Military

(1) Soldiers in garrison.

(2) Soldier families in garrison.

(3) Army medical facility personnel.

(4) Confined U.S. soldiers.

(5) Mobilized soldiers.

(6) Deployed soldiers.

(7) Soldier families in and around mobilization stations.

(8) Soldiers engaged in combat.

(1) Battlefield training.

(2) TDY training.

(3) United States Army Chaplain Center and School (USACHCS) mobile training teams (MTTs).

(4) Chaplain training conferences.

(5) Continuing education conferences.

(6) Unit level officer classes.

(7) Enlisted training (such as Primary Leadership Development Course [PLDC], Basic Noncommissioned Officer Course [BNCOC], and Advanced Noncommissioned Officer Course [ANCOC]).

(1) U.S. Army Reserve Forces (USARF) schools, other schools, and conferences.

(2) Annual training (AT), to include Individual Mobilization Augmentee (IMA) training for mobilization assignment and UMT training as part of the unit training program.

(3) Individual training, to include Individual Ready Reserve (IRR) counterpart training, chaplain candidate training, and IRR or Troop Program Unit (TPU) chaplain.

(4) Training for chaplains assigned to OCONUS (outside the continental U.S.) tours of duty.

(1) Concepts, tasks, and planning guidance that call for the employment of Reserve Components are provided to the commanders of unified and specified commands in the Joint Strategic Capabilities Plan (JSCP), Volume I.

(2) For planning purposes, JSCP, Volume II, provides home station/mobilization station of initial assignment availability times of the major military combat forces designated for augmenting and deploying to unified and specified commands.

(3) These commanders of the unified and specified commands, in conjunction with the Service component commanders, develop plans for the employment of the major Reserve forces and for additional support forces provided by the Services through the component commanders. These plans include Time Phased Force Deployment Data (TPFDD) that, among other things, identifies the requirement established by the commanders of the unified and specified commands for time-phased introduction of Reserve Component forces.

(4) Services develop their mobilization plans to accommodate these requirements and those of their own requirement for nondeployable infrastructure and supporting augmentation.

(5) As an adjunct to developing mobilization plans, Services identify the nonorganic CONUS movement requirements incident to the mobilization of the Reserve Component forces.

(6) The Services forward these requirements to the Military Traffic Management Command (MTMC).

(1) JOPS I - Deliberate Planning Procedures.

This volume provides guidance and procedures for the development, coordination, dissemination, review and approval of joint operation plans during peacetime. In addition, it prescribes standard formats and minimum content for operation plans, annexes, and appendixes.

(2) JOPS II - Supplementary Planning Guidance (Classified).

This volume is functionally oriented and provides directional, procedural, and planning guidance keyed to certain plan annexes.

(3) JOPS III - ADP Support.

This volume establishes the World Wide Military Command and Control System (WWMCCS) ADP standard computer based system that supports the planning of joint operations. JOPS III application software provides automated assistance specifically in the plan development phase for the development of a Time Phased Force Deployment Data (TPFDD) file.

(4) JOPS IV - Crisis Action System.

This volume provides guidance and procedures for the conduct of joint planning during emergency or time sensitive situations.

(1) Phase I - Initiation.

The Joint Chiefs of Staff, normally by publication of the JSCP, assign tasks to the commanders of the unified and specified commands; identify major combat forces and JSC-controlled resources that are available for planning; provide information on replacement personnel and planning factors for gross calculations of resupply; provide airlift and sealift assets made available for planning; and identify the depth of planning required for each contingency. The Services, based on actual capabilities, identify other combat, combat support, and combat service support forces. ODCSOPS at HQDA, through periodic revisions or changes to AMOPS, identifies major combat forces for planning based on JSCP tasking, allocates combat support and combat service support forces not addressed in the JSCP, and provides guidance on personnel replacement/filler and service- controlled resupply planning data.

(2) Phase II - Concept Development.

In this phase, all factors that can have a significant effect on mission accomplishment are collected and analyzed by the supported commander, the best course of action is determined, and the concept of operations is developed. For certain contingencies, only a CONPLAN is required in lieu of an OPLAN. In such a case, the process is essentially complete with the development of the concept of operations. The supported CINC fully develops his concept of operations as the foundation for detailed plan development. HQDA and other designated commands/agencies provide the supported CINC with assistance as required through the Army component headquarters.

(3) Phase III - Plan Development.

The supported CINC initiates this phase by providing Service components and supporting commands/agencies his concept of operations and guidance for Time Phased Force Deployment Data (TPFDD) development. The supported Army component, based upon CINC guidance, determines Army force requirements. FORSCOM selects units to meet the requirements. Force shortfalls which are unresolvable at component/FORSCOM level are forwarded to HQDA for resolution/comment as appropriate. As far as possible, resolution is accomplished prior to component TPFDD submission to the CINC. Force requirements beyond the capability of the Army to fill are highlighted for the supported commander in the format prescribed by his planning directive. Following development and analysis by supporting commands/agencies, the JDA will assist the supported commander with management of two TPFDD refinement conferences.

The purpose of the first conference is to coordinate the inclusion of unit data and nonunit-related personnel and cargo data. The Transportation Operating Agencies (TOA), Military Airlift Command, and Military Sealift Command test the resultant TPFDD for feasibility and produce movement tables.

The JDA then convenes a second TPFDD refinement conference to coordinate the combined transportation requirements and shortfalls. The refined TPFDD is then transferred to the JDS deployment data base. Throughout the plans development phase, HQDA, FORSCOM, AMDC, and MILPERCEN, in conjunction with the Army component, attempt to resolve service-related shortfalls impacting on the supported commander's plan. The supported commander to the JCS submits shortfalls that cannot be resolved. In conjunction with the Services, the JCS review cited shortfalls and limiting factors and inform the supported commander of any adjustments deemed appropriate. The services initiate programming actions to eliminate shortfalls insofar as resource constraints will allow.

(4) Phase IV - Plan Review.

After receipt of the supported commander's plan for final review, the JCS forward it to the Services for comment. ODCSOPS staffs the OPLAN throughout the Army Staff (ARSTAF) for comments. ARSTAF agencies coordinate with MACOMs and other agencies as required. The review evaluates the adequacy and feasibility of the plan for accomplishing the mission assigned.

(5) Phase V - Supporting Plans.

Supported and supporting Army component commands and, as appropriate, Army MACOMs and agencies will prepare and publish supporting plans for each OPLAN developed with JOPS.

(1) The objective of AMOPS is to improve Army participation in joint operations planning and Army mobilization planning and execution through:

• More clearly defined responsibilities and more disciplined procedures for the conduct of planning actions and execution.

• Centralized planning management.

• A single-source document set for promulgation of policies, guidance, and planning assumptions concerning the short-range strategic employment, mobilization, and deployment of Army forces.

(2) Purpose and Scope of AMOPS.

The Army Mobilization and Operations Planning System (AMOPS) is the vehicle by which all components of the Army plan and execute actions to provide and expand Army forces and resources to meet the requirements of unified commands. AMOPS serves as the Army supplement to the Joint Operation Planning System (JOPS). It provides the interface between unified command plans for deployment and utilization of forces and Army plans for providing mobilized forces and resources. AMOPS consolidates policies and procedures, defines responsibilities, and provides a set of documents for promulgation of policies, guidance and planning assumptions concerning short-range strategic employment, mobilization, and deployment of Army Forces.

AMOPS consolidates policies and procedures, and defines responsibilities for Army participation in the development, coordination, dissemination, review, and approval of joint operation plans and for Army participation in the Joint Operation Planning System (JOPS) and the Joint Deployment System (JDS).

AMOPS provides operational planning guidance for the short range strategic employment of Army forces under both mobilization and non-mobilization conditions.

AMOPS consolidates policies and procedures, and defines responsibilities for the development, coordination, dissemination, review, and approval of Army mobilization plans and for planning the execution thereof.

AMOPS formalizes and documents functional information requirements for mobilization/ deployment planning and execution as a basis for developing improved automated systems.

(3) AMOPS Functional Subsystems.

The Army Mobilization and Operations Planning System (AMOPS) provides guidance to the Army Staff, major commands, and Reserve Components for the preparation and execution of plans for:

• Assembling the necessary personnel, supplies, equipment, and services to bring the Army to a state of readiness for war or other national emergency.

• Augmenting theater and other strategic forces and the CONUS base with Active and Reserve Component units, manpower, and materiel including their alert, activation, movement, staging, embarkation, transportation, and debarkation primarily from the continental United States.

• Sustaining the deployed force and CONUS base.

(4) The system may be subdivided into three subsystems that support the augmentation of theater and other strategic forces and five subsystems that support the augmentation of the CONUS base and sustainment of the delayed force.

The three subsystems known as the Mobilized Force are:

• Force Units.

• Manpower.

• Materiel.

The five subsystems that support the augmentation of the CONUS base are:

• Mobilization Stations.

• Training Base.

• Logistic Support.

• Medical Support.

• Transportation Support.

(1) AMOPS VOL II complements the JSCP. When the JSCP is published AMOPS VOL II must be revised to reflect current force changes. JSCP apportions generic above the line forces, whereas AMOPS II specifically identifies those above the line forces for the supported CINC to use for planning purposes. In addition, AMOPS II gives the Army planning strategy for global and regional scenarios.

(2) AMOPS VOL II gives the force apportioned for each global scenario and each regional scenario. Priorities for each scenario are provided in addition to the apportioned forces. AMOPS II also identifies the supporting plans for each major OPLAN. These major OPLANS and their supporting OPLANS are known as A Family Of Plans. Units will not appear more than once in a family of plans but may appear more than once in competing families of plans.

(1) AMOPS VOL III provides Army agencies, commands and components of unified commands the guidance required to plan for mobilization and deployment of Army forces. This guidance focuses on functional areas pertaining uniquely to the transition from a peacetime Army to an expanded wartime Army under various mobilization conditions, and priorities for time-phased allocation of resources during mobilization and deployment.

(2) Two basic assumptions are included throughout AMOPS III. Any situation requiring a mobilization beyond 200,000 personnel will be of sufficient gravity that a state of national emergency or war will be declared (this is important for various legal considerations) and Inductee Mobilization Schedule (cumulative) will provide delivery of the first Army inductee at M+13 (this drives training base expansion).

(3) Mobilization planning requires assessment of existing capabilities and availability of resources (facilities, equipment, sustaining supplies, and manpower) to support the requirement. Full mobilization planning is focused on a time-phased requirement and includes those actions which will use all available resources in the most expeditious manner consistent with time available. Shortfall can then be identified and a realistic mobilization capability can be determined. However, the procedures developed to ensure the timely transition from peacetime to wartime must be flexible and detailed enough to cover all mobilization options as well as the support of multiple force packages.

(4) The "bottom-line" for mobilization planning is to deliver the right force to the right place at the right time. The "right force" means not only the proper type unit but also a unit that is properly trained, equipped and sustained - we call all of this "unit readiness."

(5) Unit readiness for war is a function of time and capability to apply resources before the unit is deployed. Ideally a unit in peacetime should be maintained at a "go-to-war" level (MTOE - ALO 1) at all times. In the short range, sufficient resources are not available to accomplish manning and equipping at objective levels.

(6) The peacetime allocation of resources and command management will be keyed to Army support of JCS approved operations plans. The assignment of units against time-phased wartime requirements must consider assigned ALO. Similarly, the assignment of ALO should consider time-phased wartime requirements and be managed in a manner to optimize distribution of available assets to support the most critical missions. Support of existing plans will require intensive management in peacetime to ensure that the earliest deploying units maintain the highest practical levels of readiness.

(1) FORSCOM's primary purpose is to prepare Army forces for mobilization and commitment in support of national policy. This is done under the direction and authority of Department of the Army (DA) and United States Readiness Command (USREDCOM). Guidance from DA is provided in the Army Operations and Mobilization Planning System (AMOPS) and from USREDCOM in appropriate operational plans and directives. To consolidate planning guidance, FORSCOM has established the FORSCOM Mobilization and Deployment Planning System (FORMDEPS).

(2) The objective of FORMDEPS is to provide a consolidated set of documents that provide mobilization and deployment planning guidance and instructions to other MACOMs, CONUSAs, and installations and to appropriate Reserve Component headquarters.

(1) FORMDEPS describes mobilization and deployment relationships of FORSCOM with unified/specified commands, DA, NGB, MACOMs and subordinate elements. It consolidates procedures, requirements and defines responsibilities for accomplishment of mobilization and deployment planning and execution.

(2) FORMDEPS describes the system which FORSCOM uses to support mobilization and deployment to include interface with other non-FORSCOM systems.

(3) FORMDEPS currently consists of four volumes that are briefly described below:

Volume I - System Description. This volume is a general overview of mobilization and deployment information available from other sources. It describes the FORSCOM concept of operations for planning and execution of FORSCOM go-to-war missions. It also assigns responsibilities and prescribes command and control structure for the missions.

Volume II - Mobilization Troop Basis Stationing Plan (MTBSP). This volume supports other FORMDEPS volumes and provides mobilization and deployment data to plan time-phased unit progression through the five phases of mobilization. Products of MTBSP provide the basis for implementing the Deployment/Employment/ Mobilization Status System (DEMSTAT). The MTBSPs are in World Wide Military Command and Control System (WWMCCS) files and are available to WWMCSS entry system (WES) users for the following scenarios:

Volume III - Mobilization and Deployment Planning Guidance. This volume consists of seven parts as described below.

Volume IV - Emergency, Operations. This volume consists of two parts as described below.

(1) Two general missions, as well as supporting missions and functions are assigned to FORSCOM in AR 10-42.

(2) General Missions and Functions: The Commander, FORSCOM:

Serves as Commander in Chief, United States Army Forces, Readiness Command (USCINCARRED). As USCINCARRED, provides a general reserve of combat ready forces to USREDCOM as directed by JCS and as provided for in current DA directives; plans for and provides forces for the reinforcement of other unified commands as directed by the USCINCRED.

Plans for and executes assigned domestic emergency missions. These missions include peacetime emergencies and those resulting from general war. As the DA executive and coordinating authority, plans and prepares to conduct operations for CONUS defense (less aerospace defense), the military support of civil defense, survival and reconstitution activities related to CONUS defense, and chemical and nuclear accident and incident control. Collectively referred to as CONUS Contingency Plans throughout FORMDEPS.

(3) The following missions and functions provide the capability and authority to accomplish the general missions:

• Command the Continental United States Armies (CONUSA).

• Command assigned Active Army units.

• Command assigned installations (to include federalized state installations).

• Command FORSCOM units and activities on TRADOC installations through the installation commander.

• Command assigned USAR troop program units in CONUS, Puerto Rico, the Virgin Islands, and Alaska.

• Organize, equip, station, train, and maintain the combat readiness of assigned units.

• Supervise and evaluate the training of the ARNG; establish training criteria for and provide advice and assistance in the training of the ARNG; conduct general and special instructions of ARNG units, U.S. Property and Fiscal Offices and State Maintenance Offices, within CONUS, Puerto Rico, Virgin Islands and Alaska.

• Establish and maintain the CAPSTONE Program.

• Exercise unit training and readiness monitorship of those ARMY forces of other commands that have general war or other contingency missions assigned by HQDA.

• Function as the DA coordinating authority in support of deployment plans and operations of the USCINCRED, and the contingency plans and operations of CINCLANT.

• Provide the DA single point of contact for USCINCRED and CINCLANT for the planning and provision of administrative and logistical support of US Army forces under operational command of the respective unified commands.

• Prepare and execute plans for mobilization of Army Reserve Component units within CONUS, Puerto Rico, the Virgin Islands, and Alaska in accordance with the ARMY Mobilization and Operations Planning System (AMOPS).

• Maintain the DA master files of Standard Unit Movement Data and standard unit reporting procedures for Army units to support the planning and operations requirements of AMOPS Volume II and Joint Operations Planning System.

• Collect, process and transmit data reported under the Joint Reporting Structure on all organizations assigned to FORSCOM and TRADOC.

• Operate a data processing facility in support of the World Wide Military Command and Control System (WWMCCS).

• Provide, through assigned installations, administrative, logistical, and other support and services to elements and agencies of DA, DOD, and such other government agencies that are tenants or designated satellites of FORSCOM installations.

• Manage base operations and other general support through assigned installation commanders who will be responsible for providing or managing the provisions of such support on an assigned area basis as prescribed by separate regulations.

• Additional missions and functions which are peacetime related or unnecessary to understand this concept of operations are found in AR 10-42.

(1) Prepare plans for the redistribution of resources against priority requirements in accordance with the provisions of Chapter 3, AMOPS Volume III (S).

(2) On order, redistribute resources to accomplish assigned missions.

(3) Ensure redistribution and reporting procedures are compatible with HQDA level functional systems requirements.

(4) Develop concept plans for TOTAL mobilization.

(1) Centralized guidance is provided to headquarters, installations and activities by AMOPS, FORMDEPS, the General War Plan, CONUS Contingency Plans, and Force Readiness planning and reporting instructions.

(2) Extensive preplanning must be accomplished at all levels. Detailed requirements and procedures must be developed. "On the shelf" contracts, preformatted requests, requisitions, and other documents required for execution must be prepared and placed at the headquarters necessary for implementation. Optimum disposition of all resources must be determined and the projected Force Readiness posture of units, with redistribution instructions, provided to CONUSA, installations and major units.

(3) Systematic Review, Coordination, and Improvement of Plans. The centralized aspect of extensive preplanning, involves a "system" for ensuring that plans are prepared IAW guidance and in the required detail and depth; coordinated across boundaries and between components; problems are surfaced, solved, and guidance provided by the appropriate headquarters resulting in improved and up-to-date plans.

(4) Centralized Adjustments to Plans. The extensive preplanning and systematic review described above, will result in unresolved problems, recommendations for changes to FORSCOM plans and priority/resource conflicts, being surfaced to FORSCOM. Adjustments will be coordinated with other MACOM or agencies as required, and completed by FORSCOM.

(5) Adjusted Plans Disseminated. Plans, as adjusted by FORSCOM, will be disseminated to all appropriate activities. Plans will then be revised and maintained by all affected activities in preparation for execution.

(6) Updating of Plans. This will be required as supported CINC plans, force structure, POMCUS and unit equipment posture, and resulting TPFDD, MTBSP and Force Readiness planning data changes occur.

(1) Preplanned actions are implemented by mission type orders. General actions will be directed, not specific actions. For example: decentralized asset redistribution will be ordered, not the specific action of transferring item X to installation Y.

(2) Adjustments to plans are made at the lowest possible level. Commanders will initiate action to adjust plans as required, to accomplish their missions with available resources, within established priorities. For example: mobilization station arrival dates, published in the MTBSP, may be changed by the installation commander (after coordination with the STARC/RSC/unit as required).

(3) Actions are managed on an exception basis. Overloaded communications and management information systems will not provide complete visibility or direct control over all war-related actions. Only minimum essential reports will be rendered on activities accomplished as planned. Commanders will limit their attention to problems surfaced and required to make changes to plans.

(1) Make appropriate recommendations for cross-leveling of chaplains assigned to the installation and mobilized units on the installation to insure proper faith-mix and rank of chaplains.

(2) The following fill priority will be utilized in making assignments:

(1) The Kosher Kitchen will be activated and made available for preparation of meals to meet the dietary requirements of those personnel whose religion makes such demands.

(2) Regular worship services will be provided for those major faith groups to include, but not limited to Protestant, Catholic, and Jewish personnel.

(3) If chaplains of other faith groups are not available, local civilian resources will be contracted.

(4) The ongoing religious programs will be expanded to include, but not limited to the following specialized ministries and services:

(1) (U) The capability to fill vacancies and redistribute assets to ensure that the aggregate faith mix of chaplains in deploying divisions and separate brigades is compatible to the faith mix of troops assigned to these units.

(2) (U) The capability to utilize existing assets during the first 90 days of mobilization and to provide religious coverage to deploying units, the training base, and family member/spouse remaining on and adjacent to the mobilization stations.

(3) (U) The above requires some very intensive and coordinated planning by Army chaplains. The information requirements for planning are:

(4) (U) The following assets should be considered as available when they reach the mobilization station:

(5) (U) Although retired chaplains are not deployable assets, they should be used to the maximum extent to fulfill the chaplain mission at the installation.

(1) (U) Mobilization station chaplains will receive, orient, assign and/or reassign chaplains to effect the best possible faith mix. The following priorities will be observed:

(2) (U) Care will be taken to maintain unit integrity wherever possible; however, needs of the Service and faith mix requirements will dictate the feasibility of adhering to this principle.

(3) (U) Chaplain redistribution to support deploying units will be accomplished without regard to command affiliation of the assets.

(4) (U) DACH will levy MACOM for overseas command and/or replacement fill.

(5) (U) Data base update will be through SIDPERS. However, mobilization station chaplains will maintain sufficient manual data to recapture personnel data in the event the data processing systems goes down. Seek the advice of the installation AMO for elements of data required.

(1) (U) IAW AR 614-30, chaplains who have not completed the Chaplain Basic Course are not deployable. Therefore, completion of OBC is the highest training priority.

(2) (U) Mobilization station chaplains are responsible for training deploying chaplains and chapel activities specialists in the religious and cultural aspects of the theater. The mobilization station chaplain also should ensure that deploying chaplains and chapel activities specialists are trained in skills to perform ministry during combat.

(1) STARC and RSC chaplains will provide guidance and monitor chaplain planning and training for mobilization readiness.

(2) STARC and RSC chaplains will ensure the availability of appropriate chaplain mobilization plans and SOPs for all levels of the command. These documents will be provided to the CONUSA chaplains.

(3) Local chaplain plans and SOPs should address as a minimum the following items:

(4) STARC and RSC chaplains will provide suitable notification for training opportunities provided at HQDA, FORSCOM, and CONUSA levels for chaplains and chaplain assistants.

(5) STARC and RSC chaplains should take the initiative to ensure training opportunities for chaplains and chaplain assistants not provided at higher levels of command. Input for planning and execution of mobilization exercises will be provided at all appropriate levels of command.

(6) STARC and RSC chaplains will ensure the conduct of chaplain mobilization exercises (MOBEXs) in support of the command mobilization plans.

(1) STARCs and RSCs will execute the chaplain portion of the command mobilization plan under the technical supervision of the CONUSA chaplains.

(2) STARC chaplains will provide assistance to military families in the State in support of Appendix 1, Annex E. Additional chaplain requirements for this responsibility will be directed to the CONUSA chaplain.

(3) STARC and RSC chaplains will accomplish other chaplaincy tasks as FORSCOM and CONUSAs may direct.

(1) Active Components.

(2) Reserve Components.

(3) New accessions.

(4) Evacuees from overseas commands.

(5) Retirees.

(6) Other Services.

(1) Direct actual services.

(2) Information, referral, and follow-up (IR&F).

(1) Representatives from the "key" agencies should emphasize the team approach to solving family problems and be present in the family assistance center (FAC) to provide as much direct assistance and coordinated screening as possible in one location. When not present in the FAC, team members are expected to serve as points of contact in their respective areas to ensure that followup action is taken to solve problems.

(2) State area commands (STARCs) will provide limited services and IR&F to include providing and assisting in completing various government forms and applications. The IR&F mission is ideally suited for the STARC. The STARC can maintain information on services that are available from other Federal, civilian, State, and county agencies. The STARC will also provide CHAMPUS counseling when there is a need to supplement installation capabilities. The STARC may coordinate the use of selected NG armories, USAR centers, and US Army Recruiting Command (USAREC) recruiting stations to establish IR&F subcenters.

(1) Information and referral.

(2) ID Card and DEERS enrollment (Tab A).

(3) CHAMPUS counseling.

(4) Transportation.

(5) Legal.

(6) Commissary.

(7) Post Exchange.

(8) Government family housing.

(9) AER.

(10) Travel.

(11) Army community services (ACS).

(12) Budget counseling.

(13) Educational services.

(14) Morale support activities.

(15) Chaplain.

(16) Survivor assistance.

(17) Employment assistance.

(1) Develop an Army community service mobilization TDA that provides for a family assistance center (FAC) and determine the additional funding required to operate the FAC on a 24-hour basis. Mobilization TDAs should provide for an individual mobilization augmentee (IMA) with the 68R specialty, Social Work Officer.

(2) Coordinate with the State area commands and adjacent States to inform them of services available at the installation.

(3) Appoint a point of contact (POC) for family support. A single POC will make it easier for STARCs to find out what support is available to families.

(1) Will establish liaison with STARC in the states in which their units are located.

(2) Secure STARC family support plan(s) and make distribution to subordinate elements down to company level.

(1) Ensure STARCs have a family assistance plan.

(2) Assist STARC with developing/refining family assistance plan, if required.

(3) Ensure STARC disseminates their family assistance plan(s) to NG, USAR (RSC), installations and the other services in their area of responsibility.