AFFOR A6 usually conducts operational planning for

the air component commander in this area.



Armed Security Escort: Provides armed overwatch and escort for missions going

into non-secured areas within the base security zone, depending on the threat. The

AFFOR A4 usually conducts operational planning for the air component commander

in this area.

ASSIST MISSION, FORCES, AND INFRASTRUCTURE

Last Updated: 5 January 2020

Assist mission, forces, and infrastructure sub-capabilities assist in mission generation,

management, and day-to-day operations including:



Control airfield and airspace traffic: Provides air traffic control and airfield

management personnel to sustain operations support and monitoring of the flying

environment. The Air Force forces (AFFOR) staff A3 usually conducts operational

planning for the air component commander in this area with support from the

AFFOR A6 and A4 for the required equipment and infrastructure.



Provide airfield weather services, mission execution forecasts, and staff

weather operations: Provides airfield weather services to include assessment of

current and future environmental conditions in support of flying operations and

resource protection, collection, and dissemination of near-real time weather

observations, tailored mission execution forecasts, and situational awareness to

decision makers at all levels within the command and control structure. The AFFOR

A3 usually conducts operational planning for the air component commander in this

area.



Provide spectrum management: Controls the electromagnetic spectrum to serve

the needs of US, allied, and coalition forces. The AFFOR A6 and the air operations

center Non-Kinetic Team usually work together to conduct operational planning for

the air component commander in this area.



Operate information and communications networks and equipment: Provides

operation of information and communications networks and equipment for

information superiority at the right place, time, and security level. The AFFOR A3,

with support from the AFFOR A6, usually conducts operational planning for the air

component commander in this area.



Provide postal and official mail service: Provides another avenue of

communication to military and DOD personnel. The AFFOR A1 usually conducts

operational planning for the air component commander in this area.



Finance Air Force operations: Provides in-garrison, forward deployed, and

reachback decision support and financial services, meeting regulatory and statutory

requirements for appropriated, nonappropriated, and working capital fund resources.

The AFFOR comptroller on the special staff usually conducts operational planning

for the air component commander in this area.



Capture history: Allows the Air Force to write objective, classified and unclassified

periodic histories of a unit’s mission accomplishment by collecting, organizing,

analyzing, and interpreting primary source documents, supplemented by interviews

and audiovisual materials when appropriate. The AFFOR historian on the special

staff usually conducts operational planning for the air component commander in this

area.



Maintain law and order: Provides security and protects combat-ready weapon

systems from sabotage, espionage, subversion, and attack both in-garrison and at

deployed locations. The AFFOR A4 usually conducts operational planning for the air

component commander in this area.



Shape the public information environment: Provides communication advice and

counsel to commanders on the impact of operations and activities within the public

information realm. Shapes the global information environment by communicating

truthful and useful information about Air Force operations to internal, domestic, and

international audiences. The AFFOR public affairs officer on the special staff usually

conducts operational planning for the air component commander in this area.



Provide visual documentation: Acquires, collects, preserves, and accesses visual

information products to meet operational, informational, training, research, legal,

historical, and administrative needs. The AFFOR public affairs staff usually conducts

operational planning for the air component commander in this area.



Provide mishap prevention: Provides a safe environment for all personnel and

equipment to ensure mission accomplishment. The AFFOR safety officer on the

special staff usually conducts operational planning for the air component

commander in this area.



Capture lessons learned: Observations of both individual and organization

behaviors, attitudes, and processes that, when validated and resolved, result in an

improvement in military operations or activities at the strategic, operational, or

tactical level. Over the long-term, internalizing individual or organizational changes

based on these observations can enhance readiness and improve operational

efficiency and effectiveness. The AFFOR A9 usually conducts operational planning

for the air component commander in this area.



Provide specialized analytical support: Includes performing studies, analyses,

and assessments needed by senior-level decision-makers for strategic planning;

operational and developmental planning; requirements assessments, modernization

and recapitalization of systems and programs; and the planning, programming,

budgeting, and execution decision processes. The AFFOR A9 usually conducts

operational planning for the air component commander in this area.



Maintain operating location organization: Includes actions needed to determine,

research, request, and process authorization and organization changes. The AFFOR

A1 usually conducts operational planning for the air component commander in this

area.



Execute and maintain agreements: Provides capability to the warfighter to gain

and control access to bases and overflight rights, stage bases, use host nation

assets, and acquire or provide support to allies. The AFFOR staff judge advocate on

the special staff and the A4 usually conduct operational planning for the air

component commander in this area.



Build partner capacity: Enables combat support forces to engage partner nations

and build their aviation, industrial, public works, or municipal enterprise. The air

component commander should designate a lead agent to conduct this planning and

oversight as required.



Provide legal services: Includes advice to commanders and personnel at all levels,

and in all locations, on matters ranging from disciplinary issues to operational

concerns.

The AFFOR staff judge advocate on the special staff usually conducts

operational planning for the air component commander in this area.



Create, maintain, and dispose of official records: Includes all actions necessary

to plan, create, maintain, store, retrieve, transmit, and destroy official government

records (electronic and physical) to provide proper documentation, enhance security,

and support all aspects of the mission. The AFFOR A6 usually conducts operational

planning for the air component commander in this area.



Secure classified and unclassified controlled information: Includes the Air

Force information security program, ensuring unit personnel know and understand

their role in protecting classified and controlled unclassified information against

unauthorized disclosure. The AFFOR information protection directorate usually

conducts operational planning for the air component commander in this area.



Provide investigative and inspection services: Allows the Air Force to assess the

readiness, discipline, efficiency, and economy of the Service. The inspector general

assigned to support the air component commander usually conducts operational

planning for the air component commander in this area.

MAINTAIN FORCES

Last Updated: 5 January 2020

Maintain Forces is achieved through the use of key functional communities described

below:



Feeding operations (food service): Procures, receives, inspects, stores, sanitizes,

prepares, serves, and disposes of food items. The Air Force forces (AFFOR) A1

usually conducts the operational planning for the air component commander in this

area with support from the AFFOR staff A4 for the required infrastructure.



Lodgment of forces (lodging and laundry operations): Provides temporary

lodging for Airmen and authorized personnel at in-garrison or deployed locations.

The AFFOR A1 usually conducts operational planning for the air component

commander in this area with support from the AFFOR A4 for the required

infrastructure.



Keeping Airmen fit to fight (fitness): Provides programs, facilities, and equipment

necessary to support fitness activities and maintain force fitness. The AFFOR A1

usually conducts operational planning for the air component commander in this area

with support from the AFFOR A4 for the required infrastructure.



Support and track personnel: Helps track and account for Air Force personnel and

personnel from other Services as required. The AFFOR A1 usually conducts

operational planning for the air component commander in this area.



Airmen regeneration (recreation): Procures entertainment and creates alternative

diversions from work stress and family separation anxiety thereby enhancing the

resiliency of Airmen. The AFFOR A1 usually conducts operational planning for the

air component commander in this area.



Developing and connecting Airmen to the outside world (learning resource

centers): Provides for intellectual pursuits for both continued professional

development and mental diversions from the daily realities Airmen face. The AFFOR

A1 usually conducts operational planning for the air component commander in this

area.



Host official functions (protocol): Plans, schedules, coordinates, and conducts

distinguished visitor visits and special events. The AFFOR A1 usually conducts

operational planning for the air component commander in this area.



Respond to sexual assault: Managed by the sexual assault response coordinator;

develops an installation-wide sexual assault prevention and response program,

which includes victim advocacy, prevention, training, outreach, and means of risk

reduction. The AFFOR A1 usually conducts operational planning for the air

component commander in this area.



Respond to equal opportunity (EO) issues: Managed by the EO officer at the

installation; develops an installation-wide equal opportunity program for both military

and civilians on the installation for EO prevention, training, outreach, and means for

risk reduction. The AFFOR A1 usually conducts operational planning for the air

component commander in this area.



Airman and family reunification: Provides the process through which Airmen

return from deployment to their home, social, and work environment. The AFFOR A1

usually conducts operational planning for the air component commander in this area.



Ensure free exercise of religion: Delivered by the Air Force Chaplain Corps.

Provides spiritual care and the opportunity for Airmen, their families, and other

authorized personnel to freely exercise their religious expression. The AFFOR staff

chaplain on the special staff conducts operational planning for the air component

commander in this area.



Provide medical/health services: Provides direct health services support for Air

Force forces, en route casualty support for joint forces, and health care for eligible

beneficiaries through the Air Force Medical Service. The AFFOR surgeon general on

the special staff usually conducts operational planning for the air component

commander in this area.



Provide Legal Support: Enables personnel to remain mission-focused by providing

legal support on a variety of personal civil legal matters; supports commanders by

administering the military justice process to foster good order and discipline of the

force. The AFFOR staff judge advocate on the special staff usually conducts

operational planning for the air component commander in this area.



Mortuary affairs: Entails all operations to collect, recover, store, prepare, ship, and

inter, under extreme conditions, remains of fallen personnel. The AFFOR A1 usually

conducts operational planning for the air component commander in this area.

DISTRIBUTION SUPPORT

Last Updated: 5 January 2020

Distribution support provides all actions needed to transport and deliver personnel,

equipment, and commodities, as well as blood and medical supplies to users in mission

support operations within the confines of an operating location.



Package and containerize: Involves visibility of packages and the time it takes to

achieve operational readiness from capabilities contained within those packages.

The Air Force forces (AFFOR) staff A4 usually conducts operational planning for the

air component commander in this area.



Plan and manifest: Revolves around determining the appropriate shipment method

based on the time-phased force deployment document and the required delivery

date. The AFFOR A4 usually conducts operational planning for the air component

commander in this area.



Load, control, offload, and deliver: Involves tracking systems that are linked to a

support operation center to provide real-time information concerning materiel

awaiting shipment, in-transit tracking, and materiel arrival at the final destination.

The AFFOR A4 usually conducts operational planning for the air component

commander in this area.

SUPPLY MISSION, FORCES, AND INFRASTRUCTURE

Last Updated: 5 January 2020

Supply the mission, forces, and infrastructure includes actions needed to order, receive,

store, and issue all materiel needed for servicing and maintaining resources and

capabilities both in garrison and when deployed.



Plan for requirements: Analyzes past demand, forecasts materiel needed to

support future programs, and anticipates materiel and parts failures to validate and

plan for requirements. The Air Force forces (AFFOR) staff A4 usually conducts

operational planning for the air component commander in this area.



Receive parts; process demand; order, store, and issue materiel: Includes all

actions required to effectively manage an inventory so that the right capability is

delivered at the right time and in the most cost effective and expedient manner to the

end-user. The AFFOR A4 usually conducts operational planning for the air

component commander in this area.



Reutilization and disposal: Entails final removal or reuse of an Air Force inventory

item. The AFFOR A4 usually conducts operational planning for the air component

commander in this area.

SUSTAIN THE MISSION, FORCES, AND INFRASTRUCTURE

Last Updated: 5 January 2020

The sustain the mission, forces, and infrastructure core capability ensures combat

support (CS) is maintained for the duration of operations, optimizing the use of

reachback, to include the industrial base, when needed. As with the support the

mission, forces, and infrastructure core capability, the expanded and extensive lists of

functions in the Sustainment Resupply Distribution and Delivery and Total Asset

Visibility discussions provide an overview of the diverse aspects of CS that support the

Service during the Sustaining and Recovering the Force core process.

All of the CS

components within the Air Force forces staff conduct the sustainment planning and

tracking for the air component commander.

SUSTAINMENT COMMAND AND CONTROL

Last Updated: 5 January 2020

The Air Force sustainment construct takes advantage of robust reachback, real-time

visibility, centralized control, and the flexibility of airpower to right-size the forward

logistics footprint and dedicate maximum assets to moving combat power. As a result,

rapid resupply and retrograde operations are necessary to sustain forces and maintain

a ready flow of repairables to sources of repair. Reachback for sustainment of

equipment, information, materiel, and personnel requires robust, long-haul

communication links to identify, coordinate, and monitor requirements. There are many

locations for combat support reachback. They include component major commands,

component numbered Air Forces, and Air Staff agencies as well as the various

functional communities, field operating agencies, and centers.

ESTABLISHING A SUSTAINMENT INFRASTRUCTURE

Last Updated: 5 January 2020

Sustainment should anticipate combat support (CS) challenges before they affect

operations. Critical forces and capabilities are identified and evaluated against risks.

Findings highlight CS deficiencies with associated risks and are included in the joint

force commander’s (JFC’s) readiness assessment reports. The deficiencies are then

considered as candidate issues for further analysis in capability assessments.

The logistics sustainability assessment (LSA) is a product of sustainment planning. It

provides an assessment and action plan to improve key CS capabilities required to

execute a JFC’s planned operation. The LSA should be accomplished for operations

plans (OPLANS), contingency plans, and any planned operation the JFC deems

necessary. The assessment spans the plan duration and addresses the joint capability

areas defined in the logistics supplement to the joint strategic capabilities plan.

The A4

or the A5 on the Air Force forces staff usually accomplishes the LSA for the air

component commander.

REPAIR AND MAINTAIN MATERIEL AND EQUIPMENT

Last Updated: 5 January 2020

Repair and maintain materiel and equipment addresses the assessment, repair,

maintenance, and modification of materiel and equipment. The focus is primarily on the

intermediate and depot levels of maintenance. By acquiring and using the necessary

technology and equipment, combat support (CS) reduces buildup time, increases rapid

response capability, and reduces footprints. It is a continuing process performed by

functional communities, such as science and technology, acquisitions, and materiel

management. CS forces should aggressively seek and apply innovation and creativity.

They should also seek proven methods, materiel, and equipment from the commercial

market to satisfy their requirements. The A4 on the Air Force forces staff conducts

operational planning and oversight for the air component commander in this area.

SUSTAINMENT RESUPPLY DISTRIBUTION AND DELIVERY

Last Updated: 5 January 2020

Sustainment and resupply provide the capability to determine, forecast, catalog,

standardize, and validate requirements as well as identify actions to receive and fulfill

requisitions with the focus on reachback requirements. The A4 on the Air Force forces

staff conducts operational planning and oversight for the air component commander, in

this area. The following sub-capabilities support this:



Forecast requirements: Those actions taken to identify demand based on past

demands, future programs, anticipated failures, and actual inventory.



Receive requisitions: Actions performed to take delivery of the request for items of

supply or commodity.



Control: Those actions taken to evaluate stock levels, track and account for

inventory, and source to meet needs for an item and priority of the requestor before

filling a requisition.



Fulfill requisitions: Includes sequencing, identifying a source, and assuring the

proper condition of an asset through inspection.



Stock and storage: The capability to store items and to receive new materiel.



Determine resupply requirements: Those actions taken to validate requirements,

determine quantities, determine disposal actions, and laterally fill resupply

requirements.



Physical disposal: Process the actual removal or reuse of an item from the Air

Force inventory.



Analyze transport requirements: Analyze the capability to determine and predict

requirements for transport.



Plan delivery: Sequence, coordinate, and prioritize requirements for support and

the available transportation capability.

Sustainment, distribution, and delivery provide the robust transportation capability that

facilitates the movement and deployment of forces as well as their reception,

sustainment, redeployment, or recovery to an in-garrison location.

TOTAL ASSET VISIBILITY

Last Updated: 5 January 2020

Total asset visibility focuses on capturing information on assets being repaired, moved,

or stored (purchasing and supply chain management), as well as passenger and patient

movement status. The A4 on the Air Force forces (AFFOR) staff conducts operational

planning and oversight for the air component commander in this area. Its sub-

capabilities include:



Track personnel and equipment: Provides real-time visibility of personnel,

equipment, and materiel (excludes assets in-transit).



Provide in-transit visibility: Those actions taken to track individual cargo,

personnel, and medical patients while in transit.

Total asset visibility also focuses on capturing information on facility and infrastructure

assets being repaired and sustained. The A4 on the AFFOR staff conducts operational

planning and oversight for the air component commander in this area. Sub-capabilities

include:



Prioritize asset investment based on mission-critical worst-first approach: The

capability to provide real-time visibility of facilities and infrastructure and invest in

those priorities that address mission critical and worst-first requirements. The focus

is on making more efficient use of existing assets before building additional facilities.

This process focuses sustainment efforts on important assets in good shape while

investing restoration and modernization funds on either mission-critical assets that

require modernization to extend facility use beyond expected life span or on assets

that do not meet functional mission requirements.



Forecast predictive operations and maintenance requirements: Those actions

taken to track facility and infrastructure operations, with emphasis given to

maintaining assets to ensure they reach expected life-cycle targets. Reduce the risk

to infrastructure investments and maximize installation support and infrastructure.

SUSTAINMENT OF THE TOTAL WORKFORCE

Last Updated: 5 January 2020

Sustaining the total workforce ensures the Air Force’s workforce (military, civilian, and

contractor) is fully prepared to meet all day-to-day workload requirements and that

executable plans are in place to support surge needs as contingency situations arise.

The A1 on the Air Force forces staff conducts operational planning and oversight for the

air component commander in this area.

APPENDIX: FUNCTIONAL COMMUNITIES

Last Updated: 5 January 2020

FUNCTIONAL

ROLE

Acquisition

Plans for, develops, and procures everything from initial spare

parts to complete weapons and support systems, including

combat support, based on user requirements. Provides the right

resources at the right time during the readiness phase and

focuses on re

ducing cycle times to render acquisition more

responsive to a rapidly changing security environment.

Participates in initial beddown planning.

Airfield Operations

Airfield operations are comprised of two functional

competencies

: air traffic control and airfield management

operations. Air traffic control is a functional capability required t

conduct military operations across the competition continuum

and is a necessary capability both at fixed bases and tactical

airfields. Airf

ield management enables both the projection and

sustainment of aviation capability. Airfield management is

responsible for the overall management of an airfield to provide a

safe, efficient, and effective airfield environment for aircraft

operations.

Air Force Office of

Special

Investigations

Conducts criminal investigations and counterintelligence

activities to enhance force protection by identifying and

mitigating the threat “outside the wire” from terrorists, foreign

intelligence services, and other cri

minal and insurgent elements.

Gathers information regarding existing or emerging threats

through the use of human sources and a vast network of police

and security service contacts around the globe. The Air Force

single point of contact with federal, state

, local, and foreign

national law enforcement, counterintelligence, and security

agencies.

Chaplain Corps

Provides for all components of religious and spiritual care during

military operations. This is accomplished through religious

observances, providing

pastoral care, and advising leadership on

spiritual, ethical, moral, morale, and religious accommodation

issues.

Civil Engineer

Provides engineering, housing, energy, real property,

construction, drilling, comprehensive planning, environmental

management, and air insertion engineering required to establish,

operate, and maintain installations, facilities, and utilities that

enable persistent and effective combat operations. Responsible

for the installation emergency management program using an

ll-hazards approach to prepare for, respond to, recover from,

and mitigate the effects of hazards and threats. Delivers a broad

range of emergency services capabilities including explosive

ordnance disposal (including criminal and terrorist improvised

expl

osive devices and high-yield explosives); fire protection; fire

emergency services, emergency response; major accident

response and recovery; and mitigation and recovery from the

effects of weapons of mass destruction (including chemical,

biological, radio

logical, and nuclear weapons), non-combat

emergencies, hazardous materials response, and terrorist

incidents.

Communications

and Information

Responsible for the enterprise management, situational

awareness, network defense, and command and control of all Air

Force terrestrial, space, and airborne networks in support of air,

space, and cyberspace

operations across the competition

continuum

. Provides combat-ready forces and communications

and information infrastructure and expertise enabling sustained

combat operations through cyberspace and the integration of

those operations with air and space operations worldwide.

Contracting

Provides contingency contracting support to operations and

support activities by establishing contracts and agreements to

acquire mission

-essential supplies and services throughout the

initial deployment, buildup, sustainment, termination, and

redeployment phases.

Distribution

Distribution personnel arrange for end-to-end transportation of

passengers, equipment and materiel in support of deployment,

redeployment, sustainment and retrograde. Distribution

personnel provide a wide range of transportation services,

inc

luding packing and intermodal containerization of materiel,

movement planning, preparation for and movement of personnel

and cargo (including required customs processes),

receipt/delivery of inbound personnel and cargo, and in

-transit

visibility.

Financial

Management (FM)

and Comptroller

Provides effective stewardship of the public purse and robust

decision support to commanders at all levels. At the onset of any

operation, FM provides disbursing and other financial services.

The FM/contracting tea

m is the commander's link to the local

economy for procurement and other cash operations. FM forces

are tailored to meet the commander's needs throughout the

lifecycle of the operation. They may mobilize with unit funds or

manage funds provided through an

Air Force component

command, combatant command,

other Service,

or other agency.

FM may budget and account for funds specifically appropriated

for the operation, or document expenditures for possible

reimbursement. FM provides financial analysis, cost, deci

sion

support, financial services and disbursing through forces in

theater, financial systems, and reachback.

Force Support

Ensures warfighting capability by providing manpower and

ersonnel programs, life-sustaining and essential services, and

quality

-of-life programs to support Air Force forces. Provides

total force accountability and personnel management to integrate

the regular, Guard, Reserve, and civilians to meet personnel

resource requirements. Provides casualty reporting capability to

ensure timely

and humane notification to next of kin. Provides

food service, mortuary affairs, lodging, fitness, protocol, retail

sales and services, laundry services, and recreational

opportunities. Responsible for manpower management,

organization designations, perfo

rmance management. Provides

mail services around the world in partnership with US

Transportation Command and the United States Postal Service.

Provides administrative support to commanders at all levels.

Provides education and training, alternative dispute

resolution,

complaint processing, unit climate assessments and affirmative

employment programs; pre

-commissioning programs,

professional military education, professional continuing

education, higher education, and transition and career

assistance. Ensures

the Air Force's commitment to eliminate

sexual assaults through awareness and prevention training,

education, victim advocacy, response, reporting, and

accountability. Provides military and family support capability

through programs for deployed members a

nd families that

support Airman resiliency and reintegration.

Health Services

Provides force health protection (FHP), which is a "total life

cycle" health support system that addresses all health

-related

threats affecting the combat force. The three primary focal points

of FHP are a healthy fit force, casualty prevention, and casualty

care and management.

Historian

Provides Air Force leadership at all levels with accurate and well-

analyzed historical information and documentation of key

activities in

cluding collection, preservation, evaluation, and

interpretation of current operational data. These data are used to

enhance the combat capability of the Air Force.

Judge Advocate

Provides legal advice to commanders and other personnel on all

areas of com

bat support, including command relations; military

justice; personnel issues; fiscal law; contracting actions; ethics;

environmental law; claims; status of forces agreements; the law

of war; international agreements; rule of law; and specialized

legal supp

ort in multinational, civil-military, and combat

operations. Provides legal services, including legal assistance,

that maximize the legal readiness of the force on both

organizational and personal levels.

Logistics Planning

Provides site planning, management of war reserve materiel,

and implementation of efficient combat support

operations

across the

competition continuum. Provides the planning

component for deploying to, reception of forces in, sustaining,

and redeploying fr

om an operational area.

Maintenance

Maintains, repairs, and supports multiple weapon systems and

associated equipment, and support equipment. Provides

organizational, intermediate, and depot

-level maintenance both

on the flightline and in repair facilitie

s. Also includes battle

damage repair and crash and recovery operations when

required.

Materiel

Management

Provides assistance to commanders and equipment custodians

in the proper transfer and accounting of assigned equipment

assets. Procures, receives, s

tores, issues, and accounts for

assigned readiness spares assets. Monitors, controls, and

reports status of reparable assets. Acts as the primary liaison

between the unit and supporting logistics support centers. It is an

enabling capability that supports

sustainment of Airmen,

weapons systems, and facilities to provide responsive,

consistent, and reliable support to the warfighter during

peacetime and war.

Munitions

Management

Procures, requisitions, manages, allocates, and maintains

munitions to include storage, maintenance,

assembly/disassembly, staging, delivery, protection, and

reconstitution efforts.

Public Affairs

Provides communication advice and support to commanders at

all levels. Plans, conducts, synchronizes, integrates, and

evaluates communication planning, command information, media

operations, community engagement, visual information,

counterpropaganda, Air Force band, and security and policy

review activities to g

ain and maintain local, national, and

international support for military operations and communicates

resolve in a manner that provides global influence and

deterrence.

Safety

Promotes a safe environment for air, space, and cyberspace

forces to live and

work, resulting in the preservation of vital

resources. Assists with implementation and integration of risk

management into all operations and missions. Focuses on

mishap prevention and proactive safety in all mission sets to

preserve combat capability.

Science and

Technology

Includes basic research, applied research, and advanced

technology development. Basic research includes all scientific

study and experimentation directed toward increasing

fundamental knowledge and understanding in those fields of th

physical, engineering, environmental, and life sciences related to

long

-term national security needs. Applied research translates

promising basic research into solutions for broadly defined

military needs and includes studies, investigations, and non

sys

tem specific technology efforts. Advanced technology

development includes development of subsystems and

components and efforts to integrate subsystems and

components into system prototypes for field experiments and

tests in a simulated environment. For the

purpose of combat

support, science and technology are focused on fielding,

protecting, supporting, and sustaining Air Force forces

during

operations

across the competition continuum.

Security Forces

Contributes to the overall effort by protecting and securing

operationally critical installations, personnel, facilities, and

systems. Security Force capabilities include: Area security

operations, base security operations, law and order, combat

arms, military working dogs, and nuclear security operations.

Studies, Analyses

and Assessments

Provides specialized analytic support for strategic planning,

operational and developmental planning, requirements

assessments, modernization and recapitalization of systems and

programs, and the planning, programming, bud

geting, and

execution decision processes.

Test and Evaluation

(T&E)

Ensures weapons systems are operationally effective and

suitable; incorporates lessons learned during T&E of a new

system to increase its agility; takes a rapid response process

project,

developed in response to a critical wartime need, and

makes sure it will work as designed; and readies an immature

weapons system for immediate wartime deployment, making

critical decisions as to the system’s ability to perform its mission

sufficiently wel

l to warrant deployment without jeopardizing

irreplaceable resources or delaying the system’s initial operating

capability.

Weather Services

Provides timely and accurate environmental data and

information, including climatological assessments and space and

atmospheric weather, integral to the decision process and timing

for employing forces and planning and conducting air, ground,

and space launch operations.